TK Business Magazine Winter 2013

ONE CHOICE FOR CARE Stormont-Vail HealthCare, Cotton-O’Neil Clinics and PediatricCare

• Stormont-Vail Regional Health Center 1500 S.W. 10th Ave., (785) 354-6000 The public entrance to the Stormont-Vail Emergency and Trauma Center is just west of Eighth and Washburn.

• Stormont-Vail Behavioral Health Services 3707 S.W. Sixth Ave., (785) 270-4600

Primary Care Clinics • Cotton-O’Neil Clinic 901 S.W. Garfield Ave., (785) 354-9591 • Cotton-O’Neil Clinic–Croco Road 2909 S.E. Walnut Dr., (785) 267-0744

• Cotton-O’Neil Digestive Health Center 720 S.W. Lane St., (785) 270-4850 • Cotton-O’Neil Heart Center Cardiologists, 929 S.W. Mulvane St., (785) 270-4000 Vein Center, (785) 290-VEIN Women’s Heart Clinic, (785) 270-4HER • Cotton-O’Neil Clinic Cardiothoracic & Vascular Surgeons 830 S.W. Mulvane St., (785) 270-8625 • Cotton-O’Neil Clinic General Surgeons 823 S.W. Mulvane St., (785) 354-9591

• Cotton-O’Neil Clinic–North 1130 N. Kansas Ave., (785) 354-1777

• Cotton-O’Neil Clinic Orthopedic Surgeons 823 S.W. Mulvane St., (785) 270-8880

• Cotton-O’Neil Clinic–Urish Road 6725 S.W. 29th St., (785) 478-1500

• Stormont-Vail ExcellENT Surgery Center 920 S.W. Lane St., (785) 231-1800

• PediatricCare 4100 S.W. 15th St., (785) 273-8224

• Jane C. Stormont Women’s Health Center 823 S.W. Mulvane St., Suite 102 (785) 354-5960

• PediatricCare–Urish Road 2860 S.W. Mission Woods Dr., Suite B (785) 273-7571

Specialty Clinics • Stormont-Vail Cancer Center 1414 S.W. Eighth Ave., (785) 354-5300 • Cotton-O’Neil Dermatology 6650 S.W. Mission Valley Dr. (785) 272-1250

• Kansas Orthopedics & Sports Medicine 909 S.W. Mulvane St., (785) 357-0301 Toll-free (800) 332-0016 • Stormont-Vail Sleep Center 920 S.W. Washburn Ave. (785) 270-8090 • Stormont-Vail WorkCare 1504 S.W. Eighth Ave., (785) 270-8605

• Cotton-O’Neil Diabetes and Endocrinology Center 3520 S.W. Sixth Ave., (785) 354-9591

• Stormont-Vail Single Day Surgery 823 S.W. Mulvane St., Suite 101 (785) 354-8737

• Diabetes Learning Center (DLC) 3520 S.W. Sixth Ave., (785) 368-0416

• Stormont-Vail WoundCare 823 S.W. Mulvane St., Lower Level (785) 368-0400

Health Services • Health Connections’ Nurse Info Line (785) 354-5225 • HealthWise 55 Clinic 2252 S.W. 10th Ave., (785) 354-6787 • Medical Arts Pharmacy 2252 S.W. 10th Ave., (785) 235-8796 • Medicare Wellness Clinic 901 S.W. Garfield, Lower Level (785) 354-6545 • Stormont-Vail Rehabilitation Services 4019 S.W. 10th Ave., Fleming Place (785) 354-6116 • Stormont-Vail MRI Center of Kansas 731 S.W. Mulvane St., (785) 354-5545

Urgent Care - Urgent care for minor illnesses and injuries. No appointment necessary.

• Cotton-O’Neil ExpressCare–North 1130 N. Kansas Ave. Weekdays 9 a.m. to 6 p.m.

• Cotton-O’Neil ExpressCare–Croco Road 2909 S.E. Walnut Dr. Weekdays 9 a.m. to 8 p.m.

Sat.-Sun. 11 a.m. to 5 p.m.

• Cotton-O’Neil ExpressCare–Urish Road 6725 S.W. 29th St. Weekdays 9 a.m. to 8 p.m.

Sat.-Sun. 11 a.m. to 5 p.m.

Go to stormontvail.org for a complete listing of all services and physicians.

Julie Snyder, RN Critical Care Stormont-Vail HealthCare is proud to be recognized as a Magnet™ organization by the American Nurses Credentialing Center.

stormontvail.org

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From the publisher

Tara Dimick Winter 2013 begins the fifth year of E2 Communications publishing TK Business Magazine. When we began this journey, our primary focus was to highlight the Topeka business community.

As we move toward 2014, that focus remains the same, but with a new look—a new logo that makes it clear to everyone that TK means BUSINESS. But it’s not just a new logo; it’s a new level of energy by a TK team that is dedicated to highlighting businesses and business professionals of Topeka.

recent studies, business people who read at least seven business books a year earn 2.3 times more than those who read only one book per year. So, as of today, you are a part of the Topeka Business Book Club.

Here are two of our commitments:

Thank you for being a part of TK Business Magazine.

1) Online and in print, TK Business Magazine wants to talk about your business. Send us your business news, new employees, awards, additions—if your business is growing and changing let us know. We want to help you get the word out.

2) TK Business Magazine wants to help you be more profitable and connect the business community through knowledge. According to

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Here’s what you need to do now: • Get the book "Taking People with You: The only way to make BIG things happen" by David Novak.

• Join our Facebook group: TK Business Book Club to be a part of the conversation, connect with others or just listen in.

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Winter 2013 Contributors

TK welcomes new designer David Vincent.

Publisher Tara Dimick Editor-in-Chief Lisa Loewen Designer David Vincent

Correction from our Fall Issue: Midland Care offers PACE (Program of All-inclusive Care for the Elderly).

PACE is a Medicare and or Medicaid program for older adults and people over age 55 living with disabilities. This program provides communitybased care and services to people who otherwise need nursing home level of care. PACE was created as a way to provide you, your family, caregivers and professional health care providers the flexibility to meet your health care needs and to help you continue living in the community. An interdisciplinary team of professionals will give you the coordinated care you need.

PACE provides all the care and services covered by Medicare and Medicaid, as authorized by the interdisciplinary team, as well as additional medicallynecessary care and services not covered by Medicare and Medicaid.

Presbyterian Manor offers the PATH (Post-Acute To Home) program to meet an individual’s need for care after a hospital stay. PATH post-hospital rehabilitation is open to the general public, with a doctor’s referral.

PATH acts as a bridge between hospital and home by helping patients overcome the challenges of recovering from an injury, illness or surgery.

Photographer Rachel Lock Contributing Writers Melissa Brunner Rich Drinon Tom Hickman Rick LeJuerrne Lisa Loewen Kim Marney

Publishing Company E2 Communications PO Box 67272 Topeka, KS 66667 785.217.4836

2013 TK 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 therein.

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 company. 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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Six Washburn University Leadership Institute students/ food critics were tasked with selecting the top 1O restaurants in Topeka. They started by determining the top 2O restaurants of Topeka using the community’s input. They compiled a list of restaurants, put an online survey together and asked the Topeka community to vote on their favorite restaurant.

The next step was to whittle the top 2O restaurants down to the top 1O. The food critics developed a criteria rubric that included: service, appearance, quality of food, menu diversity, price vs. quality, taste and overall experience. They then mystery dined all 2O restaurants to determine their selection.

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(L-R) Coach Klaus Kreutzer, Senior Edwin Martinez, Senior Ryan Kinman

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MEET THE CRITICS

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TK Business magazine

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"Our success is measured by keeping clients long term. It all goes back to the relationships—the partnerships."

- Kurt Eskilson, Sr. V.P., CFO, Treasurer of the Board o those in the advertising world “The Power of Partnership” is a catchy tag line, but to the partners at jhP advertising, it is so much more. They have built an entire business philosophy, created client relationships and fostered an internal culture based solely on the idea of partnership.

Company founder Gary Jones created the firm in 1987 with a vision of collaboration between clients, vendors and advertising professionals.

His strategy for success? Work harder than everyone around you and create longterm relationships (partnerships) not

only with clients, but also within the organization itself. That philosophy has led to significant growth over the past several years—growth that has garnered national recognition. For the second year in a row, Ingram’s has ranked jhP as one of the fastest growing companies in the Kansas City area.

Gary credits the majority of that growth to the people he works with. He doesn’t call them employees because to him, they are all partners working together to achieve a common goal. Therein lies the true secret to the successful culture at jhP. “We tell everyone who works here they can be a shareholder,” Gary says.

jhP team from page 22, listed as they run left to right starting with the top line. jhP shareholders in bold.

• Alissa Menke • Brian Bookwalter • Brie Parks • Bita Givechi • Dan Billen • Dustin Dean • Gary Jones • Julie Grollmes • Jake Huyett • John Holcomb • Jay Hurst 24

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“They just have to show the desire to earn it.”

Out of jhP's 25 employees, 10 are shareholders. Most of these individuals have worked their way up within the organization, proving their commitment to their work and to the company.

“We don’t have ceilings,” says Linda Bull, senior vice president of Human Resources.

Linda began her career at jhP 23 years ago as the receptionist at the front desk. As various positions within the company became available, she grasped the opportunity to work her way into a more prominent role, moving from the front desk to account service to PR

• Kurt Eskilson • Linda Bull • Linda Eisenhut • Leslie Palace • Maria Rodriguez • Michelle Cuevas- Stubblefield • Robin Jacobson Lampe • Rachel Selden • Renee Varella • Sherri Wilson • Teresa Jenkins • Tracey Stratton • Valerie Slaughter

director to her position as Senior Vice President of Human Resources.

Linda’s story is the rule, not the exception. Alissa Menke, director of social media and the youngest employee ever invited to become a shareholder, also began her career at the front desk of jhP. After moving into account services, she saw an opportunity to pursue the digital aspect of the business, pitched the idea and eventually grew an entire department.

“Alissa wanted to build a career at jhP, and she did it by finding new ways to solve problems for our clients,” Tracey Stratton, director of PR says.

Power of Mentoring

Gary adds a new dimension to jhP's services.

“Gary is a brilliant photographer,” says Kurt Eskilson, senior vice president and CFO. “Our work for Washburn University is a prime example of that. The alumni magazine is just gorgeous with the work that Gary does.”

With an in-house studio, complete with green screen and special lighting, a video production crew and a professional photographer on staff, jhP has positioned itself as a full-service agency that can compete with much larger companies, yet one that is still small enough to be nimble in the ever-changing world of advertising.

This vision of shared responsibility and cooperation extends across all facets of the organization. Seasoned partners mentor the younger, less-experienced team members to help them reach their full potential. Unlike many larger agencies that seem to have a revolving door where employees come and go every three years, jhP invests the time and resources to create long-term, valuable employees.

“All of our people are extremely creative,” Gary says. “But they need to always be willing and ready to grow.”

The addition of some key accounts and clients who are also continuing to grow has resulted in expansion in some key areas for jhP. Video and still photography services have grown exponentially in recent years. Having spent many years as a professional photographer and designer,

Dan Billen, jhP's art director, says technology has leveled the playing field for advertising agencies more than any other factor. He recalls watching his father, also an art director, spend all night making changes to paste-ups and agonizing over the time-consuming editing process.

Today, Dan can make edits on the fly, with almost instantaneous results.

Where deadlines used to be more realistic with traditional media and conventional printing, now clients expect immediate turnaround. Research went from a cumbersome and time-consuming process to information literally at your fingertips with the touch of a computer key.

“I was the original Google,” Linda says. “When someone needed research,

Power of Technology

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I went to the library with a pocketful of coins, looked things up and made copies.”

The partners at jhP have embraced the changing landscape of advertising and are looking at what lies ahead on the horizon. This forward-thinking outlook shines through in the numerous projects and award-winning campaigns jhP has developed over the years.

Power of Success With shelves full of gold and silver local ADDY awards, several Bronze Quill awards, and an American Advertising Federation National ADDY award, jhP definitely has something to brag about.

However, Kurt says they don’t measure success by the number of awards. “We love winning awards, but that isn’t what we live for. Our success is measured by keeping clients long term.

It all goes back to the relationships—the partnerships.”

This culture of collaboration at jhP permeates everything they do. From

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the initial brainstorming session to the completed campaign, they follow the adage “more brains are better than one.”

Even now, as we sit around the table in the boardroom, this discussion seems to turn into a quasi-brainstorming session with members of the group throwing in their points of view and finishing each other’s sentences: “We have brainstorms that are just open. We pull in people from different departments to get new perspectives,” Tracey says.

“That’s right,” Kurt chimes in. “We also all wear a lot of different hats. I still write, I still produce radio ads and…”

“Change light bulbs,” Linda interrupts with a laugh.

“Yeah, change light bulbs,” Kurt agrees.

“It keeps things fresh,” Dan pipes up.

“And fun,” Linda adds.

“Fun is important,” Tracey points out.

“So staff doesn’t get burned out,” Kurt finishes her sentence.

Tk Business magazine

Power of Partners

This group of partners obviously enjoys working with each other. The agency nurtures camaraderie by encouraging employees to not only work together, but to play together as well.

The company celebrates employee birthdays with over-the-top homemade cards. They throw office picnics, celebrate holidays and attend various sporting events. Spouses are included because the partners recognize the crucial role they play in the overall success of the organization.

“We spend most of our lives here,” Gary says. “More so than even what we spend with our spouses. It generates a great team of people we love to work with.”

It’s almost 4:30 and Kurt keeps looking at his watch.

“Am I making you late for something?” I ask.

“Nope, but it’s Friday and it’s almost beer-thirty,” he replies. “Want to join us?”

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Recognizing

Today’s Leaders Presenting Sponsors WIBW –TV Channels TK Business Magazine 580 WIBW & 94.5 Country Gold Sponsors Parrish Hotels Midwest Health Inc. Silver Sponsors Atria Hearthstone CAS Constructors Cox Communications Ernest Spencer Companies H&R Block Krumins McGee Financial Group of Wells Fargo Advisors se2 Topeka Landscape Washburn University Foundation Networking Social Sponsors Fast Forward WIBW –TV Channels

Www.jayhawkcouncil.org For a full list of sponsors.

This event supports the Jayhawk Area Council, Boy Scouts of America and it’s outreach programs. Each year the Jayhawk Area Council provides character development & leadership programs to more than 5,500 Scouts annually.

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MVPSportsMagazine.com November 2013

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PATH acts as a bridge between hospital and home by helping patients overcome the challenges of recovering from an injury, illness or surgery. To learn what we can do for you, contact Topeka Presbyterian Manor at 785-272-6510.

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TK Business magazine

yours

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Jim Colson has completed year one as the City Manager of Topeka. TK checked in with him to discuss 2O13 and his plans for the future.

What did you cross off your 2O13 to do list?

City Manager Jim Colson

COLSON: We needed to stop defining ourselves as “governmental entity” and embrace the concept of being a “high-performance service delivery vehicle.”

This demands an increased focus on consistently applied customer service.

The thing that kept me up at night was getting control of the city budget.

We have worked diligently to identify ways to contain costs and enhance revenues

while remaining focused on meeting the reasonable expectations of our residents.

We have strategically reduced expenditures and refinanced debt to ensure that we managed the city’s fund balance in a manner that would allow us to regain the confidence of the rating agencies. This task is a long way from over, but we have made significant progress.

I began restructuring our team with a focus on improving outcomes, accountability and performance. My goal from a leadership perspective was

to build a strong foundation of leadership centered in a diverse group of individuals who share my vision for the future of this community, have the technical skills to achieve operational success, and understand that they are accountable.

I have worked with elected officials on our major priority of building better relationships with neighborhoods through code review and our new neighborhood relations program.

A point of pride for me in the last year has been the design and implementation of the citizen participation process for land development projects. The process requires potential developers to host neighborhood information meetings and report full documentation of the public’s input to the City.

What was on your to do list for 2013 that still needs more work?

COLSON: Exciting things are still ahead in 2013, including the unveiling of Topeka e311, that allows citizens to ask questions, request services, report problems and access a complete knowledgebase online or via mobile device.

We are still working on the implementation of apayby-phone system for water bill utility statements to increase efficiency and ease for customers.

We are laying the groundwork for a comprehensive review of the City’s pay practices and labor policies. This is an effort that has never before

been undertaken in the City of Topeka, and we believe it’s another step in: (1) becoming a competitive employer, (2) a fiscally responsible governmental entity and (3) a high-performance organization.

Big plans for 2014?

COLSON: The 2014 list is long and ever expanding. The priority is to continue to build people’s confidence and trust in their city government.

We will continue to enhance the leadership team.

The number one priority is a senior executive to manage finance and administrative services.

The City will take a more active role in economic development through support of the existing GO Topeka model and in other manners as appropriate. Attracting new businesses downtown and redevelopment of underperforming properties throughout the community will be a priority.

Improving quality of life, enhancing property values and addressing crime concerns in neighborhoods is going to receive a lot of attention in the next year under the new Neighborhood Relations Program. TK

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An up and coming fashion designer entrepreneur is working in our midst, right now, in an apartment by Washburn University. She is young, only 25, but incredibly talented.

Zoe Schumm is a past winner of the prestigious Little Black Dress Designer contest and was recently awarded the 2013 Eco Excellence Award for the Best Fashion for Mom, beating out established designers from New York and Los Angeles.

Together with her business partner and husband, Josh Schumm, they own 4 All Humanity, a Topeka-based small business that is on the verge of big things. They are attempting to make the world a better place one Trifecta Top at a time.

How did you meet?

ZOE: We met while working for GTM Sportswear in Manhattan, Kan. I was a product developer, responsible for the technical and creative design of their uniform apparel. Josh was responsible for inventory and supply chain management. It took a while for us to like each other (smiles).

He thought I was crazy and I thought he was weird. Probably because I’m really good at spending money on developing products and Josh is really good at figuring out how to make money.

Josh: (laughs) That is the heart of the entrepreneur.

ZOE: We did have a change of heart towards each other and we started dating and then before we knew it, we were engaged.

What was the inspiration for your business?

ZOE: 2012 was a big year. We got married, and Josh left GTM for an opportunity here in Topeka. I had been designing and making bridal wear on the side. In researching whether I was

going to continue with the bridal business full time, the subject of fair trade kept coming up. I knew if we were going to start a business in this industry, I wanted something that was going to distinguish ourselves. The more we looked into it, the more we realized that marrying design and fair trade was the idea.

JOSH: At the time, there were not many apparel-related job options for Zoe. We asked the question, is this the time that we strike out and try our own business or do we wait 10 years until we know more? We made a calculated swing for the fence and decided to take the risk.

There is some risk here; you cashed out your 401k?

JOSH: Yes, but we knew that if we didn’t do it, we may never get the chance again. I know Zoe’s talent; she has won both national and regional awards for her designs. It made too much sense to take our best player and put them into a position where they can shine.

ZOE: I had saved some money from work and the gowns I had made, but it didn’t go far. For fair trade garments you have to front half of the money for orders and are obligated to pay the remaining 50 percent on delivery. You take all the risk.

You both seem to complement Each other well.

ZOE: For our company, I do exactly what I did at GTM. I do the design work, make the tech pack, talk to the factories and send what is needed. Josh is responsible for the financial aspect of the business.

JOSH: I have a costing and sourcing background. It’s useful. For example, I know how much a zipper should cost, not just the material, but also the labor.

That seems too perfect, almost entrepreneurial synchronicity. Was it planned that way?

JOSH: It was an arranged marriage (laughs).

ZOE: I joked with a friend once, if I was going to get married, it would have to be the best business deal I could find.

Tell me about 4 All Humanity.

JOSH: 4 All Humanity is a fair trade and eco-friendly online and wholesale women’s clothing apparel and accessories store. We work with cooperative suppliers that are focused on empowering their workers, mostly women, by providing a livable wage.

ZOE: We have relationships with cooperatives in India, Uganda, Peru, and Thailand.

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JOSH: Fair trade isn’t a new idea, but what you tend to see when visiting a fair trade retailer or show are generally giftable items made by artisans with not much marketing focus beyond the fair trade label.

ZOE: You do have some fashion designers now venturing into fair trade but the result is typically high-end and priced outside the mainstream market.

JOSH: Our purpose is driven by fair pricing and selling as many units as we can so that people are helped more and more. We intend to be the go to brand for women’s fair trade apparel and accessories in the U.S. ZOE: We are also eco-friendly, offering organic cottons and locally sourced materials as much as we can. For example, we have designer handbags that are made from vintage fabric, using actual Thailand tribal dresses.

Is the clothing your own proprietary designs?

ZOE: I am still honestly finding my look. It is a process that every designer goes through. They have to find what is significant to them. I am always aiming for clothes that any female would be comfortable wearing. You will see designers doing “ultra-sexy”; some are very “mod” and some focused on “boho chic.” I try to take aspects of each and blend them together, finding the juxtaposition that works. You will see in our Fall 2014 line a contrast of androgyny and ultra feminine. I’m really excited.

Did you write a business plan?

JOSH: We did write a formal business plan before starting. The weakest section was the marketing, and that is the area that we are most actively focused on improving. If you can’t take the time to write a business plan before starting, you are probably never going to find the time to do it. It wasn’t fun or easy. Zoe wanted to just get started but I knew the business plan was an important part of the calculated risk.

Which is more important, making the world a better place or making a profit?

JOSH: 4 All Humanity is a for-profit business by intention because we think a profit model is more sustainable. It is great to have a good cause, but the business needs to work for more reasons than just the cause. I think you make the world a better place first, but the business model has to also work.

ZOE: It is a balancing act. If you go too extreme on either end, you are doing more harm than good.

YOU ARE HELPING INCREASE THE WAGES OF THE WORKERS THAT MAKE YOUR PRODUCT UP TO THREE TIMES. THAT MUST BE EXTREMELY SATISFYING.

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ZOE: Without question, changing lives is the most important thing we do. It is much more important than the awards or anything else.

JOSH: With the T-shirts for Education Project, our customers have helped send 50 orphans in Haiti to school. That has been a great project, really rewarding.

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Project cash flow for your business even when the picture isn’t pretty. Doing so has helped Josh and Zoe plan for non-peak sales months, a financial reality for their retail-based clothing business.

As business partners (and spouses), Josh and Zoe have disagreements on the direction of their business. They approach it as dispassionately as they can and try to be objective. Josh recommends a scale of 1 to 10. How strongly do you feel about your opinion? If your partner feels stronger about their position than you do, then reconsider. Zoe recommends giving a day or two before making a final decision. Sometimes the passion ebbs.

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Josh shares, “It is always going to rain, if you systemize the mowing, you’ll stay out of the weeds.” He is working on developing systems and standard positions for his business. As the business scales up, Josh and Zoe will need to be able to move away from the tactical work.

Now that you have people that you are helping and you want to continue helping, do you feel extra pressure?

JOSH: We have only been in business for a year but have already seen other fair trade companies come and go by making bad business decisions that have been too risky. We have to be careful that we make good decisions. If we fail we don’t just fail ourselves, we fail hundreds of individuals at our cooperatives.

What is it going to take to get 4 All Humanity to the next level?

JOSH: We need to improve our supply so that we can show our designs to boutiques when they are buying, which is typically six months before the season. That is one of our challenges, training the suppliers how the industry works.

ZOE: We need to improve the consistency of our brand across all of our outlets and communicating a really strong story about who we are.

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Conflict Behaviors & Communication

RESOLVING

CONFLICT

How you express yourself in any given situation has a lot to do with arriving at a favorable post-conflict outcome. Some individuals, in the throes of conflict, communicate passively and others aggressively. If you choose to address conflict with another person, or between two parties, it’s essential to communicate in a manner most fitting for the particular point of contention.

Assertive communication usually—but not always—fulfills this need.

Passive Communication • Allows others to choose when, where and what will happen.

• Avoids saying what he or she wants or feels.

• Manipulates through a "poor me" attitude.

• Cowers in posture, voice and manner.

Aggressive Communication

Rich Drinon, M.A. Drinon and Associates, President 25 years experience as an executive communication speaker, trainer, coach and facilitator.

Conflict is a natural part of working and living with others. Sometimes conflict is positive, bringing to light different ideas, strategies and methods for conducting business. Positive conflict can generate a creative or competitive tension that makes an organization dynamic. Conflict can also be negative. When the competition between parties turns to fighting, or tension reaches the breaking point, people and organizations can be damaged.

Sources of Conflict

In any area where there is a difference, there is potential for disagreement. Areas of potential conflict that impact people universally are: gender, age, nationality, territory, cultural background, ideology, power, resources, priorities and personality—to name a few.

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• Sets up "win-lose" situations rather than negotiating.

• Listens little or only to what he or she wants to hear.

• Manipulates or threatens through aggressive posture, voice and manner.

Assertive Communication • Uses active listening to find a "win-win" solution.

• Negotiates clearly and directly for what is wanted.

• Keeps communication short and simple.

• Calmly repeats appropriate requests.

Practicing Conflict Resolution In addition to recognizing conflict sources and the need for assertiveness, one must consider possible outcomes of any given conflict. Those outcomes include: • Lose/Lose • Win/Lose • Compromise • Win/Win

When taking aim at a “desirable” outcome, one must consider the situation.

Although a Win/Win outcome sounds ideal, this scenario is hard to achieve

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unless both parties make that end result their goal. If one party is determined to defeat the other, due to competition or hostility, one may have to take a Lose/ Win approach. And, while compromise may sometimes be the best choice for both parties, there are also times when both parties choose to risk all and arrive at a Lose/Lose outcome.

Using a Mediator

In order to facilitate a joint problemsolving meeting, parties can call upon the expertise of a mediator. A mediator is generally considered objective, responsible and acceptable to both parties. He or she must be detached from the conflict, understand the positions of both parties and be skilled with both problems and people. A mediator must be able to lead both parties in dialogue and discussion while working to develop cooperation between parties and creating a common vision. Often, a group’s leader or manager finds him or her self-serving as mediator in situations calling for conflict resolution.

Promoting Common Vision & Practicing Joint Problem Solving A common vision is an overriding target that both groups accept as essential and achievable. This vision moves the parties from Lose/Lose or Win/Lose to Win/Win. The joint problem-solving approach moves participants to a higher order, an inclusive vision that answers the question, “How do we both get what we want?”

Joint problem solving presents an ideal at which to take aim. With joint problem solving both parties accept that they both have a problem and recognize they are both losing. This approach takes a future focus while looking for a creative solution and agreed criteria for success.

Developing a common vision through the use of a mediator and joint problem solving helps parties must reach a basis for reconciliation that includes fairness, mutual respect and consensus.

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in s u n

Joi

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n i r o on

Topeka Business Hall of Fame

2014 Topeka Business Hall of Fame Laureates:

Terry Bettis

Mary Turkington

Jack McGivern

Lonnie Williams

Tuesday, March 6, 2014 路 Downtown Ramada

Junior Achievement of Kansas empowers young people to own their economic success. Every year, we honor prominent businessmen and women who serve as an inspiration to young people, and who have demonstrated success in business and commitment to the local community and state of Kansas. Laureates are selected using criteria including business excellence, entrepreneurial spirit, community impact, leadership style, local influence and enduring legacy.

Call 785.235.3700 or email amy@kansasja.org for details.

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their company's logo on things, receive tickets to the event and obtain some type of hospitality benefits along with the designation as official sponsor. When you focus on these four facets of sponsorship, you are selling sponsorship like a commodity and you are not positioning your offer as a valuable business opportunity to prospective firms. If you want to be successful in selling your sponsorship opportunities, that strategy must change.

Tom Hickman

Assistant Professor of Marketing, School of Business Washburn University

getting the sponsorship proposal right

The total value of sponsorships sold in North America will be right at $20 billion in 2013 and the rate of increase of spending in this medium continues to grow at about 5 percent annually. Nevertheless, the vast majority of sponsorship proposals do an inadequate job of communicating the potential value of the sponsorship to prospective sponsors. When your event or organization pitches sponsorship opportunities to businesses, several steps can help you get the sponsorship rights fees that you should command.

Too many organizations offering sponsorship opportunities do not make a strong case from a business perspective.

Instead, the organization talks about how the sponsoring firm will get to have

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the game plan to a successful proposal

To successfully sell your sponsorship opportunity, you must first identify sponsors that have a target market overlap with the attendees of your event. This will allow you to tailor offers to potential sponsors by allowing them to see how the sponsorship can benefit them from a business point of view. The steps that follow will explicitly give you a formula to do just that.

STEP 1 Create a professional proposal that begins with a cover page stating exactly what you are selling. There are three possible designations: naming rights to the event, presenting rights, and all other levels of sponsorship. The next page should have a photo of the event and one or two compelling statistics that are meaningful to that particular sponsor.

This is where the customization begins.

You must understand what is meaningful

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to each prospective sponsor and demonstrate how your event can work for each organization through one or two hard-hitting pieces of key information.

STEP 2 Now your proposal needs to explain the event experience to the sponsor. You should write about what your attendees like about the event, what they like to see and how they like to spend their money.

Position your event as a worthy cause or refer to specific financial needs you want to meet. You are not in the business of portraying yourself as a charity case that deserves someone else's money. You are selling potential sponsors opportunities to spend their marketing dollars in a way that is going to benefit their business— treat it that way.

STEP 3

The proposal should then describe your own marketing activities in a way that is meaningful to the sponsor. Start with a fact sheet that describes key information such as the date of the event, the location and estimated attendance.

Potential sponsors also want to know the types of people that come to your event. You should profile your attendees and help the sponsor to understand the psychographic characteristics (lifestyle, self-concept, and self-values) of your target market.

Example: If you are selling sponsorships to a marathon, an obvious psychographic is a healthy-living orientation. Organizations such as

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sporting goods stores and firms selling nutritional supplements would be likely sponsorship candidates. Interestingly, marathon runners are also much more likely to be planners and are driven by goal attainment. This makes financial institutions selling retirement plans excellent candidates for marathon sponsorship.

The key is that you have to understand the psychographic characteristics of your target market and then determine which potential sponsors have a target market of their own that overlaps with one or more of those characteristics. You must also take the time to explain how you are going to reach the attendance goals that you outlined on your fact sheet. Give a clear indication that you know how to get people to come to your event and what media will cover it. Potential sponsors will want to know what they can expect from an exposure standpoint above and beyond the actual event.

STEP 4 Explain creative leveraging ideas for the sponsor. Leveraging is the set of initiatives that are designed to support and enhance the sponsorship. Your objective at this stage of the proposal is to demonstrate how the sponsor is going to connect with the target market in a way that is more personal than other forms of marketing. You are giving them the opportunity to build their brand in a way that their customers will value.

Example: Reese's leverages its social media platform to remind customers of its role as the Official Candy Partner of the NCAA and provides them with tailgating tips using Reese's products.

Example: At the Kansas City Chiefs home games, Hy-Vee hosts the Hy-Vee Hot Zone that features live music before every game. This additional attendee experience is separate from the main event and provides customers a more personal, entertaining experience with the brand.

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STEP 5

You should then provide the prospective sponsor with a comprehensive list of benefits they will receive as a sponsor. The emphasis should be on the target market overlap your event has with their business and how they can leverage the sponsorship into a successful investment. Tickets to the event, hospitality benefits and the rights to use the event's official logos on merchandise should be mentioned but certainly not given center stage.

STEP 6

Finally, you should conclude with the investment required to sponsor your event.

This typically takes two forms: money and in-kind donations. You can also consider including a leveraging budget in the sponsorship contract. For example, you may build in 10 percent of the rights fees being returned to the sponsor to help them leverage their new investment.

Include examples of how other sponsors of your event have succeeded and how other companies have made the most of sponsorship opportunities similar to the one you are offering.

Overall, your objective should be to present a case to prospective sponsors that you have a unique business opportunity that will benefit their organization.

Help them to see how the sponsorship can assist them in meeting their goals.

Successful sponsorship targeting requires work on the front-end to determine which businesses have target market overlap with the attendees of your event. Demonstrate to the sponsors that you understand their target market and give them three or four creative ideas to help them understand how to leverage the sponsorship to connect with their audience in a way that will help their business.

TK

Gary Blitsch, the owner of Framewoods and SouthWind Gallery, admires the blue hues of a harbor scene while the oranges and violets of a Kansas sunset shine from an opposite wall.

It's a scene born from his focus on black and red.

"I thought it was something I could do as an investment. I never thought I'd work here," Blitsch said.

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The Acquisition

Blitsch is a banker. He came to Topeka from Waterloo, Iowa, in 1962, spending the next three decades at places such as Merchants National Bank in Topeka and People's State Bank in Rossville. He ended up at Resolution Trust Corporation, a federal agency tasked with disposing of a savings and loan in Garnett.

"We sold the deposits, the furniture— all but the help," he said. "It was the only job in my life that I hated."

So how does a tired banker turn into an energized frame shop and art gallery owner?

"It was a whim," he said.

One day in 1992, Blitsch walked into Framewoods, running an errand for a friend who was an interior designer. It was solely a custom frame shop at the

Tk Business magazine

time. He looked around, asked if the business was for sale, was told yes and bought it the next day.

"Frankly, I didn't know anything about it. I went from the idea that business was business," Blitsch said. "Like so many other people, I wanted to have a business."

Blitsch's plan was to hire a manager to run the store, while he showed up in the afternoon to collect the day's receipts.

He quickly learned a basic lesson of business ownership—it doesn't work that way.

"If you want it to be profitable, you have to mother it and look after it," he said. "You look at what you do and try to do it a little better. It's not any different than what you do in a bank."

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Merger and Expansion

A blind date with Sharon Hotchkiss, who worked in marketing, led to marriage in 2001.

The pivotal time in Blitsch's personal life coincided with a pivotal time professionally. Big box stores, such as Hobby Lobby, were taking a share of the framing market. Blitsch needed to find a way to stay competitive. He decided to take on art sales and applied for a franchise selling limited edition prints.

He was turned down.

"I was devastated," he said. "It was the first time anyone has told me no!"

They'd already taken over the adjoining space that had been an insurance office and started remodeling.

Blitsch bounced an idea off Hotchkiss— rather than print, why not try to attract artists to show and sell their original art.

Hotchkiss, he said, was the art-lover in the family. As for his own knowledge?

"Not much!" he laughs. "I certainly don't have any formal education in that area. My approach to it was a business decision. I thought art would feed the framing studio and framing would feed the art."

His hunch would prove correct. In 1999, the Gallery at Framewoods was born. Blitsch quickly developed contacts that became mentors. He mentions the late Ernst Ulmer, a painter and sculptor from Bonner Springs, as one who provided valuable information on artists and the art business. A current favorite is Kwan Wu, an Olathe sculptor whose works include bronze sculptures of George Brett and Phog Allen. Plus, Blitsch says, Topeka is rich in talent.

"The art community is very close knit," he said. "It was a business decision that's worked out to be a pretty good living. I truly do like the artists we show."

The Partnership While Blitsch still returns to the black and red of business, he credits Hotchkiss with adding what one might call the color in marketing the business.

A few months after they married, she left her position as director of marketing and

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community relations at St. Francis Health Center and now devotes her expertise to the frame shop and gallery.

"It's a talent I don't have," Blitsch said. "I can't write. I can't spell. I have the ideas and throw them up in the air and people either take shots at them or run with them."

To that end, he says, Hotchkiss is his best sounding board.

“I think it helps to be able to talk with someone who not only understands the nature of your business but also has skills that can help you reach your objectives,” Hotchkiss said. “Gary likes to joke that decisions are often made at our ‘board meetings’ over morning coffee at our kitchen table.”

"If you want it to be profitable, you have to mother it and look after it."

- Gary Blitsch, owner Framewoods and SouthWind Gallery

One big change she helped foster was rebranding the gallery with its own identity. In 2005, it was renamed SouthWind Gallery. The name is a nod to the Kansa Indian tribe, whose name translates to "people of the south wind."

“We’re both creative people and it’s that creativity that helps fuel the energy we give to the business,” Hotchkiss said.

That’s not to say it isn’t without give and take. Hotchkiss says she and Blitsch have very different management styles.

Her corporate background makes her lean toward planning, schedules and deadlines. She describes Blitsch as more

Tk Business magazine

of a visionary who gets an idea and immediately wants to jump.

“I always like to do some research and advance planning first and that can take time,” she said. “We’ve learned to respect each other’s methods. Now, I think our individual styles complement each other so that we’re not acting too impulsively and making mistakes, or dragging our feet and missing important opportunities.”

The Bottom Line Today, Blitsch can walk through the gallery, comment on color and texture, explain the rules of a juried show and describe the concepts behind displays. He chuckles that, 21 years ago, it would have been like speaking a foreign language.

But even knowing this language, he says, is a basic foundation of business.

"The product is different—it's art— but the business process is the same," Blitsch said. "The activity in any business, whether it's art or banking or automobiles, is pretty basic stuff. You have to have cash flow; you have to have a market; you have to be able to sell the product at a profit or you'll fail."

Blitsch believes his business knowledge has bred success that's allowed him to attract local, regional, national and international interests. They recently hosted the Oil Painters of America exhibition, their largest show yet.

Falling in love with what he's doing has been a colorful added bonus.

"I still say it's an awfully nice way to make a living," Blitsch said.

NOW SHOWING: "Prairie Daughters of the Midwest." 22 female artists offer perspectives on the prairie. The exhibit runs through Jan. 4, 2014 at SouthWind Gallery, 3074 SW 29th St. TK

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SCene about town

Community Resources Council 2013 Awards of Excellence October 7, 2013 PHOTO 1 Joyce Dunlap, Melissa Shine, Kathy Spain, Liz Barranco and Lori Gonzalez of Capitol Federal PHOTO 2 Lisa Kirk, RoyalT Boutique; Renita Harris, My Company Inc.; Sharon Sullivan, Washburn University; Monique Pittman Lui, Spirit Productions, LLC; Akilah Scott, Capitol Federal; Esmond Alleyne, Washburn University

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PHOTO 3 Jody Juarez, Roy Luna, Rob Fernkopf, Jon Workman, A. J. Stattelman, Randy Hague, Bruce Tunnell, Colin Curtis and Robert Tripp of the United Steelworkers Local 307 PHOTO 4 Coleen Tyler, Ann Shelton, Ron Shelton, Michelle Shima, Marlou Wegener, Abby Lear and Henry Daries of Blue Cross Blue Shield PHOTO 5 Elsie Eisenbarth, Westar Energy; Shelly Gomez, TMTA; Jim Ogle, WIBW-TV; Susan Duffy and John Cassidy, TMTA; Julie Anderson, City of Topeka; Denise Ensley, TMTA; Beverly Hall, Asbury Mount Olive Church; Alan Parrish and Terri Miller, TMTA

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Meals on Wheels Sumptuous Settings October 25, 2013 PHOTO 1 Steve Johnson, Parrish Hotels; Jacqueline Johnson, Kansas Board of Regents; Stacey Parrish, McCrite Plaza Retirement Community; Les Parrish, Parrish Hotels PHOTO 2 Gary Yager, Vision Bank; Kathy Clark, Capital City Bank; Heidi Pickerell and Kim Williams, Meals on Wheels; Ken Alexander; Cathy Gragg, WIBW TV; Widge Yager

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PHOTO 3 Sheri and Rick Kendall, Kendall Construction PHOTO 4 John Arnold and Judy Morris PHOTO 5 Dale Clemmons, Kate Clemmons, Beverly Blassingame and Roy Blassingame; Blassingame Home Care PHOTO 6 Michael Michel, DDS, Michel Dental; Jan Michel, YWCA; Kathy and Dwight Jepson, Sunflower Motors PHOTO 7 Scott Griffith, Intrust Bank; Scott Smathers, GO Topeka; Marvin Spees, Capitol City Oil

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YWCA Women's Night Out Wine, Women and Song August 28, 2013 PHOTO 1 Megan Gleason, Sara O'Keeffe, Marsha CarrascoCooper, Nicole MacMillan, Michelle McCormick PHOTO 2 Cindy Welborn, Cecelia Resnik, Diana Espinoza

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PHOTO 3 Amy Pinger, Cindy Nelson, Ali Nelson PHOTO 4 Gina Nellis and Barbara Barnard PHOTO 5 Julie Miller, Jamie Hornbaker, Briana Holmes, Shelley Jensen PHOTO 6 Kellie Dougan, Molly McKenzie, Linda Decker, Angela Sharp, Konni Flynn, Rhonda Shipps, Deb Zimmerman

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