Page 1

UTAH’S BUSINESS JOURNAL www.slenterprise.com

THIS WEEK

July 23-29, 2012

382-unit market rate apartment project to be built in Orem

North Salt Lake manufacturer sold for $27 mil. Begins on page 3.

Cream 'o Weber plant to be closed July 31 Begins on page 3.

• Industry Briefs • Begins on page 5.

• Calendar • See page 17.

Artist's rendering of the Flagship Luxury Apartments, to be located at 1000 South and 1300 West in Orem. By Barbara Rattle The Enterprise Flagship Homes, Lehi, will soon break ground for the Flagship Luxury Apartments at 1000 South and 1300 West in Orem. The 382-unit market-rate complex should fill quickly, as Utah County has seen only three new apartment projects developed in the last 12 years, said Paul Gifford, one of the owners of Flagship Homes. “Market conditions are definitely right,” Gifford said. “You look at the vacancy rate of newer projects and they basically are all more than 99 percent

$1.50

Volume 41, Number 51

occupied. I think a new product in that location will do really well because about 75 percent of all the apartments in the county were built in 1978 or before.” Flagship Luxury Apartments will be located adjacent to Wolverine Crossing, a student housing project that is Orem’s newest apartment community, Gifford said. At the suggestion of the city, Flagship’s appearance will be similar to Wolverine — liberal use of rock and solid-surface materials — but more high-end, Gifford said. Flagship will consist of

Goldman Sachs program includes $10 million for small-business lending By Brice Wallace The Enterprise Utah’s small businesses will be able to get a boost toward success in a program being launched by Goldman Sachs, Salt Lake Community College and the state. Salt Lake City will become the eighth city nationwide to be part of Goldman’s “10,000 Small Businesses” initiative, designed to help small-business owners get training, access to capital and support services. The target group is business owners with limited resources who have a company poised for growth. “We think that Salt Lake City has all the attributes that we look for in a partner for ‘10,000

Small Businesses.’ It has a scalable small-business sector, strong local partners and great potential for economic growth,” Esta Stecher, chief executive officer of Goldman Sachs Bank USA, said during a news conference last week announcing the Salt Lake City program. Goldman Sachs and the Goldman Sachs Foundation will provide $15 million over five years for the Salt Lake program, part of a $500 million national effort started in 2009 to help small businesses grow. The first component of the program, business and management education, will take place through SLCC’s School

see GOLDMAN page 11

Florida BBQ chain to open in Ogden, more locations planned

see FLAGSHIP page 11

Corporate recruitment, retention efforts burgeoning, execs say By Brice Wallace The Enterprise The past few months have been both busy and fruitful times for corporate recruitment and retention activities at the Governor’s Office of Economic Development (GOED) and the Economic Development Corp. of Utah (EDCU). Officials from GOED said during the GOED board meeting in July that the agency set a new record with 9,065 jobs tied to recruitment and retention through its Economic Development Tax Increment Financing (EDTIF) John Walton

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incentive during the 2012 fiscal year. EDCU’s top executive says that organization is nearly at a record-high for “active projects,” meaning companies considering expanding in or coming to Utah. “I would say on all conditions we’re firing on all cylinders,” Chris Conabee, GOED’s managing director of corporate recruitment and incentives, told the board. “We’re doing what we’re supposed to do: greater number of deals, greater size of deals, greater diversity in terms of length, and diversity of industry see RECRUIT page 2

The Ogden location of Woody's Bar-B-Q will be the only one west of the Eastern time zone. By Brice Wallace The Enterprise We’ve all heard about marriages that sprang from an Internet match, but an under-construction Ogden restaurant likewise features a relationship that began with some fortuitous Web searching. Woody’s Bar-B-Q will open this fall at 4335 S. Harrison

Blvd., about a year after owner Mike Pagano’s wife discovered the Woody’s franchise company online. “We were looking for an opportunity to do something in barbecue,” Pagano said. “We thought we’d do something on our own, but during our searches see WOODY'S page 2

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July 23-29, 2012

The Enterprise

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of chains back East, we thought we wanted something a little more southern barbecue, and my wife happened across their website. We got in touch with them, spent some time with them, toured some restaurants and met with Woody [Mills, the co-founder and CEO]. We decided it was a pretty good match. “My wife happened to type the right name, I guess,” Pagano laughed. The Ogden restaurant, a former Hollywood Video building, will occupy 3,400 square feet and have seating for 93 diners. It will start with about 30 employees. It will be the first Woody’s location west of the Eastern time zone. The Jacksonville, Fla.-based company has 28 restaurants open — the nearest to Utah are in Ohio and Florida — and six more in the process of development. The menu features baby back ribs, Texas beef brisket, Carolina pulled pork, flavorings provided by secret-recipe barbecue sauces, specialty salads, char-grilled

C

sandwiches, Black Angus burgers and the company’s renown banana pudding. Sides include fried offerings but also coleslaw, barbecue beans, green beans, turnip greens, okra and tomatoes. The company started with the goal of creating a dining experience in the tradition of the South’s hometown barbecue shacks. “We’ve got a lot of stuff that will bring you back to when you sat at Grandma’s table,” said Tammy Poudrier, marketing director for Woody’s Bar-B-Q. For Pagano, part of the appeal was value. “The quality of food for the price is such a great value,” he said. Pagano vows to make the restaurant a fun place, punctuated by music and “loud laughter.” Bingo nights, karaoke and a décor sprinkled with items from Weber State University. Pagano finds himself back in the restaurant setting after retirement from being a district manager for a big-box retailer. His parents owned a pair of bars in Ogden: Pagano’s on 25th Street and Grant Tap on 24th Street. “I kind of grew up in that environment, so I’m getting back to my

roots,” he said. He’s also hoping to spread the roots of Woody’s. He has rights to the first three Utah locations and he envisions Utah having anywhere from six to 10 locations. “Especially when you look from the Salt Lake market through Logan, with such a big area of the Wasatch Front, if we can find places for it, I definitely think the market could bear it,” Pagano said. “Who knows from there?” The contractor for the Ogden restaurant is Dayton Construction of Centerville. The developer is UFPCH LLC of Los Angeles.

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WOODY'S

RECRUIT from page 1

and [economic] clusters.” During the most recent July-through-June period, boardapproved EDTIF incentives to companies are expected to result in 9,065 jobs. That’s up from 7,638 in 2011 and 4,222 in 2010. The low-water mark in recent years was 1,814 in 2007. Conabee said his office typically has a goal to create 15 percent more jobs than the prior year’s goal, which meant that FY2012’s goal was 4,400 jobs. “We obviously blew it out of the water,” he told the board. For EDCU, a public/private partnership contracted with the state for business recruitment and retention, the fiscal year’s work should result in 8,704 jobs being created and 2,756 being retained. What’s more, EDCU has 210 “active” projects, meaning those in which the organization has been in contact with companies during the past 45 days. The most it’s ever had at any one time is 212, according to Jeff Edwards, EDCU’s president and chief executive officer. That has meant hectic times for Todd Brightwell, EDCU’s senior vice president for business development. “We were talking about it on the way over here this morning that Todd only got three new projects yesterday. We’re really sorry. We fell down. We didn’t get four,” Edwards deadpanned. “We only had three — and before noon, I should point out.” And those three projects have the potential for more than 2,500 new jobs. “It’s really interesting to see the kinds of projects that are coming to us, the scale of them and the depth and the sophistication of the projects. … The big take-away is the drum is

THE ENTERPRISE [USPS 891-300] Published weekly by Enterprise Newspaper Group Inc. 825 N. 300 W., Suite C309, Salt Lake City, UT 84103 Telephone: (801) 533-0556 Fax: (801) 533-0684 Website: www.slenterprise.com. For advertising inquiries, e-mail david@slenterprise.com. To contact the newsroom, e-mail barbara@slenterprise.com. Subscriptions are $55 per year for online only, $65 per year for print only and $75 per year for both the print and online versions, or $1.50 per copy. Opinions expressed by columnists are not necessarily the opinion or policy of The Enterprise Copyright 2012 Enterprise Newspaper Group Inc. All rights reserved Periodicals postage paid at Salt Lake City, UT 84199. POSTMASTER: Send address corrections to P.O. Box 11778, Downtown Station Salt Lake City, UT 84147

still moving forward, the momentum is still out there, so it really is significant,” Edwards said. Among new projects coming to EDCU during the past two months is one in the aerospace sector — Edwards admitted it’s “kind of a long-shot opportunity” — that could mean 2,125 jobs. Others in the pipeline are a pair of software projects with 800 and 1,000 jobs, and another project that’s a whopper — a possible 9,350 jobs. In 2006 and 2007, “we wouldn’t even be getting a look at a lot of these projects, so that’s how much the perception of Utah has changed out there. The fact that we’re getting these calls, it really is impressive,” Edwards said. “We’ve got a lot of work to do still in trying to move this stuff forward through the pipeline, but the good news is there’s plenty of stuff in the pipeline that are ready to hit Chris’ office” and be considered by the GOED board. GOED’s goals are admittedly “a bottom standard” that the agency can reach, Conabee said. The current fiscal year goal is about 5,600. “I have a high level of confidence that we will reach that early in the year,” he said. “We have a project that is over 9,000 jobs in front of us that we have been short-listed on. … It speaks to the great success we’re having in recruitment. And then outside of those 9,000 jobs, there’s probably an additional 7,000 jobs that are in front of us right now to be vetted and to work with the company on getting further down the list.” But Conabee added that goals don’t really matter. “We’re going to get every job that’s out there,” he said. “We’re going to do our best to do it. And we’re going to succeed any goal that’s out there, whether it was last year’s goal or a goal that’s up 15 percent from a goal that we had the previous year. We work pretty tirelessly. We try not to leave things on the table.”

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AMT Labs, North Salt Lake, sold for $27 million cash AMT Labs Inc., a privately held company based in North Salt Lake that manufactures custom ingredients for the food, beverage, confectionery and nutraceutical industries for more than 20 years, has been sold. Cranbury, N.J.-based Innophos Holdings Inc., an international producer of performance and nutritional specialty ingredients with applications in food, beverage, dietary supplements, pharmaceutical, oral care and industrial end markets, paid $27 million cash. “The acquisition of AMT represents the second step in our adjacency strategy to expand in product categories closely related to our existing specialty phosphate product line,” said Randy Gress, chairman and CEO of Innophos. “AMT’s strengths are highly

complementary to our new bioactive mineral ingredients business platform, providing high quality manufacturing facilities better able to support the future growth expected in this product range. AMT has also been developing new market potential for its products which we expect will bring commercial successes.” AMT specializes in mineral ingredients essential to the human diet that are manufactured in various forms, including as chelates, to be easily digested (bioactive). AMT is complementary to the Kelatron business acquired by Innophos in November 2011.  The combined businesses of Kelatron and AMT make Innophos a leader in high growth U.S. bioactive mineral ingredients, with annualized revenues approximating $30 million.

UVEF names Top 25 Under Five winners The Utah Valley Entrepreneurial Forum (UVEF) has selected the winners of its 2012 “Top 25 Under Five” Award, spotlighting outstanding Utah entrepreneurs and start-up companies. UVEF recognized Campus Book Rentals, an innovative online textbook rental company currently serving more than 5,800 campuses, as the No. 1 performer among nominees. Today’s Top 25 have collectively created more than 600 jobs and $135 million in revenue. This year’s other award recipients are Arellia, BambooHR, BizVision,

BlueRoof360, DomainMarket. com, DrivingSales, GOAL ZERO, KT TAPE, Launch Leads, Leadgenix, Oozle Media, Orabrush, PcCareSupport, Persnickety Clothing Company, PRMarketing.com, Professional Cable, RawData, Scalar Analytics, SEO.com, Simplicity Laser, The Ready Project, Undercover Mama, V3 Systems, and XOLogic. 2012 is UVEF’s 13th Top 25 Under Five competition. UVEF has highlighted more than 300 companies through this competition, including Utah success stories such as Orange Soda, Omniture, Skullcandy and Xango, among many others.

Kramer is new president of Parvus Corp. Parvus Corp., a South Salt Lake-based supplier of computing and IP networking subsystems for military, aerospace and homeland defense applications, has appointed Dustin “ D u s t y ” Kramer as president, succeeding Les Goodman, who held the position since 2006 and is Kramer now retiring. Kramer has been with the company for more than five years, most recently as vice president of sales and marketing. Before joining Parvus, Kramer was director of sales operations for Linux Networx, where he managed and led its sales organization through consistent growth. Kramer’s experience also includes senior sales positions at Alta Technology, HewittRand

3

The Enterprise

July 23-29, 2012

Corp., Arbor Computer Corp. and Micro Supply Inc. Parvus’ tactical mission processors, network routers, Ethernet switches and embedded boardlevel products provide reliable command, control, computing and communication capabilities for situational awareness and mobile data processing in airborne, ground vehicle and naval installations. The firm was founded in 1983 and is part of the Eurotech Group, a leader in pervasive computing with operations across North America, Europe and Asia.

Ooops ... A list of Utah law firms in last week’s edition contained a typographical error. Stoel Rives LLP’s name will be correctly spelled when the 2012 Enterprise Book of Lists is compiled at the end of the year. Stoel Rives has 73 attorneys and 43 partners in Utah.

San Jose sandwich franchise eyes Utah Togo’s Eateries Inc., a San Jose restaurant chain serving made-to-order sandwiches, has selected Salt Lake City as an expansion market. “At Togo’s, our high average unit volumes, low start-up franchise costs and unmatched corporate support are enabling us to develop in existing markets and new key growth cities,” said Tony Gioia, chairman and CEO of Togo’s Holdings LLC. Togo’s has opened five new restaurants since January 2012 and plans to launch 20 more this year. The expanded growth efforts in new markets comes on the heels of eight quarters of consecutive same store sales increases and growing interest from new franchisees. As part of its 40-year anniversary, the nearly 250-unit sandwich franchise is actively recruiting single and multi-unit operators to help grow the brand to 400 restaurants by 2015. Togo’s recently formed a $15 million fund to fuel its development in 2012 and beyond. With that funding, both new and existing qualified Togo’s franchisees will have access to $5 million to build new restaurants and $10 million for transfers. According to the company, Togo’s’ traditional restaurants boast one of the strongest sales-toinvestment ratios in the sandwich segment. At Togo’s, 51 percent of its traditional restaurants operating for a full 12 months in 2010 experienced average unit sales in

excess of $600,000, with 25 percent over $800,000. Franchisee candidates should possess a liquidity of $150,000 for a single restaurant and a net worth of $300,000. Area developers looking to invest in three or more restaurants should have a liquidity of $450,000 and a net worth of $900,000. The estimated initial investment to own a Togo’s is between $264,000 and

$414,500 with a franchisee fee of $21,000 to $30,000.

Darigold is slated to shutter its Salt Lake City milk processing plant, which employs 96, at the end of July. The Seattle-based firm bought the former Cream o’ Weber plant, located at 1658 S. 4370 W., in the fall of 2010. It has not been profitable. The Cream o’ Weber brand will now be produced in Boise and its milk products will continue to be sold in Utah stores. The Utah plant is the most distant from the dairy cooperative’s headquarters and the bulk of its participating farmers, most of whom are located in the Pacific Northwest. Darigold is a cooperative of 530 dairy farmers in Washington, Oregon, Idaho, Montana, California and a handful of producers in northern Utah. Darigold, the trade name of the Northwest Dairy Association, handles eight billion pounds of milk each year, with annual sales totaling $2 billion.

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The Enterprise

July 23-29, 2012


5

The Enterprise

July 23-29, 2012

• Industry Briefs •

ARTS/ENTERTAINMENT

• 7-Eleven Inc. and Cinemark USA Inc. are partnering to bring Slurpee drinks to the movies in Salt Lake City, offering the convenience retailer’s iconic beverage at 16 select Cinemark and Century branded and affiliated theatres in Salt Lake City beginning this month. This is the fourth market where Slurpee beverages are sold at Cinemarkaffiliated movie theatres.

BANKING • Gardner Co. and Zions

Bank have broken ground for an 18-story development at the corner of 8th and Main streets in Boise that will serve as the bank’s new Idaho headquarters. The contract to build was awarded to Engineered Structures Inc. of Meridian, which will immediately begin work on the $76 million project with completion expected in January 2014. • Utah Central Credit Union raised $15,000 for the Angel’s Hands Foundation at a recent annual golf tournament. Over the years, the tournament has raised nearly $70,000 for Utah-based nonprofits. Angel’s Hands serves children battling severe illnesses. • Privacy and information security research firm the

Ponemon Institute announced the results of the 2011 Privacy Trust Study for Retail Banking, measuring consumer perceptions of trustworthiness for retail banking institutes. In its ninth year, the study examines how issues related to consumer privacy and data security, and the ways in which retail banking institutions address those issues, translate to consumer opinion. U.S. Bank was ranked No. 1. • Zions Bank launched a new business mobile banking smartphone app on July 12. It enables clients to check account balances, monitor recent account

activity, transfer funds between Zions Bank accounts, pay bills and review and cancel scheduled bill payments. The app is available through Apple’s App Store or Android’s Google Play and also accessible through a compatible phone’s Web browser at www.m.zionsbank.com.

CONSTRUCTION • Joshua L. Blazzard, SE

has passed the NCEES Structural Engineering exam for tested licensure in the State of Utah. Blazzard has worked for ARW Engineers for eight years providing structural design for multiple local projects at Business Depot Ogden,

American Nutrition and Weber School District. He received his M.E. degree in structural engineering in 2004 from Utah State University.

ECONOMIC DEVELOPMENT • The Governor’s Office

of Economic Development has begun accepting Technology Commercialization and Innovation Program grant applications for fiscal year 2013. The state invests approximately $1.6 million a year in support of univer-

sity technology commercialization with the goal of generating highpaying jobs and building companies that will be an economic force of the future. There are two types of eligible applicants for this grant — a faculty-led team at a Utah college or university, public or private; or a company, existing or startup, that has licensed or is in the process of licensing a technology from a Utah college or university. Deadline to apply is Aug. 6. More information can be found at http://business.utah.gov/ programs/coe/.

ENVIRONMENT • In partnership

with Momentum Recycling, Salt Lake City will launch a curbside glass recycling pilot program beginning in October. The optional service will initially be provided in neighborhoods where demand is greatest, based on early sign-ups. Residents can subscribe now by visiting www.slcgreen.com or calling Momentum Recycling at (801) 983-3673. City subscribers will be able to place all colors of glass jars and bottles in a bin provided by Momentum Recycling. Residents can also opt to receive a reminder of their monthly collection day via e-mail, text message or phone call. continued on next page

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from previous page Cost to participate in the voluntary program will be $6 per month. The fee will be included in the city water bill for those who opt in.

FINANCE • Primary

Residential Mortgage Inc., Salt Lake City, has rolled out a corporate brand refresh designed to more accurately reflect the company’s mission “to be a nationally-respected, locally-known home loan com-

pany whose purpose is to finance your homeownership goals through a positive and personal experience.” PRMI has achieved significant growth milestones since its inception in 1998, despite a down economy. In 2000, PRMI had 18 employees and closed the year with $38 million in funded volume.  In 2010, the company surpassed more than $4 billion in funded volume and is well on its way to exceeding $5 billion in 2012. Additionally, PRMI currently has more than 200 active

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branches across the country, employs more than 1,500 people nationwide and is licensed in 49 states and Washington, D.C. • The National Association of Credit Management (NACM) has recognized D’Ann Johnson of West Jordan as the recipient of the 2012 CBF (Credit Business Fellow) Designation of Excellence Award. The CBF designation is NACM’s intermediate professional certification. Johnson is a credit manager with Roofers Supply in Salt Lake City and a member of local NACM affiliate NACM Business Credit Services Salt Lake City. • Grow America, provider of Grow America Springboard competitions to uplift and support entrepreneurs, announced five regional kick-off events for the Utah fall competition. Kick-off events provide opportunities for participants and other entrepreneurs to meet and hear experts on entrepreneurism and to learn more about how to enter and participate in Utah’s fall competition. Entries open July 23 for the fall competition, which will be the second and final competition in 2012. The Grow America Springboard Kickoff Events are free. To register, go to http://www.GrowAm.com/ launch.

GOVERNMENT • Heather E. Gunnarson

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is the new director of the Adjudication Division of the Utah Labor Commission. Gunnarson graduated from the J. Reuben Clark Law School, Brigham Young University, and is an attorney licensed to practice in Utah. In 2006 she was appointed

July 23-29, 2012 as the director for the Utah AntiDiscrimination & Labor Division by Gov. Huntsman. Prior to that, Gunnarson was a litigation partner in the law firm of Hoole & King L.C.

HEALTH CARE

• After two consecutive years of demonstrating adherence to rigorous guidelines set by the American Heart Association (AHA) and American Stroke Association (ASA), Jordan Valley Medical Center and Pioneer Valley Hospital have achieved the AHA/ASA’s Get With The Guidelines–Stroke Gold Quality Achievement Award. To receive the award, Jordan Valley and Pioneer Valley demonstrated 85 percent adherence in the Get With The Guidelines–Stroke key measures for 24 or more consecutive months. These include aggressive use of medications like tPA, antithrombotics, anticoagulation therapy, DVT prophylaxis, cholesterol-reducing drugs and smoking cessation. • Physician Group of Utah, Salt Lake City, has named Laura

Walsh, APR, director of marketing. Walsh has over 20 years experience in health care marketing, communications and public relations. For many years, Walsh owned a consulting firm specializing in strategic planning and marketing services for medical practices. She has also served as the director of marketing for the largest cardiovascular medical practice in central Texas. • Intermountain Healthcare has been named on this year’s Most Wired Hospital list by Hospitals & Health Networks, the journal of the American Hospital Association. Intermountain has been named on the list, representing the nation’s top 100 most technologically savvy hospital systems, in 13 of the 14 years the survey has been conducted.

HOSPITALITY • Hilton Garden Inn has

opened a 120-room Hilton Garden Inn Ogden, representing an addition to the brand’s growing portfolio of more than 530 hotels worldwide. The Hilton Garden Inn continued on page 8

 

         

    

We provide personal service and delicious hand crafted menus for your corporate events, weddings, or office parties and lunches and our full service catering is accepted at most major Salt Lake venues.

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The Enterprise

July 23-29, 2012

Small Business Financing Cautiously optimistic = get your house in order Another quarter has closed and the theme continues to be that the economic recovery is there, but it is weak. We are getting mixed results from many areas that some businesses are seeing growth, some stagnation and some struggling. According to biz2credit.com’s Small Eric Business Lending Index, large banks (assets greater than $10 billion) approved 11.1 percent of applications in June, up from 8.9 percent for June 2011. Small banks (assets less than $10 billion) are also up; 47.5 percent approval rate compared to 42.5 percent a year ago. Alternative lenders continue to lead the way, approving 62.9 percent of loan requests in June 2012. And it looks as if businesses are using the working capital provided by lenders. According to the Commercial Finance Association’s (CFA) Asset-Based Lending Index, committed credit lines were up 1.8 percent in first quarter 2012 compared to the previous quarter, and utilization of those lines increased to 40.8 percent, up from 39.4 percent. At TAB Bank, where we specifically serve commercial businesses across the country with $6 million to $150 million in annual sales, we have seen a significant increase in applications. Assetbased lending and AR finance loan applications were up 95 percent in the second quarter compared to the first. And in our transportation sector, which we see as a leading indicator to much of the economy, both performance and optimism have increased. In TAB’s Core 25 Trucking Index, business was up 5.17 percent in second quarter compared to first quarter, based on gross dollars of invoices serviced. In TAB’s Business Conditions survey of its trucking clients, 42.9 percent of second quarter respondents expect to increase their fleet in next 60 days, compared to only 38.1 percent responding to the same state-

ment in the first quarter. What does all this mean? Businesses are growing and there is money available to fuel the growth. The above statistics are certainly positive signs. However, there are many negative indicators as well, such Myers as lack of job creation and consumer confidence. I am under the impression this cautious optimism will continue well into 2013.

My advice during this period is to make sure you have your house in order and can move quickly when the time comes for your industry, company or the economy as a whole. Do you have your debt obligations on the best possible terms? Do you have competitive rates with a structure that gives you liquidity to move quickly? Do you have good relationships with your vendors to get the pricing and payment terms for you to succeed? Do you have customers that allow for you to be

profitable? Is your customer mix diversified so you are not dependent on one or two customers? With unemployment at its current rate, have you improved your workforce? Have you defined your marketing message to attract the prospects you want to be profitable? Are you working with advisors that bring value to your company? The one constant in business is that it is always changing. While you can’t control the statistics above or the economy as a

whole, you can set yourself up for success in the future. Eric Myers is the director of marketing at TAB Bank, Ogden. He has been selling and marketing financial products for the last 20 years. Myers can be reached eric. myers@tabbank.com. TAB Bank provides custom working capital solutions — accounts receivable financing, lines of credit, equipment loans and asset-based loans — to transportation and non-transportation companies in all stages of business life cycles during any economic conditions.


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The Enterprise

from page 6

Ogden is operated and managed by Western States Lodging LLC and is located at 2271 S. Washington Blvd. • Kimpton’s Hotel Monaco Salt Lake City is turning 13 this month and inviting Salt Lake City to indulge in some birthday treats to celebrate. On July 28 from 4 p.m. to 6 p.m., Hotel Monaco Salt

Lake City will be serving Blue Bunny ice cream outside the main entrance to the hotel on 15 W. 200 S. Hotel Monaco is undergoing an entire transformation and will be sporting a new look in August. • Laurus Corp., a Los Angeles-based real estate investment and development firm, has acquired the Hilton Salt Lake City, a 288-room full service hotel

Accuscan- 20% off full body scan Clark Planetarium- Buy 1 ticket to the Hansen Dome get 1 free (of equal or lesser value.)

two miles from the Salt Lake City International Airport, 10 minutes from downtown Salt Lake City. The hotel, built in 1985 and renovated in 2007, sits on 7.2 acres and features over 13,000 square feet of flexible meeting space that can accommodate groups of up to 500. The property also hosts an array of amenities, including a spacious restaurant with indoor

At The Gateway, we believe that when you work hard, you deserve some perks. That’s why The Gateway, FM100 and The Enterprise have created and exclusive “Office Worker At Work Perk Card” for all of you hardworking people. (Fill out your At Work Perk Card application at The Gateway Concierge desk.) Flash your card and get savings and discounts at participating shops and restaurants at The Gateway. Just keep your card in your wallet and look for special deals throughout The Gateway. FM100 will be e-mailing you ever Monday with the “Perks of the Week.” Log on to www.fm100.com or check out The Enterprise for the most up to date list of specials. Turn in your completed form to The Gateway Concierge, located across from Urban Outfitters or to any participating retailer to be eligible for monthly drawings.

July 23-29, 2012 al fresco dining, business center, indoor and outdoor pools, fitness center, event lawn, executive level club lounge, flexible sports and basketball courts, putting green and walking path.

HUMAN RESOURCES

• The Department of Workforce Services has launched a new quarterly publication focusing on the economic climates and labor markets of the state and eight separate economic and geographic areas of Utah. The publication, Local Insights, is designed to provide relevant information for decision making in the areas of regional planning, local economic development, and policy design. The first edition examines education and the workforce and how they are related to wages, industry and gender. Local Insights is available for eight separate geographic areas of the state. A companion publication, Utah Insights offers a statewide economic and labor market analysis. Publications are available at no cost by calling (801) 526-9785 or e-mailing mailto:wipublications@utah.gov and can be found at http://jobs. utah.gov/wi. • SOS Staffing Services Inc., Salt Lake City, has consolidated all its brands under the SOS Employment Group name. Since 1973, SOS Staffing Services has focused on organic growth enhanced with specific targeted acquisitions. The consolidation means the Adams & Associates, ADD Staffing, Employment

Trends, SOS Engineering & Technology, SOS Professional and SOS Staffing Services brands within the SOS family will now operate under the single SOS Employment Group name.

INSURANCE • The Centers for Medicare

& Medicaid Services have awarded an $85.4 million loan to Aarches Community Health Care (AHC or Aarches) in Utah to launch a new private, nonprofit, consumer-governed health insurance company, called a Consumer Operated and Oriented Plan (COOP). CO-OP loans are only made to private, nonprofit entities that demonstrate a high probability of financial viability. All CO-OPs receiving loans were selected by CMS on a competitive basis based on external independent review by a multi-disciplinary team. Only when CO-OPs meet or exceed developmental milestones are funds allowed to be incrementally drawn down. Created by the Affordable Care Act, CO-OPs encourage eligible groups to create new, innovative and consumer–responsive health insurance companies to increase competition in the individual and small business markets. Beginning in 2014, CO-OPs will offer plans through the Affordable Insurance Exchanges.  For more information on the CO-OP program and recent awardees, visit http://www.healthcare.gov/news/factsheets/2012/02/ coops02212012a.html. • GBS Benefits Inc., Salt Lake City, has hired Florence Gregory as a large group account manager.  She has 20 years’ experience in the health insurance industry with Regence BlueCross BlueShield of Utah, where she was an account executive working with employer groups and brokerage firms assisting with the negotiation of renewals, product design and underwriting guidelines, for small to large employer groups for both fully-insured and self-funded arrangements of medical, dental and ancillary product offerings.

LAW You love your employees. They are your greatest resource. Protect their future and your company by sponsoring a preventative heart disease screening at your offices.

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CardioCare conducts corporate wellness events by utilizing a simple, non-invasive screening device to quickly determine the health of the heart and blood flow through the cardiovascular system. The device is FDA approved, highly accurate like a traditional invasive procedure, and provides immediate screening results to the participant. Medical Science has proven that Heart Disease is not only preventable, but reversible. Along with the screening, your employees will be educated and have the opportunity to combat this epidemic by improving their own heart health. Healthy employees means happy employees, less downtime, more productivity, and decreased insurance premiums.

801-368-1022

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• Stephanie Wilkins Pugsley, of counsel with the law firm Kirton McConkie, and her father, retired Utah Supreme Court Justice Michael J. Wilkins, are now part of a panel of neutrals with Mediation Services. Both have significant experience in commercial, contractual, construction, and other business disputes. Pugsley is active in the dispute resolution community, recently presenting at the Utah Council on Conflict Resolution Symposium. Justice Wilkins retired in 2010 after more than 16 years as an appellate judge.

NATURAL RESOURCES • HollyFrontier’s Woods

Cross Refinery has unveiled plans


to add pollution control equipment to reduce sulfur dioxide emissions by more than 90 percent, or approximately 150 tons per year. The first phase of a modernization project, which cost about $250 million, has already reduced the refinery’s emissions. The expansion is expected to reduce actual emissions by 10 to 12 percent. The refinery, which was built in 1932, currently processes 650,000 gallons of gasoline per day and 365,000 gallons of diesel fuel. About 60 percent of what it produces is sold in Utah, with the remainder going to markets in Wyoming, Idaho and Nevada. The expansion will enable the refinery to process waxy crude oil from the Uintah Basin in eastern Utah. 

REAL ESTATE • The Salt Lake City office of

CBRE today has closed a 10-year fixed-rate loan on Wembley Park Apartments, a 28-unit apartment community located in Salt Lake City. The $1.81 million nonrecourse loan was originated by a Fannie Mae DUS lender and is expected to be sold to Fannie Mae in the coming weeks. • The Providence Place Apartments in Salt Lake City has been selected by the National Association of Home Builders as a finalist for a 2012 Multifamily Pillars of the Industry Award in the “best affordable apartment” community (40 percent of units must be affordable to people earning 60 percent or less of area median income). Winners will be announced Oct. 4. • The Utah Division of Consumer Protection and the Division of Real Estate are warning about fake rental schemes using real estate advertisements. The divisions have received reports from real estate professionals regarding pirated listing information used by scammers to create fake rental property listings on popular online classified websites. The fake rental ads advertised the real estate as available for rent and asked interested renters to wire money through a transfer service to obtain a key to the property. In most cases, the wired funds are not recoverable because the fraudster is located outside of the country and the consumer doesn’t discover the fraud until they show up at the address and find out it is not a legitimate rental property.

RESTAURANTS

• The Talisker Restaurant Collection has promoted Zeke Wray to executive chef overseeing the culinary ambitions of more than two dozen dining experiences, including the Talisker on Main, Farm at Canyons and Slopes by Talisker in Park City. Wray, a native of Colorado who first joined the Talisker team in 2006, is a graduate of the California Culinary Institute in San Francisco. He has

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The Enterprise

July 23-29, 2012 also worked in the private dining rooms at Talisker Tower and Tuhaye Table Café, as well as with the Talisker Events Group, where he contributed his creativity to many of Talisker’s special events. Wray replaces Michigan native John Murcko, who has recently announced he will be leaving Utah after more than two decades. • Wisconsin-based restaurant chain Culver’s has opened a location in West Valley City that serves fast casual food cooked to order. It is located at 3407 S. 5600 W. and is open from 10:30 a.m. until 10 p.m. every day with the exception of a few holidays. The eatery employs approximately 70 people. • BRIO Tuscan Grille at Fashion Place Mall in Murray has launched an online ordering system for carryout orders. In addition, guests can place sameday orders, place future orders up to 30 days in advance, place group orders, save past orders and pay online or at the restaurant. To place online orders, guests go to www.BrioItalian.com and visit the “Order Online” icon. • Caffe Niche at 779 E. 300 S. in Salt Lake City is offering a wider range of beverage options at lunch, dinner and Sunday brunch thanks to a new liquor license. New to Niche is a classic section of artisanal cocktails such as mint juleps, old fashioneds and bloody marys (Sundays only).

should be new and unused, can be donated at any of the 35 campaign partner locations from Provo to Ogden.

SCIENCE • University of Utah physi-

cists invented a new “spintronic” organic light-emitting diode or OLED that promises to be brighter, cheaper and more environmentally friendly than the kinds of LEDs now used in television and computer displays, lighting, traf-

fic lights and numerous electronic devices. The Utah physicists made a prototype of the new kind of LED – known technically as a spin-polarized organic LED or spin OLED – that produces an continued on next page

support

what you

RETAIL • This summer, flapjack

and waffle mixes manufactured by Salt Lake City-based Kodiak Cakes are launching at Target stores nationwide. Kodiak Cakes is a family business co-founded by Joel Clark who sold his mother’s mix version of his grandfather’s hot cakes to neighbors door-todoor at the age of eight before helping to start the family business nearly 20 years ago. • The Chalk Garden Co-op, a retail space that combines clothing, shoes and accessories for both men and women, will hold its grand opening Aug. 1 at 9:30 a.m. at 74 S. Main St., Salt Lake City. The Lanny Barnard Gallery and Lunatic Fringe Salon will provide offer its gifts and services there, along with local painters and clothing retailers. • A campaign to collect new back-to-school clothing and supplies for more than 70 children living in the Road Home, a Salt Lake family homeless shelter, launched last week at 35 retail locations throughout the Wasatch Front. The Road Home Apple Trees, located at DownEast, Payless ShoeSource, Salt Lake area Staples, Sanctuary Day Spa and Intrepid, provide an opportunity for the public to select an apple with the name of a child and purchase a needed item for back-to-school. The items, which

Who’s Reading

The Enterprise Utah’s Decision Makers

Management: 71% in Top Management 52% Owner/Partner 32% President/CEO 12% Vice President

83% readers are college educated

Buying Power:

86%

89% Influence purchase/lease of any service 84% Influence purchase/lease of any product 76% Influence company policies Online and Journal Yearly Subscription available at: www.slenterprise.com

readers are between 25 and 59

71% readers are top management

61% consider The Enterprise their primary source for local business news.


10

The Enterprise

July 23-29, 2012 from previous page orange color. It is expected that within two years, it will be possible to use the new technology to produce red and blue as well. • The National Science Foundation has awarded a group of Utah higher educational institutions and related organizations a five-year, $20 million competitive grant to help manage and protect one of the state’s most valuable and scarce resources, water. The grant funds a statewide effort to assist in building the human and research infrastructure needed to sustainably manage Utah’s waters. The award, which went into effect July 1, creates iUTAH, which stands for innovative Urban Transitions and Aridregion HydroSustainability. iUTAH is an interdisciplinary effort among researchers from Utah State University, the University of Utah, Brigham Young University, and two dozen other Utah institutions of higher education, government agencies and industry and non-profit partners.

SERVICES

• Lyle Ball has been appointed chief operating officer at MultiLing, a translation services company based in Provo. Ball has nearly 20 years of experience managing or consulting high-tech and clean-energy companies and spent the past six months advising MultiLing on high-growth strategies related to its market shift to IP (Internet protocol) translations. As COO, Ball will be responsible for more than 200 employees in seven country offices and more than 1,000 contractors across

more than 80 languages. Ball’s experience includes international business across Europe and Asia and managing staff operations in eight countries. In addition to advising high-tech companies at various stages of development, Ball has served as vice president of marketing at Bungee Labs, interim director of operations at AccessData, and co-founder of sister companies Caldera and Lineo.

TRAVEL • Andavo Travel, a full-

service vacation travel agency with offices in Utah, Colorado and California, is celebrating its 30th anniversary. Andavo Travel began in 1982 when Brenda Rivers acquired the travel agency Corporate Travel Services, which had annual sales of about $15 million at the time. In 2000, the travel agency’s name was changed to Andavo Travel. In 2008, corporate travel company Christopherson Business Travel, Salt Lake City, merged with Andavo. Rivers retained the position of Andavo Travel CEO until July 2010 when her business partner, Christopherson Business Travel CEO Mike Cameron, bought her share of the business. The business travel division of the combined company is now branded and marketed nationally as Christopherson Business Travel, while the vacation travel and independent contractor division (more than 70 agents across the country) continues to be branded under the Andavo Travel name.  The combined company finished 2011 with $287 million in sales, an increase of nearly $50 million from 2010.

THE

UTAH’S BUSINESS JOURNAL

Purchase your complete 2011 Book of Lists for $85 or receive a free copy with your $75 subscription to The Enterprise. For more information on the Book of List and our subscription packages please call Sarah Ujifusa at 801-533-0556 ext. 208


July 23-29, 2012

11

The Enterprise

GOLDMAN from page 1

of Professional and Economic Development and use a curriculum designed by Babson College, a leader in entrepreneurship education. Participants will get the training — topics include accounting, contract negotiation, human capital management and marketing — for free after being selected through a competitive application process. After orientation, the education will be through a combination of learning sessions and six to eight hours per week of out-ofclass activities for participants to work on their businesses. Before graduating, each must develop a business growth plan to help them increase revenues and hire employees. The second component, access to capital, involves Goldman Sachs committing $10 million of lending capital to Utah small businesses. Gov. Gary Herbert said a great challenge for today’s businesses is obtaining capital. “Because of a lot of uncertainty and a lot of reasons in the marketplace, we have out there a lot of capital sitting on the sidelines, not engaging, and it makes it difficult for the private sector to accelerate economic opportunity even though there’s demands in the marketplace,” he

said. Stecher said the program can help small-business borrowers who may not be able to access conventional bank financing. “That’s really our target market ... those small-business owners who perhaps aren’t quite yet ready for more-traditional bank financing, with the goal of helping them get to that place,” she said. “We’re not going to compete with existing sources of capital. … Our target market is to fill in the gaps for small-business owners.” The third component will be in the form of business advice, technical assistance and networking offered to participating small-business owners through partnerships with SLCC, community-based partners and national business organizations, as well as Goldman Sachs. Local program partners include the Pete Suazo Business Center, the Salt Lake Chamber, the Salt Lake Small Business Development Center, the Utah Hispanic Chamber of Commerce and the Utah Small Business Development Centers Network. They will help recruit small-business owners and entrepreneurs and assist in providing outreach and business support services. The program is targeting business owners whose companies had revenues between $150,000

and $4 million in the most recent fiscal year, have been in operation for at least two years, have at least four full-time employees, have operations in economically disadvantaged areas, and have a business model that could scale to create more jobs. The first round of program applications is due Oct. 1, with classes beginning in January. Applications can be downloaded at www.slcc.edu/10ksb. Cynthia Bioteau, SLCC’s president, said the five-year program expects to train 60 to 80 participants annually and fits with SLCC’s core emphasis of workforce and economic development. Bioteau noted that Utah has about 60,000 small businesses. “Imagine with me, if you will, one or two new jobs created in each of those, and our economic robustness will be something that the rest of the country looks at in great awe and comes to us for ideas on how to partner in their states,” she said. The “10,000 Small Businesses” program currently is operating in Chicago, Cleveland, Houston, Long Beach, Los Angeles, New Orleans and New York. Javier Palomarez, president and chief executive officer of the U.S. Hispanic Chamber of Commerce, said it has had a 99 percent graduation rate and

that 70 percent of graduates have had increased revenues within six months of completing the program and 50 percent have created new jobs. “I would say to any smallbusiness owner listening, you would be crazy not to enroll in this program,” Palomarez said. Details about the Goldman Sachs initiative are at http:// w w w. g o l d m a n s a c h s . c o m / citizenship/10000-small-businesses/index.html. The national program is guided by an advisory council led by Lloyd Blankfein, Goldman Sachs chairman and CEO; Warren Buffett, Berkshire

FLAGSHIP from page 1

five buildings, two of them five stories, the other four, on roughly 12 acres that are now vacant. Each building will have an elevator and its own amenities center including a fitness facility, study area and theater room. “It’s a lot more user-friendly and easier to access,” Gifford said. Other amenities will include parks, playgrounds, barbecue locations, a central pool, outdoor cabana with swim-up bar and large TV for outdoor screenings. About 50 percent of the units will be twobedroom, 30 percent one bedroom

Hathaway chairman and CEO; and Michael Porter of the Initiative for a Competitive Inner City and the Harvard Business School. Additional advisory council members are specialists in education, small-business services or community lending. Goldman Sachs has more than 1,300 employees at a Salt Lake City office that opened in 2000. It is the company’s second-largest U.S. operation and includes workers in operations, technology, investment research, investment management, finance and Goldman Sachs Bank USA. and 20 percent three bedroom. Finishes will include nine-foot ceilings (vaulted on the top floors) and granite countertops. There will be seven floorplans. While price points haven’t been set, Gifford said monthly rents should range from about $685 to $1,150. The project was designed by Curtis Miner Architecture. Gifford said the apartments will be funded with conventional bank financing. Flagship Homes is no stranger to multifamily housing, having developed between 3,000 and 4,000 units, mostly condos. Flagship Homes was founded in 2009 by the former owners of Sundance Homes, who sold Sundance in 2006.

Options, options, options! SBA money to loan.

Let our team find the right SBA loan to fit your business needs.

– SBA 7(a) – SBA Express-Term Loans & Lines of Credit – SBA 504 loans – Purchase machinery and equipment – Finance owner occupied real estate – Fund a business acquisition or expansion – Augment working capital – Many other types of business lending

Call Kent DeHart or Scott Snow at 801-478-2300, or visit a First Utah Bank office near you.

www.firstutahbank.com/sba


The Enterprise

12

Going from 'only' and 'dominant' to footnote and over In case you haven’t noticed, the book publishing industry is about half of what it used to be. There is now a mad scramble by publishers to discover what tomorrow will look like. With the demise of many retail booksellers, both big and small, and the dominance of Amazon (based on ease of use, price, timely delivery and oneclick buying), the book market as we have known it for the past 150 years has changed forever. When I get on an airplane, everyone has an iPad or Kindle. Well, not everyone, but it’s trending toward everyone. People can now bring 50 books on the plane on a device with a 10-hour battery that weighs only one pound and has adjustable typeface. You can even search, save, highlight and dog-ear the pages. Keep in mind that e-readers and iPads are still infants. They are under five years old and their legacy has just begun. But also keep in mind they have found their way into the hands of 100 million, literally overnight. This will not impact you as much as it will impact me. I write books, and now I have some very hard choices to make with my next book and my future books. Launching a book was simple in 2004. Get affiliates, send out a million e-mails, click through to Amazon.com, sell a few thousand books and make The Wall Street Journal and The New York Times best-seller lists. It’s not the same today. Not even close. Now I have to ask myself hard questions: • Do I launch the e-book the same day as the hardcover book is launched? • Do I record an audio book and a video book? • Where should I make them available? • How much should I charge for the product? • Should I use a traditional publisher or self publish? My marketing and sales decisions are no different than your marketing and sales decisions. In this ever-changing, technological world, sales must change with it — your sales and my sales. In 2004, my Little Red Book of Selling launch did not incorporate social media because there was no social media. Today, you can’t launch a book without it. It’s the same with your products. Anyone (including me) who doesn’t take advantage of the marketing, branding and selling power that business social media has to offer is leaving money on the table. Lots of money. Lots and lots of money. For my next launch, I’ll be shooting video. Not just video of the book content, but also promotional videos, teaser videos, idea videos and courseware videos that will complement the book. Video trumps text. Electronic text trumps print. And for those of you sitting in a rocking chair, smoking a pipe and telling me “printed books will always be there,” you are correct, but a heck of a lot less. Maybe if you changed your pipe

tobacco you’d become a little more animated, and come up with some ideas that might help. Softcover books will always be there — as a minor player. Hardcover books will always be there — as a minor player. But video is the new text. It’s called YouTube, not TextTube. Schoolbooks? No, no — iPads. In your business: • Video is the new brochure. • Video is the new testimonial letter. • Video is the new proposal. • Video is the new training manual. • Video is the new instructional manual. • Video is the new letter and e-mail. Here’s what to do (and here’s what I’m doing) to Jeffrey keep your business up to Gitomer speed: 1. Take video of something every day. I don’t care what it is. A thought, an idea, an article, a brochure, a sales presentation, a customer testimonial or a little kid sliding down a slide. 2. Make a list and create a pile of everything you have that’s printed. Make a game plan to replace it with something more current than 600-yearold technology. 3. Gather your best customers and have a video party. Begin asking them why they buy from you, on video. Then ask why they would recommend you, on video. 4. Whatever it is you’re selling, take advantage of every new channel of distribution. The old ways of selling, the old ways of marketing, the old ways of promotion and the old ways of branding are no longer applicable — other than for a history lesson. It’s all changed with 4G speed, 10-hour batteries, social media and flat-screen TVs. INTERESTING THOUGHT: As we head toward a paperless society, all the screaming environmentalists will have to find a new cause. Paper will go away by evolution, not by people screaming “save the trees!” If you are looking for some kind of model, take a close look at mine, and emulate it. So far it’s working well. But be careful, and check back often, because everything will be different by next year. The best way to win in this economy is simple: stay in front of the losers. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer. com, will lead you to more information about training and seminars, or e-mail him personally at salesman@gitomer.com. © 2012 All Rights Reserved

July 23-29, 2012

Salespeople need to become partners with the decision-makers I’ve come to the conclusion that most industry came as a result of learning how to salespeople are lazy. I’m not so sure they become a partner with my customers. Vendor, preferred vendor and partner are intend to be lazy; I just think that is all they know. In fact, many salespeople may truly three levels of relationships salespeople have believe they are doing all they can possibly with their customers. Unfortunately, most do in their efforts to persuade people to pur- salespeople have a “vendor” relationship. chase their products and services. There is so This means that when the customer needs much more they could be doing if they only something, the salesperson will more than knew what to do. Becoming a partner with likely submit a bid. The preferred vendor will your customer is one of the most significant already be on the bidding list and will receive things a salesperson can do to increase their an invitation to bid. The partner will make a recommendation to the buyer and, because of effectiveness. Think of the partner relationship as the trust that exists in their relationship, will you would the relationship you have supply the product or service withwith your very best friend, relative or out it ever going to bid. Which type even spouse. This kind of interaction of relationship do you want with doesn’t happen overnight and generyour customers and prospects? In addition to the examples ally matures over time and events. used in my story about becomYears ago when I was a rookie salesing a partner with Joe Linney and person in the steel industry, I discovNational Steel, let me share five ered by accident the power of this type of relationship. The company Tim Huffaker rules to becoming a partner with your customers and prospects. was National Steel Corp., headquar1. Build Rapport – People buy from tered in Pittsburgh. The customer was Joe Linney, the manager of iron ore, coal and people they believe, like and trust. You should transportation. At first, I was like most any be working on the relationship long before other salesperson who called on Joe. We all you become aware of their need. Salespeople had similar products at similar prices and who just show up like vultures when they see transportation requirements. As I dealt with a specific sales opportunity will never build Joe, I was just another iron ore peddler. I was the relationship necessary to gain the trust of working hard at what I did, but didn’t really the buyer. 2. Learn Their Business – The better know what to do to better position myself and my products with him. I called on him regu- you understand the total scope of the cuslarly and asked about his current and future tomer or prospect’s business, the better posineeds. I would follow up with any specific tion you will be in to make accurate recominformation he requested and let him know I mendations. When they know you know their business, you will gain their trust. was always there to help. One day as I evaluated my potential 3. Know Their Needs – Ask probing sales opportunities I decided I didn’t know questions to learn their needs. Be specific. nearly as much as I thought I did about my Your objective should be to know more prospects and determined to learn my indus- about their needs than they do. When you try through the needs of my potential custom- understand the situation you can solve their ers. I decided I would begin with National problems with authority and certainty. 4. Offer Suggestions – Anticipate the Steel and Joe Linney. First of all, I spent time both in person and on the phone learning all customer’s or prospect’s needs. Through your I could about Joe, his job responsibilities, experience working with similar customers, successes, goals, objectives, pet projects, help them to meet needs and solve problems problems, challenges and what made him before they ever surface. Your knowledge, look good in the eyes of his superiors, etc. I wisdom and experience will become a soughtlearned about his hobbies, interests, what he after tool in their daily work activities. 5. Be There – Make yourself available liked to eat, his favorite restaurants, children and spouse. I believe that over time, I learned to help. See them on a regular basis. Talk with more about Joe than any other salesperson in them and consult with them about all aspects of their job. Listen, consult, recommend and my industry. We became business friends. I began to present solutions to Joe’s supply. Become a part of the decision-making problems, not just trying to sell him some- process. thing. I understood his pain and tried to relieve his stress. I presented solutions, not Tim Huffaker is the president of The Business products. I made him look good in the eyes of Performance Group, a sales training and his superiors. We worked together to achieve coaching firm headquartered in Salt Lake City. his goals and corporate aspirations. I spent The company teaches core sales principles the time to truly understand his operational and skills, allowing clients to double their challenges, his raw material requirements, sales. Huffaker is the author of hundreds of sales articles and can be contacted at (801) stockpile constraints, transportation nuances 557-4571 or tim@bpgutah.com. and personnel matters. I believe in some respects, I knew Joe and his world of steelmaking almost as well as he did. Over time, I was able to help him in ways my competition could never comprehend. I became Joe’s partner in achieving his goals and objectives. There were no challenges that Joe faced in his job that the two of us couldn’t solve. When he was promoted to vice president, I almost felt as though I had been promoted. Many of the people at the corporate office thought I was an employee of National Steel. I can truly say my success as a salesperson in the steel


July 23-29, 2012

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Would you hire your child? Over the weekend, I read several articles that address the younger generation in the workforce. Each article in its own way pointed out how spoiled, (“Spoiled Rotten” by Elizabeth Kolbert The New Yorker, July 2, 2012), misguided, (“Redefining Success and Celebrating the Ordinary” by Alina Tugend, New York Times, June 29, 2012,) and how ill-prepared our children are for the workforce. “Younger Employees Lack Basic Skills,” by Angus Loten, Inc. magazine. “The Global Achievement Gap: Why Even Our Best Schools Don’t Teach the New Survival Skills Our Children Need - And What We Can Do About It,” by Tony Wagner, even gave us statistics. I work with many young adults through the resume and hiring process as well as with companies that have hired the youngest generation. Both face complex challenges. Companies are trying to come to grips with how to train the young employees they Ellen have hired who lack basic skills and yet feel because they have graduated from a “good” college the world should automatically be theirs for the asking. Some companies even face parent involvement during the hiring process, with parents calling to complain how hard their children are working and how their child’s unique and special skills should be recognized. From Helicopter Parents to the Snowplow Parents, managers are fit to be tied. This doesn’t even begin to address the poor customer service that is delivered each and every day by this group of individuals. The young adult is bewildered, overwhelmed and often angry that they must do fundamental tasks and compete for a job. Their elitist attitude does not help the process, their performance or them. A study by Leadership IQ found that 46 percent of new hires are either fired or disciplined within their first 18 months. And in a staggering 89 percent of those cases, the reason for the action isn’t incompetence, but attitude: poor motivation, bad temperament or emotional issues. Discussions abound about how we have allowed this generation to arrive at where they are and what can be done to get them back on track. I was at the grocery store in line the other day and was again able to witness the common display of rudeness by a parent standing in line checking out. The parent was so involved with their phone call they couldn’t be bothered to put away their phone but continued to talk loudly and unkindly to the person they were speaking to, for all to hear, including their children, and completely ignored the store employees trying desperately to offer some level of service. I have many years of managing, leading and training employees and have often wondered if I shouldn’t have interviewed

the parents along with the children before I hired them. Don’t stop thinking and start assuming I am frustrated and challenged by this generation and I have nothing good to say. That is not the case. The youngest generation to enter the workforce is special — but not exactly in the way they assume. They are special in bringing new ideas and a unique humor to the workplace. They don’t put up with busywork; they see no reason to do something just to be doing something and have a very short attention span, forcing us to communicate quickly and clearly. They are making managers manage, coach and lead. Skills many managers have let slip over the past few years. Managers have to sharpen their skills in order to lead this youngest generation. As Baby Boomers retire, managers who can’t lead, Reddick coach and engage new employees will damage their company’s success. The youngest generation is making companies redefine customer service and stand behind what they say. They are cutting out the crap and going for the meat of what employees must do to succeed and prosper. Many companies have been so taken aback by the lack of emotional and soft skills of younger employees that they are now reevaluating and actually valuing skills they have long taken for granted. Many companies have changed their hiring processes and treatment of new employees, giving much more attention to establishing dress codes, Internet usage or misuse guidelines, converting employees to team members and finally establishing missions and visions that are straightforward, can be understood and delivered by everyone. They have established processes where each new employee is actually trained, mentored and listened to so they have a voice in the processes. But most of all, they are reestablishing basic guidelines for behavior and treatment of each other and the customer. New employees are being taught simple but basic soft-skill tools that have never been taught to them by their parents: • "Thank you" and "please" are words people appreciate. • Looking people in the eye is important • Technology is not the gift you think it is; it has its place and time. • A good handshake speaks volumes • Dress for the job you want, not the job you have, still applies today. • Good posture lets people know you are capable and trustworthy. • Face-to-face communication is beyond powerful and can actually get you what you want.

• Empathy is critical and adds value. • Customers may not always be right, but they pay the bills; appreciate them and give them a pleasant customer experience regardless of who is right. • Bring joy to the customers’ buying and service experience. • You are valued but you must demonstrate value in return. • Sick days are not ski days. • The company counts on you. • The customers count on you. • Wearing hats indoors is not acceptable. • What your grandparents taught you is important. • Shoes speaks volumes about who we are; wear shoes that tell people you pay attention to detail and care about your appearance. These are often new revelations to the younger generation. The added benefit is that the rest of the employees get a refresher course and management is asked to step up to the plate and be real. If you are a contributing parent, do your part to help your child be they type of employee I and many companies want to hire. Give your children not the “special” treatment of being your child, but the soft skills they need to be successful. Lead by example. Besides the parent in the grocery store, I see parents every day not communicating face-to-face with their children. How can you parent when 90 percent of your communication is texting, e-mail and cell phone exchanges? How do you know when your child’s voice is cracking with emotion and he or she needs you to actually listen if you don’t have face-to-face conversations with them? Generations before this generation experienced the art of conversation at the dinner table or quiet evenings sitting on the porch. They discussed ethics, values and each individual’s contribution to families, communities and the workplace. I often see parents out for walks with their children while they talk on their cell phone, leaving their children to stumble along behind. They are all missing the opportunity to experience nature and each other. At zoos and parks I wonder if anyone really experienced and enjoyed the day out or just wandered through, moving on to the next soccer game while texting and talking on their cell phone. We all comment on the children that stand in groups and text each other, but we don’t change habits. We follow the “group think” and our children pattern our behaviors. When I begin to work with these young adults I start with a few very basic conversations: What do you want out of life? What do you want to be known for and for people to remember about you? What are your strengths? What do you

do that, when you do it and accomplish this task, you feel as if you have gone from the bottom of the deep end of a pool and have just surfaced for air and are exhilarated? Too often in our children’s lives we focus on their weaknesses and try to make them into strengths. A child comes home with an A in four subjects and Cs in two and we focus on the Cs when we should be focusing on the As. We often do this with employees. We will never make weakness strength, just less weak. We can always make a strength stronger and the best of that person. We look at the list of the definitive listing of the world’s top 50 business thinkers http://www.thinkers50.com/results/2011 and we talk about each person, their contributions to their own lives, their companies, why people follow them and care about what they say, and how to use them as resources. I ask them to watch a few of the Marcus Buckingham’s YouTube’s about knowing your strengths and developing them to be the best they can be. They buy the book Strengths Finder and take the test. We then discuss their strengths. This process gives them confidence and helps them know their strengths, build on them and be able to talk about them and want to make them even stronger. I tell them to buy Clayton Christensen’s new book, How Will You Measure Your Life? and they read it and we talk about what they learned and how they will apply what they have learned to their lives. We need to rethink our newest generation and our current training of employees and give them the tools that make them the best and give our companies the advantage. As parents and managers, we need to be leaders, setting the example for this generation to learn from and be capable, contributing adults. As parents, we must give each generation the soft-skill tools to be personally and professional successful. We need to build tomorrow’s leaders that others will follow. Ellen Reddick is principal and managing partner of Impact Factory Utah, which assists clients in achieving their performance and revenue objectives through leadership development, process improvement, teamwork and customer focus. As the national director of process planning and improvement for Lucent Technologies, she managed development of quality and process improvement, led major customer focused teams and functioned as an internal and external consultant and resource professional. In addition to consulting and writing, Reddick’s qualifications include expertise with facilitation, process and quality improvements, the International Institute for Facilitation and Best Practices for Emotional Intelligence. She can be reached at 801581-0369 or ellen@impactfactoryutah.com.


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July 23-29, 2012

Small Business in Utah A step-by-step guide to conducting internal investigations Are investigations worth ing behavior, and (2) the plainthe business interruption and toll tiff unreasonably failed to take on the human resources of your advantage of any preventive or company? Absolutely. Courts and corrective opportunities provided administrative labor and workforce by the employer or to avoid harm agencies expect companies to otherwise. Liquidated Damages. conduct sophisticated, thorUnder the Age ough and timely investigaDiscrimination in tions into alleged employee Employment Act misconduct, i.e., hostile (ADEA), liquidated work environment, sexual damages (in the form harassment, discrimination of doubling an award and internal complaints of of back pay damages) a serious nature. In fact, are available to plaintiff the Equal Employment employees who estabOpportunity Commission’s Christopher lish a “willful” viola(EEOC) enforcement guideSnow tion. The Supreme lines advise employers to Court interprets “willset up a “mechanism for a prompt, thorough and impartial ful” to mean a violation in which investigation in alleged harass- the employer knew or showed ment,” and that “as soon as man- reckless disregard as to whether agement learns about the alleged its conduct was prohibited by the harassment, it should determine ADEA. Liquidated damages are whether a detailed fact finding also available under the Fair Labor investigation is necessary.” And, Standards Act (FLSA) in the form importantly, the law rewards com- of doubling lost wages. Punitive Damages. Title panies who take complaints of dis- crimination and other misconduct VII allows for punitive damages in discrimination cases. Punitive seriously enough to investigate. Affirmative Defenses. damages will be assessed when In Burlington Industries, Inc. v. an employer engages in discrimiEllerth, and Faragher v. City of natory practices with “malice Boca Raton, the Supreme Court or with reckless indifference to established an affirmative defense the federally protected rights of available to an employer accused an aggrieved individual.” But, of sexual harassment who proves the Supreme Court has stated an by a preponderance of the evi- employer cannot be liable for dence that (1) the employer exer- punitive damages if the mancised reasonable care to prevent ager’s challenged actions “were and promptly correct any harass- contrary to the employer’s good

Courts and administrative labor and workforce agencies expect companies to conduct sophisticated, thorough and timely investigations into alleged employee misconduct. faith efforts to comply with Title VII.” In other words, an employer must “make a good faith effort to educate its employees about these policies and statutory prohibitions” and “make ‘good faith efforts to enforce an antidiscrimination policy.’ ” Preservation of Evidence. When faced with a discrimination or other workplace complaint, the potential for litigation should be presumed. The investigation will uncover and create evidence that may be valuable in defending a claim, but an employer might also find evidence that incriminates the company. If the employer fails to preserve all evidence, the company could be liable for a spoliation of evidence claim in court. Spoliation claims deal with the destruction of evidence, and courts can enter severe monetary and other sanctions against companies that are found to have engaged in spoliation. The type of evidence an

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employer uncovers and is required to preserve may include electronic and/or tangible data, information, documents, objects, text messages, social media postings, witness interviews, e-mail messages, etc. Insurance Policy Compliance. Some insurance policies require the insured to investigate and report incidents that have not (yet) risen to the level of an actual “claim” under the policy. Most employers understand when they are sued to tender the claim to the insurance company immediately, but many employers do not realize the duty to investigate, preserve evidence and report incidents and occurrences that carry the potential of litigation and the potential of invoking insurance coverage. Failing to properly investigate and report claims that may result in covered litigation may jeopardize the company’s coverage and leave employers to pay defense costs and any damages. Non-Legal Reasons. The company’s workforce needs to trust management to consistently enforce its policies and procedures. Management cannot establish this trust without actively investigating complaints of discrimination and other workplace issues that inevitably arise. Moreover, when employers establish a consistent pattern of investigating formal and informal claims of misconduct, employees will think twice about violating company policies because they know such violations will not be ignored. PRE-INVESTIGATION PROCESSES The circumstances that might lead to an investigation are enumerable, but some examples may include: • Complaints by an employee of specific discrimination or harassment; • Observation of discrimination, even if the discrimination is not reported; • Violations of company rules or policies, including suspected drug or alcohol abuse; • Misappropriation of trade

secrets or other intellectual property; • Abuse of social media sites; • Fraud or other misconduct; • Release of confidential information (e.g., HIPAA violations); • Theft, vandalism or other sabotage; and • Resume padding. Does your company handbook set forth proper investigation policies and procedures to handle issues arising from these triggers, such as (1) when an investigation should be conducted, (2) who should conduct the investigation, (3) how to conduct the investigation, (4) how and under what circumstances employees may report incidents or request an investigation? Employers should maintain, disclose and offer training on these policies to managers and employees so there is clear notice that investigations may occur during employment and so the designated investigators (HR, counsel and other managers) are prepared when legal lighting strikes. Importantly, employers’ investigation policies should include an electronic-communications privacy standard that sets employees’ expectations with respect to the monitoring, reviewing and even confiscation of company computers, phones, e-mail accounts, text messages, public social media postings and voice messages. Selecting the Investigator. The investigator should know the basic techniques of investigation and have a thorough understanding of the company’s policies and procedures as well as a solid grasp on the relevant law with the assistance of counsel. Whenever possible, the investigator should not have close ties to either the complainant or the accused employee. The investigator should also be able to: • Develop a rapport with witnesses; • Employ a variety of techniques to obtain information from witnesses who may be angry, embarrassed, defensive or otherwise reluctant to cooperate; • Effectively interview witnesses regarding uncomfortable or delicate subjects; • Ask appropriate followup questions on new information revealed during an interview; and • Judge the credibility of witnesses. It is also important to consider the credibility of the investigator, because if the matter results in legal action, the investigator could be required to testify on behalf


The Enterprise

July 23-29, 2012 of the employer. If the investigator chosen is not an attorney, it is helpful to have counsel available for the investigator to seek guidance and advice. An Investigator from Within the Company. Choosing an internal investigator typically lowers the cost of the investigation for the employer, especially if the individual is already an employee. Internal investigators can typically initiate an investigation more quickly than an external investigator because they are likely more familiar with the company’s organization, personnel, procedures and policies, and goals. An internal investigator will also likely give management greater control over the scope of, and the individuals involved in, the investigation. On the other hand, an internal investigator may appear to lack impartiality and independence, interrupt business functions, and cause subordinate employees to feel uncomfortable if the investigator is also a supervisor. Choosing an investigator from human resources may alleviate some of these concerns and be a more appropriate option. An Outside Investigator. External investigators have several advantages over in-house counsel. They are often able to more quickly complete investigations on a project-specific basis; likely to have developed and focused investigative skills and a unique

grasp of the legal ramifications and information obtained; likely be perceived as independent and objective; able to gain greater respect from interviewees who have to participate in the investigation; and more able to stand up to management when necessary. External investigators (regular outside counsel, accountants, or security personnel) should be considered particularly where (1) the incident at issue involves serious misconduct that is likely to lead to litigation or involves high-level executives, and (2) a conflict of interest exists between the investigator and the parties involved in the incident at issue. One deterrent for employers is the additional and sometimes high cost of hiring an outside investigator. But depending on the potential exposure or the threat of litigation, it may be money well spent. Importantly, the use of outside counsel to conduct the investigation invokes the attorney-client privilege and work product doctrine. The witness interviews and other important elements of the investigation will be protected and the results of the investigation kept private. For the attorney-client privilege and/or work product doctrine to attach, counsel must conduct the investigation for purposes of providing legal advice or in anticipation of litigation. Next Steps. Although taking the aforementioned actions

may seem costly and disruptive, employers entering the realm of investigative processes should take the necessary steps to build the foundation for a thorough investigation prior to commencing the actual investigative process. Part II of this series, to be published in August’s “Small Business in Utah” column, will discuss the architecture of the investigation and offer additional helpful tips. Christopher B. Snow, an attorney with the Salt Lake City law firm of Clyde Snow, represents management in federal, state and administrative employment matters. He has extensive experience in the areas of wrongful termination, reduction in workforce, Civil Rights (Title VII, Age Discrimination in Employment Act, and Americans with Disabilities Act), Fair Labor Standards Act, Family Medical Leave Act (FMLA), OSHA violations and qui tam whistleblower actions. Snow has an active real estate license and represents businesses and individuals in real estate transactions and general business litigation as well. Currently, he chairs Clyde Snow’s Employment Law Practice Group and frequently writes articles for the group’s newsletter, Business as Usual. This article outlines some best practices in conducting an internal investigation but does not establish an attorney-client relationship. For further information and guidance on employment law matters, contact Snow at cbs@clydesnow.com.

Martha Hughes

Cannon

Repeats Tue. July 24, 9PM She was a physician, the first female state senator in the United States, an advocate, suffragette and a sister wife. She struggled with issues that still affect us today — how to balance life and family, how to live between your ideals and your reality.

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July 23-29, 2012


July 23-29, 2012

• July 26, 8-9:30 a.m.: Tech Technology Council Exec P2P Forum titled “Encourage Employees to Make Healthy Lifestyle Changes and Promote Overall Health in your Workplace.” Speaker Cammie Cable, vice president of Clearlink, will share their experiences on implementing a 360 Fit Wellness program and why they chose to have a wellness program that is participation-based. The event is reserved for human resource executives from UTC member companies.  Location is Ballard Spahr LLP, 201 S. Main St., Suite 800, Salt Lake City. Details are at utahtech.org or (801) 568-3500. • Aug. 7, 8:30 a.m.-1 p.m.: International business roundtable, expansion open house and cultural celebration, presented by language translation company MultiLing. Location is the Zions Bank Financial Center, 180 N. University Ave., eighth floor, Provo. Activities begin with light breakfast at 8:30 a.m.

• Calendar • Roundtable at 9 a.m. features Jeff Allen, director of product marketing for Adobe; Alan Melby, professor at Brigham Young University and a member of the board of directors of the American Translation Association; Quinn Sutton, general manager over Latin America and the Caribbean for Certiport; Franz Kolb, regional director for the Governor’s Office of Economic Development; and Brick Power, shareholder and intellectual property attorney at Durham Jones & Pinegar. Ribbon-cutting ceremony takes place on the sixth floor at 10:30 a.m. featuring Michael Sneddon, president and chief executive officer of MultiLing, and members of the Utah Valley Chamber of Commerce. Tours of the new offices will be available after the ceremony. A free multicultural lunch and celebration takes place from 11 a.m. to 1 p.m. MultiLing moved its headquarters to the building and will occupy two floors after being at the Wells

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Fargo building a block away. Founded in 1988, MultiLing specializes in translating for the patent, information technology, chemical, medical technology, biotechnology and automotive industries. • Aug. 23, 11:30 a.m.1:15 p.m.: Joint luncheon of the Utah Technology Council, MountainWest Capital Network, Utah Valley Entrepreneurial Forum and the Wayne Brown Institute. Keynote speaker will be Timothy R. Clark, founder and chairman of TRClark LLC, which guides organizations in strategy, large-scale change and transformation, executive development and employee engagement. Clark will discuss “Does Your Company Need Managers — or Leaders?” Location is the Thanksgiving Point Institute, 3003 N. Thanksgiving Way, Garden Room, Lehi. Cost is $40. Details are at utahtech.org or (801) 568-3500.

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July 23-29, 2012

If we're headed toward Greece, Republicans are driving us there

When Sen. Lindsey Graham told reporters recently that Mitt Romney’s foreign investment accounts don’t trouble him because “it’s really American to avoid paying taxes,” he must not have realized that he was calling his party’s nominee-to-be a liar. “As long as it was legal, I’m OK with it,” said the South Carolina Republican. “I don’t blame anybody for using the tax code to their advantage. ... It’s a game we Joe play. Every American tries to find the way to get the most deductions they can. I see nothing wrong with playing the game because we set it up to be a game.” Graham assumes — no doubt correctly — that Romney sent his money offshore to avoid taxes. But the Republican candidate and his flacks have repeatedly insisted that the Romneys’ admittedly minimal tax bill was not reduced

at all by their remarkable maze of holdings in Switzerland, the Cayman Islands and Bermuda. It is “the very same” as if he had kept those millions of dollars in the United States, or so they claim. But Graham clearly doesn’t buy that alibi. In fact, nobody does. And eventually Romney may be forced to realize complete information about his Conason investments that may yet indicate the extent to which he and his family have escaped taxation. Meanwhile, what Graham unwittingly evoked with his clumsy endorsement of tax avoidance is the specter of Greece — a nation whose fiscal drama incites endless Republican prattle about the need for austerity. Warnings that as a nation we are on “the road to Greece” have become a favorite Republican cliche, regurgitated by

every politician who wants to be considered for vice president as well as by the presidential candidate himself. “You call that forward?” Romney said mockingly of an Obama campaign slogan last month. “That’s forward over a cliff, that’s forward on the way to Greece.” What Graham, Romney and all the other Republican politicians and pundits consistently fail to mention — or perhaps don’t know — is that the central Greek problem isn’t overspending per se. The central problem is the Greek government’s failure to collect what taxpayers (especially wealthy taxpayers) actually owe under the law. That’s because over the years so many Greeks have adopted an attitude toward taxes resembling that of Romney and Graham. Indeed, Greece has developed a culture of tax evasion, with wealthy citizens sending their money out

of the country and poorer citizens bribing officials or conducting their business off the books. The amount of tax owed but not paid in Greece is estimated at roughly a third of total receipts — or enough to cover the nation’s deficits and begin to restore its credit. Sociologists who have studied the Greek tax situation say that rampant evasion by the rich has trickled down to infect the rest of society, ruining the “tax morale” of wage-earners and small business owners. As James Surowiecki explained in The New Yorker, people here and elsewhere don’t pay taxes simply because they fear prosecution; they pay because they are “social taxpayers” who “feel a responsibility to contribute to the common good.” But that sense of shared obligation gradually dissipates when taxpayers suspect that many others, especially the rich, are not participating fairly and fully. Despite growing debt and

deficits, we are not on the road to Greece. With investors around the world rushing to purchase U.S. Treasury bonds and driving rates to historic lows, this country is far from the plight of the homeland of democracy. For now, it is safe to ignore right-wing rhetoric that shrieks the fiscal sky is falling. But if such troubles lie ahead, the real cause will not be spending on income security, health care, infrastructure, education or any of the other programs that have made America a great nation. If we are driven toward national bankruptcy someday, the likeliest cause will be our failure to raise and enforce taxes on those who can afford to pay — because we, too, have encouraged a culture of evasion rather than responsibility. Joe Conason is the editor in chief of NationalMemo.com. Copyright 2012 Creators.com.


July 23-29, 2012

19

The Enterprise

Are race riots news? When I first saw a book with locally to be ignored, both the the title, White Girl Bleed A Lot, local media and public officials by Colin Flaherty, I instantly knew often describe what happened what it was about even though I as unspecified “young people” had not seen the book reviewed attacking unspecified victims for unspecified reasons. But anywhere and knew nothvideos of the attacks ing about the author. often reveal both the That is because I racial nature of these had encountered that attacks and the racial phrase before, while doing hostility expressed by research for the four new the attackers. chapters on intellectuals Are race riots not and race that I added to Thomas news? the revised edition of my Sowell Ignoring racial vioown book, Intellectuals lence only guarantees and Society, published this that it will get worse. The Chicago year. That phrase was spoken by a Tribune has publicly rationalized member of a mob of young blacks its filtering out of any racial idenwho attacked whites at random tification of attackers and their at a Fourth of July celebration in victims, even though the media do Milwaukee last year. What I was not hesitate to mention race when appalled to learn, in the course of decrying statistical disparities in my research, was that such race arrest or imprisonment rates. Such mob attacks have riots have occurred in other cities across the United States in recent become so frequent in Chicago years — and that the national that officials promoting convenmainstream media usually ignore tions there have recently complained to the mayor that the city these riots. Where the violence is too is going to lose business if such widespread and too widely known widespread violence is not brought

under control. But neither these officials nor the mayor nor most of the media use that four-letter word, “race.” It would not be politically correct or politically convenient in an election year. Reading Colin Flaherty’s book made painfully clear to me that the magnitude of this problem is even greater than I had discovered from my own research. He documents both the race riots and the media and political evasions in dozens of cities across America. Flaherty’s previous writings have won him praise and awards, but this book has been met largely with silence or abuse. However much ignoring the ugly realities that his book reveals may serve the interests of the media or politicians, a cover-up is a huge disservice to everyone else — whether black, white or whatever. Even the young hoodlums who launch these mass attacks on strangers would be better off to be stopped now, rather than continue on a path of escalating violence that can lead to a lifetime behind

bars or to the execution chamber. The dangers to the nation as a whole are an even bigger problem. The truth has a way of eventually coming out, in spite of media silence and politicians’ spin. If the truth becomes widely known, and a white backlash follows, turning one-way race riots into two-way race riots, then a cycle of revenge and counter-revenge can spiral out of control, as has already happened in too many other countries around the world. Most blacks and most whites in the United States today get along with each other. But what is chilling is how often in history racial or ethnic groups that coexisted peacefully for generations — often as neighbors — have suddenly turned on each other with lethal violence. In the middle of the 20th century, Sri Lanka had a level of mutual respect and even friendship between its majority and minority communities that was rightly held up to the world as a model. Yet this situation degenerated over the years into polarization and vio-

lence that escalated into a civil war that lasted for decades, with unspeakable atrocities on both sides. All it took were clever demagogues and gullible followers. We already have both. What it will take to nip in the bud the small but widely spreading race riots will be some serious leadership in many quarters and that rarest of all things in politics, honesty. Race hustlers and mob inciters like Al Sharpton represent such polarizing forces in America today. Yet Sharpton has become a White House adviser, and Attorney General Eric Holder has been photographed literally embracing him. Thomas Sowell is a senior fellow

at the Hoover Institution, Stanford University, Stanford, CA 94305. Copyright 2012 Creators.com


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The Enterprise - Utah's Business Journal, July 23, 2012  

July 23, 2012

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