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stormont-vail & cotton-o’neil

three levels of care Stormont-Vail HealthCare provides a variety of levels of care. If a medical need occurs when your primary care physician is not available, you have three options: Mild

The ClinicModerate at Walmart by Stormont-Vail Severe 9 a.m. to 9 p.m. weekdays, 9 a.m. to 5 p.m. Saturdays, 11 a.m. to 5 p.m. Sundays Located inside the north Topeka Walmart and providing minor health services without an appointment for patients ages 18 months and older. Staffed by advanced practice nurses and a physician assistant.

Mild

Moderate

Cotton-O’Neil ExpressCare Severe With three locations in Topeka and one in Osage City, these urgent care clinics, complete with lab and X-ray services, are available to patients of all ages who need treatment for a minor illness or injury. You do not have to be a Cotton-O’Neil patient to be cared for at ExpressCare. ExpressCare – Croco: 2909 S.E. Walnut Dr. 9 a.m. to 8 p.m. weekdays, 11 a.m. to 5 p.m. weekends ExpressCare – Urish: 6725 S.W. 29th St. 9 a.m. to 8 p.m. weekdays, 11 a.m. to 5 p.m. weekends ExpressCare – North: 1130 N. Kansas Ave. 9 a.m. to 6 p.m. weekdays ExpressCare – Osage City: 131 W. Market 11 a.m. to 5 p.m. weekends

Mild

Moderate

Severe

Stormont-Vail Emergency and Trauma Center Open 24 hours a day, every day, and designed for sudden, serious injury or illness. Located one block west of Eighth and Washburn.

Call Health Connections’ Ask-A-Nurse at (785) 354-5225 evenings and weekends for help finding the most appropriate level of care.

stormontvail.org

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[contents] FEATURES

10

"No Free No" Policy

12

City Manager Jim Colson tells businesses what they can expect from the City.

Growing Your Business

TK showcases the growth of three local businesses.

22 40

Greater Topeka 20 Under 40 TK highlights Topeka professionals who open the door to success for the next generation.

When I Grow Up

Local business owners tell what they want to be when they grow up.

46

The Power of Buying Local Buying from local, independent retailers puts more money back into the community.

In Every Issue Columns

4 6 8

54

From the Publisher Power in a simple sign.

Editor's Note Think local.

Advertising Intervention The best plan is to have a plan.

68 74

From the Professor Reza Espahbodi, Ph.D., Dibble professor of accounting at Washburn University, explains the benefits of a sustainable society.

58

Heart of the Entrepreneur Jim and Charlene Robuck chose entrepreneurship over retirement.

60

Stepping Up To Leadership Rich Drinon discusses the challenges of generational differences.

Extra, Extra

Scene About Town IABC Luncheon Sumptuous Evening Gala

64

Life of a Building Deb Goodrich-Bisel tells the story of the iconic Bobo's Drive-In.

2012 CRC Awards of Excellence

[

Thank you to our advertisers for supporting TK...Topeka's Business Magazine

]

TK Topeka's Business Magazine

TK...Topeka's Business Magazine

Winter 2012

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[from the publisher]

POWER

in a simple sign

I

was recently having dinner at the The Pad Restaurant in North Topeka when this sign caught my eye. Just south of the registers, it serves as a reminder to the employees of the importance of the customer.

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This simple sign inspired me to evaluate myself as a business owner, employee and representative of my company on the way I treat my clients and customers. Do I regard them as the purpose of my business? Am I courteous and attentive? Can I do better? And even deeper, what kind of culture of appreciation exists within our company? How do we talk internally about our customers and clients? Do we appreciate them? Do we meet their needs with enthusiasm? Let’s be real. Just like that customer across the counter or over the phone who becomes frustrated with our business or the employees, we get frustrated with customers. We are only human. The challenge is to let go of our own emotions and work to understand the customer’s point of view. The holidays bring joy. But they

TK...Topeka's Business Magazine

also bring hectic schedules, stress, family drama and financial strain, resulting in emotions that stretch across the spectrum. The companies that make customers feel appreciated, cared for, wise and, most importantly, glad they came to you, will be the big winners. Read The Pad’s sign and evaluate what you need to work on before Black Friday arrives. Do you need to have more appreciation for your customers or calm your own short temper? Do you need to stop matching wits with buyers and start listening to better meet their needs and wants? Do you need to be more compassionate and understanding to the emotions of your customers and keep your own emotions in check? The old adage “the customer is always right” may be outdated, but when it comes to customer service, it still rings pretty true.


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TK...Topeka's Business Magazine

Winter 2012

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[editor's note]

TK

Topeka’s Business letters to the editorMagazine Winter 2012

Publisher

TARA DIMICK

Editor-in-Chief LISA LOEWEN

Creative Director/Designer

Think local

November begins the busiest shopping time of the year for most people. You detailed planners and early bird shoppers have already gotten a jump on your Christmas gift lists. You crowd lovers and bargain hunters are gearing up for Black Friday and Cyber Monday. And you procrastinators, well you can just sit back and relax because you won’t even start your shopping until the week before Christmas. Me? I kind of morph between all of those categories. I like to think I am a planner, so I make lists and start my shopping at the end of October. But I must confess, I kind of enjoy the madness of standing in line at 4 a.m. on Black Friday to fight for those great deals (Yes, saving $25 is totally worth it!). And no matter how carefully I plan, I always seem to be at the mall on Christmas Eve anyway. Usually I spend a lot of time thinking about what I want to buy, but little thought goes into where I buy it. I confess I am a BIG Amazon shopper. It’s easy. It’s convenient. I don’t even have to leave home; they ship the products right to my door. But after reading "The Power of Buying Local" article on page 46, I intend to break off my relationship with Amazon and start buying from local retailers. But this is a two-way street. My promise to shop local comes with a caveat. Local retail shops need to meet me halfway. Here’s all I ask: • Offer great deals over the holiday season to catch my eye. • Be open on Black Friday so I can still experience the thrill of savvy bargain hunting in the early morning hours. • Be online, so if I want to do my shopping on my home computer, I can. Shopping local won’t change the total dollars I spend, but it will change how much goes back into our community. Think what might happen if we all spent a few more dollars locally.

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JENNI PONTON

Photographer RACHEL LOCK

Account Executives Tara Dimick - 785.217.4836

Contributing Photographer / Cover Photo Nathan Ham Photography

Contributing Writers Melissa Brunner, Rich Drinon, Reza Espahbodi, PhD, Deb Goodrich-Bisel, Tim Kolling, Lisa Loewen, Karen Ridder

Founder KEVIN DOEL PO Box 67272 | Topeka, Kansas 66667 785-217-4836 | taradimick@gmail.com www.tkmagazine.com

Comments & Suggestions taradimick@gmail.com

Publishing Company E2 Communications, Inc. 2012 TK...Topeka's Business Magazine is published by E2 Communications, Inc.Reproduction or use of this publication in any manner without written permission of the publisher is prohibited. Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions there in. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication. Listings and advertisements are provided by the subject companies, E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party’s right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.


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Winter 2012

7


[advertising intervention]

T h e B e s t P l a n I s to

have a plan by Tim Kolling, WIBW Marketing Consultant

Fourth quarter means planning, projecting and preparing for the upcoming year. We look at budgets and hope for profits as we look to avoid losses. It’s a time when we dream big and also have some sleepless nights full of fears. The most important part of your marketing planning is your advertising strategy. Unfortunately, most businesses address marketing as a budget line item. They allocate money to advertising without a plan as to how it will be used. It’s like buying a plane ticket but having no idea where you are flying. You don’t know what the climate will be. You don’t know what language they will speak. And you might not even have the right identification. As you go into 2013, your best plan is to have a plan.

• Don’t be afraid to ask for help and input. Ask your peers, ask fellow business owners, ask your staff, and ask your customers. • Think about how you want others to perceive your business.

Your advertising is like that plane ticket. Before you spend the money, know the climate of the market and your competition; know what language your customers are speaking; and make sure your business is positioned correctly in consumers’ minds—your ID! If you want to see profits instead of losses in 2013, you have to take the time to develop your advertising strategy.

• Take time out and develop a strategy. • Be flexible—things change throughout the year and so should your marketing. • Have fun, but give it serious thought.

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NCUA

National Credit Union Administration, a U.S. Government Agency


TK...Topeka's Business Magazine

Winter 2012

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“NO FREE NO” POLICY TK talks with City Manager Jim Colson on what businesses can expect from the City of Topeka. As drivers of the economic engine of our country, small businesses find themselves at the forefront of the political debate. The relationship between government and the private sector has become a key issue both nationally and on a local level. Here in Topeka, City Manager Jim Colson is working to implement a "No Free No" policy to encourage an atmosphere of cooperation between the City of Topeka and the business community. TK: What does "No Free No" mean? Colson: In any organization, especially one with regulatory responsibility, it’s easier to say no than yes. Relatively few risks come with saying no. The challenge that I put to our entire organization is that we have to find more opportunities to say YES. We are asking our entire organization to stay engaged with individual citizens and members of the business community to work diligently to find a way to resolve people’s concerns. TK: What do you hope to achieve with this approach? Colson: To build a better Topeka one opportunity at a time. Every day our employees are asked to resolve someone’s challenge. If they don’t respond to that challenge it is a missed opportunity to make Topeka a better place. It may be a really small issue that gets resolved, but those small issues add up. The true beneficiaries are the people who learn to solve problems and to be more useful in their daily activity. Finding ways to say YES will become a way of life and a change of culture in this organization.

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TK: How will you overcome the anxiety that accompanies change? Colson: Decisions are hard. You need to work towards the most informed decision that you can. Factors such as time and information impact that. Once you make a decision, you sort of have to live with it. Good managers use mistakes as opportunities to let employees learn. If you really think about it, once the mistake has been made, the tuition has already been paid, so you might as well get the lesson out of it so you won’t make that mistake again. Our team understands that we do not operate in an environment of fear and blame. TK: What can businesses expect going forward? Colson: First and foremost they can expect a well-run city. We will accomplish this through: • More proactive communication with greater transparency. • A more informed and effective decision making process. • More effective project implementation. • More willingness to engage proactively with the businesses of Topeka. • A better financially managed community. I will build a strong management team, empower the employees of the City of Topeka and meet the expectations of the residents and businesses of Topeka as to what a good city government should provide to them. The goal is to continually get better.


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business

our is growing

TK...Topeka's Business Magazine

yours

Winter 2012

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Growing Your Business by Lisa Loewen

Entrepreneurs seek challenges. Once a small business is successful, growth becomes the next exciting challenge. For some entrepreneurs, growth sneaks up on them when they are least prepared. For others, growth has always been part of a detailed plan. But for all businesses, growth means progress. TK takes a glimpse into how three Topeka businesses have grown.

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Trust isn’t just in our name. It’s how we’ve made our name.

[ And how we help businesses make theirs.]

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[growing your business]

Multiple Locations.............. Dr. Kevin Lenahan and The Spectacle are familiar names in Topeka. Aggressive advertising, focused branding and community involvement have all played a role in growing Lenahan’s business, but the biggest contributor to his expansion has been the addition of new locations. With three Topeka locations and stores in Lawrence, Tonganoxie and Lyndon, Lenahan enjoys wide name recognition and a large client base.

Seeing the Big Picture Lenahan always planned on having more than one location. He opened his doors inside the Walmart on Wanamaker in 1993. When the new Walmart opened on 37th street, he took a lease there as well. His next location opened in the new Super Target in Lawrence, and when the Super Targets came on line in Kansas City, he took those

locations as well. “At that time I was working seven days a week, pretty much 365 days a year,” Lenahan said. Target then went through some restructuring and Lenahan wasn’t sure that was the best place for him to be. “I guess I am just not a very good corporate person,” he admits. He pointed out some things he didn’t agree with at the corporate level and Target subsequently chose not to renew his lease. “That was fine with me,” Lenahan said. “It was part of the learning experience that business can be kind of brutal.” Also brutal was a 30-day window to find a new location, renovate it and open for business without interrupting patient schedules. Lenahan barely had the new location up and running before he was looking to buy another building in Topeka. “I saw the writing on the wall in the corporate environment,” he said. “That Target situation actually gave

“I would rather go down in a blaze of glory than never have tried. God gave me one horse to ride. I don’t know how fast that horse is, but I am going to ride it as hard and fast as I can until it throws me or it dies. I want to look back and say ‘I gave it everything I had.”’ - Dr. Kevin Lenahan 14

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us a push. It made me more determined and set things in motion in Topeka." Lenahan and The Spectacle moved into the 21st and Gage location eight years ago.

Demand for Accessibility That move really jump-started his Topeka business. With increased visibility and a more accessible location, his practice grew. Patients filled the waiting room. Appointments booked months in advance. And the grumbling began. Patients wanted to be seen quicker. Those who lived up north didn’t want to drive that far. “When an office becomes so busy that you can see that the people that you are serving are uncomfortable, there’s a problem,” Lenahan said. So, he opened a location on north Topeka Boulevard, then another on the east side of town. While the other five locations were opened for business reasons, the Lyndon location was personal. Two of Lenahan’s employees lived in Lyndon and drove into Topeka every day. When gas went to $4 a gallon, they asked if he would consider opening a Lyndon location. He wanted to invest in some property anyway, so when the building that housed the Lyndon post office went on the market, he purchased it. The rent was enough to pay the taxes and gave him a buffer to be able to get the office started.

Worth the Risk Lenahan says it was a huge financial risk to open the new locations. Instead of signing a lease, he was purchasing a building and inheriting the headaches and overhead that go along with it. “I can’t just be an optometrist,” Lenahan said. “I have to be a business person as well. Most doctors aren’t taught that in school.” Now with six locations and six associates, Lenahan still finds himself putting in 60-hour weeks. What basically started as giving people a prescription for glasses has now evolved into a fashion industry. Lenahan embraced the idea that eyewear is as much an accessory as handbags or shoes because the market demanded it. So along with performing eye exams and writing vision prescriptions, he is now part style consultant and fashion buyer. For Lenahan, moving forward is comfortable. “I would rather go down in a blaze of glory than never have tried,” he said. “God gave me one horse to ride. I don’t know how fast that horse is, but I am going to ride it as hard and fast as I can until it throws me or it dies. I want to look back and say ‘I gave it everything I had.”’

continued on pg. 16 TK...Topeka's Business Magazine

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[growing your business]

SELL YOURSELF.......................... Born out of a desperate situation, as a last hope for a way to earn some extra money to make ends meet, Say Cheez Photo Booth was never intended to be more than a hobby. However, when Scott and Nikki Lewien booked 26 weddings in two days at their first bridal show, they began to see the bigger picture. “I was booking weddings before he even had a booth done,” Nikki said. That bridal fair catapulted them into the photo booth business, but they were more concerned with booking events

what was in the back of the van. They told her it was a photo booth and she immediately replied, “Can I buy one?” They didn’t have one to sell at that point, but this simple question started Scott and Nikki thinking about what that business would look like. They met with advisors at the Washburn Small Business Development Center who painted the picture for them. An upside down pyramid represented the profit potential. The lowest level of the pyramid showed Scott and Nikki simply

“I have taken this ship as far as my competency can take us. We are at the point where we need to grow again, but that will require bringing in the lawyers.” - Nikki Lewien for themselves rather than the idea of selling booths to other people. They were in the parking lot after a bridal fair one day when a complete stranger came up to them and asked

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taking their booth to events. The next level showed them having multiple booths and hiring other people to work for them. The last level, where profits grew exponentially,


showed them selling Say Cheez businesses to other people, offering training manuals and teaching other people how to run the businesses. “We were like: ‘What? That could never happen,’” Nikki said. “But the more we thought about it, the more we could see the potential that was out there.” People were asking to buy booths before the couple had even figured out a construct. Nikki says the first sale was a complete fiasco. A woman in Nebraska contacted them about buying a booth. They didn’t know what they were doing, how much to ask for the booth or what an agreement should look like, but they didn’t want to lose the opportunity, so they got in the car and drove to Omaha. Once there, Scott and Nikki made the mistake of leaving her the binder with the marketing plans, booth design and vendors. “She basically went through all of our information and found out our raw costs,” Nikki said. “It didn’t matter that it was our idea, or the time we put in to build the booth, she basically offered us our cost for the booth." They weren’t happy, but Scott and Nikki were between a rock and a hard place because they had bills to pay. So they took the deal.

Learning from Mistakes That experience taught them what they shouldn’t do. Each subsequent sale has taught them even more. Now they have solid contracts in place that outline expectations, complete with non-compete agreements. Pricing has also evolved over time. But Nikki says she doesn’t regret those early sales. “We were doing the best that we could. The opportunity lost by not doing what the market is asking of you outweighs the unknown.” It’s one thing if you are pushing against the market. It is another if you aren’t doing what the market demands. People who purchase Say Cheez Photo Booths call it a franchise, but it really isn’t one. It is simply a business in a box—a one-time investment with no percentage of sales required. Most Say Cheez Photo Booth owners have no previous business experience. In fact, Nikki says she often has to specify to purchasers that they need to have a computer and an Internet connection before they purchase the booth. “We are bestowing a very entrepreneurial idea on people who were never meant to be business owners,” Nikki said.

Healthy activity promotes wellness for the mind, body and spirit.

Business in a Box Selling Say Cheez franchises is the next logical step, but that is a long, expensive process. “I have taken this ship as far as my competency can take us,” Nikki said. “We are at the point where we need to grow again, but that will require bringing in the lawyers.”

continued on pg. 18

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[growing your business]

Mergers & Acquisitions...... In the midst of a recession with no end in sight, with $1,000 cash and a second mortgage on their house, Chris and Heather Cushing ignored the warnings of their friends and family and opened Paint Innovations in 2009. They wanted to grow a nest egg, and they knew the only way they were going to make that happen was to be in business for themselves. Having worked in the automotive paint business for 18

that leap of faith. And landed securely on both feet. Business was good. Paint Innovations was doing well. So, true to Chris’ nature, he began looking to expand the business. “It was always the plan to add on,” Chris said. “We just had to decide what that meant.” For Chris, that meant adding an automotive body shop to the paint business. But that would require more space.

“It’s important in this economy to keep growing. If you are stagnant, you lose.” - Chris Cushing years, Chris knew what products worked and what didn’t. He had a product that matched the quality of more expensive brands that he could offer at a lower price, so they took

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More investment. More risk. “I had to really think about the decision to purchase a building,” Heather said. “The paint store was doing well.


We were paying down debt. Was it really a good idea to risk everything to purchase a body shop?" “I didn’t even think twice about it,” Chris said. So they took another leap.

It Never Hurts to Ask Heather and Chris began looking for a building to purchase that could be converted to a body shop. Purchasing an existing business wasn’t part of the plan, but when they learned that the owners of Jayhawk Body Shop were considering retiring, Chris asked if they would be willing to sell the business. “You never know when the next opportunity is going to hit, unless you ask,” Chris said. “So I asked.” On January 1 of this year, Chris and Heather took over ownership of Jayhawk Body Shop. In August, they grew the business again through the purchase of IC Autoglass. Now Jayhawk Body Shop and Glass can provide complete body work, painting and glass repair or replacement. Heather joined the business full time when they opened the body shop. She says the hardest thing about expanding the business has been the stress of managing finances and people. For Chris, jumping out on their own was never hard. “Whether you work for someone else or are in charge of everything, it all comes down to people— to the relationships you have with those around you,” Chris said.

Keep Moving Forward Those relationships have brought Chris and Heather to the point where they can work on the business, not just in the business. Most days Heather and Chris still like each other at the end of the day. Heather is better at separating business from family. Chris tends to bring work home. So are they seeing the return on investment? Chris and Heather just laugh. “We are still in growth mode. Right now we are putting everything back into the business.” They are in the process of rebranding the body shop. It has a long history in Topeka, but needs a bit of a facelift. They are also expanding the paint business by offering additional brands. “It’s important in this economy to keep growing,” Chris said. “If you are stagnant, you lose.”

TK

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Is your business ready to grow? Take this quick and easy quiz to see if you are ready to take your business to the next level. Yes No

1. Do you have more work than you can handle? 2. Are you ready to devote more time to the business, if needed? 3. Will you still enjoy the business? 4. Do you need to add products, services, or locations to retain your current customer base? 5. Do you want to take your business in new directions without ending your current activities? 6. Do you see a significant opportunity in the market? 7. Does expansion fit into your short and long term business objectives? 8. Do you want to or need to substantially increase your income? 9. Is the return on investment worth your time and effort? 10. Are you willing to take the risk? If you answered YES to all of the questions above, you are ready to expand. If you answered NO to fewer than four questions, you should explore your options. If you answered NO to more than four questions, you should stay where you are.

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HELPING YOU PUT

YOUR BUSINESS

ST

“The T/SC FOF took a chance on me when other conventional institutions would not. With this loan, I purchased equipment that has nearly doubled my production and sales.” —Topeka Business Owner, TSCFOF loan recipient

The Topeka/Shawnee County First Opportunity Fund is a program that can help you: Qualify for a micro loan up to $10,000 Receive consultation and counseling on your operations Get connected to additional resources to help your business grow and thrive! It’s for any Shawnee County business that meets any one of the following criteria: Business is owned by low-income person Business is located in an economically distressed area Business will employ low-income individuals Services are confidential, professional and you maintain control of all business decisions. READY TO GROW YOUR BUSINESS? TAKE THE FIRST STEP TODAY.

Call Cyndi Hermocillo-Legg at 785.231.6000 Or email clegg@GoTopeka.com

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Greater Topeka's 20 Under 40 was established by the Jayhawk Area Council of the Boy Scouts of America to recognize 20 Topeka professionals under the age of 40 for their excellence in their professions and service to the Topeka community. The purpose of this award is to connect older and younger professionals, and to encourage younger generations to be involved in the community. The selection process includes a nomination, an application and a selection committee review score that is based on:

personal and professional goals leadership professional experience community involvement The selection committee included the following individuals: Chief Greg Bailey, Topeka Fire Department | Paul Bossert, Premier Employment Professionals Carly Boswell, Washburn Leadership Institute | Shelly Buhler, County Commissioner Marsha Corrasco Cooper, Washburn Leadership Institute | Garry Cushinberry, CoreFirst Bank & Trust John Dicus, Capitol Federal Savings | Angie Haggard, Valeo Behavioral Health Care Nancy Johnson, Community Resources Council | Jennifer Kirmse, Educational Credit Union Richard Liedtke, Washburn University | Jim Ogle, WIBW-TV | Marsha Pope, Topeka Community Foundation Diana Ramirez, Express Employment Professionals | Larry Riggins, WIBW Radio | Angel Romero, Fast Forward Greg Schwerdt, Schwerdt Design Group | Marsha Sheahan, Great Topeka Chamber of Commerce Kathy Smith, ARTConnect | Lisa Stubbs, Security Benefit | Dr. Julie Swift, Topeka Periodontics Marlou Wegener, Blue Cross Blue Shield of Kansas Foundation | Patrick Wood, Topeka 501 School Board On the following pages, get to know the 20 talented individuals selected for the 2012 20 Under 40.

photos by NATHAN HAM PHOTOGRAPHY 22

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Brian Austin

Matthew Bergmann

As a child, what did you want to be when you grew up? Civil Engineer

As a child, what did you want to be when you grew up? An astronaut

Today, what do you aspire to be when you grow up? A soccer coach

Who is your hero? My parents, Robert and Ruth Bergmann. They are two amazing people who taught me to always believe in myself and have always supported me.

Age: 33 Attorney/Partner {Freiden, Unrein & Forbes, L.L.P.}

Age: 33 Project Manager {Bartlett & West, Inc.}

Who is your hero? Pat Tillman—he was a person of supreme character who died fighting for something he (and I) believed in.

What is your favorite quote? “All it takes for evil to triumph is for good men to do nothing.” - Edmund Burke What is your biggest fear? The fear of failure.

What is the best advice you have ever received? My father used a bicycle analogy when I was in 1st or 2nd grade to get me to work hard early in life. Paraphrased, “You’re going to have to ride up a hill at some point in your life, so you might as well ride up the hill first and save the downhill part for the ride home.”

Family: Wife: Shannon and Two Sons: Grady (4); Hagen (18 mos.)

Family: Wife: Young Sun Kim and Children: Thomas (8); Alex (6); Eva (2)

Practical. Focused. Efficacious.

photo by Nathan Ham Photography

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TK...Topeka's Business Magazine

photo by Nathan Ham Photography

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Honest. Dependable. Considerate.


Michael P. Browning Age: 33 Owner, Pediatric Dentist {Sunflower Smiles Pediatric Dentistry}

As a child, what did you want to be when you grew up? A dentist or a comedian Today, what do you aspire to be when you grow up? A pediatric dentist who also writes travel books and photographs wildlife. Who is your hero? Mother Teresa – she is the epitome of selflessness and compassion What is your favorite quote? “Believe you can and you are half way there.” - Theodore Roosevelt What is your biggest fear? A popcorn famine. Family: Wife: Sarah Browning and Daughter: Carina (1 )

Adventurous. Dedicated. Fun.

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Sheyvette Denise Dinkens

Brittany Crabtree

Age: 27 Founder and President {Women Empowerment, Inc.}

Age: 28 Director of Education and Marketing {LeadingAge Kansas}

As a child, what did you want to be when you grew up? Attorney

As a child, what did you want to be when you grew up? As a child, I always wanted to be the President of the United States.

Who is your hero? My hero is my mother, Ardelia. She has battled lung cancer for over two years and continues to fight for her life on a daily basis. My mother proclaims that she is healed. This positive thinking inspires me to continue and strive for excellence beyond measures.

Today, what do you aspire to be when you grow up? I want to be a professional writer: something like “National Geographic” meets “This American Life.” What is your favorite quote? "If you want happiness for a lifetime, help the next generation." –Chinese Proverb What is your biggest fear? My biggest fear is to not live up to my fullest potential.

What is the best advice you have ever received? “Save your money.” - Floyd Coleman, my father.

What is the last book you read? “Switch: How to Change Things When Change is Hard” by Chip Heath.

What is your biggest fear? Dogs

Ambitious. Original. Compassionate.

Family: Husband: Chris Crabtree Pet: Perry the Beagle

Authentic. Bold. Compassionate.

Winter 2012

TK...Topeka's Business Magazine

photo by Nathan Ham Photography

photo by Nathan Ham Photography

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What is your favorite quote? “When you walk with purpose, you collide with destiny.” - Dr. Beatrice Berry


Jeremy Goodwin

Stephanie Hall

Age: 39 Chief Meteorologist {WIBW-Channels}

Age: 36 Public Services Manager {Topeka and Shawnee County Public Library}

As a child, what did you want to be when you grew up? Shortstop for the St Louis Cardinals

As a child, what did you want to be when you grew up? A marine biologist until I found out I got seasick

What is the best advice you have ever received? “Any time there is a microphone available… grab it and start talking.” - Wesley Goodwin

Today, what do you aspire to be when you grow up? I want to be a mom that will have the power to mortify my children in front of their friends yet still be the one mom they want to hang out with just because.

What is your biggest fear? Meeting a person who sees me as their last chance at help, and failing to find the time to listen.

What is your favorite quote? “A room without books is like a room without a soul.”

What actor/actress would play you in a movie about your life and why? Young Brad Pitt. Because, the only way I am ever going to have magazine abs or a good chin.

- Cicero

Family: Wife: Nichole Goodwin Pet: Dog: Angel

What is the best advice you have ever received? “The best advice I received was from my current supervisor, Marie. She told me a long time ago that you interview for your next job every day. You just may not know what it is yet.”

Loving. Learning. Building.

Family: Husband: Jeremy Hall; Children: KayLynn (8); Jason (5)

Driven. Focused. Fun.

photo by Nathan Ham Photography

photo by Nathan Ham Photography

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Lena Hayden

Amanda Hughes

As a child, what did you want to be when you grew up? Teacher

As a child, what did you want to be when you grew up? Solid Gold Dancer

Who is your hero? My husband is my hero. There aren't enough pages in this magazine to list all the reasons why.

Today, what do you aspire to be when you grow up? Other than what I am doing now… I would love to be a children’s author and an entrepreneur.

What is your favorite quote? “It’s always in the presentation.” – my Dad

What is your favorite quote? “When in doubt, be nice.”

What is the best advice you have ever received? My elementary school babysitter, Dallas, told me to always be nice to everyone and have compassion for all. I’ve carried this throughout my life.

What is the best advice you have ever received? “Forward, no reverse,” my dad, Butch Millard

Age: 33 Assistant Director, University Relations {Washburn University}

Age: 32 Franchise Marketing Manager {Payless ShoeSource} Owner {Hola! Cards, a division of Nos Venos Greetings}

Family: Husband: Mike Hughes and Daughter: Bailey (9) Pets: Olive (black lab and shepherd mix)

What is your biggest fear? Swallowing spiders in my sleep.

photo by Nathan Ham Photography

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photo by Nathan Ham Photography

Passionate. Compassionate. Creative.

Effervescent. Genuine. Creative.


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Emily McGee

Nicole MacMillan

Age: 33 Community Volunteer

Age: 31 Community Coordinator {YWCA Center for Safety and Empowerment}

As a child, what did you want to be when you grew up? I always dreamed of growing up and becoming an anesthesiologist. I think it’s because I liked the way it sounded and I could say the word!

As a child, what did you want to be when you grew up? In grade school I wanted to be a marine biologist, I thought it would be fun to swim with dolphins. Not a terribly practical occupation for a Kansas girl. Then in middle school and high school I started volunteering and doing service projects and decided I wanted to be a social worker.

What is your favorite quote? “People don't care how much you know until they know how much you care.” – Walter Hailey

Today, what do you aspire to be when you grow up? I would love to own a community art space and shop. I think it would great to offer free classes to the community and to different social service agencies in town.

What is the best advice you ever have ever received? Birds of a feather flock together; flocking causes birds to be of the feather. Be careful who you flock with! – Steve Anderson

What is your biggest fear? Not taking enough risks, playing too safe.

Family: Husband: Chris McGee and Son: Ethan (1) Pets: Two Cocker Spaniels: Gatsby and Pippi

Creative. Compassionate. Feminist.

Loyal. Kind. Witty.

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photo by Nathan Ham Photography

photo by Nathan Ham Photography

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to Greater Topekaâ&#x20AC;&#x2122;s 2012

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Brett Oetting

Amy Pinger

As a child, what did you want to be when you grew up? Shortstop and leadoff hitter for the Kansas City Royals

As a child, what did you want to be when you grew up? Teacher

Today, what do you aspire to be when you grow up? A retiree in Aruba.

What is your favorite quote? “A woman is like a tea bag, you can’t tell how strong she is until you put her in hot water.” - Eleanor Roosevelt

Age: 31 Senior Vice President/Director of Operations {Parrish Hotels}

Age: 28 Director of Healthy Youth / Girls on the Run of Topeka {YWCA of Topeka}

Who is your hero? My dad. He worked hard every single day of his life to provide for our family and I didn't hear him complain once. He instilled a work ethic in me that sometimes I wish that I did not have.

What is your biggest fear? I don’t have one. I really believe everything happens for a reason. Sometimes you just have to ride the storms out and wait for the sun to shine again.

What is your biggest fear? Failure.

Family: Husband: Adam Pinger and expecting first child, James Avery, in November.

Family: Wife, Beranda Oetting

Motivated. Honest. Spunky.

Dedicated. Motivated. Loyal.

TK...Topeka's Business Magazine

photo by Nathan Ham Photography

Winter 2012

photo by Nathan Ham Photography

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Congratulations, Brett Oetting! On behalf of Parrish Hotel Corporation, we would like to congratulate Brett, VP of Operations, on being selected as one of the Top 20 Topeka Professionals Under 40. We appreciate your hard work and dedication to both the company and the community.

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TK...Topeka's Business Magazine

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Sarah Sachs-Jepson

Allyson Shove

Today, what do you aspire to be when you grow up? I can't imagine myself doing anything else. I love my job and love my patients. I think I may have the coolest job in the world! Some days I leave work and my face hurts from smiling so much all day. Who wouldn't want to go to work to play with kids and make them feel better every day?

What is your favorite quote? “We make a living by what we get; we make a life by what we give.” -Winston Churchill What is the best advice you have ever received? “There’s nothing wrong with surpassing someone’s expectations.” - Kathy Clark, Capital City Bank

Age: 32 Nurse Practitioner {Pediatric Associates, P.A.}

Age: 33 Development/Marketing Coordinator {TARC, Inc. }

Who is your hero? There are so many people who inspire me and who I look up to but there is one person who stands out among the crowd, my husband. We just celebrated our fifth anniversary and in that time life has handed us many ups and a few downs but through everything he has remained strong for me and for our family. What is your biggest fear? Losing my husband or one of my children.

Family: Son, Jaxon AKA Batman (5)

Family: Husband: Travis Jepson, and Children: Twins, Avery and Greer (3 1/2); Brigham (1)

Loyal. Caring. Enthusiastic.

Winter 2012

TK...Topeka's Business Magazine

Enthusiastic. Caring. Devoted.

photo by Nathan Ham Photography

photo by Nathan Ham Photography

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What is the last book you read? The last book I read was All About Trains to my son before bed. The last grown up book I read for me was The Art of Dancing in the Rain by Garth Stein. It’s a very insightful book about the human condition, and uplifting through tears and laughter.


Zach Snethen

Age: 32 Project Manager & Designer {HTK Architects} As a child, what did you want to be when you grew up? An architect What is your favorite quote? “The practice of architecture not only requires the active individual participation in the profession, but it also requires active civic engagement.” - Samuel Mockbee, Rural Studio What is the best advice you have ever received? “Never go to bed mad.” My grandfather told my mother this and she told me. When my son is old enough, I will pass the same advice on to him.” What is your biggest fear? Spending too much time working and being involved, and not enough time with friends and family. Family: Wife: Erin Snethen and Son: Oliver (2)

Committed. Creative. Compassionate.

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Winter 2012

35


Cassandra Taylor

Chadwick (Chad) Taylor

Who is your hero? My brother, Lucas Myers, is a hero. He is a Marine who has given up chunks of his life (physical, emotional and time). Yet he’s been able to overcome and prove how he is totally and utterly amazing. He is now on his path to becoming an aeronautical engineer. I couldn’t be more proud to be his sister.

As a child, what did you want to be when you grew up? A firefighter

What is your favorite quote? “The most important thing is to enjoy your life—to be happy—it’s all that matters.” - Audrey Hepburn

What is the best advice you have ever received? Shortly after I was elected, a dear family friend gave me the following advice: “Strive to be loved at home and respected at work. Never get those two goals crossed, for it will lead to disaster.”

Age: 36 Senior Project Manager & Designer {Architect One, PA}

Age: 37 Shawnee County District Attorney

Who is your hero? Ronald Reagan. He was a brilliant strategist who guided the United States through and out of a potential third World War, without a shot being fired.

What is your biggest fear? Besides brown recluse spiders, my biggest fear is not accomplishing anything in life. I want to have a positive impact in this life. We are here for such a short period of time. I want to make a difference in the time I have.

Family: Wife: Karily Taylor

Genuine. Perceptive. Seeking

Winter 2012

TK...Topeka's Business Magazine

photo by Nathan Ham Photography

photo by Nathan Ham Photography

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Diligent. Driven. Loyal.


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Ryan Wenrich

Mandi Walter

Age: 26 Manager {Porterfield’s Flowers and Gifts}

Age:35 Owner {WGW of Kansas, Inc, D&B Foods, Inc, GB Management, LLC}

As a child, what did you want to be when you grew up? An actress or a ballerina

As a child, what did you want to be when you grew up? I wanted to be either a doctor or a professional snowboarder. I gave up the idea of being a doctor once I took a high school chemistry class, but the snowboarding dream is still alive... Unfortunately, we don't have many mountains here in Topeka.

Today, what do you aspire to be when you grow up? A leader Who is your hero? My Grandfather, Dr. Richard Shermoen - Former Chair of the Math Department at Washburn University, he has never met a stranger, is easily likable and a strong mentor for his students. What is your favorite quote? “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. The only way to do great work is to love what you do.” - Steve Jobs

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Family: Wife: Laura Galloway

Adventurous. Ambitious. Driven. photo by Nathan Ham Photography

Passionate. Driven. Friendly.

What is your biggest fear? My biggest fear is regretting not attempting something that I know I want to do. I also fear not living an interesting life. If I lose my passion for life, I am in trouble.


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When I

Grow Up...

As children it is easy for us to dream about what we want to be when we grow up, but those dreams shouldn't stop because we grow older. TK asked local business owners and professionals what they aspired to be as youth and what they dream for the next chapter of their lives. Then ask yourself, "What do I want to be when I grow up?"

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Amber Gentry Bullock {Vice President of Networks Plus}

As a child, I wanted to be… “…the Lone Ranger. I was going to be wild, free, roam the range, live off the land, fight injustice w/my companion, Tonto, and demand respect when I yelled, 'Hi-yo Silver! Away!!'" Now, I want to … “…serve in the best interest of the employee’s for whom I represent. I want to make a positive impact on both my community and the company I work for. I want to bring insightful and profound ideas to the table that benefit both the cost of doing business and cutting-edge innovation. I want my ability to perform well to inspire others to perform well, and I want shared successes for every person and company I work with. In the end, I’m aspiring to be a Steve Jobs meets Gandhi kind of business leader.”

Elizabeth Lumpkin {Owner of Boss Hawg's BBQ & Catering Co. and Pigskin's Sports Bar} As a child, I wanted to be… “… a doctor or a veterinarian.” Now, I want to be… “…an organic gardener.”

Larry Riggins

{General Manager of 580 WIBW & 94.5 Country} As a child, I wanted to be… “…able to talk on the radio and play all those great songs.” Now, I want to… “… never completely grow up. I definitely want to stay in this great industry. My aspirations today are more about teaching others, helping them grow in our industry, and, hopefully, bringing a sense of fulfillment in their careers.”

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Kurt Guth

{President of American Tax Service} As a child, I wanted to be… “…a ninja or a paleontologist. Too many martial arts movies and dinosaur zoo books, I guess.” Now, I want to be… “…a very, very old man who plays a lot of golf!”

Matt Appelhanz {President of Appelhanz Roofing} As a child, I wanted to be... “…a Harlem Globetrotter.” Now, I want to be… “…a jet fighter pilot, but I'm not convinced I would fit in the cockpit.”

Morgan Houck

{Owner of Heartland Park Topeka Driving Experience} As a child, I wanted to be… “…a professional BMX rider.” Now, I want to be… “…a race track owner.”

Marsha Anderson

{Marketing Director of Topeka Presbyterian Manor} As a child, I wanted to be… “…a dress designer for "grown up ladies and movie stars" or a cowgirl.” Now, I want to be… “…an awesome grandma, someday; and a fashion designer, but I still can't draw.”

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Diana Ramirez

{Owner of Express Employment Professionals} As a child, I wanted to be… “…an Airline Stewardess. But, my Mother said, “No, too dangerous.” Plus, I would not have qualified—too short—I never grew past 5’2” and therefore, didn’t meet the minimum height requirement.” Now, I want to be… “…under a palm tree!”

Bryon Schlosser

{President of Coldwell Banker Griffith & Blair American Home} As a child, I wanted to be… “...a cowboy. My idols were the Lone Ranger, the Cisco Kid and Sky King.” Now, I want to … “…either operate a toy store or a hardware store…might be one-in-the-same for me.”

Jim Parrish

{President & CEO of Parrish Hotel Corporation} As a child, I wanted to be… “…a rodeo cowboy. I made it to the local horse shows, but never rode in the rodeo.” Now, I want to be… “…a rock star.”

Mike Eichten

{President & CEO of Peoples Benefit Group} As a child, I wanted to be… “…a professional golfer. I would spend hours hitting golf balls and pretending I was Jack Nicklaus.” Now, I want to be… “…an accomplished guitarist. However, truth be known I would prefer to never grow up.”

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the power of

Buying Local

by Melissa Brunner

It's something of a ritual in many homes. The newspaper arrives Thanksgiving morning, thick with slick, glossy ads touting prices too good to be true. You scan, you sort, you compare. You make your list and plot your course. Perhaps you have a partner in crime - one who'll go left while you go right, or stand in line down the street while you try At a Locally-Owned your luck at Option A. And once you've made the rounds of Best Buy and Office Max; Kohl’s and Target; Toys R Us and Walmart; and the string of stores in the mall, At a National Chain you pull through Starbucks and head home, satisfied the dent you made in your holiday shopping list results in a significant contribution Online to the local economy. But did it really? The answer, according to a wave of recent economic studies, is those purchases didn't make as much of an impact as they perhaps could have.

$100 Spent:

67%

Back to Community

43%

Back to Community

0%

Back to Community

"It would really be nice if consumers would stop to think about what happens when they don't shop local," said Mike Worswick, CEO of Wolfe’s Camera in downtown Topeka. The economics analysis group Civic Economics found that every $100 spent in locally-owned, independent stores put $68 back into the community. The same amount spent at a national chain resulted in $43 for the community. The money goes back into the community through payroll and taxes, plus, locally-owned business are more likely to use local support services, such as accounting, advertising, legal counsel and office suppliers. When purchases are made online, nothing comes back to the community.

Bigger doesn’t mean better

Like many small businesses, Wolfe’s finds itself competing with large national chains. The trick is convincing

continued on pg. 48 46

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people to come through its doors for their camera and video needs as opposed to a place like Best Buy. Like many small businesses, Worswick says he and partner DeWitt Harkness, Wolfe’s president, hang their hats on customer service and a complete shopping experience. "We want customers who buy a camera from us to really take better pictures," Worswick said. "Everyone wants to take the best picture of their child in sports, but you need some advice. The camera doesn't magically make it happen."

Delivering on customer service and expertise seems the mantra for many small businesses. At Scrapbooks Etc., owners Pam Gies and Debbie Worthington bank on being a store where, much like the “Cheers” bar, everybody knows your name. “We greet everyone that comes into the store, many by their first name,” Gies says. “We listen to our customers and learn about their current projects and needs and are able to help them with ideas and product selection. We often carry out packages to customers’ cars and have been known to loan out our own personal craft tools to customers.” It’s much the same at Marion Lane -- Mike Worswick, CEO of Wolfe’s Camera Candles where owner Connie Cook strives for a fun shopping experience with a quality, locally-made product. “What you’re getting from my store is a quality of fragrance and quality of wax you won’t get from a discount store,” Cook said. “We also have a guarantee that if you absolutely hate it, we’ll exchange it. I know we bend over backwards to make sure people feel like their purchase is what they want and they’ll get their money’s worth.” Quality is also the selling point stressed at Jackson’s Greenhouse. Every spring, the big box stores set up their garden centers and, for

"It would really be nice if consumers would stop to think about what happens when they don't shop local,"

Mike Worswick, CEO of Wolfe’s Camera

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Pam Gies and Debbie Worthington, owners of Scrapbooks Etc.


the holidays, they roll racks of poinsettias into the aisles. At his business, owner Dave Jackson says, you’re getting locally grown plants and expert advice in caring for the purchase.

Let them know we’re here

Of course, great customer service and quality products don’t mean much if no one knows your business exists. “The big box stores have very large nationwide advertising campaigns that we can’t compete with,” Gies says, comparing Scrapbooks Etc. to chains like Michaels and Hobby Lobby. Scrapbooks Etc. tries to counteract that by reaching customers through emails and social media. They hold instore events, whether it’s a make-and-take workshop or a community fundraiser. Cook takes a similar approach. She believes personal connections are opportunities for a small business to share their story and, hopefully, cultivate loyalty that can be harder to achieve with the younger generation. Smaller businesses also strive to get past the misconception that they cannot compete with national

“We often carry out packages to customers’ cars and have been known to loan out our own personal craft tools to customers.”

-- Pam Gies, owner of Scrapbooks Etc.

continued on pg. 50

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chains in terms of price and selection. Jackson points out pace with the discounts offered at the big box stores. that a trip to his greenhouse will take a customer through Cook, too, found herself at a crossroads. She recently thousands of homegrown plants in a variety of colors. Plus, moved her store from downtown to Brookwood Shopping if it’s a gift, you have your choice of wrapping and finishes, Center. rather than being limited to what’s already on the shelf. “We really had to define what we want to be to our At Wolfe’s, Worswick says, you’ll find a wider selection of cameras than anyone in Connie Cook, owner of Marion Lane Candles a 250-mile radius. He says they are part of an international buying group for specialty camera stores, which allows them to stay competitive on pricing. They also include extras with a camera purchase, such as free classes and a gift card toward services. Plus, Worswick believes nothing beats the personal, hands-on touch. Even when prices are a bit higher than the large chains, Cook and Gies agree customers will pay for quality and responsiveness. Where large chains will have a certain number of colors, fragrances and styles, Cook can deliver custom requests. She also can spot new trends and change products to meet those trends more quickly than a discount store could. Gies says that’s because smaller stores aren’t limited by the buying cycles of chains. “We can order new products constantly,” she said. “We place orders with vendors at least once a week. If a customer sees something on Pinterest, a blog (or) social media and we don’t have it in stock, we can usually order the item and save the customer shipping.”

The struggle for survival

“We also have a guarantee that if you absolutely hate it, we’ll exchange it. I know we bend over backwards to make sure people feel like their purchase is what they want and they’ll get their money’s worth.”

Even with the best products and service, it’s not always easy for small businesses to stay afloat. Once blossoming with greenhouses, Topeka is down to only three local garden centers. The economic crash of 2008 brought tough decisions for Scrapbooks Etc. When Gies and Worthington saw sales drop, they cut back store hours, which decreased employees’ incomes. Fortunately, they say, their staff stuck with them. However, they still find themselves offering more coupons and discounts than they have in the past in order to keep

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-- Connie Cook, owner of Marion Lane Candles

community,” she said. “Even though you see successful mentors you want to emulate, the whole reason you want to be in business is because you want to stand apart.” Wolfe’s actually found itself investing in new photo processing equipment in recent years. Surviving the lean times, Worswick says, often means adopting an attitude that you will succeed. “When times are tough, those are the


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Dave Jackson, owner of Jackson's Greenhouse

A trip to the greenhouse will take a customer through thousands of homegrown plants in a variety of colors. Plus, if it’s a gift, you have your choice of wrapping and finishes, rather than being limited to what’s already on the shelf. --Dave Jackson, owner of Jackson's Greenhouse times you need to invest to be able to come out on the other side of the curve.”

Peaceful co-existence

Like it or not, the larger chains will always occupy a place on that curve. And small business owners like Worswick, Cook, Gies and Jackson say that’s not necessarily all bad. Jackson and Gies say the larger stores can drive initial interest in their specialty areas of gardening and crafting, respectively. Cook says she’ll direct customers to discount stores for more generic needs while she complements the larger chains with products it’s not cost-effective for them to carry. “We have to co-exist,” Cook said. “(But) a lot of people forget we have small businesses that exist.” Worswick says even the closure of a larger store hurts the local community, because it may drive people to spend dollars elsewhere.

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“In order for shopping to work, there have to be enough reasons for people to want to come out and go shopping. Every time there is one less store in Topeka, it gives people an excuse to go somewhere else and put their tax dollars in some other communities’ pockets rather than our own,” Worswick said. “If you don’t pay sales tax, etc., then you penalize your community.”

TK

TK challenges you to spend at least $50 at three or more locally-owned businesses this Christmas.


Launched in 2009, the 3/50 project encourages people to shop local by choosing three independently-owned businesses and spending $50 at those businesses. The group cites U.S. Labor Dept. data that if half the employed population spent $50 a month at locally-owned businesses, it would generate more than $42.6 billion in revenue. The 3/50 project recently launched its free LookLocal iPhone app. Businesses may register to be listed on the app and consumers can use it to find locally-owned businesses in the area in which they are shopping.

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[from the professor]

Progressing toward a

sustainable society CLASS IS NOW IN SESSION TK Visiting Professor

Reza Espahbodi, PhD

Dibble Professor of Accounting Washburn University School of Business

Local, national, and international businesses, such as Southwest Publishing and Mailing Corporation, Fabrication Lead and Frito Lay, have made a significant contribution to the economic well-being of Topeka and its surrounding areas. They have added fuel to the economic growth of the area and helped address employment needs. They have been responsible organizations and have regularly measured and reported on their financial performance and the economic impact of their operations with pride and accountability. But, should these companies also be measuring and reporting on the social and environmental impacts of their operations on Topeka and the greater community, and doing so with the same level of pride and accountability that is behind their financial reporting? Further, should they have these sustainability reports attested to by an independent entity? Research has shown that companies who are focused on becoming “sustainable businesses,” those businesses that strive to improve environmental quality and build social equity, while increasing long-term profitability, will be the businesses that achieve higher value creation than those who don’t have this focus.

Sustainability report and relevant frameworks A sustainability report brings together financial, environmental, social and governance information in an "integrated" format. It communicates the company’s actions and commitment to sustainable operations. A broad range of stakeholders, including current and potential employees, current and potential investors, customers, regulatory agencies and NGOs, care about sustainability and sustainability reporting. Some investment funds in the US even have adopted a strategy that excludes companies from their investment portfolios based on their social and ethical performance. As a result of stakeholders’ interest in sustainability reports, some countries and stock exchanges, such as France, South Africa, and NASDAQ, now require or encourage companies to issue these reports. A few organizations have developed guidelines for reporting on sustainability and provide support to businesses that desire to engage in such reporting. The most widely used guidelines is the Global Reporting Initiative, or GRI (please visit www.globalreporting.org for more detailed information). Other guidelines include: (1)

the International Integrated Reporting Council (IIRC), and (2) the United

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Nations Environment Programme Finance Initiative (UNEP FI). In recent years, many companies, including Frito Lay and Payless Shoes, have taken advantage of the available guidelines to respond to the demand by various stakeholders and issued sustainability reports. However, disclosure of this information often is voluntary and tends to be at the aggregate (entity) level and positive. As noted by Hopwood (2009), there is certainly a risk that this type of disclosure is used “to facilitate the construction of a new and different image of the company” (p.437). Walmart’s global responsibility report available at www. walmartstores.com/sites/responsibility-report/2012/ is a good example.

Does attestation on sustainability reporting add any value? The doubt about the credibility of these reports provides a good setting to evaluate the credibility-enhancing value of attestation reports. However, the emergence of the widespread disclosure of this type of information is relatively recent, which means that there is limited research examining the value of assurance on sustainability disclosures. But, the results are promising. Using archival data, Simnett et al. (2009) found that companies needing to enhance their credibility and reputation are more likely to have their sustainability reports assured. In a survey of retail investors’ perceptions, Cohen et al. (2011) provided similar results. They find that investors have a preference to receive social responsibility information from a third-party source. Moroney et al. (2009) found that the quality of environmental disclosure based on the GRI Guidelines is significantly higher for their sample

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of 74 companies that obtain assurance on that disclosure than their matched counterparts. Overall, the findings show that when assurance is provided on this additional information, it has value and improves the quality and credibility of the disclosure and to the users of the information. Clearly, companies that report on sustainability find the consulting and attestation services valuable. The market for these services have grown, and include large accounting firms such as Ernst & Young (www.ey.com/US/en/ Services/Specialty-Services/ClimateChange-and-Sustainability-Services) and Deloitte (www.deloitte.com/us/ green), large consulting firms such as McKinsey & Company (www.mckinsey.com/client_service/sustainability/expertise), as well as some smaller firms.

What are the benefits to the reporting company? Besides responding to the stakeholders’ demand for a more complete and transparent disclosure of the company’s performance on sustainability, sustainability reporting helps the reporting company in at least four ways: 1. Companies will have a better sense of and can be more prepared to address their environmental and societal risks and opportunities. 2. Improved transparency potentially increases the company’s stock price. 3. Reporting facilitates compliance with carbon emissions reduction and other regulations, both present and future. 4. Communicating the company’s commitment to environmental continuity plan helps attract and retain the best and brightest employees and new customers.

TK...Topeka's Business Magazine

Concluding observations To conclude: • Stakeholders demand and value sustainability reports attested to by an independent third-party. • Sustainability reporting helps businesses to manage sustainabilityrelated risks, and reduce operating costs by refining policies and procedures and identifying wasteful activities or opportunities for new products and services. • The general consensus is that corporate disclosure on sustainability issues remains poor. • Detailed information, similar to segmented financial reports (e.g., sales and profit by product line or location) that management uses in making business decisions and reports to stakeholders are missing. As a community, we need to work both on sustainability practices and on educating our students. We need to realize the value of sustainability reporting and improve the depth and the transparency of the relevant disclosures. I encourage area businesses to initiate, or improve on current, sustainability reporting and lead our nation’s move to this more comprehensive reporting regime. We need to make sure that our curriculum evolves to ensure that our students understand good sustainability practices and evaluate management’s performance reports. Large accounting firms such as Ernst & Young have put together extensive material for use in the classroom that we should strive to use.

TK

References: Cohen, J., Webb, L., Nath, L. and D. Wood, 2011. Retail investors’ perception of the decision usefulness of economic performance, governance, and corporate social responsibility disclosures. Behavioral Research in Accounting 23 (1): 109-129. Hopwood, A. G. 2009. Accounting and the environment. Accounting, Organizations and Society 34 (3-4): 433-439. Mock, T., J. Bédard, P. Coram, S. Davis, R. Espahbodi, and R. Warne. 2012. The audit reporting model: Current research synthesis and implications. Auditing: A Journal of Practice & Theory forthcoming. Mock, T. J., C. Strohm, and K. Swartz. 2007. An examination of worldwide assured sustainability reporting. Australian Accounting Review 17 (1): 67-77. Moroney, R. A., C. Windsor, and Y. T. Aw. 2012. Evidence of assurance enhancing the quality of voluntary environmental disclosures: an empirical analysis. Accounting and Finance, forthcoming. Simnett, R., A. Vanstraelen, and W. F. Chua. 2009. Assurance on sustainability reports: An international comparison. The Accounting Review 84 (3): 937-968.


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t r a e h

e h t of

r u en

trepre En

Robuck Jewelers

Jim and Charlene Robuck were planning to retire.

by Karen Ridder

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They were going to slow down after long careers in their respective fields Charlene with the State of Kansas, and Jim in jewelry and watch repairs. Instead they became entrepreneurs and started working longer hours and harder than ever before. Fifteen years later, they have built a unique jewelry store which has become a North Topeka staple, drawing customers from across the country. Jim had never owned a jewelry store outright, but had earned a good reputation and many customers from his three decades with a leased department inside Davis Jewelers. After Davis retired, Jim decided he would use the small space available in a North Topeka building he already owned to do repairs a few days a week. That worked well. In fact, it worked a little too well. Jim literally had people standing outside his small shop on a regular basis waiting to be helped. Instead of cutting back, he found himself working seven days a week. When a nearby building on North Kansas Avenue went up for sale, Jim decided he might as well open up his own store. They bought the building, and Robuck Jewelers was born. These entrepreneurs have experienced continual growth since they opened in 1997. Even though people warned them away from their North Kansas Avenue location, saying the customers wouldn’t come, the Robucks never worried about not having success. “I’ve been in business, and I’ve been in Topeka so long that people know who I am and know that they can bring it to me, and I can fix it,” Jim said. The customers did come and the Robucks found North Topeka a welcoming place for their business. “North Topeka is like a small town,” Jim said. “Everybody who lives over here is loyal to the businesses in North Topeka. If they need anything, and you can supply it, they are going to be here.” Today, they average about 100 customers every day. Their large and unique selection of items makes them stand out from other jewelry stores in Topeka.

TK...Topeka's Business Magazine


Clients come from Kansas City and Nebraska on a regular basis, and their customer base stretches across the country. The store has grown every year and become somewhat of an attraction on North Kansas Avenue.

They also maintain contacts with people on the East and West coasts. Jim explains it takes about two years for jewelry fashion on the coasts to get to Topeka. Those contacts help them keep an eye on trends so they can prepare for what

“North Topeka is like a small town. Everybody who lives over here is loyal to the businesses in North Topeka. If they need anything, and you can supply it, they are going to be here.” - Jim Robuck Charlene credits diversification for a big part of their success. Robucks Jewelers store offers a wide base of jewelry, watch and clock repair services and merchandise. They also sell new and estate jewelry. “We have a lot of different merchandise, a lot of merchandise that no one else carries,” Charlene said. “We also have very competitive prices because of the way we buy.” They do whatever they can to cut out the middle man. They purchase estate jewelry and buy out other jewelry stores. This cuts down on overhead and helps them keep prices low. Jim explains the many levels in the jewelry business—a manufacturer, wholesaler, sales people—who each have to make money. The only way they can compete with bigger chain stores is to reduce the number of people involved in the process. “If we can step past one or two of them it just makes the item less expensive,” says Jim. Some of the creative ways they cut out the middle man include smelting their own sizing gold and wire and going on a yearly diamond buying trip to Antwerp, Belgium. Reducing the layers of business is a step Jim believes all small businesses need to consider in order to survive. He also believes less planning and more doing is what creates business growth. “We’re not business planners, we are business doers,” Jim said. Part of “doing” business for the Robucks is constant reaction to the market and customers. This translates into a willingness to always consider change, even on a daily basis if needed. “We’re still learning. We’re still evolving,” Charlene said. “We change as we need to, and I think that’s something a lot of businesses don’t do. They seem to get in a rut and they can’t understand that change is needed.” To anticipate coming changes, Jim and Charlene work hard to stay in contact with local and national business associations. The help and education they have received by being a part of the Independent Jewelers Organization has given them the opportunity to take advantages of buying trips, merchandising tips and networking with other jewelers across the country.

they will do next. “You have to be changing things all the time and that’s what makes the business grow. If you’re not changing, you’re dying,” Jim said. Investing back in the community, buying several buildings along the North Kansas Avenue strip when they were in danger of being razed or needed repairs, was their way of preserving the historic character of the area. Those buildings are now filling up with artists and galleries who have become a part of the NOTO Arts District. “There are lots of people, and it’s great because buildings are getting filled, and there are things going on. That’s great for Topeka and great for North Topeka,” Charlene said. TK

Grace Brown-Mitchell

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[stepping up to leadership]

generational differences It’s helpful for leaders to recognize the characteristics of various generational groups in order to improve understanding, communication and cooperation between team members. Each generation comes from a different historical reference point that has influenced their ideas about issues such as work ethic, authority, loyalty, free agency and work arrangements.

According to Managing the Generation Mix by Martin & Tulgan, generations are defined as: The Silent Generation (1925-1945) The Baby Boomers (1946-1964) Generation X (1965-1977) Generation Y (1978-1990) Generation Z (1991 – 1996)

Rich Drinon, M.A.

Drinon & Associates, President

He has 25 years experience as an executive communication speaker, trainer, coach and facilitator. For more information www.drinonandassociates.com

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One of the big challenges for today’s leader is to get members from all groups communicating on the same page and collaborating towards results. Key points of tension between generations in the workplace include: - Work ethic - How and where we work - Respect for title, rank, authority and elders - Keeping older workers happy, trained and motivated - Finding and keeping younger workers - Different values, attitudes and beliefs - Technology in the workplace

TK...Topeka's Business Magazine

From paying your dues to downsizing, job hopping to having it your way, suits and ties to business casual to tattoos, nose rings and all types of hair, today’s workplace has become diverse on many levels.

More About Generation Y With Baby Boomers moving into their retirement years and Generation X now well-established in the workplace, Generation Y is the emerging generation of concern for employers. Here are a few particulars for understanding and managing this group.

Helicopter Parenting Helicopter Parenting is a phrase used to describe the parents of Generation Y. Like a helicopter, these parents hover closely overhead, rarely out of reach, whether their children need them or not. With so much hovering, love, support and esteem building it may be that these Baby Boomer parents have created a monster – a generation that is


overconfident, overestimating and over-claiming in their abilities. In The Narcissism Epidemic, authors Twenge & Campbell suggest that parents of the younger generations must learn to say no and mean it; avoid giving their children too much power; carefully consider what messages are conveyed to them pertaining to competition and winning; and think twice about buying the young person something that announces how great they are.

Narcissism Many researchers, writers -- and members of the Y group themselves -- have associated narcissism with this generation. Whether discussing someone with true NPD -- Narcissistic Personality Disorder, or the characteristics of narcissism among the general population, these behaviors include: excessive selfadmiration, inflated self-importance, extreme self-centeredness, overestimation of abilities, excessive need for admiration and a lack of empathy.

Managing Generation Y In Bruce Tulgan’s Not Everyone Gets a Trophy: How to Manage Generation Y, he refers to this group of 22 to 34-year-olds as the most high maintenance workforce in the history of the world. He writes, “Yes, Generation Y will be more difficult to recruit, retain, motivate, and manage than any other new generation to enter the workforce. But this will also be the most high-performing workforce in history for those who know how to manage them properly.”

Information Technology Imperatives This age group wants total customization of their information

environment allowing for constant connectivity with whomever they want and immediate access to whatever information they want. Along with the communication capability and access to knowledge that comes with this connectivity, these workers also want the ability to collaborate and learn from experts in real time.

TK

“In Loco Parentis” Management Since this generation has been strongly influenced by their parents, especially in regards to their hopes, dreams, esteem and capabilities, Tulgan suggest a few practices for managing “in loco” -- or in place of their parents. These practices include: showing these younger employees you care by spending time getting to know them; giving them structure, boundaries and helping them keep score on their performance; and, as reinforcement for successful behavior, providing special rewards in very small increments.

Give Them the Gift of Context A strength the Silent Generation brought to the workplace was their capacity for providing context to younger workers. Be it historical, industrial, workplace, business, human relations or a host of other areas, Baby Boomers and Gen Xers will now have to carry the torch by providing context for upcoming workers. According to Tulgan, this includes items such as teaching them how to play and work well with others; how to shine and do well in presentations and meetings; and how to deal with bosses or other big shots in the organization. Generation Y employees bring their own set of strengths and weaknesses to the workplace. For leaders to create a successful work relationship, they must understand and manage these generational differences.

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[generational differences]

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Traditionals (1900-1945)

Baby Boomers (1946-1964)

Generation X (1965-1980)

Generation Y (1981-2000)

Influencers

WWII, Korean War, Great Depression, New Deal, Rise of Corporations, Space Age. Raised by parents that just survived the Great Depression. Experienced hard times while growing up that were followed by times of prosperity.

Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel. Highest divorce rate and second marriages in history. Radicals of the 70's and yuppies of the 80's. Pursue "The American Dream" so they are seen as being greedy, materialistic and ambitious.

Watergate, Energy Crisis, Dual income families and single parents, first generation of Latchkey Kids, Y2K, Activism, Corporate Downsizing, End of Cold War, moms work, increase in the divorce rate.. The first generation that will NOT do as well financially as their parents did.

Digital media, child focused world, school shootings, 9/11 terrorist attacks. They grew up more sheltered than any other generation. Came of age in a period of economic expansion. First generation of children with schedules.

Organizational Behaviors

Disciplined, loyal team players who are respectful of authority, patient and follow the rules. They have a vast knowledge legacy to share and embody a traditional work ethic.

Optimistic, ambitious, competitive, and focus on their personal accomplishments. They believe in working long-hours and expect the younger generations to adopt this approach.

Instead of remaining loyal to their company, they are committed to their work and the people they work with. They are skeptical, risktakers and want fun in the workplace. They also seek more worklife balance.

Team-oriented, they work well in groups. They are used to tackling multiple tasks with equal energy, so they expect to work hard. They are good multitaskers, having juggled sports, school and social interests growing up.

Workplace Strengths

- Hard working - Stable - Loyal - Thorough - Detail-oriented

- Team perspective - Dedicated - Experienced - Knowledgeable - Service-oriented

- Independent - Adaptable - Creative - Techno-literate - Willing to challenge

- Team oriented - Tenacious - Able to multitask - Technologically savvy - Driven to learn and grow

Workplace Struggles

- Discreet when disagree - Presenteeism related to medical issues - Uncomfortable with conflict - Won't buck the system

- Nontraditional styles - Technology replacing human interaction - Sharing praise and rewards - Balancing work/ family

- Conflict resolution - Multigenerational team projects - Balancing work and family - Distrustful of authority

- Respectful - Need supervision and structure - Expect to give immediate input - Functional literacy

Feedback & Rewards

- Believe that no news is good news - Satisfaction is a job well done - Provided feedback on performanc as they listen - Want subtle, private recognition

- Feel rewarded by money - Like praise - Will display all awards and certificates for public view - Enjoy public recognition and title

- Feel rewarded by time off and freedom - Give them structure but hands-off supervision - Need constructive feedback

- Want frequent feedback - Need meaningful and rewarding work - Provide supervision and structure - Be clear about goals and expectations

Work/Family Life Balance

"Ne'er the two shall meet"

"Live to work"

"Work to live"

"Work to live"

Winter 2012

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Topeka’s Historic Fire Station No. 2 Banquet & Event Space For more than 50 years, Fire Station No. 2 served the Topeka community as the city’s first freestanding fire station and Fire Department headquarters. Purchased by the Legacy of Justice Foundation in 2001, the once-abandoned landmark has been renovated and restored. Today, the historic site serves the community in a new capacity, providing unique event space and office suites just steps away from the State Capitol. The newly renovated facility provides modern conveniences with historic charm in a prime downtown location. Whether you’re looking for a place to host a wedding reception or plan a meeting, the Legacy of Justice Foundation has just the space for your next business event or social function!

Rooms for All Occasions: weddings, receptions luncheons, education, depositions or your next holiday party! Book your event today!

Mention this ad to receive a 10% discount on your first rental.

Legacy of Justice Foundation 719 SW Van Buren Topeka, KS 66603 Phone: (785) 232-7756 Fax: (785) 232-7730 Email: info@ksaj.org

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Life of a

building Bobo’s Drive-In

by DEB BISEL

Richard and Tricia Marsh

One of the “8 Wonders of Kansas Cuisine,” Bobo's Drive-In, a local legend and Topeka tradition, has served generations of Topekans since 1948. Bobo’s has been written about probably more than any other eating establishment in the Capital City and regularly shows up in the “Best of Topeka” list. Patrons include individuals from every social stratum—from judges to janitors. The retirement of its waitresses has been front-page news, as was a fire in 2003. 64

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Location of the first Bobo's at Huntoon & Lincoln, now home to Fryer Shack

A drive-in era survivor In 1991, more than 20 years ago, then restaurant reviewer Dena Wallace Anson already referred to Bobo's food and ambience as nostalgic. For a generation who believes that McDonald's created fast food, it is important, Anson wrote, "to preserve the alimental Americana found at W. 10th and MacVicar. Topeka's only true survivor of the drive-in era, Bobo's hasn't changed much since Elsie Bobo and Florence Stanger opened the doors of their first establishment at Huntoon and Lincoln in 1948."

Typical (and not so typical) diner fare While serving burgers, fries, onion rings, milk shakes—the standard stuff of drive-ins across America, Bobo's also featured the Spanish burger, apple pie and chili. These recipes are so coveted that they remain under lock and key and only one person is in the room when the ingredients are mixed. When Elsie's son, Bob Bobo moved the business to its landmark 10th and MacVicar location 10 years later, he brought the basic burger menu with him. Bob Humes purchased the business in 1988 and

made small modifications (he added pork tenderloin) to the time-tested Bobo's fare.

Evolving Faces of Bobo’s Topekans of all ages will recall with fondness the evolving faces that made and served the food at Bobo’s. Depending on the age of the customer, there will be different faces associated with those pungent memories—the Bobos themselves, the Stangers, the Humes, the faces of the staff over the years. Each ownership change came with a prophesy of doom. Yet somehow new owners have managed to preserve the traditions and quality while adapting to an ever-changing environment. For Topekans coming of age now, the face they associate with Bobo's is that of Tricia Marsh.

Sweet and Pretty And what a pretty face it is. "Welcome to Bobo's!" Tricia greets each customer who comes through the door. Her eyes sparkle and she practically beams with sweetness. Yes, sweetness. Tricia is someone who would universally be considered sweet. And that is what attracted her to Bobo's. That nostalgic décor, the

classic food, the carhops – all those elements remind Tricia of a time when “things were so sweet and so pretty.” “So sweet and so pretty” had to be exactly what native Topekan Richard Marsh was thinking when he met Tricia in San Francisco 18 years ago. Both ministers, they found instant attraction and eloped to Reno. While visiting Richard’s family in Topeka, Tricia fell in love with her husband’s hometown. They wanted to raise their children in Topeka, with a slower pace of life and Midwestern values.

Carrying on the Tradition When the opportunity came to buy Bobo’s, they saw the chance to work together as a family (“We teach our kids to work,” she says) and to carry on the tradition of service to the Topeka community. Faithful customers were skeptical of the couple. They would squint and say, “We’ll see.” But their hard work and dedication won over the diehards and they made some new fans in the process. After a while, they fell into a workable rhythm. Things were going smoothly. So they decided to open another location. The sky did not fall; hell did not freeze.

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Bobo's new location next to West Ridge Mall

Twice as Nice The “west coast” of Topeka, with the mall and national franchises, seemed perfect. Next to West Ridge Mall, between Lowe’s and Kohl’s, was an empty building. Originally a frozen custard franchise, it had sat empty for some time. Rich and Tricia thought the size was perfect, mimicking the size of the MacVicar location. It was in a high-traffic area, and when Menard’s came to Topeka, traffic on that part of 17th street increased even more. But no matter how convenient and what size, they worried that it wouldn’t be the same. It just wouldn’t be Bobo’s. Not so. The décor is pretty simple, hearkening back to the 1950s, but it doesn’t have the contrived feel of franchises trying to capitalize on the nostalgia. This is real. The menu is identical to the one at the other store. A second location meant additional employees, of course, bringing the total to 49.

Sunday Means Family Day An unforeseen challenge to moving to the Wanamaker corridor presented itself: Sundays. The Bobo’s at 10th and MacVicar closed on Sundays, a tradition the Marshes saw no reason to change. But the new location came with an expectation of being open on Sunday. Rich would be there preparing for the next day and folks would drive by, stop and come up to the door. People were angry that it was closed. They made the decision to open on Sundays, and it is now their family day. They spend the day together, as a family, making burgers and onion rings and pies.

Slow Down and Enjoy the Experience One “improvement” they have not made is a drivethrough window. It’s just not historically accurate. Customers

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drive round and round the building expecting one, so Rich said he is open to considering it. It is a difficult thing to get folks to slow down and enjoy the experience, just like they would have done in 1950. When Bobo’s celebrated its 50 –year mark in 1998, Topeka Capital Journal reporter Kathleen McLaughlin wrote, “The restaurant has become an institution of sorts, a glimpse of the past at a busy intersection of today.” She was referring, of course, to the intersection at 10th and MacVicar. The location near 17th and Wanamaker is yet another busy intersection boasting a glimpse—and a taste—of the past. A past that was “pretty and sweet.”

TK

Deb Bisel

Deb Bisel is the author of The Civil War in Kansas: Ten Years of Turmoil published by the History Press.


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[extra, extra!]

4900 $10,000 7,204 369

ColorWorks Paint Supports Safe Streets Coalition

Envista Credit Union now has more than 4,900 locations nationwide. Advisors Excel hosted its first annual 5K Run For the Money in September and presented Big Brothers Big Sisters with $10,000 to support local programs.

Fall 2012 enrollment at Washburn University totals 7,204 students, a slight decline (99 students) from fall 2011. However, enrollment is the fifth highest on record for Washburn.

Two new wind farms produce 369 megawatts of electricity, bringing Westar Energy’s total renewable energy portfolio to 670 megawatts. These wind farms represent more than $700 million in investment.

ONE COMPANY.

ONE AGENT. MANY WAYS TO SAVE.

ColorWorks Paint and Pittsburgh Paints donated the paint coatings for 20 utility boxes as part of a Safe Streets anti-crime/fundraising project.

CRC 2012 Awards of Excellence Honorees • Robuck Jewelers -- Business of Excellence • Boys & Girls Club of Topeka -- Nonprofit of Excellence • Topeka and Shawnee County Public Library -- Government Agency of Excellence • Connie Sanchez -- Individual of Excellence

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[extra, extra!] 4th Annual Kanza Bowl

Kansas Koyotes is all-new

Hummer Sports Park will host the 4th Annual Kanza Bowl featuring top-rated Division II college football teams on Sunday, Nov. 25.

Pat Park, owner of iView Security, and Nick Baumgartner, owner of Tradebank of Topeka purchased the Topeka’s Kansas Koyotes football team. To mark its fresh start, the Koyotes will sport an entirely new look. An all-new cheerleading and dance team will be directed by Triny Tolbert, owner of CAGE Gymnastics and TNT All-Star Dance & Cheer.

Nancy Griffin elected ABWA Vice President The American Business Women’s Association elected Nancy Griffin to the position of District III Vice President. Griffin will represent chapters of the ABWA within a nine state region.

Blind Tiger wins gold medal John Dean, Brewmaster at the Blind Tiger Brewery, was awarded the Gold Medal for Blind Tiger’s Capital City Kölsch beer at the Great American Beer Festival 2012 (which is the National Championships for all breweries big and small). This is the 16th National or International award received by John Dean and the Blind Tiger Brewery in 12 years.

EnsurePC/EnsureIT now open EnsurePC/EnsureIT is now open for business at the corner of Wanamaker and 21st Street. Business partners Trevor Burdett and Steve and Julie Bradley started the business to provide PC and Mac sales, repair and IT services.

Feel Good Nutrition opens new location Feel Good Nutrition has opened a new location in Thunderbird Square next door to Anytime Fitness.

Silver Lake Bank announces new vice president Michelle Fales has joined Silver Lake Bank as a Vice President/Business Development Officer. Michelle has more than 20 years of banking experience. (Cacy and Russel Klumpp)

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Save the Date For the Ultimate

New Years

WITH ENTERTAINMENT BY Hamilton Loomis Biscuit Miller & The Mix The Cate Brothers Packages Include: 3 Rooms of Live Entertainment | Deluxe Guestroom Accommodations Dinner Buffet | Late Night Breakfast | New Years Day Brunch Party Favors | Champagne Toast

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[extra, extra!] Cotton-O’Neil adds doctors Francisco Correa, M.D. joins the CottonO’Neil Diabetes and Endocrinology Center in Topeka. A native of Ecuador, Dr. Correa, who speaks Spanish fluently, has most recently been affiliated with Providence Community Health Centers in Providence, R.I. His clinical interests include: diagnosis and treatment of diabetes, thyroid disorders, and endocrine and metabolism disorders. Kevin Nasseri, M.D. joins the Cotton-O’Neil Urology medical group. Prior to coming to Topeka, Dr. Nasseri was in practice at the Urology Center of the Rockies, P.C., in Fort Collins, Colo. He received his medical degree at the University of Kansas School of Medicine, Kansas City, in 1992. He then completed a residency in urology at the University of Kansas Medical Center, Kansas City. His practice will be primarily focused on adult general urology with clinical interests in kidney stone disease, disorders of the prostate and urologic cancers. Salah Najm, M.D., pulmonary, sleep and critical care specialist, joins a team of five pulmonary specialists in practice at Cotton-O’Neil Clinic. Dr. Najm has a specific clinical interest in pulmonary hypertension. Dr. Najm will also be a member of the Stormont-Vail Intensivist Program and will make daily rounds in the intensive care unit to care for hospitalized patients with critical respiratory illnesses.

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Goodell, Stratton Adds New Associate

Alison St. Clair has joined Goodell, Stratton, Edmonds & Palmer, LLP as an associate attorney. Her areas of practice are primarily business and transactional law and civil litigation practice. St. Clair graduated summa cum laude from the Washburn University School of Law in 2012, and is licensed to practice in the state and federal courts of Kansas.

Washburn School of Business dean elected to top post in organization

David Sollars, dean of the Washburn University School of Business, has been elected president of the MidAmerican Business Deans Association. The membership of MABDA is composed of business school deans and other program officials from colleges and universities in a 17 states region.


CAIR PARAVEL L ATIN SCHOOL 635 SW Clay St. • Topeka, KS 66606

• • • •

K-12th Grades Non-Denominational Christian School Devoted Christian Teachers College Preparatory Classical Curriculum • Sports and Fine Arts Programs Topeka’s only K-12 liberal arts school offering a tradition of academic excellence and family values

OVER

30 years

785-232-3878 • www.cpls.org O F C L A S S I C A L C H R I S T I A N E D U C AT I O N

Sometimes hospice patients and their families need a home away from home. By lifting the burden of care, we give families time with each other to share treasured stories. The House at Midland Care: • Registered nursing care 24/7 • Physicians certified in pain and symptom management • Personal care attendants, social worker and ecumenical chaplain • CHAP accredited

785.232.2044 www.midlandcare.org The community not-for-profit hospice that families have turned to for more than 30 years.

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[scene about town] International Association of Business Communicators (IABC) Monthly Luncheon at Kansas Association of REALTORS October 3, 2012

[Cynthia Price, Kansas Health Solutions and Marsha Boswell, Washburn University School of Law]

[Robin Jacobson Lampe, jones huyett Partners; Tracey Stratton, jones huyett Partners and Joy Bailes, Security Benefit]

[Jenalea Randall, Blue Cross Blue Shield; Mary Lenz, Capitol Federal; Marlou Wegener, Blue Cross Blue Shield and Lisa Taylor, Department of Revenue] 74

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[Alexandra Reilly, MB Piland Fat Free Advertising; Amanda Howard, FHLBank and Susan Beam, FHLBank]

[Kimberly Christopher, Security Benefit; Keri Renner, Kansas Association of Realtors; and Candy Plank, Cornerstone Meetings]

[Kimberly Gronniger, Westar Energy; Gina Penzig, Westar Energy; Janie Rutherford, State Library of Kansas and Pat Rippberger, Security Benefit]


RUST,

CORROSION

OR ABRASION,

BRING IT ON

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[scene about town] Meals on Wheels Sumptuous Evening Gala October 26, 2012

[Ben Rutherford, East Topeka Dental; Wendy Rutherford; Pam and Paul Kobbeman, Capital City Bank]

[Roz Jackson; Todd Pickerell, Atria; Karen Pickerell]

[Dianne Albert, Capital City Bank; Terry Albert, Security Benefit; Jenifer Purvis, Security Benefit and Karl Purvis, Keller Williams]

[Dustin and Ashley Crary, Westar Energy]

[Kevin and Nancy Alexander, Cretcher Heartland; John Salisbury, Salisbury Supply; and Alicia Salisbury, retired state senator]

[Kate Clemmons, Blassingame Home Care and Dale Clemmons, US Coast Guard] TK...Topeka's TK...Topeka'sBusiness BusinessMagazine Magazine Winter Winter2012 2012

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[scene about town] Community Resources Council 2012 Awards of Excellence October 22, 2012

[Matt Wilson, Ryan Hayden and Travis Jepson; Topeka Police Department]

[Karren Weichert, Midland Care; Marilyn Keyser, Midland Care and Heidi Pickerell, Meals on Wheels]

[Karily Taylor, Marian Clinic and Nancy Johnson, CRC]

[Christy Gurney, Richard Rausch, Abby Brown, Abby Lanum and Connie Brown of Penwell Gabel]

[Kathy Moore, Glenda DuBoise, Melvin DuBoise, Linda Perkins and Bertha Gilkey of Antioch Family Life Center] Winter2012 2012 78 78 Winter

TK...Topeka's Business Magazine TK...Topeka's Business Magazine


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WHEN YOU’RE PASSIONATE ABOUT GREAT CARE, PEOPLE NOTICE Recognized by The Joint Commission

Advanced Certification

2011 Top Performer

- Primary Stroke Centers - Stroke Rehabilitation

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Profile for TK Business

TK...Topeka's Business Magazine Winter 2012  

TK...Topeka's Business Magazine Winter 2012 Topeka's business magazine for business professionals and owners providing expert advice, news a...

TK...Topeka's Business Magazine Winter 2012  

TK...Topeka's Business Magazine Winter 2012 Topeka's business magazine for business professionals and owners providing expert advice, news a...