By JIM OFFNERCourier Business Editor

WATERLOO — Edin Miskich is no stranger to battle.

A war refugee from Velika Kladusa, Bosnia, Miskich first led his family across an ocean, then halfway across a continent, to open a business that would enable him to scratch out a bet-ter way of life.

Sounds simple, and certain-ly not unique. After successes and setbacks, Miskich recently opened Pita King, a downtown Waterloo restaurant specializing in Mediterranean — specifically Greek — food.

The restaurant, 189 W. 11th St. in downtown Waterloo, opened in mid-April. The business is open from 10 a.m. to 7 p.m. daily.

Business, Miskich says, has been good.

“It’s been great. Lunch is our big crowd,” the 32-year-old said.

His wife, Merima, motioned to a gaggle of men occupying the two booths inside the takeout-focused eatery during a recent lunch rush.

“They come here every day,” she said.

The menu offers an assort-ment of items, from wraps and salads to pita offerings.

But, getting to Waterloo was only half the struggle, Miskich says.

‘‘It was in ‘96, and we were in a refugee camp in Croatia, and they had a program to come to the United States,” Miskich said. He and his wife, his father, Mehmed, and mother, Fadila,

escaped in September 1996.They arrived in Chicago, with

about 2,000 other Bosnian ref-ugees, and made their way to Waterloo in December to work at the IBP meatpacking plant.

“I got a job as interpreter, since I knew English,” Miskich said.

He worked at IBP for about a year, he said, and then got an itch to start his own business.

He opened the Europa Mar-ket, an imported-foods retail operation, at 301 W. Fifth St. in Waterloo.

The business lasted several years, but a fire, then last year’s flood, forced it to close, Miskich said.

But the hunger to succeed in the local business community remained, he added.

Long road to fast food Bosnian family’s eatery has Mediterranean flavor

Volume 3 l No. 7

BUSINESS MONTHLY columns

Page 6 Jim OffnerDon’t be fooled, this issue is not just for men

Page 9 University of Northern IowaBusinesses gain traction as disaster recovery continues

Page 13 Wartburg CollegeGet your story out the way you want it to be told

Page 20 TravelCedar Valley flyers have a new option at the airport

BUSINESS MONTHLY staff directoryEDITORIAL CONTENTNancy Raffensperger Newhoffnancy.newhoff@wcfcourier.com(319) 291-1445

Jim Offnerjim.offner@wcfcourier.com(319) 291-1598

ADVERTISINGJackie Nowparvarjackie.nowparvar@wcfcourier.com(319) 291-1527

Sheila Kernssheila.kerns@wcfcourier.com(319) 291-1448

Cedar Valley Business Monthly is published monthly. It is a free publication direct-mailed to more than 6,500 area businesses. For distribution, call Courier Communications at (319) 291-1527 Contact Cedar Valley Business Monthly at P.O. Box 540, Waterloo, IA 50704.

BUSINESS MONTHLY on the cover

BRANDON POLLOCK / Courier Staff Photographer

Merima, left, and Edin Miskich, owners of Pita King in Waterloo.

www.cvbusinessmonthly.com

See PITA KING, page 5

BRANDON POLLOCK / Courier Staff Photographer

Merima Miskich, left, rolls up a gyro as Jennifer Glaspic takes an order at the Pita King restaurant in Waterloo.

THE COURIER PAGE �www.wcfcourier.com cedar valley business monthlyJUNE 2009

Miskich is working toward a business degree, taking classes both at the University of North-ern Iowa and Kaplan University, he said.

Meanwhile, he decided the Cedar Valley was ready for Medi-terranean fast food.

He got the idea last year, he said, as he tried to figure out his next move after the closure of the Europa Market.

“I felt that something that’s good quality, healthy for you and has a good price (would suc-ceed),” he said. “A lot of people like gyros, and my wife is a cook.”

The couple saw a ready niche to fill in the Cedar Valley area, Miskich said.

“In Bosnia, our food is influ-enced by countries around us, like Greece and Italy,” he said. “I felt like it was going to be like something that serves good food at reasonable prices.”

The couple operate their res-taurant with the help of two part-

time employees.The restaurant occupies a small

building on the corner of 11th and Commercial streets, on the southern fringe of the downtown district. The building had housed a check-cashing business. Years ago, it was home to the Wolf Den, a locally owned hamburger joint.

The Miskiches next big chal-lenge was fitting the place out for their purposes.

“Our biggest cost was put-ting an exhaust system up and getting it up to code, as far as handicapped access,” he said. “That’s been a major cost. We’ve put remodeling inside and a little bit outside and put a lot of signs ups.”

As owners of a new small busi-ness, the couple know more chal-lenges lie ahead.

But, Miskich said, they’re ready.

“We learn from our custom-ers,” he said. “We’re professional, and it’s a small, family-operated business, so we put our soul into this.”

The restaurant’s telephone number is (319) 287-5775.

PITA KINGFrom page 3

THE COURIERPAGE � www.wcfcourier.comcedar valley business monthly JUNE 2009

This issue isn’t just for menThe theme of this month’s

Cedar Valley Business Monthly is “Men in Business.” But, don’t

m i s t a k e n l y dismiss it as a men’s-only read.

There’s far more to it than that.

Take the cover story, for example.

Pita-King is a story of a fami-ly’s triumph over adversity as they fled a war-torn country to find their American Dream here in the

Cedar Valley.There are other such stories,

insights and inspiration to be found on other pages in this issue. Given that women had a chance to offer their own secrets to success in last fall’s “Women in Business” issue, we thought we’d give male entrepreneurs in the community a chance to share their own experiences.

Some of the issues that they’ll tackle include thoughts on the following topics:

How the business world has changed and how men have had to adjust.

What men can learn from women about running a business.

How businesses are stacking up against the recession.

What women learn from men in the business environment.

How the business climate has changed.

Whether profit or service is more important to a business.

How a business owners define the word commitment.

What role tradition plays in business.

What the three most impor-tant ingredients are in achieving success and what important les-sons have been learned from or taught to competitors.

Whether education or experi-ence is more important to busi-ness success.

There is much more than that to be found in the pages of this month’s Cedar Valley Business Monthly. Some contributors offer insights on what to expect from the national and regional economies in the future. Others

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write about their own secrets to success in troubled times.

One of the goals of the Cedar Valley Business Monthly is to serve as a business solution in and of itself, to get readers to think about what colleagues and competitors have to say about issues that affect everybody.

This is the men’s turn to take on some of the tough issues, but you’ll find everyone from all parts of the business community offering thoughts.

As always, the magazine strives to get you to think about how to make your business stronger, more dynamic and adaptable.

That’s why the 30 or more con-tributors are here, month after month. Whether they are men or women, teachers or students, there are ideas that can be used to build a stronger business com-munity across the Cedar Valley.

Jim Offneris the Courier

business editor. Contact him at

(319) 291-1598 or jim.offner@

wcfcourier.com.

Worker drug use continues declineThe Associated Press

Cocaine use among U.S. employees and job applicants in the general work force dropped nearly 30 percent in 2008, while positive tests for amphetamine showed an uptick, according to a recent study.

The annual Quest Diagnos-tics Drug Testing Index, based on 5.7 million urine drug tests, found methamphetamine use fell about 21 percent. Amphet-amine use jumped more than 12 percent from last year, the index showed.

The findings are unusual because methamphetamine and amphetamine typically track together, according to Barry Sample, director of sci-ence and technology for Quest Diagnostics’ Employer Solu-tions Division. The recent spike in amphetamine could indicate increased use of a prescription

drug to treat attention deficit hyperactivity disorder, he said.

Meanwhile, the drop in cocaine use could be credited to efforts of law enforcement, which have driven up prices and reduced availability, Sample said.

In the federal work force, the rate for positive drug tests is lower than in the general work force, where employees are less likely to expect random drug testing. The drug rate in the general work force is dra-matically higher for employees than for job applicants in pre-employment tests.

In 2008, 3.6 percent of the combined U.S. work force test-ed positive in a urine drug test compared to 3.8 percent in 2007. Drug use has been in a 19-year decline since Quest Diagnostics first published the Drug Testing Index in 1989, summarizing data from 1988, when 13.6 percent of workers tested positive.

THE COURIER PAGE �www.wcfcourier.com cedar valley business monthly

Professional men are held to the same standards as women

when it comes to appearance and professionalism in the business world. Looking the part remains a crucial ele-ment in securing your position or advancing to the next level of your career. Unlike women, men do not typically have water cooler dis-cussions about fashion, the lat-

est hair trends or facial rituals. This is where a good salon can be beneficial.

As always, good communica-tion is key between the stylist and client. Men, if you have any ques-tions regarding your hair, scalp, skin, style trends your stylist will be happy to answer those for you. Stylists should also ask their male guests questions about their hair and skin and offer styling sug-gestions opening the door to bet-ter communication.

A professional appearance does not mean you have to sacrifice your own style. For example, if you have a longer, shaggy style it is not necessary to cut it off in order to appear professional. Your stylist can show you ways to style the hair more professionally for daytime and then a trendy or laid back look for evenings. There are several products on the market designed for all men’s styles, and we would be happy to try them out on your hair. Also,

you do not need to settle for dis-count shampoos and condition-ers. There are high quality lines suited for dry or oily hair, com-bination and even scalp remedies just for men.

Aveda has an exfoliating shampoo to use once or twice a week which removes product buildup and exfoliates the scalp to remove dead skin cells. If you have thinning hair, Nioxin has a great product line formulated for just that. Redken has a color line called Camo just for men which colors the grey but gradu-ally fades so you never have that outgrowth line. No one will know but you. For active businessmen, there are water resistant prod-ucts which allow for your style to remain throughout your workout and back to work or out on the town.

Waxing and skin care continues to grow in popularity for men. Be sure they are focusing on your hard work, not on your “uni-brow” or “caterpillars.” Wax-ing and trimming the eyebrows can make a huge impact on your look. Taking care of your skin is essential in keeping that youth-ful appearance. Aveda’s Green Science line is great for cleans-ing and protecting your skin from sun damage. Shaving can be harsh on your face. All-natu-ral shaving creams and balms by Aveda can alleviate the painful rash shaving can cause.

Appearances do matter in busi-ness. Whether you are new in the job market or trying to get ahead, make the effort and feel more confident by putting your best face forward.

Appearance counts just as much for men as womenJUNE 2009

Heather Hosch

is owner of KJ & Kompany in

Waterloo. Contact her at (319) 232-9177

THE COURIERPAGE � www.wcfcourier.comcedar valley business monthly JUNE 2009

Pick a structure that fits your business President Harry Truman once

noted the difference between a recession and a depression: “It’s a reces-sion when your neighbor loses his job, but it’s a depression when you lose yours.”

That is true today, too. When the recession hit the coasts, it drew the con-cern of Iowans. Now that it has affected

the Cedar Valley, it has our full attention.

The big question for the small business owner is how to depres-sion-proof your job (and how to

recession-proof your neighbors). Many people in the Cedar Valley

operate their businesses simply as sole proprietorships — busi-ness entities that have no legal separate existence from its own-ers. There’s nothing wrong with a sole proprietorship, but partic-ularly in these economic times, it is important to explore and choose the business entity that best fits your needs. This article is not intended to provide legal advice, but merely to familiarize you with different options avail-able to you and your business.

A sole proprietorship gives its owner nearly unlimited control and flexibility in handling daily operations. There are few regu-lations, so owners can certainly claim “the buck stops here.” The largest disadvantage is that the owner’s personal assets are not shielded from business liability.

If the business gets into the red, the owner’s personal assets will also be in danger. In a recession, there aren’t many new business-es cropping up because entrepre-neurs can’t take as many risks. If entrepreneurs — who create the jobs — aren’t taking risks, then new jobs aren’t created. It is a cycle that is hard to break.

This cycle can be broken if business owners know person-al assets are safe from business debts. This can be accomplished by utilizing one of the many busi-ness entity formats allowed by Iowa law to shield owners from personal liability. These include various types of limited partner-ships, limited liability corpora-tions, S-corporations and C-corporations among others.

I’ll just mention two of the many types of business entities to give you a taste of the differ-

ences between them.Corporations insulate share-

holders from liability. But incor-poration may not be the answer for every business. A corporation is required to follow specific for-malities in terms of its record-keeping, organizational structure and the like. More importantly, the corporation is taxed as a separate entity from its share-holders (owners) and of course, shareholders are taxed again on income from the company. This double taxation problem turns away many small businesses.

A limited liability corporation is a relatively newly recognized entity which combines some of the best elements of a corpora-tion and a sole proprietorship. In an LLC, profits flow directly to the LLC owners who personally pay taxes on the income; this avoids the corporation’s double taxa-

tion problem. However, similar to a corporation’s shareholders, members of an LLC are not per-sonally liable for the obligations of a business. The legal require-ments for an LLC’s formation and operation are also more lax than a corporation, allowing its members more flexibility.

Good business planning will minimize problems when the times get rough. With so many choices on how to structure your business, it is easy to become overwhelmed. But it also should motivate you to explore your options with your attorney and tax professional to find the busi-ness entity that best meets your needs. It isn’t wise to structure your business format by trial and error, but then again Truman said that “the only things worth learning are the things you learn after you know it all.”

Ken Nelson is managing

member of Randall & Nelson PLC, a

general practice law firm in Waterloo.

Contact him at (319) 291-6161.

The recovery continues: Cedar Valley small businesses gain tractionBy MAUREEN COLLINS-WILLIAMS

Hundreds of Cedar Valley busi-nesses were affected by Iowa’s natural disasters the past year. Some of these firms experi-

enced physical damage; oth-ers have seen their supply chain disrupt-ed, customer base displaced or have experi-enced increased disaster-related o p e r a t i o n a l costs.

D u r i n g the past two months several hundred Cedar Valley business-

es were contacted to gauge their recovery progress; 124 entrepre-neurs identified themselves as directly affected by the natural disasters. A majority closed their doors in the days following the disasters. Of the firms that re-opened, the average down time was three weeks. Sadly, eight companies did not re-open, and 15 closed after re-opening between June and December. In all, 34 percent of Cedar Valley disaster-affected businesses we spoke with reported they have either significantly downsized or permanently closed since June.

On a positive note, a majority of those affected by last summer’s disasters have re-invested in operations. A total of $10.7 mil-lion has been invested into disas-ter-affected businesses, with a median of $3,000 per company. A bright spot was discovered too: Among disaster-affected businesses in construction, real estate, building supply and pro-fessional services, 15 reported expansions and new job creation.

According to the United States Chamber of Commerce, 40

percent of businesses closed by natural disasters do not re-open. While Cedar Valley busi-ness owners don’t reflect those national trends, we aren’t out of the woods yet. Whether small business owners ultimately recover, rebuild or sustain their Cedar Valley roots will depend in part upon their ability to access technical assistance, capital and critical business services.

In response to these needs, a number of new capital resources have sprung up to provide small amounts of capital to affected business owners. A monthly roundtable has been launched to network small firms in Waterloo, and the University of Northern Iowa Regional Business Center, a program of Business and Com-munity Services, completely revamped the online community at www.myentre.net in May to provide a new array of services to Cedar Valley entrepreneurs.

The new MyEntre.Net online community pulls all those resources together with a cal-endar of events, money sec-tion, classifieds and blogging. In addition to free, bi-weekly Webinars on Monday nights and Thursday’s at noon, businesses can build business and personal profiles online and interact with small business owners all over the state. Bob Lee of Dream-land Productions in Traer used MyEntreNet connections to find other business owners deal-ing in stained glass and created a wholesale buying consortium that saves money in glass pur-chases. A new buy-sell-barter-give section allows small busi-ness owners to buy, sell or post their needs for business assets or even sell their company online.

This year holds promise as a year of rebuilding. The business community will come back, and with it will be new faces, new ideas and a stronger community.

Maureen Collins-Williams

is director of the Regional Business

Center at the University of Northern

For breaking news coverage, photos and video updated all day

THE COURIER PAGE �FRIday, jUnE 2009 www.wcfcourier.com cedar valley business monthly

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To bead or not to bead? Many people find it therapeuticJUNE 2009

We all know times are tough. Many people are filled with anxieties and are craving for opportunities to slow down,

e x p e r i e n c e some peace and content-ment, even if only for a short while. Here’s one way: Start beading!

I speak from e x p e r i e n c e . Shortly after my husband passed away in 2001, I made a few rosary bracelets in his memory for Christmas

presents. This was a terribly dark time in my life, and I had two small children and very little ambition to do anything; everything was such a chore. Fortunately, people started see-ing the bracelets and asked if I would make them one as well. It was in those beads that I began to heal.

Making those bracelets calmed my anxieties. The tremendous physical and emotional pain of my loss and the worries of what tomorrow would bring were temporarily suspended as I focused on stringing those little silver beads on that wire.

I am not alone. One woman said, “When I am beading, I think about beading. I don’t think about the awful day at work or any other problem that exists in my life on that par-ticular day. That hour or so at night beading is my little pri-vate vacation away.”

As owner of a bead store for the past seven years, I often have customers who come in who suffer from depression or who are experiencing health or marital problems, and they also recognize the therapeutic ben-efits of beading, not to mention the camaraderie between fellow beaders.

Making Jewelry forces you to slow down, think and be alone

with yourself. It gives you an opportunity to go within to allow your creative nature to come alive.

It gives one a sense of pur-pose and direction, as you get to control the direction of the jew-elry piece — even though other aspects of your life may be out of your control.

Beading, or course, isn’t the only therapeutic outlet out there. For instance, knitting for soldiers and sailors was a tradition that started during the Civil War and continued through World Wars I and II. Whether or not the garments were actually needed, they were a morale booster for both knit-ter and recipient.

What I love about beading, however, is how easy it is to do. Anyone at any age can do it. We were all created to be creative. There are so many types and colors and variations of beads that the options are endless. And the best thing is that there’s no right or wrong. Whatever unique piece you come up with is going to be perfect, because it is an expression of you.

At Bead Happy, we offer sev-eral classes on different tech-niques of beading, from the basics to the more intricate bead weaving.

However, if you can’t wait to get started, come in any time and we’ll walk you through the entire process, whether it is a necklace, bracelet, watch, ear-rings, bookmark, or a key chain that you want to make. Not only will you enjoy the process, but you will end up with a fabulous piece that will cost far less than what it would at a jewelry store. Keep in mind that giving gifts that are handmade by you will be so much more meaningful to your loved ones.

We also have a large party room and welcome groups to come in and learn together. Keep this in mind when plan-ning your next birthday, office party, bridal shower, Red Hat activity, book club meeting, Girl Scout outing or whatever.

Penny Franke is owner of Bead

Happy, 5315 University Ave. Cedar Falls. Contact her at (319) 277-4386 or www.beadhappy.us

THE COURIER PAGE 11www.wcfcourier.com cedar valley business monthlyJUNE 2009

Green Cedar Valley Initiative reaches ‘conscious consumers’We have seen since the mil-

lennium change an increase in ‘‘conscious consumerism,’’ and

despite the current eco-nomic down-turn, experts say it is a con-tinuing trend. The conscious consumer is the customer who feels it is impor-tant to put their money into socially and envi-r o n m e n t a l l y p r o g r e s s i v e businesses.

A c c o r d i n g to market-

ing agency BBMG’s Conscious Consumer Report released last month, 67 percent of Americans are looking for these products and services, with 51 percent willing to pay more for them. However, nearly one in four Americans say that they have no way of knowing which products or service providers are actually ‘conscious’. The Green Cedar Valley Initiative hopes to change that fact for environmentally conscious consumers in the Cedar Valley, providing a way for consumers to recognize con-scious businesses in the area.

The Green Cedar Valley Ini-tiative is a three-pronged pro-gram designed to encourage and promote efforts in the area. Businesses that are taking steps toward improving the environ-mental and physical health of the Cedar Valley and its people will be recognized, helping to increase awareness in the Cedar Valley and across Iowa.

This will be done through a certification program and a grant program as well as by pro-viding educational opportuni-ties and resources to businesses in the community.

The certification program will enable businesses to receive credit for the green steps they are taking. A simple application will render a business green-

certified by the GCVI. The cer-tification will enable businesses to easily promote their socially and environmentally conscious efforts. Each certified business will be listed on the greence-darvalley.com Web site with a link to their site or contact information.

Once certified, a business will have full use of the green certi-fied logo for their Web site, in print or video. It will also be presented with a certificate and a window sticker to inform their customers that it has been certified.

The Green Cedar Valley Ini-tiative will also offer grants to Waterloo and Cedar Falls busi-nesses that would like to take on green projects. The grants will provide partial funding to improve a business’ environ-mental impact, reduce its car-bon footprint or improve the health of customers or staff. Grant applications will be avail-able from the Waterloo Con-vention and Visitors Bureau or at the Green Cedar Valley Ini-tiative’s Web site.

Providing educational oppor-tunities and resources is anoth-er important aspect of the pro-gram. GreenCedarValley.com will act as a hub for green infor-mation for area businesses to find tips on going green, links to green Web sites and green ser-vice or product providers.

The GCVI will also work with other agencies in the communi-ty to provide and promote edu-cational seminars for businesses about making their buildings, services and policies more conscious.

Find out how you can get the attention of the approximately 67,000 conscious consum-ers in Waterloo in Cedar Falls by attending the Green Cedar Valley Initiative launch event at 4 p.m. June 3 at the Hartman Reserve Lodge.

Local food and beverages will be served, and speakers will presentations on the benefits of the GCVI and provide tips on making your business greener and healthier.

Brooke Burnham

is with the Waterloo Convention &

Visitors Bureau. She can be reached at at brooke@

travelwaterloo.com or (319) 233-8350 for more information.

THE COURIERPAGE 12 www.wcfcourier.comcedar valley business monthly JUNE 2009

Male massage therapists are often the best treament choiceA new front-runner has

emerged as the top reason for doctor visits.

Colds and flu, which once led the way, are taking a back-seat to the rap-idly increasing issue of muscu-loskeletal pains.

Here is the bad news about our new leader: It can cause lack of functionality, p r o d u c t i v i t y loss and absen-teeism from your job. Sick-

ness can also do these things, but it can be pretty hard to sit at a desk all day with sciatica pain as opposed to having the sniffles. None of us welcome any extra reasons for missing work in this shaky economy.

One of the biggest issues relat-ed to chronic pain is the con-stant frustration of being in pain. Frustration leads to emotional change, and emotions play a large part in the way we approach things in life and how we heal.

Centuries ago, massage therapy was created as a way to treat and relax individuals. Recently, it has jumped ahead as a widely accept-ed treatment to address muscu-loskeletal ailments. Doctors are beginning to prescribe massage therapy as part of treatment plans. Individuals are seeking massage out to address injuries, discomforts and everyday stress.

While massage therapy tradi-tionally has been dominated by females, there have always been male practitioners. Today an ever-increasing number of male therapists are entering the arena.

Comfort and confidence with your massage therapist is criti-cal to getting the full benefit of

treatment. Male therapists can have had a hard time growing practices just because they are male. Much of this reason is the stigma of massage being an inti-mate and sensual thing.

Massage is an intimate treat-ment because of the close prox-imity of the therapist and cli-ent. A client puts a lot of trust in the hands of the therapist. Trust and the physical and emotional benefits of massage create this intimate environment. How-ever there is no sexual aspect to professional message therapy. That is simply not acceptable to a certified and licensed massage therapist.

Men generally do not want to go to a male therapist, often because of this “man-touching-man phobia.” Men I have treated with massage therapy realize it is pro-fessional and productive envi-ronment and have returned. The same thing goes for the women.

They realize it is safe, therapeu-tic and always very professional. There are a couple of ways to find a therapist that works for you.

Massage therapists in Iowa need to have an Iowa license and a national certification to prac-tice massage. Iowa is ahead of the game requiring these standards. The field is being managed care-fully. In addition, an individual has to work to keep their license and certification current with continuing education.

This means you get cutting-edge care and a therapist who is maintaining their license to give you the best care possible. To find a good therapist, ask questions like: “How long have you done massage?” “What techniques do you use?” “How long have you been at this location?” “Are you licensed?”

Many people prefer a male therapist. Males tend to be stron-ger. A male’s physique generally

allows for better reach and lever-age. Men operate well with hav-ing a specific task at hand.

Some men have a hard time seeing a male massage therapist. Remind yourself that a massage therapist’s job is to loosen up tight muscles, restore lymphatic drainage and muscle balance, prevent injury, reduce or elimi-nate dysfunction and help you relax.

The massage therapy environ-ment is professional, created with the backdrop of a quiet, comfortable room where your healing can take place.

Asking questions or going by word-of-mouth from friends and family can help you find the therapist who is appropriate for you. It may take some work, but the benefits are numerous. Do your research and be confident going into your massage so you can reap the total benefit of your experience.

Brett Kleespies is a massage

therapist with Agape Therapy. Contact him at (319) 277-3166 or brettkleespies@

hotmail.com.

THE COURIER PAGE 13www.wcfcourier.com cedar valley business monthly

The Cedar Valley Business Monthly allows entrepreneurs

and others the opportunity to get their word out unfiltered without the anxiety that may come with a call from a reporter.

As director of commu-nication and marketing at Wartburg Col-lege, I can relate to those points now much more than I did when my previ-ous life as editor of the Courier ended two years

this month after 24 years in the position.

Instead of sitting on my Olym-pian paper-mache throne and deciding which stories received the light of day, I am now among those groveling for attention when the college believes it mer-its publicity.

And, when the occasional unflattering situation arises, I offer my sacrifices to the media gods that any supposed trans-gression is overlooked or cast in

the least egregious way possible.From my new vantage point,

I offer business people some pointers, many of which I had counseled when I bled ink instead of paying for it.

First, avoid “no comment” if possible. Stonewalling will not make the media go away, but around you, leaving you without a say in your defense.

Candor is usually the best option, but it isn’t always appro-priate or possible. You must first assess the ramifications.

Michael Crichton’s thriller “Airframe” deals with the ficti-tious Norton aircraft manufac-turing firm, trying to salvage its reputation after a pilot-induced accident causes a midair tragedy. However, Norton is reluctant to blame the airline, because it is a major customer.

The book is a great read about the influence of the media on industry, and why truth is often lost in the shuffle, sometimes through no fault of reporters.

Many institutions — educa-tional and health — are precluded by privacy laws from being forth-right, even when the information would benefit public perceptions and the institution.

Candor, when appropriate, needs to be accompanied by context. By and large, report-

ers (whatever the medium) are generalists. You may breathe the particulars and the language of your business or industry, but they don’t.

Private higher education has a frustration that the price of tuition is taken as gospel, when it’s usually subject to discounts and is less valid than a new car’s sticker price.

I was guilty of that transgres-sion when I was a journalist.

The average debt load for a stu-dent upon graduation is a more telling statistic, but one that reporters can’t get their arms around. Also, the figures are counterintuitive. Many public universities are higher than the privates because students can graduate earlier with the greater availability of required classes.

Such nuances may be diffi-

cult to explain in a sound byte or, in print terms, a “nut graf” — a small, explanatory paragraph (the reference, no doubt, will cause many of my former col-leagues to wince).

But it is imperative for any business person to explain such things as concisely and clearly as possible in lay terms. Otherwise, you lose the reporter and your audience.

The trick is to visualize how your words will play in print or on video.

Some of my students inter-viewed me for the campus news-paper and TV station, which was a learning experience in that regard. My quotes in one article were pretty inarticulate; the stu-dent was using a tape record-er, so I trust the remarks were verbatim.

I’ve found it painful to see myself on video, looking away from the camera. I’ve tried to right those wrongs. I’m more methodical in my statements and rarely go off the cuff. I also look at the camera as if I were talking to a person.

Finally, when you do a news release, know that if the print or electronic medium does any-thing with it, you’ll be lucky to get 200 words. Two years ago, that was about 5.5 column inches when most news briefs only got 4 inches; today, with a smaller paper, it’s more than 7.5 inches.

The tack we’ve taken at Wart-burg is to develop our own news page, The Orange. Our complete story. Our spin. Obviously, it doesn’t attract nearly the same audience, but it’s an approach more businesses and institutions need to consider.

Getting your story out is a tough task

Saul Shapiro is director of

communication and marketing, lecturer in communication arts and assistant

vice president for institutional

advancement at Wartburg College,

Waverly. Contact him at (319) 352-8379.

Find all your latest news in

JUnE 2009

THE COURIERPAGE 14 www.wcfcourier.comcedar valley business monthly

My brother, Bret, and I, as co-owners of BW Contractors Inc.,

have worked since 1992 to make our busi-ness thrive. The Cedar Valley has proven to be a great place to grow. With the multitude of businesses already in place, as well as the constant influx of new business relocating here, we are glad to

call the Cedar Valley home.Last year when this area was

hit hard with floods and torna-does, we decided to take a step forward with a new product line that would prove invalu-able when working with the wet ground and newly planted areas left behind.

Protective Matting Systems is a new venture. We opened a deal-ership for this portion of Iowa which features Dura Deck, a por-table access roadway/walkway mat. It proved to be a savior when working in yards — both private and commercial — without tear-ing up the restoration under way.

We have clients who want to move 20 tons across ground that won’t support one ton. We needed a solution. When we saw this product and realized how

helpful it would be to businesses and homeowners affected by the floods — and businesses with less-than-favorable ground con-ditions — we were sold.

We used it on a job at GMT in Waverly, and it worked wonder-fully. The only access for cement trucks was across their grass. The frost was coming out of the ground, and the area was wet.

We laid down Dura Deck mats for the trucks, and he results were just what we were looking for. No damage to the ground and no hint of the mats being there. Without the mats, the ground and grass would have had deep ruts, adding to the cost for the client.

With upcoming events such as My Waterloo Days and the Stur-gis Falls Celebration, Dura Deck could to stop the damage done by foot traffic around the vendor’s booths as well as the ruts caused by trucks bringing in supplies. The mats can be in position for up to five days with minimal stress to the underlying grass.

This product cleans up nicely and can support up to 80 tons. It was used at this year’s inaugura-tion in Washington, DC.

Machinery moving is a spe-cialty area, and Dura Deck is an added bonus. We don’t hesi-tate to use it in daily operations. Some forklifts, such as the Rigger Special, weigh 80,000 pounds, and our customers don’t all have concrete surfaces to work on.

The 4 foot by 8 foot Dura Deck mats add the traction we need to get the job done safely without rutting up the lot.

The Cedar Valley has been the perfect place to grow our busi-ness. When adversity struck last year, we experienced firsthand

what other areas just read about. We also decided that this area was ready for something new. We haven’t been disappointed.

JUNE 2009

Adapting quickly with new products brings BW Contractors success

Steve Wrage is co-owner of BW Contractors Inc. in

Cedar Falls. Contact him

at (319) 987-2070.

THE COURIER PAGE 15www.wcfcourier.com cedar valley business monthly

Yesterday your business com-petitors were around the corner. Today they are around the world. As an employer or a small busi-ness owner, how do you know

if your staff has the knowl-edge to prop-erly, legally and efficiently complete an i nte r n at i o n a l t r a n s a c t i o n ? That same q u e s t i o n brought NAS-BITE Inter-national to develop a test-ing program to verify that an individual has the same level of knowledge as someone who has been direct-ly involved in trade activities

for two years. Since 2006, after the first

national Certified Global Busi-ness Professional tests took place, over 500 people around the world have earned this status. The University of Northern Iowa

has provided the work force with 20 CGBPs by offering a course that builds on the knowledge from other College of Business Administration courses and adds trade information requirements needed to succeed.

“Recession is a stepping stone for making a big leap toward the next growth opportunity,” said Rod Lanthorne, president of U.S. operations for Kyocera, at a recent trade education con-ference. Lanthorne presented evidence showing how in each recessionary period, the com-pany lost some ground. Then as opportunities were presented, the company had a huge growth spurt ahead of competition. Instead of dropping all programs for information capital enhance-ment, managers and business owners need to focus on building a staff possessing proper knowl-edge of how to operate more effi-ciently in the global market.

Employees who are a CGBP are valuable to their employers by being able to:

Assist with strategic and operational planning, devel-opment, implementation and assessment of the internation-al aspects of the business with

■

respect to knowledge of environ-mental factors affecting interna-tional strategies, data sources for international market data, global business risk management poli-cies, internal and external legal and regulatory compliance, and relationships with appropriate external organizations to support global activities.

Gain knowledge of all the inte-gral aspects of documentation, culture and government that impact the marketing of prod-ucts and services throughout dif-ferent markets. Building on mar-keting expertise the individual is able to understand how “going global” can impact the marketing strategies of a company.

Evaluate supply chain options to determine the best overall solution to support the interna-tional business plan while com-plying with all rules, regulations

■

■

and security issues from sourcing to final distribution. Learning the value of network orchestration can prevent supply chain glitch-es and keep costs at a minimum by understanding variability in transportation costs and curren-cy fluctuations.

Evaluate financial risks and payment methods, select and implement most favorable meth-ods of payment to support global activities and ensure that all relat-ed costs are included at the time of quotation. Evaluate quantity and source of finance necessary to implement global activities.

“ESP International has been involved in global trade for a number of years. Within the last year we have hired two individu-als from the University Of North-ern Iowa that have achieved the NASBITE CGBP. It is a huge benefit to have someone start

■

and understand what ESP Inter-national is involved in and have familiarity with the global sup-ply chain terms. We believe that these individuals have a signifi-cant advantage over other indi-viduals that have not achieved the global business certification or have not received specific sup-ply chain education,” said Jeff Hamilton, president and CEO, ESP International, Cedar Rapids.

The cost to improve trade knowledge by attending work-shops, seminars, and/or a uni-versity course is much less than paying fines. A single fine can cost a novice company $10,000 per infraction. A recent discus-sion with an export specialist revealed that one small company completing its first export trans-action lost $117,000 due to not understanding the protocol of proper documentation.

JUNE 2009

Prepare your business to compete on world stage

Chris Schrage is a management

instructor the University of

Northern Iowa. She can be contacted

at Christine.schrage@uni.edu or the Executive

Development Center at the University of Northern Iowa at

execdev@uni.edu or (319) 273-5851.

Spam e-mails can tarnish your brand The Associated Press

Spam e-mails with bogus brand names and company logos expose consumers to identity theft and computer viruses. Trademark trespassing is becoming a grow-ing problem for marketers.

Savvy brand extortionists and cyber scammers are driving mar-keters to spend more on brand protection as threats are fueled by a down economy, according to a new study by the Chief Market-ing Officer Council.

“We’re seeing use of brand images and marks being used incorrectly on sites for counter-feit products, and that erodes brand value, as well as consumer loyalty and trust,” said Liz Miller, vice president of programs and

operations for the CMO Council.Travelocity.com, for instance,

has seen a growing number of counterfeit Web sites that use a similar domain name.

“When you’re a big media company that has built a brand on what you think is the most accurate, with the best savings on travel, you can’t afford to have some rogue company stealing your customer base and poten-tially offering mediocre deals,” Miller said.

About a third of those surveyed in a global audit of more than 300 marketers said they have a specialized brand protection group. Another 17 percent said they outsource those efforts or leave it up to their industry trade organization.

THE COURIERPAGE 16 www.wcfcourier.comcedar valley business monthly

By BriAn HArrison

My wife and I moved to the Waterloo area in 1997 to start our company, Harrison Truck Cen-ters. As a family owned business, it was a risk to our family’s finan-cial future. This risk has since paid off for us, but not without our fair share of difficulties. My brother and I currently run our operations from two locations, one in Elk Run Heights and the other in Clear Lake. We work well together and complement each other’s expertise.

Working within a family busi-ness is not always easy, but stay-ing focused and staying open minded is important.

As a Freightliner truck dealer-ship, we have seen many changes over the last twelve years of busi-ness, both to our type of business and to the overall economy of our country. We experienced a downturn in the year 2000 that put many truck dealerships out of business. We were able to negoti-ate our way through that slump, and we became a better organi-zation after that experience.

Today’s economic environ-ment is similar to what we expe-rienced nine years ago yet differ-ent in many ways.

What we are experiencing in this country today is historic and unprecedented. We have not seen the stock market fall this fast since the Great Depres-sion. The federal government has taken more ownership inter-ests into the private sector than any time in history.

The big three automakers are experiencing such losses that Chrysler had to file for bank-ruptcy and GM may not be far behind. Nationally and interna-tionally, we are experiencing a global recession, rising energy costs and the continuing threat of war and terrorism. You may ask yourself, how does one plan for such events and manage your way through them?

How does a family owned, small business position itself to be successful and profit-able? With the possibility of tax increases and more regulation on small business, why would someone want to even own a

business?These are all questions entre-

preneurs may be asking them-selves. First and foremost is one’s attitude and approach to the situation. Not everyone was dealt the same hand, but it is what we make the hand into that counts.

When I began my business the option of failure never entered my mind. I came from a middle-class family and learned over the years that hard work and dedication can you get places. Allowing negativity and failure to enter your mind can be infec-tious, and make it difficult to get back to a positive attitude.

Staying positive and telling yourself that it can be done is the first recipe to success. Second, surrounding yourself with great people and positive thinkers is very important. Many people

wake up each day and think life is awful, and they never accom-plish a thing. These people thrive on negative emotions and usually find themselves sur-rounded with like-minded indi-viduals. Just think if those same people hung around with posi-tive thinkers, what they could accomplish.

Third, having a back-up plan is always a good idea. If plan A did not work, it does not necessarily mean that you failed. Instead, circumstances came in to play that changed the hand you were dealt. Now it is time to go with plan B, keeping that focus and positive attitude.

In tough times, keeping these things in mind will keep a small business operational. If you believe you will fail, you probably will. Engaging in these behaviors is not just for the small business

owner, but will work for anyone in whatever life brings them.

Some may say that person was just lucky. I say that luck is where opportunity and planning meet. I never told myself that my family would own a Freight-liner truck dealership someday. I had always prepared myself to own a small business and an opportunity came along back in 1997 and here we find ourselves today.

Times are tough for many peo-ple and they may get tougher for some. Do not allow failure and negativity infect your life, give yourself a “can do” attitude, and you may find yourself experi-encing luck someday.

Brian Harrison is with Harrison Truck Centers in Elk run Heights. Contact him at (319) 234-4453 or brianh@htctrucks.com.

jUnE 2009

Accentuate the positive to ensure business success

Flyers head for the cheap seatsThe Associated Press

For the first time since Ameri-can Express Business Travel began tracking its business trav-elers’ airfare purchases in 1999, more than half were flying the cheap seats overseas.

Those flying economy on international flights soared 13 percentage points to 56 percent in the first three months this year. The number has historical-ly been in the low 40s, American Express said, and is rising now as companies focus on cutting costs.

Business travelers flying coach on domestic flights remained near 90 percent.

Companies’ airfare costs also came down as the price of travel fell across the board in the first quarter. Domestic ticket pric-

es dropped 9 percent through March, while international tick-et prices were down 12 percent. In 2008, they rose 7 percent and 8 percent, respectively.

The average domestic tick-et price was $213 in the first quarter.

People were also spending less on lodging.

The average rate for hotel rooms in the U.S. fell to $180 in the first quarter from $203 last year.

“A buyers’ market emerged at the end of last year, and is in full force today,” said Frank Schnur, a vice president at Ameri-can Express’ business travel division.

The survey is based on Ameri-can Express’ database of its busi-ness travel clients’ airfare pur-chases and hotel rooms booked.

THE COURIERPAGE 20 www.wcfcourier.comcedar valley business monthly JUNE 2009

Cedar Valley business travelers offered convenient new optionBy BEN FREIN

Since the economic down-

turn began, organizations have cut back costs— with business travel as one of the first items on the chopping block. But when a company has out-of-state cli-ents, travel becomes an unavoid-able part of doing business. And with tight budgets, the thought of booking expensive air travel or paying employees for time on the road is enough to make most managers cringe.

According to Mapquest, driv-ing from Waterloo to Chicago requires a nearly five-hour road trip. After booking an overnight stay in a hotel and factoring in gas, meals and mileage, the expense quickly adds up. With many regional airports offering commercial service, some busi-nesses opt to fly to meetings. But

besides arriving two hours early to clear security and waiting for departure, most trips require a connecting flight through Min-neapolis, which wastes addi-tional time both ways.

One Cedar Falls business rec-ognized the expense and inef-ficiency of travel from the Cedar Valley and began booking air charter flights to popular busi-ness destinations such as Chi-cago and Kansas City. Midwest Air Taxi was founded in 2004 by David LeCompte, president of Shorts Travel Company, when he got tired of driving four and a half hours to his Kansas City office. LeCompte realized light aircraft charter flights would not only be more affordable and efficient than same-day com-mercial flights, but would also allow greater productivity and time with his family.

“By the time I made it home, I was tired, had missed dinner, and the kids were already in bed,” LeCompte said. “I knew there had to be a market for business-people like me who had better things to do with their time.”

Recently, Midwest Air Taxi has began booking nonstop flights for Livingston Aviation to Chi-cago and Kansas City.

Midwest Air Taxi also books charter flights for Livingston Aviation to more than 458 air-ports in Iowa, Illinois, Minne-sota, Missouri, South Dakota, North Dakota and Nebraska. FAA commercially certified pilots fly a prop-driven Cir-rus SR22, which can seat three passengers in addition to the pilot. But this is no ordinary leisure plane: The craft features advanced aeronautics neces-sary for commercial flight, such

as collision avoidance, weather and navigation radars. The plane also boasts a safety feature that no commercial airline can match — a parachute for the entire plane, which returns the craft safely to the ground in case of a rare mechanical emergency. LeCompte brought me on as co-owner in 2006.

It is my opinion that the ser-vice’s best features is conve-nience. Most airlines make you pay to check your bags, clear security and wait for your flights to board. These planes are wait-ing to take off as soon as you arrive with no security clear-ance. And we never tell you to turn off your electronic devices. Our cabin features leather inte-rior, climate control and is all about the comfort and produc-tivity of our clients.

Dan Leese, president and co-

founder of 585 wine partners of Sonoma, California booked a flight during a recent speaking engagement at the University of Northern Iowa.

“The trip was incredible,” Leese said. “No security lines, no baggage check, no usual trav-el hassles. Beautiful, comfort-able flight from point to point. I would definitely book with Mid-west again.”

Businesses and individuals interested in booking a flight with Midwest Air Taxi or for more information can visit www.mwairtaxi.com or call 888-373-7044. Midwest Air Taxi books flights for Livingston Aviation, a FAA registered part 135 operator.

Ben Frein is chief executive officer of Midwest Air Taxi. Contact him at (888) 373-7044 or www.mwAirTaxi.com.

Conservation is good businessBy TOM SMOCK

Energy conservation has always been a concern for businesses. For a retail business today, for many in the commercial and industrial community, it becomes a vital part of their overall operation.

The next time you visit a busi-ness or school, notice the water or the heating or cooling systems have insulation on the piping. This is to conserve energy, with personnel burn protection a fac-tor is some instances.

This is especially important in the industrial community such as food processing, manufacturing and power generating facilities.

My involvement in this indus-try goes back to the middle 1960s, as an apprentice with a local contractor. I have witnessed the growth of the industry in many ways. New materials and methods of application have been introduced over the years to insure the investment a company makes is a good one.

Technology today can provide a company with an in-depth anal-ysis of their requirements.

There are several local mechan-

ical insulation contractors in the Cedar Valley, some with many years of experience. These con-tractors may work closely with the area mechanical contractors, or may contract directly with the company requiring these servic-es. These contractors work almost exclusively with commercial or industrial customers and do not do residential walls or ceilings.

People sometimes ask if there is enough demand to keep our doors open all year. Speaking from my experience, in the early years, work would typically go through a slow period at the end of the year. That does not pertain today with the constant need for maintenance on existing heating or cooling systems or the instal-lation of new projects.

With the continuing demand for energy savings and the tech-nology available to provide the data for a company to benefit from the initial expense, I do not see any let up in the demand for our industry.

Tom Smock is with Crane Creek Contracting LLC. Contact him at (319) 240-1021.

THE COURIERPAGE 22 www.wcfcourier.comcedar valley business monthly

RC Willett Co., Inc., Northstar Campers, Texson Campers: What do all these have in common?

They are all the same family business on the northwest side of Waterloo. The Willett family has been manufac-turing slide-in truck campers and toppers for nearly 50 years.

The company was founded by Tex (Ralph) Wil-lett and his sons Chuck (Rob-ert) and Jack at 3964 West Air-line Highway in Waterloo in the mid-1950s selling and set-ting up mobile homes. The first truck camper was built and sold on that loca-tion in 1959. Thousands of truck campers, toppers and trailers have been built there, right here in Waterloo.

The company is now run by Rex Willett and me, the third generation.

I started working at the camper plant in the mid -1970s as a stock boy. I started delivering prod-ucts in the late ’70s. Working on the production line gave me the knowledge of how the campers were built. I settled in the cabinet department in the 1980s. I took over as president of the company in 1985 and since, the small busi-ness has grown into a major com-pany in the truck camper sector. My brother, Rex came into the office from the production line a few years later to help with sales and marketing. Our Northstar campers are sold through RV dealers all across the U.S. and even overseas in Australia, Eng-land and Germany.

The dealer network is always changing and keeps us busy mak-ing sure the dealers are informed on new options and handling customer’s questions. My trips to Germany and Australia have been very informative. I have brought back many innovative ideas that have been a great fit with our

truck campers. Being innovative in the camper

market is crucial in staying ahead of the competition. Northstar has introduced several mini camp-ers for the smaller trucks, extra beds that fold out from the walls, snap up insulation panels and, the newest, a slide-on camper for the flat bed trucks. The Escape Pod is a side entry truck camper designed to slide onto the bed of a flatbed truck. It gives flat-bed truck owners an option they never had. The camper was one of the green ideas featured at the 2008 National RV Show in Lou-isville, KY.

A truck camper slides into the bed of a pickup truck. It is attached to the truck with a frame mounted tie down system that uses spring loaded turnbuckles. The Northstar truck campers have all the modern convenienc-es of the larger travel trailers and motor homes. You can have all the freedom of driving your pickup with all the comforts of home along with you.

The maneuverability of a truck camper is a big advantage over the other RVs. Parking lots are not a problem and most “off-road” situations can be handled with a four-wheel-drive pickup with a Northstar. Getting into the back-woods, where a motor home or travel trailer would never be able to navigate, is a huge advantage. People who pull a boat or horse trailer find the truck and camper rig an affordable option.

Having built this business into the manufacturer it is today has meant investing in the Water-loo-Cedar Falls community. The buildings have seen additions to the production area and new offices over the years. In 2007, we purchased the building in front of us on Airline Highway for warehousing.

This is the building I grew up in and it brings back many memo-ries being back in it. The build-ing has a showroom that we have been using for company and fam-ily parties but the main structure is for warehousing the lumber, plywood and larger inventory items needed.

Being able to buy in truckload quantities helps the bottom line and, now that we have the space to store it, the production area is freed up to build campers.

We employ 25 workers year-round and have had more employ-ees working in the busy years and use the college students to fill in part time positions when needed.

We have a great base of employ-ees. Many have 20 years with us, and three of our employees have been with us since the early ’70s. Building Northstar Camp-ers to our standards requires true craftsmen. Almost every piece is seen by the retail customer. We train all of the employees in-house. It takes people with a keen eye for detail and the ability to work with a team. Production has more than tripled in the past 12 years and keeping a steady work-force is the reason for our consis-tent high level of quality.

The Northstar Campers are rank high in quality in the truck camper market and have very innovative designs according to the truck camper forums on the web sites like www.natcoa.com and www.truckcamperma-gazine.com These sites can be a great place for the beginner to ask questions to a bunch of truck camper owners with all types of campers.

Our Northstar campers are designed for serious campers. We use our personal camper all year round for all sorts of events. They are great for football games and ice fishing jamborees. It works great for a spare bedroom dur-ing the holidays too. He camps together with his brothers and parents at many area lakes and campgrounds every summer. This allows us to see how everything works and we use those experi-ences in designing our campers.

This is not something you see with the larger manufacturers in the RV market. A family busi-ness run by 2 brothers that love what they do is a great edge in selling campers in a competitive marketplace.

Rex and I will get a design idea, then run a prototype to see if the idea will be added to the line up of models we offer. We have tried many different construction methods over the years and have fined tuned the methods that work for us. Selling truck camp-ers not only takes a great product but standing behind your product and making sure the customer is happy is crucial. This is one of the things that set the Northstar Camper above the competition. Keeping in contact with custom-ers and changing with the trends in the marketplace helps keep the Northstar Campers rolling off the production line.

Willett family has made campers, toppers for nearly 50 years JUNE 2009

Rory Willett is president of R.C. Willett Co., Inc. /

Northstar Campers in Cedar Falls.

Contact him at (319) 233-3461 or www.northstarcampers.

com.

THE COURIERPAGE 28 www.wcfcourier.comcedar valley business monthly

Over the past decade more attention has been given to the

issues associat-ed with “at-risk youths.” Youth crime, violence, sex, substance abuse, and poor academic p e r f o r m a n c e are just a few of the relat-ed concerns. Research shows at-risk youths struggle with complex issues and situations that are caused by peers, fam-ily members,

and difficult social situations. The increased complications for today’s at-risk youth have forced

parents and agencies to work together to find solutions. There is growing interest in commu-nity-based efforts that help to educate and direct at-risk youths and families to of helpful ser-vices. Volunteering with youths is one of those services.

Many boys lack role models and turn to peer groups and the media for models of manhood and masculinity. Gender roles have become more convoluted as more families have become female-headed. As a result, many boys are confused about what it means to be a successful and good man. The declining number of male teachers also removes male role models from many boys’ lives, and male teachers are more likely to understand boys’ behavior and needs. Mentoring programs that give boys attention from suc-

cessful men are believed to be one answer, as well as programs to increase the number of men in the classroom.

All children have the potential to succeed in life and contribute to society. However, not all chil-dren get the support they need to thrive. It is estimated that an astounding 17.6 million young people — nearly half the popula-tion of young people between 10 and 18 years of age — live in situ-ations that put them at risk of not living up to their potential.

No matter how great a single mother is, she cannot replace what a father provides to a child. Research shows mothers are typically nurturing, soft, gen-tle, comforting, protective and emotional. Fathers tend to be challenging, prodding, encour-age risk taking, physical activity

and playfulness. Children need a balance of protection and rea-sonable risk taking. If a positive male role model is not present in the life of a child there is a void created in this area. Children who live in this environment are more likely to be academically challenged, involved in crimi-nal activity, premarital sexual activity and participate in other unhealthy activities.

Studies have shown involve-ment of a father or a positive male role model in the lives of children profoundly affects them. Inter-action between an adult male and child promotes a child’s physical well being, perceptual ability and competency for relat-ing with others. These children also demonstrate greater abil-ity to take initiative and evidence self-control.

If you have personal time avail-able or are a leader in your busi-ness, encourage your employees to be involved in community efforts such as mentoring, Boy Scouts, Girl Scouts, Big Broth-ers-Big Sisters, Boys &Girls Club, area schools or youth groups.

The Volunteer Center of Cedar Valley works with over 60 area member agencies. Many provide the opportunity for men to part-ner with youths to provide vol-unteer service or as mentors to directly affect the quality of life for area youth.

The agencies served by the Vol-unteer Center of Cedar Valley have many opportunities for you to provide a positive influence on youths.

Call (319) 272-2087 or visit anne_nass@vccv.org for details on how you can volunteer.

Volunteering and the importance of male role models

Anne E. Nass is communications coordinator of the Volunteer Center of Cedar Valley in

Waterloo. Contact her at (319) 272-2087

or anne_nass@vccv.org.

Find all your latest news in

JUNE 2009

More workers put off retirementThe Associated Press

U.S. workers are delaying retire-ment, a recent survey found.

The poll, by human resources and compensation consultancy Towers Perrin, found that 59 per-cent of those surveyed said they believed employees were delay-ing retirement, while 43 percent said workers were increasing loans and hardship withdrawals from company retirement sav-ings plans. Another 38 percent said they saw declining employee participation in defined-contri-bution plans.

Nearly half said they had closed or would soon close company plans to new participants, and another 10 percent were consid-ering doing so. However, only 8 percent of companies said they

had suspended matching contri-butions — although 19 percent were considering it.

Companies are also cutting medical benefits — 69 percent of those surveyed said they had or were considering reducing or cutting medical benefits for future retirees, while 57 per-cent of those polled said they had or were thinking about cut-ting medical benefits for current retirees.

Employers are also pushing more costs onto workers, with 81 percent of survey respondents saying they had or would consid-er tightening provisions in their prescription drug plans.

Towers Perrin polled a random group of 480 HR and benefit executives from its client base in February.

THE COURIER PAGE 29www.wcfcourier.com cedar valley business monthly

By DON MICHELS

Companies that have been around as long as Waterloo Mills

know you have to be prepared to face what-ever challenges come your way. How does a company do that?

First of all, you have to be flex-ible and willing to look at your business in new ways. There is nothing that sets a company up for failure

faster than holding on to old habits and justifying out-dated practices because “that’s the way we’ve always done it.”

If you can’t remember why you do things a certain way and the practice is no longer efficient or effective, then it’s time to con-sider new options. Are the prod-ucts you offer keeping pace with today’s market? Are you utiliz-ing the Internet to showcase your products and services?

Waterloo Mills Co. has been around since 1924 and has seen its share of change. We were originally located along the Cedar River where the Waterloo Com-munity Playhouse now resides. Our main focus was milling flour for the bakeries in the Cedar Valley and surrounding areas. Gradually, we moved into the ag market and began producing and marketing livestock feeds and dog food in chunks and meal as well as distributing products like fertilizer, seed and chick boxes.

As the ag picture changed, so did we. We still have our feed mill and manufacture our own line of feed. We still bag out feed ingre-dients and make custom mixes for customers. But as the years passed we saw a shift from casu-al to committed pet ownership and realized there was a serious market for quality pet products. So we added yet another dimen-sion by distributing premium pet products to independent pet stores, breeders and vets.

Waterloo Mills is an employ-ee-owned business and faces the same challenges other small businesses face in competing with “big-box” businesses. We

must constantly adapt to major shifts in products, markets and economic conditions and keep pace with the changing needs and expectations of the public.

The second critical aspect of running a healthy business is a strong focus on customer ser-vice. Each and every employee is in the business of customer service. It starts with taking the order accurately, having suffi-cient stock on hand, picking and packing the order with atten-tion to detail and delivering the order on time. When problems do occur we give the customer prompt attention and a solution that keeps them coming back. Competition is tough, and new players arrive on the field every day. So our employees work hard to deliver the kind of products

and service that ensure our cus-tomers will be ‘our’ customers for years to come. In a world with so many choices you need to give your clients a reason to choose you.

Finally, a third item to consider is diversification. Is your market too seasonal to carry you through the year? Is your focus so narrow that a slight shift in trends could endanger your business? It goes back to the old adage of putting “all of your eggs in one basket.” While no one can be all things to all people, you should make sure your market is broad enough to sustain you through season-al shifts and public whims. To maintain strong sales through-out the winter months when ag sales are naturally slow, Waterloo Mills distributes much needed

items such as ice melt, salt, snow removal tools and even boots. In the spring we sell grass seed, lawn fertilizers, potting soils, mulch and sweet corn seed. Hav-ing a ‘slow’ season makes it dif-ficult to have a profitable year. Adding products or services that keep sales strong throughout the year ensures that you can keep valuable employees and maintain critical cash flow.

Running a business can be a challenge, but it can also be very rewarding. I’ve been with Water-loo Mills Company for 33 years and consider the relationships I’ve developed there among my most valuable. At Waterloo Mills Company we have a commitment to excellence —and a commit-ment to one another. And that is the real secret to longevity.

Some secrets to business longevity

Don Michelsis president of

Waterloo Mills Co. Contact him at (800) 772-2045, ext. 21 or donmichels@

waterloomills.com.

Do postal business online and save time and money

The Associated Press

Get out of line at the post office.

While the price of a first-class stamp increased by 2 cents to 44 cents on May 11, there’s still sav-ings — of time and money — to be had online, at the United States Postal Service’s Web site.

You can buy stamps by the sheet and postage-paid priority mail envelopes. There’s an 8 per-cent discount on international Express shipping and a 5 percent discount for commercial priority mail.

The site also will send you, with no shipping charge, the boxes and envelopes you get for free at the post office.

Once you have your stamped packages and envelopes, you can drop them off at a post office without waiting in line.

Further, through the Post Office’s Click-N-Ship service and third-party vendors such as eBay Inc., Stamps.com or Endi-cia.com, consumers can print out postage, at whatever rate their envelope weight and destination requires, on a laser jet printer at work or home.

jUnE 2009

THE COURIERPAGE 30 www.wcfcourier.comcedar valley business monthly

As someone born and raised in Waterloo, I have a deep appreciation for the area and the values of the people who live here. I had lived in the area nearly my entire life when, after graduating from the Uni-versity of Northern Iowa, I left Iowa for a job in Wisconsin in the construction industry. After several years of working in Wisconsin and learning about the commercial c o n s t r u c t i o n industry, I pur-chased a division of the Minne-sota-based con-tractor Adolf-son & Peterson and formed The Samuels Group. When developing the approach to construction that we were going to take with The Samuels Group, I didn’t for-get the ethics and ideals that I learned while growing up in the Cedar Valley area.

A core value of The Samuels Group is sustainability, creat-ing buildings that are better for the environment and for the people that have to occupy and live near the buildings that we construct. Since we started The Samuels Group, we’ve expand-ed outside of the Wisconsin market, and I’m very proud to say that I am back in my home-town of Waterloo. The Samu-els Group has started several projects in the Waterloo area, and I’m excited to bring the

technology and innovation of “Green Building” to the com-munity in which I grew up.

The methods and techniques involved in Green Building increase the efficiency and have solid impacts on the usage of energy and water by buildings. Buildings consume 40 percent of our total energy, 70 percent of our electricity, 40 percent of our raw materials and 12 percent of our fresh water supplies. The efficiency of a facility built with sustainable techniques results in a 30-50 percent reduction in the usage of energy and water within that facility. The ben-efits to a community are clear when this kind of reduction can be realized.

Water alone is an increasingly precious resource; it is predict-ed that nearly 40 percent of the U.S. population will face water shortages by the year 2050. Recently, I heard some-one state that “water is the new oil,” without a doubt, this is becoming increasingly true in many regions of our country. With the addition of a few sim-ple features to a building, thou-sands of gallons of water can be saved every year.

Energy is clearly becoming a more expensive and scarce resource, and energy usage has a great impact on our environ-ment. Our usage of energy has also caused us to have to depend on and support some very vol-atile political relationships to sustain our needs. At current rates, the demand for energy is predicted to outpace supply by as early as 2020. Investing in

sustainable energy sources can ensure that this scenario does not occur, and green buildings can play a major part of reduc-ing our energy needs.

Additionally, green buildings reduce the amount of carbon emissions released by a struc-ture. Buildings account for 30 percent of all greenhouse gas emissions, and one of the great-est impacts that green build-ing can bring is a reduction of the amount of carbon that is released into the atmosphere.

If less water and energy usage, coupled with the reduc-tion in carbon emissions, aren’t enough to encourage someone to be excited about green build-ing, the savings are something that are undeniable. A typical building designed and built with sustainable principles costs around 1-2 percent more than a traditionally construct-

ed building. However, depend-ing on the characteristics of the building, the return on this ini-tial investment can be realized in less than 2-4 years. Once built, the savings and lessened impact on the environment continue long after the small upfront cost is recouped.

An example of the type of building we’ll be bringing to Waterloo is the new Cedar Bend Humane Society building at 1166 W. Airline Highway. A few of the sustainable elements built into the Humane Soci-ety building include the fact that the building was placed on a previously developed site to prevent urban sprawl. Nat-ural vegetation was preserved by restrictions on site distur-bance. All materials used in the building are low VOC (Volatile Organic Compounds) which reduce indoor air contami-

nates that are irritating and/or harmful to the well-being of installers and occupants of the building. Last, but not least, the building and parking lot will be heat reflective to pre-vent solar gain.

I’ve put an emphasis on green building at my business because, in coming back to my hometown, I can’t think of anything more important to me than ensuring that the beauty and resources of the Cedar Val-ley are preserved for future gen-erations. Additionally, green building can save businesses in Waterloo money, which can be reinvested into the commu-nity rather than sent elsewhere. Investing in green buildings is what I see as one of the most important steps we can take to invest in the future of our com-munity and future generations that live in the Cedar Valley.

JUNE 2009

Samuels Group’s values formed in Cedar Valley

Andrew Gilleis marketing

communication coordinator with

The Samuels Group, Wausau,

Wis. Contct him at (715) 841-1904

THE COURIER PAGE 31www.wcfcourier.com cedar valley business monthly

Kevin Schreiber is committed. He is committed to the service his staff provides and the quality of

the products they sell. Schreiber is general manager of Roth Jewelers.

Schreiber started working at Roth when he was just a kid, or so it seems. He started in the “back” — repair-ing jewelry, install-ing batteries in watches and set-ting diamonds. He has been coming

to 229 East Fifth St. for the bet-ter part of his adult life. Through years of education, tenacity and understanding the jewelry busi-ness, he’s now a familiar face to the patrons of Roth’s.

In these days of job hopping and looking for the green on the other side of the fence, Schreiber is the rare man who stayed with the same career and same com-pany. He’s been the right-hand man for Milton Roth. Schreiber is now a full-fledged goldsmith, gemologist, salesperson, man-ager and communicator of all things jewelry.

As a member of the American Gem Society, Schreiber must complete yearly rigorous exami-nations and adhere to the highest ethical and professional stan-dards in the jewelry industry.

Schreiber grew up in Water-loo, graduating from West High School, where he participated in wrestling. He’s been actively involved in the Boy Scouts, has done committee work with the Chamber and My Waterloo Days and is a supporter of the Cedar Valley Arboretum & Botanic Gardens.

Schreiber and his wife, Sue, have two children, Kelli and Greg — who now have joined the ranks of Roth Jewelers – selling, creating and providing the ser-vice expected in a fine jewelry establishment.

When you enter Roth Jewel-ers and ask for Schreiber, you’ll probably still hear “just a minute — he’s in the back.”

Schreiber’s commitment familiar to Roth Jewelers customers

Nancy Ober can be reached

at (319) 240-2554 or

nancy@nancyober.com.

JUnE 2009

THE COURIERPAGE 32 www.wcfcourier.comcedar valley business monthly

The Associated Press

More than 44,000 jobs have been lost this year to corporate mergers and acquisitions, said an outplacement firm.

Typically, those who work for the acquired company have more reason to fear layoffs. But John Challenger, chief executive of Challenger, Gray & Christmas Inc., said that’s not necessar-ily true. He notes the acquired company could have been bought to fill a need for specific expertise.

Oracle Corp.’s deal for Sun Microsystems Inc. announced this week may be like that, he said. The two fit together “like jigsaw pieces,” and the two may exist in more stand-alone fashion in the future rather than being condensed together.

However, those who work at the headquarters of the acquired company in a support role — accounting, purchasing, market-ing, human resources — should worry, Challenger said.

“Executives at the acquired company should be very wor-ried,” he said. “You only need one

executive in each role.”However, there are some things

you can do.Let new bosses know what

you’ve accomplished. They will likely not be aware. “Toot your own horn, more than you might normally,” Challenger said.

Develop relationships with people from the new company.

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The more people who can advo-cate for you in a new organiza-tion, the better. A merger can be a chance to erase bad blood with a previous boss — those people may be vulnerable to job loss now too.

Come early, stay late. Make sure people see you working hard, Challenger said.

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Melissa and Alan McKean purchased Classic Kitchen &

Bath from Trost Design six years ago, renaming the business and relocating it to 220 E. Fourth St. in the downtown district of Water-loo. The husband and wife team has expanded the business over the past six years to include cabi-

netry, countertops, tile, hard-wood flooring, closet systems and accessories to compliment every room of the home. Classic employs four full-time designers who specialize in creating spaces that are unique and inviting.

The company’s creative designs and great customer ser-vice enabled Classic Kitchen & Bath to become one of the most respected home improvement entities in eastern Iowa. The company’s use of many lines of products allows customers a wide choice of options.

“We have access to a great many products and styles that allow our customers to have flexibility in their designs and get a “look” to their project that can be unique,” said Alan.

Utilizing effective marketing techniques learned during more than twenty years in the adver-tising industry, the McKean’s have developed a company that has become known for innova-tive outreach techniques that have enabled Classic Kitchen and Bath to grow and prosper.

“Moving to our location on East Fourth Street five years ago has proven to be a good idea,” says Melissa McKean. “When we initially moved in, the tim-ing was just right as it was at the beginning of the remarkable rejuvenation of East Fourth as a true center of commerce.”

The area has become well-known for its excellent restau-rants and amenities, and further

retail expansion is a target of economic developers.

“We compete very well in the marketplace,” adds Alan McK-ean. “We pride ourselves in the use of creativity to help our cus-tomers save money on their proj-ects. We also work with them to understand a project’s design-through-completion process so that they know what to expect and when.”

One unique aspect of the com-pany is cooking classes held twice per month at the show-room. Classes consist of 20 to 25 attendees who sample recipes prepared on the spot while seat-ed around the granite counter of the working kitchen. The classes are conducted by area chefs who prepare a wide range of cuisines.

“We’re committed to providing the Cedar Valley with the best possible product while complet-ing a customer’s project on time and on or under budget. It’s their satisfaction and partnership in the process that means our suc-cess,” she said.

JUNE 2009

Classic Kitchen and Bath is unique in many ways

Tips on surviving a corporate merger

Melissa McKean

can be contacted at (319) 233-8878

THE COURIER PAGE 33www.wcfcourier.com cedar valley business monthly

Have you ever gotten home from an event feeling good because

you made some great contacts and met new people, only to realize you had a piece of spinach in your teeth the whole time? Why didn’t any-one tell you? What a way to make a first impression.

Think about it: Doesn’t your building’s exterior and

entrance serve the same function as a firm handshake and genuine smile when you first meet some-one? What first impression are you giving?

Go outside and down the block and approach your business. Does anything look out of place or messy? Take a different route than you typically do. Do you always enter through the back door? Go around and enter from the front. Don’t forget to look up. Are there any cobwebs or holes in your awning? Don’t forget to look down, as well. Do you see garbage, litter or cigarette butts? Have a neighbor walk by your storefront and give feedback on the impression that it made.

Here are some ways you can make a great first impression:

Get rid of cobwebs from awnings, doorways and windows.

Fix awning holes and tatters.Replace all tattered awnings,

flags and banners.Remove weeds in cracks,

flower beds and around any

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structure. Clean your windows and

remove window streaks.Pick up all litter in the grass,

bushes and trees. Make sure trash cans have

been emptied and cleaned.Sweep entry ways (rear

entrances and alleys too.Remove outdated posters and

window signs. Minimize window signage

to decrease clutter and enhance natural light.

Wash doors and entry ways.Clean window seats and blinds

or window coverings.Provide cigarette urns and

encourage customers and employees to use them.

Keep your plants and flowers green and healthy.

Replace unhealthy or dying flowers or shrubs.

Maintaining a clean storefront

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and entryway shows that you take pride in your environment and you want people to enjoy themselves and return. Sweeping the sidewalk and picking up litter is a good way to start out each day. Keeping the environment clean of litter and debris encour-ages people to think twice about littering and dropping cigarette

butts. Look at your own behavior, are you setting a good example? Do your neighbors and custom-ers know that you are proud to have their business? We can all contribute to keeping our City clean and beautiful.

As the saying goes, you never get a second chance to make a first impression.

Building appearance is key to making good business impression

Sindee Kleckner

is executive director of Main Street

Waterloo. Contact her at (319) 291-

2038 or kleckner@mainstreetwaterloo.

org

JUNE 2009

THE COURIERPAGE 34 www.wcfcourier.comcedar valley business monthly

One thing is certain: Change is a constant in life. In my 30 years

of banking, I’ve seen plenty.

I started my banking career in 1979 with an entry-level posi-tion at a Lin-coln, Neb., bank. Working in the collections and consumer loan areas taught me a lot about build-ing a good rapport with customers

and helped me develop the art of listening. This was especially critical when I weathered the recession and farm crisis dur-ing the early 1980s. Working with people facing the loss of their land and livelihood was a sobering but valuable learn-ing experience, and it’s stayed with me throughout my career. I’m grateful I had the chance to help those people and gain some insight from an adverse time in history.

Many times, change — like the recession in the ’80s and the economic downturn we are now experiencing — is difficult and can be viewed as a negative. But with practice, you can learn to use change as a motivator. Resist the urge to avoid tough circumstances. Work to accept the change and manage it in a way that makes you better, even stronger.

When it comes to your per-sonal and business finances, now is definitely not the time to ignore your situation because you are afraid of bad news. Instead, look to your trusted advisors, especially your banker, and review your mortgage, loans and savings programs to make sure you are headed in the right direction.

If you are a business owner, don’t stop after reviewing your finances. With competition for business at an all-time high, ask yourself if you are provid-ing a level of customer service that sets you apart from the pack. Exceeding expectations

can make the difference in get-ting — and keeping — custom-ers coming through the doors. Most businesses probably feel they are pretty good at customer service, but are they deliver-ing on the promise? Compare the times you’ve experienced extremely poor customer ser-vice with those when you’ve enjoyed over-the-top customer service. Which place of business will you return to? Which com-pany would you like to use as a model for your own?

Here are three ingredients I believe are essential to the suc-cess of Liberty Bank:

We only hire people with a high level of expertise, but more importantly, with a strong desire to provide a full-service experience every day for each customer.

We are dedicated to growing and improving our locations so we can remain a stable, long-term service provider, not only in the Waterloo and Cedar Falls communities, but throughout the state of Iowa.

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We have a broad range of products and services with ample capacity to take care of custom-ers from every walk of life and businesses of any size.

These points are basic, but I’ve found them to be effective. In today’s fast-paced world

■ and ever-changing economy, a return to simple fundamen-tals is not a bad idea. True suc-cess starts and ends with having dedicated, quality employees who embrace change, are com-mitted to their communities and passionate about what they do.

jUnE 2009

Lessons learned in a lifetime of banking

John Rathjen is Liberty Bank

market president. Contact him at

(319) 233-8527.

Cash in on kidsYour baby might be more than

a tax deduction — you could sell his or her stuff for quick cash.

Four out of five parents said in a recent poll their baby accumu-lated more in one year than they did in five years, and nearly half have converted an entire room to store baby items.

Still, only 7 percent said they resell baby items once their child has outgrown them, according to the survey commissioned by Kijiji.com, a classifieds Web site. Half of parents donate the items and about 60 percent said they hand them down to a friend or family member.

Although pricing depends on factors like brand name, original price and condition, the aver-age crib has a resale value of $37 and the average stroller sells for around $30, according to Intuit’s ItsDeductible software.

THE COURIER PAGE 35www.wcfcourier.com cedar valley business monthly

The Associated Press

Small-business owners are concerned about their retire-ment savings, nearly half have put a freeze on hiring, they are drinking way more caf-feine than they used to — but at least they haven’t given up on exercise.

The survey of small business-es, companies with 100 or fewer employees, by American Express, found that 48 percent have insti-tuted a hiring freeze, 39 percent have put in a salary freeze, and 37 percent are tapping their per-sonal assets.

Nearly 80 percent are worried about saving for retirement, and 55 percent say their retirement savings are not on track. Three years ago, only 41 percent felt that way.

Meanwhile, almost 60 per-cent say they aren’t planning any capital investments for the next six months. Of those who are, the biggest number — 30 per-cent — plan to put money into technology.

And 23 percent of small busi-ness owners said they were drinking 4 or more caffeinated drinks a day, compared to only 9 percent two years ago.

Exercise levels, however, remained constant. About a

quarter of those surveyed say they still exercise every day.

American Express’ business monitor survey is taken twice a year. It randomly surveyed 727 small business owners over the phone in February and March.

Men in business, women in business, new in business, seasoned in business, wher-

ever you fall, you need your health. Many b u s i n e s s e s have taken steps to pro-vide wellness p r o g r a m s , because they can not suc-ceed without their people. We hope that these ideas cause you to reflect on all

aspects of your health and take action.

Healthy mind — A healthy mind starts with a positive attitude and low-stress life-style. So much of our health depends on the choices we make about activities, people, emotions, etc. When it comes to stress, children teach us a lot about having fun and keep-ing life simple. From playing to getting a massage to orga-nizing to exercising, life offers many ways to reduce stress. For example, when you host a party this summer, ask everyone to bring something and only clean the areas your guests will see .

Healthy body — A healthy body comes from natural, bal-anced nutrition, regular exer-cise, avoiding unhealthy behav-iors and living in a non-toxic environment. Creating a healthy body can require a lot of time upfront yet result in fairly pain-less maintenance. You must do your research, make a plan, give yourself at least 21 days to create new habits and surround your-self with supportive people. You may want to ask a family mem-ber, friend or organizer to pro-vide accountability as you strive for a healthy body.

Healthy home — The home includes both the physical envi-

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ronment and emotional envi-ronment. To achieve a healthy physical environment, consider clean air, pure water, nontoxic cleaners and personal products and repairs. When it comes to the emotional environment, you will probably get more synergy, love and team work when you involve all family members in activities and chores. Basically, everyone wants to feel included. As a simple first step, you can create a central, family calendar and give each person their own color to keep you organized and connected .

Healthy business — A healthy business comes from healthy employees. If you cur-rently own or work for a busi-ness, brainstorm new ways to get to know and appreciate your internal and external cus-tomers. This may start with planning and organizing yearly check-ups and/or thank you campaigns.

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Tend to your health in all aspects of life

Jessica Crouch is Shaklee director with Organized For You! Contact her

at (319) 504-6689 or jessica@

Business owners stressed JUnE 2009

THE COURIER PAGE 37www.wcfcourier.com cedar valley business monthly

The Associated Press

Be careful how you greet the receptionist, because his or her impression of you could deter-mine whether you get hired.

A recent survey of 150 senior executives found that 61 percent said they consider their assis-tant’s opinion important when evaluating potential new hires.

“As soon as they enter the parking lot, job seekers should be on their best behavior,” said Robert Hosking, executive direc-tor of staffing firm OfficeTeam, which commissioned the sur-vey. “Just as treating the waiter rudely at a restaurant creates a bad impression, being discourte-ous or abrupt with a company’s receptionist or office staff can reveal character — or lack of it — in job applicants.”

OfficeTeam offers these tips to win over the hiring manager’s right-hand person:

Mind your phone etiquette. Learn the person’s name, and be friendly and professional when contacting the “gatekeeper.”

Make a memorable introduc-tion. Start a light conversation if it appears he or she isn’t too busy, and inquire about news or infor-mation about the organization you uncovered in your research.

Be engaged. After checking in, avoid snacking, chewing gum, talking on the phone or listening to your headphones.

Be sure to say goodbye to those you’ve met and thank any-one who assisted you.

qSCANDALOUS: Sure, Bernie

Madoff broke some hearts. But when it comes to the business

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world, scandals are nothing new.Madoff’s crimes of losing

billions of dollars on behalf of thousands of investors are listed among the 20 greatest crooked deals and downfalls in a book recently published by Fortune and Time Inc.

“Scandal! Amazing Tales that Shocked the World and Shaped Modern Business” recalls the Bre-X Minerals gold scam, how Enron was brought down, and the state bribery case of a former HealthSouth Corp. chief who was also a country singer.

“All of these scandals have, as a backdrop, a booming economy and a booming market, as well as exuberance that makes them easy to operate,” said Andy Ser-wer, managing editor of Fortune magazine. “Many cases see regu-lation following these outrageous

crimes. Unfortunately, another common point is that while peo-ple swore they’d never get caught up in this again, on a societal level we always do.”

Serwer’s favorite swindle was the story of an Italian tycoon who cheated a French bank, bought MGM studios and enjoyed a Hol-

lywood mogul lifestyle before his ownership dissolved and he was found guilty of fraud.

“The story’s got movie stars, big money and outrageous hubris that shocked Hollywood and the banking industry in Europe,” Serwer said. “What more could you ask for?”

JUNE 2009

Receptionist may hold key to that new position

THE COURIERPAGE 38 www.wcfcourier.comcedar valley business monthly

The Associated Press

The decision to cut jobs can be a painful one, but mistakes dur-ing that process can bring more troubles for a company down the road, an executive search firm says.

Salveson Stetson Group offers these common mistakes to avoid during layoffs:

— Not cutting deeply enough. Many companies try to lay off as few people as possible, when in reality business conditions may call for more significant action. A second or third round of downsizing can have a negative impact on employee morale.

— Cutting staff without an eye towards recovery. Evaluate business processes so that when business does pick up, your staff

can handle the upswing. Alter-natively, create a talent acqui-sition plan that’s immediately ready to execute.

— Neglecting the “survivors.” The employees who stay often have to take on more work with fewer resources, and are still reeling from the loss of their colleagues. Let them know you appreciate their hard work.

— Focusing too much on cur-rent economic issues at the expense of broader, demograph-ic issues. An aging workforce still means a severe talent short-age on the horizon, for instance.

— Failing to realize the cost of not filling a position. Consider how much the company might lose because a position is empty, or how much momentum will be lost in the market. Also remem-

ber that the absence of leader-ship positions could have a broad impact within the company.

— Forget that downturns cre-ate opportunities. Have a com-pensation plan that’s outdated? Now is the perfect time to make a change. You’ve got your team’s attention, and the climate is ripe for a new way of operating.

qEMERGENCY DECISIONS: If

your house was burning down and you could only take one thing with you, what would it be?

A recent poll commissioned by insurer Chubb Corp. found that nearly half would grab a family photo album, while a fifth would reach for money.

The phone survey of 1,000 Americans, conducted by Opin-ion Research Corp., found that 13

percent would take a laptop and 7 percent said their pet. Two per-cent wouldn’t leave their jewelry.

A third of respondents said they don’t store valuable docu-ments in a fire-resistant safe or at an off-premise location, the survey found. But 73 percent said

they’ve cleared their roof or gut-ters of leaves and debris, and 70 percent have removed dead or flammable plants and trees from around their homes.

Still, a fifth said they haven’t replaced the batteries in their smoke detectors.

JUNE 2009

Downsizing mistakes could hurt your business

THE COURIER PAGE 39www.wcfcourier.com cedar valley business monthly

The Associated Press

Your employer may offer tuition reimbursement, but in these try-ing economic times, how do you work up the nerve to cash in on the opportunity?

Katy Piotrowski, author of the new book “The Career Coward’s Guide to Career Advancement,” says at least half of American workers are offered educational benefits from their jobs. Still, many don’t know how to pur-sue these opportunities or jus-tify them to employers during an economic downturn.

“It’s easy to get into a scarcity mentality of, ‘Oh gosh, there’s just so little money around,’” Piotrowski said. “But companies are always looking to succeed and get to the next level. If you’re interested in learning new things that could position the company in a better way, it can be a win-win situation.”

Piotrowski offers these tips to approach employers about financial support for continued education opportunities:

Lead with your employer’s interests and ask which areas they would like to see the team develop expertise. Then, as you evaluate training programs, aim to incorporate your employer’s needs into courses that will also help you achieve your personal career training goals.

Provide hard data about how

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your improved education will result in increased productivity, profitability and opportunities.

Guarantee a good grade. Many businesses won’t cover employ-ee education costs unless they receive a “B” grade or higher. Offer a similar guarantee to your employer to prove that you are serious about success in the classroom.

Promise to stick around for a set period afterward. One pri-mary objection employers have to paying for education is that team members leave shortly after earning their degrees.

Offer to split the cost. Times are tight, especially now. If you meet objections about a weak bottom line, suggest that you split the cost. Some educational subsidy is better than none at all.

qDID YOU SEE THIS?: Sales

at your retail business are slid-ing and your customer base is dwindling, so it may be time to become the aggressively persis-tent salesperson.

“Retail Business Kit for Dum-mies” author Rick Segel says storeowners should maximize opportunities with customers, and gives these suggestions for getting the most out of anyone who walks in, logs in or calls in:

Sell the customer as much as possible. Then sell them some more. Remember these four magic words: “Did you see this?”

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Become a relentless data col-lector. Ask questions, observe when customers come into the store, and when they do make a purchase, collect contact infor-mation to send them information about your business.

Get in the habit of asking cus-tomers if they have any friends or family who would like what you sell, and offer an incentive like a gift card or discount.

Use coupons. They are a back-to-basics tool that always works.

Get your customers to sing your praises — and record their aria. Customer testimonials are the most powerful form of mar-keting for retailers.

Turn your customers into research sleuths. Ask where they’ve been shopping and what interesting merchandise or clever sales or promotions they’ve seen. It’ll help you make a special con-nection with your customer, and it’ll make them feel important.

qCAN YOU HEAR ME NOW?:

Considering changing hospi-tals because of poor cell phone reception?

A new study suggests people switch hotels, meeting facilities and even medical centers because of poor wireless service.

The telephone survey, conduct-ed by Opinion Research Corpora-tion and commissioned by wire-less services company Repeated Signal Solutions, found that 54

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percent of respondents said they wouldn’t return to a hotel if they couldn’t hear the other person on the line. Meanwhile, 48 percent said they would relocate their office and 36 percent would find

a new medical center or hospital due to poor wireless reception.

The study was based on inter-views with 1,000 adults and the margin of sampling error is 3 per-centage points.

Do you dare ask for that tuition help the boss promised?JUNE 2009

THE COURIERPAGE 40 www.wcfcourier.comcedar valley business monthly

NEW YORK (AP) — Small busi-nesses already working to hold costs down during the recession have another expense to contend with: higher postal rates.

The price of a first-class stamp went up two cents to 44 cents in May, the latest in a series of increases this year by the U.S. Postal Service and private ship-pers including FedEx Inc. and United Parcel Service Inc. The price hikes have motivated small business owners to think about how they can send letters, cards and packages more cheaply.

They’ve made Stacie Krajchir think about whether to mail or ship at all.

Krajchir’s Los Angeles-based public relations firm, The Bun-galow, routinely sends product samples to magazine editors. In the past, PR companies would shower samples on journalists, sending packages to any and every news outlet in the hope that someone would give them some publicity. Now, though, Krajchir’s staff is likely to call first to see how interested they are.

“Are they working on a story and looking at different products to include in a story?” Krajchir said. If so, her company will send them samples.

Like other small business own-ers, Krajchir has also found that being creative can also keep mail-ing and shipping costs down. So,

instead of sending several pack-ages to different editors at a sin-gle magazine, she’ll consolidate the shipments into a single box.

And when she’s asked to send something to an editor or other person requesting samples, she’ll ask if they have a delivery service account they’d like to use. Often, the recipient is willing to pay.

Many small business owners have also found delivery services and the Postal Service can help cut costs. Any company open-ing an account with a delivery service should be able to negoti-ate a price, especially if it has a large volume of mail. Remember, there’s a lot of competition out there, and, especially in a slow economy, the delivery companies want your business.

Technology offers small busi-nesses many ways to save money on mailing and shipping costs. It is easy to send printed material by e-mail, or through file trans-fer Web sites that can accommo-date documents and files that are too large for many e-mail sys-tems. These methods eliminate not only postage costs, but also printing and labor expenses.

There are also Web sites that can help businesses comparison shop among delivery services.

Small businesses are also sav-ing by switching to Web-based or e-mail billing rather than snail-mail invoices.

Tamara Wilson’s PR firm does so much work via e-mail, includ-ing newsletters and billing, that her monthly postage bill is now about $200 instead of the $2,000 or $3,000 she used to spend.

When she does mail out press kits, which are traditionally folders with information about a company, product or service, they’re no longer on paper. They’re on flash drives that cost considerably less to mail.

Sometimes, though, Wilson will spend more on mailings for strategic reasons. For example, she’ll send envelopes with eye-catching stamps that she buys online. The price premium is worth it to her if it will help her mailings get noticed.

She’s also having invitations to an upcoming event hand-deliv-ered. She believes that some-times personal service can have a greater impact than a letter that arrives in the mail or an e-mail that just pops into an inbox.

Owners who have employ-ees need to be sure that staffers all understand the need to find cheaper ways of shipping. That means teaching them not to use the most expensive overnight ser-vice unless a package absolutely has to arrive early in the morning (cheaper next-day services often deliver before noon, anyhow).

If a company uses stamps rath-er than postage meters, employ-

ees should know to use a 44-cent stamp and a 17-cent stamp on a two-ounce letter — not two 44-cent stamps.

Unless all your employees

understand mailing costs, there can be an unpleasant surprise when the next bill arrives from your delivery service. Or, when your postage meter runs out.

JUNE 2009

Postal increase forces businesses to cut back

THE COURIER PAGE 41www.wcfcourier.com cedar valley business monthly

Greg Saul, an agent’s agent.Gregory Saul is owner and CEO

of Professional Insurance Plan-ners and Consultants (PIPAC) and PIPAC Life.

Both companies are distribu-tors of health and life insurance products for independent insur-ance agents. PIPAC is a wholesaler for various health insurance car-riers and a preferred distributor of Wellmark Blue Cross and Blue Shield for Iowa and South Dakota. PIPAC Life is a life brokerage firm that sells life, annuities, long-term care and disability products to independent agents nationwide. Both are managed and operated from the lower level of the PIPAC Cen-tre on the Lake in Cedar Falls.

As president and CEO, Saul under-stands his clients (agents). His busi-nesses grew from a need that was not being met in the “insurance trenches.”

After returning home from Vietnam in 1971, where Saul was wounded and received the Purple Heart and Bronze Star, he started a career in insurance by accident. At the time, he responded to an employment opportunity that he thought was a position in adver-tising, but instead, found it was a job selling cancer, accident and major medical insurance policies with Capper’s Weekly and later with Wallace Farmer Insurance Services.

Saul spent several years cold-calling farmers, and he became a pro at field underwriting many health conditions. In most cases, the local agency could only insure people with preferred health. Many times the agent in Iowa had difficulty insuring a client whose health was substandard or impaired. Greg could help — he knew the companies to insure clients who had trouble getting coverage.

Because of this need, Saul founded Professional Insurance Planners and Consultants in 1981. As PIPAC grew, it was operated from several Cedar Falls locations over the years with the help of his wife and business partner, Lea Ann, who was a Cedar Falls farm girl. They were both passionate about working hard to help agents find the right type of insurance for their clients.

“The best-trained and best equipped army wins the war, and likewise, the best-educated and best-equipped agent sells more insurance. PIPAC is in the busi-ness of serving others,” Saul said. “We help the independent agents solve problems for their clients while offering the most competi-tive health and life products in the industry.”

In 2007, Saul decided to provide more opportunities for his inde-pendent agents by adding PIPAC Life, a division of PIPAC. This was a natural progression to add a Life, Annuity, Long Term Care, and Disability insurance area to the already successful PIPAC (health insurance) company. PIPAC Life offers more than 50 top companies and is now a national Indepen-dent Marketing Organization of life insurance companies such as Cincinnati Life, Western Reserve Life, North American, AVIVA, Genworth, MetLife, West Coast Life, Prudential, John Hancock, The Hartford, United of Omaha and Transamerica to name a few.

Over the years, Saul has suc-cessfully built an exceptional staff of the most outstanding, knowl-edgeable and dedicated people in the insurance business.

Greg is exceptionally proud of the excellent customer service and attention to detail that is given to the agents and the clients they serve. The employees at PIPAC and PIPAC LIFE are trained to give “Positively Outrageous Service.”

“There is no surprise as presi-dent, Greg Saul has created and nurtured a company dedicated to providing agents with exquisite service along with insurance and annuity products which offer the best possible solutions for enhanc-

ing long-term client security. I would happily recommend them to any agent,” said Steve Bush from West Des Moines.

Today PIPAC and PIPAC Life continue to grow and employ more than 35 full-time employ-ees with 1,200 active independent insurance agents.

In 2004, Greg and Lea Ann built PIPAC Centre on the Lake to fulfill two needs — to create a facility to hold educational seminars for PIPAC and PIPAC Life indepen-dent insurance agents; and to pro-vide the community a place that could be used for business and family functions. While the Sauls remain sole owners of the PIPAC Centre on the Lake facility, the top level of the building consists of Park Place and Ferrari’s, which is currently leased to the Barmuda Corporation. This summer marks the fifth anniversary of the PIPAC Centre on the Lake.

Saul has given back to the entire community—giving has always been at the heart of his family’s businesses and the community. The Greg and Lea Ann Saul Fam-ily Foundation has given to many charitable causes over the years including: UNI McLeod Center, Sturgis Falls Car Show, annu-al sponsors of the Sturgis Falls ‘50s and ‘60s Dance, Cedar Falls Schools, Alternatives Pregnancy Center, American Heart Asso-ciation, Sartori Festival of Trees, Mix Kids, and Tornado and Flood Relief.

Saul is currently on the Broker Advisory Council with Wellmark Blue Cross and Blue Shield of Iowa and Wellmark Blue Cross and Blue Shield of South Dakota and also on Delta Dental of Iowa’s Broker

Advisory and Customer Relations Boards. Besides his involvement in the insurance industry, Greg is also passionate about cars and softball. He serves on the committee for

the Sturgis Falls Car Show and has been playing competitive softball for over 31 years. Last year, he was inducted into the Waterloo Soft-ball Association Hall of Fame.

JUnE 2009

PIPAC founder helps fill need in insurance field

Penny Sundis marketing and creative services director for PIPAC

in Cedar Falls. Contact her at

(319) 268-7134, (319) 277-8541 or penny@pipac.com

CorrectionOn page 14 of the May Cedar

Valley Business Monthly, the PIPAC Centre on the Lake, owned by Greg and Lea Ann Saul, was erroneously called the Park Place Event Centre. The building is called the PIPAC Centre on the Lake. The Park Place Event Cen-tre is the banquet facility leased to the Barmuda Corp.

THE COURIERPAGE 42 www.wcfcourier.comcedar valley business monthly

As with virtually all busi-nesses, nonprofit organizations must balance the importance of a compelling mission with the

reality of main-taining a bal-anced budget. It may not be gen-erally known that nonprofit organizations typically oper-ate in a financial atmosphere in which revenues exceed expens-es. As with any other business, nonprofits are not immune to bankruptcy and must maintain a

positive cash flow.On the other hand, a nonprofit

organization is not in business to accrue a profit, even though it is necessary in order to con-tinue its existence and finan-cial stability. Any revenues that exceed expenses go back to the organization rather than owners, stockholders, or employees.

Balancing the budget is a chal-lenge for all businesses, including nonprofits. As we work through difficult economic times, that balancing act is more difficult.

Some nonprofit executives approach financial management from a perspective of scarcity, especially when times are tough. Their organizations are charac-terized by cutbacks, overly cau-tious purchasing, making due, and reactionary decision-mak-ing. These strategies are some-times necessary, especially when the organization is dealt a blow or caught by surprise circum-stances. At the same time, these strategies, especially when they become part of the culture of the organization, can have a dramat-ic negative affect on the orga-nization and the quality of its services. Staff morale, turnover, service quality and team spirit are all negatively impacted through this “scarcity” mentality.

I have observed organizations that stress a scarcity perspec-

tive even when their financial outlook seems rosy. Sadly, these organizations seem to have high turnover, low morale and fre-quently poor service quality. These organizations seem to lack vitality, new ideas and strategic thinking. They are going through the motions. Their missions have become stale and uninteresting.

In spite of economic difficul-ties, we are still responsible for responding to the mission. Non-profit missions do not include a caveat that allows them to use poor economic conditions as an excuse to shortchange stake-holders. For North Star Com-munity Services, our mission drives what we do every day; “To empower each person to realize potential, pursue dreams and enjoy life”.

To us, our mission is vital and motivational, regardless of our financial situation.

The opposite approach of scarcity is the perspective of abundance, even when times are tough. The abundance view goes beyond dollars and cents and approaches financial man-agement from a more holistic perspective, considering all the resources at our disposal. Staff members frequently have excel-lent ideas if given the opportu-nity to give input.

Well-meaning and committed members of boards of directors have excellent resources which can be tapped to assist organiza-tions if given the necessary infor-mation. Families and individu-als receiving services frequently have excellent ideas about how services could be made more efficient and effective. Donors, contributors and other support-ers provide vital financial, mate-rial and in-kind resources.

Several years ago, we were in the process of planning a new day program to incorporate com-munity integration with educa-tional and recreational activities. Our planning process involved having all of the staff that would be working in this new program brainstorm ideas about how the program should look, how

we could maximize integrated activities, and volunteer activi-ties that we could pursue in the community. One staff member suggested we produce an inte-grated play. It would involve sets and costume designs, a set crew, actors, singers, etc. There was something there for every-one it seemed. Some of the people involved would not have disabilities.

Though it seemed like a daunt-ing task, in the spring of 2008, we produced “Alice the Musical” to a packed house, and this spring, we produced “The Wizard of Oz” hosted by the Gallagher Bluedorn Performing Acts Center at UNI. All of this started with one idea from one staff person. The team came together and made it hap-pen because they were given the opportunity to fulfill the mission and use their ideas and talents.

Involving stakeholders in the process of preparing for financial difficulties significantly increas-es their willingness to help. It also helps the organization avoid the scarcity mentality and allows it to become part of the organi-zation’s culture.

This more proactive approach, the perspective of abundance, allows the organization and its stakeholders to identify the problems facing the organiza-tion, plot a course of action to get through to a more desirable out-come, strategically move in the direction of the plan, and finally find themselves and the organi-zation in a better situation.

It is vitally important, though, to keep the compelling nature of the organization’s mission statement at the forefront of any planning process. The mission, especially when all of the stake-holders have a strong belief in its necessity, can be a driving force toward surviving and even thriv-ing in difficult economic times.

The abundance approach seems to me to involve several key elements. It should be mis-sion-driven, stakeholders should be involved and communication is a key. There is one final impor-tant element, though, to “abun-

dance” thinking: When the cri-sis is over, when the problem is solved, when the organization has survived and thrived even through a very difficult situa-

tion, do not forget to celebrate, to reward, to remember, to make sure that everyone knows that their efforts are appreciated and that each person had a part.

The importance of balancing mission, bottom lineJUNE 2009

Mark Witmeris executive director

of North Star Community Services

Inc., Waterloo. Contact him at (319) 236-0901 or www.

northstarcs.org.

THE COURIER PAGE 43www.wcfcourier.com cedar valley business monthly

NEW YORK (AP) — When Marty Kotis looked at his company’s monthly wireless bill, he found a stunning charge — for 2,500 text messages on a single staffer’s phone.

There was more: Another staff-er had 800, and a third, 700.

But Kotis, who owns a real estate development firm in Greensboro, N.C., didn’t repri-mand his employees, although many of the messages were per-sonal in nature. Instead, he put it all into perspective.

“The people that had the high text numbers are very good at their jobs,” said Kotis, presi-dent of Kotis Properties. “They worked weekends, extra hours. I had them do a lot of things for me outside of general work hours.”

Just a few years ago, own-ers were adjusting to workers spending time surfing the Inter-net. Now, it’s texting friends or communicating via Facebook or Twitter. And bosses are learn-ing that as long as the work is getting done, it makes sense to let employees take high-tech breaks.

As Kotis pointed out, many staffers are also working well outside of business hours. “There is blending of work and personal

time going on,” he said, and so it’s fair for employees to take some time during the work day for per-sonal matters.

He said of his own company, “we give them things like work cell phones and ask them to carry them at 8 at night to take calls.”

Clamping down on texting, Twitter and the like can give your workplace an unpleasant atmo-sphere — something that could ultimately hurt your productivity now, and make it hard for you to retain good employees, especially as the economy improves.

“You have to give an environ-ment where people want to be,” said Damian Bazadona, owner of Situation Interactive, a New York-based marketing firm. He also noted there’s a quid-pro-quo in many businesses — the same people who are texting are often eating lunch at their desks.

Both Kotis and Bazadona noted that activities like texting and using Facebook and Twitter are more likely to be done by younger staffers, who use these tools to communicate with the entire world. That means they’re prob-ably using those communication channels for work, too. Kotis said one of his employees “pretty much did a deal through text.”

The key is being sure that employees aren’t abusing the privilege of spending personal time on the Internet or texting at work. Kotis recalled an employee who was sending and receiving personal e-mails during a meet-ing, and acting as if he was tak-ing notes about the session on a laptop.

“He got fired on the spot for that,” Kotis said.

Kotis’ employee wasn’t being discreet about e-mailing, so it was easy to catch him. But a lot of high-tech communicating is harder to detect.

Not to worry, Bazadona said, a worker’s falling productivity will alert an owner to a problem.

“You can tell in their workload,” he said, adding that co-workers who are pulling their weight are likely to let a boss know when someone else is goofing off.

Kotis said that hiring a solid, hard-working staff should mean that a small business will have few problems with employees spending too much time online or texting. In the few cases where that has happened, Kotis found when he questioned staffers they would acknowledge they’ve had too much high-tech down time.

Kotis said he approached a

staffer who was spending too much time on Facebook, and the employee immediately cut back.

The staffer with the huge text bill didn’t realize how many mes-

sages she had sent and received. She offered to pay for her per-sonal messages, and told Kotis, “I want to let you know I’m not just wasting your time.”

JUNE 2009

Let workers text and Twitter, business owners say

Baby bust foreshadowed recessionWASHINGTON (AP) — Did Amer-

ica’s moms and dads and poten-tial parents see the meltdown coming before the economists?

Just before the earliest stages of the recession, there was a steep decline in the population growth of children less than a year old, new census figures show.

Experts have long known that with rising job cuts and home foreclosures, couples often decide the timing isn’t right to add children to their household. But the mystery here is that the pregnancy falloff reflected in the government data actually began months before Wall Street’s plunge last September.

The number of babies increased only 0.9 percent between July 2007 and July 2008, a sharp drop from the record-setting 2.7 per-cent growth for the preceding year.

Mississippi saw the biggest decline in the number of babies born during the year, dropping 3.9 percent, followed by Louisi-ana and Vermont. On the other end of the scale, North Dakota — historically noted for losing rather than gaining population — registered a 3.9 percent increase.

The numbers hint at the tan-talizing notion that America’s family planners outperformed its financial planners in predicting

the rough economic times.“It’s a very good question,” said

Stephanie Ventura, a demogra-pher for the National Center for Health Statistics, part of the U.S. Centers for Disease Control and Prevention. It’s too early to know the reasons for the drop-off, she said, until demographic break-downs become available later this year. Teen births have been driving recent increases.

Ventura said U.S. couples, who on average have two children, might have instinctively known to slow down amid early signs of economic trouble.

See BABY BUST, page 44

THE COURIERPAGE 44 www.wcfcourier.com

NEW YORK (AP) — One of the first questions many small business owners hear from accountants at tax time is whether they’ve start-ed or funded a retirement plan. That’s a painful topic for many owners during a recession.

A company owner worried about cash flow might feel there’s no choice but to forgo starting a plan, or, if the business already has one, cutting back or sus-pending matches to employees’ plan contributions. Small busi-nesses that do suspend or reduce matches are part of a growing list of companies including Fortune 500 members FedEx Inc., UPS Inc., Sprint Nextel Inc. and Vis-teon Corp. trying to preserve sag-ging profits or cut their losses.

Still other companies might be in good financial shape, but are curtailing these benefits because they’re concerned about what lies ahead in this recession. Or, they might be shying away from starting a plan, assuming that employees aren’t interested right now because stocks keep falling.

People who advise small com-panies about finances or employ-ment matters generally advocate setting up and funding a retire-ment plan, even in tough times, because it’s good for business.

“Especially for a small business that’s becoming an attraction that employees want to have,” said Richard G. Rawson, presi-dent of Administaff, a Houston-

based company that provides human resources outsourc-ing. “They want to save for the future.”

Retirement plans have been a huge recruitment and retention tool, and cutting these benefits will be painful for staffers. Raw-son noted, however, that in this economy, many people are likely to understand. “They’re happy to have a job,” he said.

Companies continue to start plans despite the recession. Raw-son said 78 Administaff small-business customers set up plans in January, compared with 89 a year earlier. And the number of companies starting plans in 2008 rose from the previous year — 755 versus 719.

If a company really doesn’t have the money to contribute to the plan, it can at least cre-ate retirement accounts that employees can fund themselves through contributions deducted from their paychecks. Ameri-cans clearly want to save more; the Commerce Department has reported that the nation’s savings rate, as a percentage of after-tax incomes, rose to 2.9 percent in the last three months of 2008, up sharply from 1.2 percent in the third quarter and less than 1 percent a year earlier.

Moreover, Rawson said, “one of the reasons for setting up a plan at this point, with the market so far down, this is a great opportu-

nity for people to be investing.”Of course, there are options

besides stocks for retirement plans, so employees who are fear-ful of the market can still save and get a tax benefit. The simplest retirement plans include sav-ings accounts at banks, and more complex 401(k)s usually include a guaranteed income option that protects a saver’s principal.

The tax laws provide some wig-gle room for small businesses that have a retirement plan known as a SEP, or Simplified Employee Pension, or a SIMPLE, short for Simplified Employee Pension. Employers’ matching contribu-tions to these plans don’t need to be made until the due date of the employer’s return, includ-ing extensions. That means 2008 contributions for a corporation don’t need to be made until Sept. 15, and a sole proprietor filing a Schedule C along with a 1040 form has until Oct. 15 — provided that the employer has gotten an automatic extension of the April 15 filing deadline.

This also means that contribu-tions for 2009 don’t have to be made until well into 2010.

Moreover, a small business owner who wants to create a SEP plan, which is the simplest and least paperwork-burdened of the retirement plans, can still set one up for 2008 as long as it’s done by the filing deadlines.

Owners should consult with

tax professionals, and perhaps with human resources consul-tants before setting up retire-ment plans. The IRS has a primer on retirement plans aimed at

small companies: Publication 560, Retirement Plans for Small Businesses. It can be found on the agency’s Web site at www.irs.gov/pub/irs-pdf/p560.pdf.

cedar valley business monthly JUNE 2009

Many small businesses ponder 401(k) funding

“They might have wanted to hold back,” she said.

There didn’t seem to be out-wardly clear signs of trouble around the corner. During the months when these couples were conceiving babies — or were choosing not to — the stock market was still rising toward its peak above 14,000, unemploy-ment was relatively flat at about 4.5 percent and consumer confi-dence was reasonably high.

On the other hand, housing

prices were near their peak, a pressure on young families. And in hindsight, some banking fail-ures later identified as early signs of the recession were occurring as early as summer 2007, when gasoline costs also began to rise.

The number of births tends to drop during economic downturns. Figures from the National Center for Health Statistics show a drop in the birth rate during recessions that began in 2001, 1982 and 1973. During the Great Depression, the rate plunged nearly 26 percent in a single decade.

“The economy does matter,” said Mark Mather, an associate

vice president at the nonprofit Population Research Bureau. “If prospects look worse for families, they’re going to be very likely to have fewer kids.”

Decreases in the number of babies were concentrated in the Old South. Of the 13 places that reported fewer babies in 2008, seven — Mississippi, Louisiana, South Carolina, Arkansas, Flori-da, Georgia and Alabama — were in the Old South. Two New Eng-land states, Vermont and Maine, had fewer babies. The District of Columbia, Hawaii, Nevada and Maryland also registered decreases.

baby bustFrom page 43

THE COURIER PAGE 45www.wcfcourier.com cedar valley business monthly

Jim Rose, a principal with Ament, Inc. Engineers, Archi-tects and Surveyors, leads the survey services division of the company. He oversees four pro-fessional land surveyors and five survey technicians who perform work throughout Iowa and Illi-nois. Prior to joining Ament, Jim operated his own company in the Quad Cities.

Rose draws on 30 years of expe-rience as a professional land sur-veyor to describe his career path and encourage young people to consider entering the field.

Q: When and why did you choose surveying as a career?

A: I made the decision to become a surveyor in my junior year of high school. I grew up in the Mark Twain Forest area of southeast Missouri and had hoped to become a forester or timber land manager. At that time (1973) there were more people graduating with forestry degrees than there were avail-able jobs.

My grandfather had helped on several survey crews and was always talking about sur-veying and how he wished he had pursued it as a career. With forestry being somewhat ruled out, surveying seemed to be the next logical choice to a young outdoorsman.

Q: What would you say to young people who are consider-ing entering your field?

A: I would first let them know that even though ability with numbers is essential to this pro-fession, they must also be good communicators in order to suc-ceed in this field. I originally thought that my professional career would be somewhat removed from the general pub-lic. However, I have found that I need to communicate complex mathematical and legal issues to

other professionals (law, engi-neering, architecture) and to lay people on a regular basis.

I would also tell anyone con-sidering this field that it truly is a wonderful career. I spent the first twenty years in the field learning my profession in the great outdoors, learning to search for evidence and clues to boundary location, making measurements, and analyzing that information to draw a pro-fessional opinion.

This profession allows you to experience math, history, law and business. It is a great voca-tion for someone who has var-ied interests and doesn’t want to be focused on one thing all the time.

Q: What are the toughest chal-lenges facing your profession today, and how do you meet those challenges?

A: One of our challenges has to do with training young survey-ors. Our true purpose is not to “measure” but to retrace. The system of land ownership in our country is one of the best in the world and has evolved from great minds (George Washing-ton, Thomas Jefferson, et. al.) with extraordinary vision, and is based on the principle of “fol-lowing in the footsteps of the original surveyor.” It is our pro-fessional obligation to continu-ally teach the next generation of land surveyors that measure-ments are only a very small part of what we are charged with; we truly are the stewards of history preserving the rights of land-owners via offering profession-al, educated opinions as to the location of land division lines.

Q: You are a leader in your company. What personal values do you draw upon and how are those values expressed in the day to day activities of your firm?

A: I go back to my youth, growing up in a very poor eco-nomic area of the Ozark foothills in Missouri. Although economi-cally challenged I was extremely blessed by having parents and family members that taught me the value of hard work and hon-esty. I think we sometimes try to make life too complicated. It really is simple: work hard, help others and remember the only thing you will leave on this earth is your reputation. I use this mantra for every interaction I have, whether it be with man-agement or clients. I am only as good as my word and my past deeds. The same is true for our company.

Q: Have you had mentors in your career?

A: Three gentlemen that were Armed Forces veterans, two of them from World War II, were my mentors. Without their mentoring I would never have achieved the goals I had set for myself as a young surveyor.

At this stage of my career, I enjoy “giving back” by taking opportunities to talk with young people about land surveying. I have taught surveying classes at night at Blackhawk College in Moline, Ill., presented edu-cational talks to civic groups, and talked about the profession of surveying with high school classes, grade school classes, boy scouts and anyone that would listen.

Q: Do you participate in any professional associations?

A: I am active in the Illinois Professional Land Surveyors Association (IPLSA), and have served in every chapter office at the local level. Over the past decade I have also served at the state level as secretary, presi-dent elect, president and past president. I also belong to the

National Society of Profession-al Surveyors and the American Council of Consulting Engi-neers, as well as professional land surveying associations in

Iowa, Wisconsin and Missouri.

Jim Rose is vice president of surveying for Ament Inc., Moline, Ill. Contact him at (309) 762-3617 or jrose@ament.com.

Professional land surveyor looks back on 30 years JUNE 2009

Get your money’s worth

Advertising in the Cedar Valley Business Monthly is an efficient way to spend your dollars. To place a display ad, call 291-1497 from 8 a.m. to 5 p.m. Monday through Friday. Our account

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THE COURIERPAGE 46 www.wcfcourier.comcedar valley business monthly

By JIM OFFNERCourier Business Editor

WATERLOO — A company can achieve growth even in down economic times, according to Dan Adams.

Adams, president of Fishers, Ind.-based Advanced Industrial Marketing Inc., has just chroni-cled steps to achieve that growth in “New Product Blueprinting: The Handbook for B2B Organic Growth,” which is available at bookstores nationwide.

“The good news is you don’t have to go that route,” Adams said. “You’ve probably tightened up other areas of your opera-tion in response to the recession — and you can do the same with your growth efforts.”

Adams suggests five small-budget growth ideas companies can implement right away.

Find out what your customers really want — not what you want them to want.

Long-term growth begins when business owners gain an edge on their rivals, where their custom-ers’ true needs are concerned, said Adams, who has coached hundreds of B2B new product teams through his company. He said when his clients start to use advanced methods to interview customers, they are generally surprised by what customers say they want. Clients learn that they had been planning to develop a product that interested them, not their customers.

Because of that philosophy, Adams said, the average “hit rate” for products under devel-opment is only 1 in 4.

“Companies are not using the right techniques to unearth true customer wants and needs,” he said. “But no one can afford to introduce failed products these days.”

Conduct customer interviews remotely.

Doing so is more effective than one might suspect, Adams said, adding that flying in to meet your customers, wherever they may be is inefficient, especially in an era of increasingly restrictive travel budgets.

Adams suggests considering Web conference-based cus-tomer interviews, using a service such as Live Meeting, WebEx, or GoToMeeting.

He acknowledges it isn’t as effective as a face-to-face inter-view, but it’s the next-best thing, and it offers some benefits.

“For example, you can have more people ‘from your side’ in remote customer interviews than in a face-to-face interview,” Adams said. “And if the cus-tomer’s key buying influences — manufacturing, technical, mar-keting, and so forth — are located in different facilities, it’s easier to have them all ‘at the meeting.’”

Adams said there is a free bul-letin on making the most of Web conference customer interviews at http://newproductblueprint-ing.com/vocviawebcon.

Get everyone listening to the voice of the customer.

A “flawed” approach Adams cites is that some large firms keep a small staff of highly trained “voice of the customer,” or VOC, experts on hand to interview your customers and prepare a report detailing that customer’s needs.

Most businesses chalk up thousands of face-to-face cus-tomer meetings during the course of a year, as sales reps, technical service reps, and oth-ers go about their duties, so these people should be trained as VOC experts, Adams says.

“They’ve already gained the customer’s trust, they know the customer’s language and there’s no extra travel cost,” Adams said. “Best of all, you’ll develop a repu-tation among customers as ‘that supplier who really listens to us.’”

Use other people’s knowledge. “I have a lot of smart clients,

yet many are stuck in the past in important areas,” Adams said.

There are two reasons, he said. First, more work is being required of fewer employees.

“Most of us want two things out of our jobs — to contribute and to learn — but in today’s pressure cooker, there is little time to learn and apply fresh thinking,” Adams said. “Second, useful knowledge is exploding. Each year, mankind

generates enough new informa-tion to fill half-a-million Librar-ies of Congress. Who can keep up?”

There are plenty of new tools businesspeople have for pro-cessing and using information, Adams said. One is searching for books on sites like Amazon.com.

“I buy over a hundred a year and am amazed at the brilliant thinking I can access for a pit-tance,” Adams said.

Another tool is search engines, such as Google, which should provide a trove of shared knowl-edge, Adams added.

He also suggests tapping into associations. such as www.APQC.org and www.ISBM.org for benchmarking and shared learning.

Bring your training in-house.Adams suggests bringing train-

ing in as opposed to sending employees to expensive out-of-town conferences.

“In some cases, the attendee returns to your company, shares what she learned with colleagues, and things change for the bet-ter,” Adams said. “More often, though, the conference materials stay stuffed in a bag and nothing changes. That’s too bad, because these affairs often cost $3,000 to $5,000 per person with travel costs. Compare that to private, in-house training, where the trainer comes to you.”

Beyond the cost savings are cus-tomizing the training to fit a par-ticular company and its distinct mission and the ability to teach all employees simultaneously the same lessons using the same terms and methods, which great-ly improves implementation.

“The business leader also can hold attendees accountable and drive change with a solid post-workshop follow-up plan,” Adams said.

Adams said implement-ing those steps are particularly important because rival compa-nies probably aren’t doing the same thing.

“There is great economic uncertainty now, but we can say with confidence that this down-turn — like all others before it —

will end,” Adams said. “So while your competitors are completely immersed in hand-wringing, why not focus some percentage of your energy on the eventual upturn? Thinking in new ways

may do more for your future growth than spending-as-usual would have.”

Contact Jim Offner at (319) 291-1598 or jim.offner@wcfcourier.com.

JUNE 2009

Author offers tips for building your company in a weak economy