mobility december 2010

Magazine of Worldwide ERC December 2010

MOBILITY

Inside This Month:

European VAT Update

Long-distance Commuting

Balancing Talent Management and

Productivity

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2 MOBILITY/DECEMBER 2010

MOBILITY (ISSN 0195-8194) is published monthly by Worldwide ERC, 4401 WilsonBoulevard, Suite 510, Arlington, VA 22203-4195, +1 703 842 3400. MOBILITYexamines key issues affecting the global mobility workforce for the benefit of employersand firms or individuals providing specific services to relocated employees and theirfamilies. The opinions expressed in MOBILITY are those of the authors and do notnecessarily reflect the opinions of Worldwide ERC. MOBILITY is printed in the UnitedStates of America. Periodical postage paid at Arlington, VA, and additional mailing offices.Worldwide ERC members receive one annual subscription with their membership dues.Subscriptions are available to both members and non-members at $48 each per year.Copyright by Worldwide ERC. All rights reserved. Neither all nor part of the contentspublished herein may be reproduced in any form without written permission of WorldwideERC.

POSTMASTER: send address changes to MOBILITY, Worldwide ERC , 4401 WilsonBoulevard, Suite 510, Arlington, VA 22203-4195

EXECUTIVE COMMITTEE

President

MICHAEL (MIKE) C. WASHBOURN, SCRP, GMS, Pfizer Inc., Peapack, NJ

Vice President

SUSAN SCHNEIDER, SCRP, GMS, Plus Relocation Services, Inc., Minneapolis, MN

Secretary/Treasurer

PAMELA (PAM) J. OCONNOR, SCRP, Leading Real Estate Companies of the World, Chicago, IL

Chairman, Board of Directors

AL BLUMENBERG, SCRP, NEI Global Relocation, Omaha, NE

BOARD OF DIRECTORS

CORI L. BEAUDET, SCRP, SGMS, SC JohnsonA Family Company, Racine, WI

LISA CARAVELLA, CRP, Bank of America, Plano, TX

JAY K. DELICH, SCRP, SRA, IFA, Arizona Appraisal Team, LLC, Scottsdale, AZ

MARIO FERRARO, Deloitte Consulting Pty Ltd., SINGAPORE

MARK GIORGINI, GMS, China Vanke Co. Ltd., Shenzhen, CHINA

WILLIAM (BILL) GRAEBEL, SGMS, Graebel Relocation Services Worldwide, Aurora, CO

JOHNNY H. HAINES, SCRP, SGMS, Deloitte, Hermitage, TN

LARS LYKKE IVERSEN, Santa Fe Relocation Services, Hong Kong, CHINA

CHRISTOPHER (CHRIS) JAMES, Bechtel Corporation, Phoenix, AZ

JO LAY, SCRP, SGMS, Coldwell Banker Central Region Relocation, Chicago, IL

EARL LEE, Prudential Real Estate and Relocation Services, Scottsdale, AZ

STEPHEN C. MCGARRY, SCRP, WPP, New York, NY

SANTRUPT MISRA, PH.D., Aditya Birla Management Corporation Ltd., Mumbai, INDIA

JOY MORRISON, SCRP, SGMS, PepsiCo, Inc., Purchase, NY

STEVEN A. NORD, Alpharetta, GA

JOHN PFEIFFER, GMS, Mustang Engineering, L.P., Houston, TX

PANDRA RICHIE, SCRP, SGMS, Long & Foster Corporate Real Estate Services Division, Chantilly, VA

C. MATTHEW (MATT) SPINOLO, SCRP, SGMS, CARTUS, Memphis, TN

EX-OFFICIO

Chairman, U.S. Advisory Council

AL BLUMENBERG, SCRP, NEI Global Relocation, Omaha, NE

Chairman, Foundation for Workforce Mobility

KEVIN E. RUSSELL, SCRP, PHH Mortgage, Mt. Laurel, NJ

Chairman, Global Advisory Council

SANTRUPT MISRA, PH.D., Aditya Birla Management Corporation Ltd., Mumbai, INDIA

Chairman, Government Relations Council

C. MATTHEW (MATT) SPINOLO, SCRP, SGMS, CARTUS, Memphis, TN

CHIEF EXECUTIVE OFFICER

PEGGY SMITH, SCRP, SGMS, Worldwide ERC, Arlington, VA

Calendar MOBILITY Vol. 31 No. 12 December 2010

MARCH 2011Global Mobility Specialist (GMS) TrainingMarch 4, 5, and 7 Shanghai, China

Global Workforce Summit: Focus on Asia-PacificMarch 8-9Shanghai, China

MAY 2011National Relocation ConferenceMay 18-20 Las Vegas, NV

OCTOBER 2011Global Workforce SymposiumOctober 12-14Denver, CO

MAY 2012National Relocation ConferenceMay 9-11 San Antonio, TX

OCTOBER 2012Global Workforce SymposiumOctober 3-5Washington, DC

MAY 2013National Relocation ConferenceMay 15-17San Diego, CA

Correction

In the October 2010 Executive Spotlight column, the location for Jolyce Ledvina was incorrectly listed. It shouldread San Jose, CA.

MOBILITY regrets this error

dec_calendar1_khan.qxd 11/16/10 3:13 PM Page 2

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Even before the natural linkbetween talent management andmobility began to emerge, compa-nies had begun integrating their tal-ent functions within the organiza-tion. Talent research firm Bersin &Associates reports that consolidatingtalent management activities under asingle position is growing, from 21percent in 2008 to 30 percent today.About 70 percent of those are still inthe early phases of integrating talentmanagement with other processesand systems used to make businessdecisions.

Recently I shared the presentersplatform with Mike Piker, seniorhuman capital international consul-tant for Mercer, and his presentationNext-gen Mobility: New Challen -ges, New Solutions spoke volumes.Mike showed how HR has beenmoving up the organizational valuechain from operational executor totalent manager to the ultimateplatform: strategy architect. Hepainted a picture of next generationglobal mobility that incorporatesinformation products, peer-to-peernetworks, and analytic tools to shapeand guide a globally mobile work-force that delivers peak performancewith consistency.

Analytics are a hot topic thesedays. In the Harvard Business Reviewarticle, Competing on Talent Ana -lytics, by Thomas H. Davenport,Jeanne Harris, and Jeremy Shapiro,the authors make the case for collect-ing and analyzing six kinds of dataranging from Human-CapitalFactsthe key indicators of anorganizations overall healthto theTalent Supply Chainhow work-force needs should adapt to changes

in the business environment. Theauthors report companies that haveseen the remarkable competitiveadvantages possible by studying suchinformationsuch as Starbucks,Limited Brands, and Best Buycanprecisely identify the value of a 0.1percent increase in engagementamong employees at a particularstore. And at Best Buy, for example,that value is more than $100,000 inthe stores annual operating in -come. But they issue a caution, too,not to get so caught up in the datathat unnecessary metrics are collect-ed, that data used should also moni-tor changes in organizational priori-ties, and that companies shouldguard against losing the human sideof talent management in the process.

In its report Talent Mobility2020: The Next Generation ofInternational Assignments,PricewaterhouseCoopers (PwC) pre-dicts that the mobile assignee popu-lation will have grown almost 50 per-cent since the year 2000. The PwCreport also reflected the growingprominence and importance of glob-al talent mobility: the WorldEconomic Forum put this topic highon the agenda of its Annual Meeting2010 in Davos, Switzerland. Theworlds business, political, and aca-

demic leaders united in agreeing onthe importance of encouraging talentmobility to stimulate economies inboth developed and developingcountries. To set the stage for thepredicted upcoming massive talentshortages, the Forum is encourag-ing government, business, andacademia to collaborate on solutionsto the challenges that exist today.

The mobile population is increas-ing, and globalization drives integra-tion. At our recent Global WorkforceSymposium, the session LeveragingWorkforce Mobility to SupportTalent Management BusinessStrategies focused on the benefits ofpartnering mobility programs withtalent management.One of the take-aways: within the next 10 years, acompanys ability to develop globaltalent will dictate the success of thatcompany in the future. Globalmobility professionals can play a keyrole in bridging the gap betweenmobility and talent management byeducating the company on how to bestrategic with their assignment poli-cies.

Its clear that we have an ambi-tious agenda in our industry. Ourjourney has taken us from point-to-point relocations to more complexvariations of in-country and country-to-country assignments, with all theintricacies that entails.

Talent management and mobility.Like any marriage, this one will relyon good communication, room forgrowth, and a commitment to part-nership in any environment.

Peggy Smith, SCRP, SGMSChief Executive Officer

Worldwide ERC

Perceptions

The Perfect Marriage: Talent Management and Mobility

Psychologist and author Robert C. Dodd once said, the goal in marriage is not to think alike, but to

think together. And as more companies see the value of joining their talent management function with

their mobility strategy in wholly matrimony, we will see the power of these two significant processes

thinking together.

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2009 Fragomen Mobility Mag Full Page Ad 2.pdf 1 6/11/2009 12:59:55 PMcvr_cvr1.qxd 11/12/10 4:17 PM Page 2

Magazine of Worldwide ERC

MOBILITY

Features

24 Moving Into the FutureBy Eric Reed, CRP, GMS38 Commoditized Services: Balance Between Quality and Cost

By Boris Populoh

44 Balancing Talent Mobility with Talent ProductivityBy Jill Heineck, CRP

48 European VAT Charges on Mobility ServicesBy Johannes Laxafoss, Peggy Smith, SCRP, SGMS,

and Joseph Morabito, SCRP

58 Reality in the Workplace: Long-distance CommutingBy David Barlow, SCRP, SGMS

68 Are You Practicing Responsible Employee Mobility?By Jennifer Harvey

74 Can You Afford International AssignmentSuccess? A Business Case for Investment inCultural Assessment and TrainingBy Michael F. Tucker, PH.D., CMC

44

74

38

48

DE

NDSPOT-

MOBILITY/DECEMBER 2010 7

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Magazine of Worldwide ERC

MOBILITY

D E P A R T M E N T S

2 CALENDAR

4 PERCEPTIONS The Perfect Marriage: Talent Management and Mobility

By Peggy Smith, SCRP, SGMS

10 AROUND THE WORLDWIDE ERC

12 EXECUTIVE SPOTLIGHT

15 INDUSTRY SPOTLIGHT

15 WORLDWIDE ERC TRENDSPOTTING

18 QUICK TAKES

20 RAC REPORT

79 GLOBILITY

80 LAST PAGE

MOBILITYS T A F FVice President & PublisherJerry [email protected]

Managing EditorFrank [email protected]

E D I T O R I A L A D V I S O R Y C O M M I T T E E

ChairmanJo Lay, SCRP, SGMS, Coldwell Banker Central Region Relocation, Northbrook, IL

Alex Alpert, Wheaton World Wide Moving, Tucson, AZ

Michele Bar-Pereg, Bar-Pereg Group, Amsterdam, THE NETHERLANDS

Tamara Bianchi, CRP, Capital Relocation Services, Denver, CO

Robert F. Burch, SCRP, Alexanders Mobility Services, Baltimore, MD

Christopher R. Chalk, CRP, GMS, Dependable Auto Shippers, Inc., Smyrna, GA

Alex Chua, Newport Real Estate Limited, Shanghai, CHINA

Brenda Darrow-Fuhs, Bank of America, Longmont, CO

Terry Baxter Davis, SCRP, SGMS, Ernst & Young LLP, Cleveland, OH

Anne Dean, GMS, Living Abroad, LLC, Norwalk, CT

Tim Denney, Stirling Henry Global Migration, Sydney, AUSTRALIA

Marge A. Dillon, CRP, GMS, Little Elm, TX

Sean Dubberke, RW3 LLC, New York, NY

Deborah A. Dull, CRP, GMS, Crown Relocations, Houston, TX

Kari Hamilton, ABODA, Inc., Redmond, WA

Nancy F. Harmann, CRP, GMS, Latter & Blum, Inc., Realtors, New Orleans, LA

Gustavo Higuera, CRP, GMS, Prudential Real Estate and Relocation Services, Scottsdale, AZ

Christine E. Holland, GMS, Massachusetts Institute of Technology, Cambridge, MA

Ronald Huiskamp, GMS, Dwellworks, LLC, Kirkland, WA

Rob Johnson, SCRP, SGMS, Altair Global Relocation, Plano, TX

Jeff Knapton, SIRVA Relocation, Westmont, IL

Anne-Claude Lambelet, SGMS, ACL Consulting, Geneva, SWITZERLAND

Tacita Lewars, GMS, Globaforce Incorporated, Calgery, Alberta, CANADA

Cindy Madden, CRP, Cartus, Danbury, CT

Tim McCarney, GMS, Weichert Relocation Resources Inc., Norwell, MA

Nino Nelissen, SGMS, Executive Mobility Group, Schlipol Airport, THE NETHERLANDS

Constance Pegushin, Berry Appleman & Leiden LLP, San Francisco, CA

Elizabeth Perelstein, School Choice International, White Plains, NY

Patricia Pollard, CRP, GMS, Coldwell Banker United Realtors, Houston, TX

Maureen Bridget Rabotin, GMS, Effective Global Leadership, Paris, FRANCE

Michelle Sandlin, CRP, John Daugherty Realtors, Inc., Houston, TX

Stefanie R. Schreck, CRP, GMS, American International Group, New York, NY

Scott T. Sullivan, Brookfield Global Relocation Services, Woodridge, IL

Mara Terrace, Siemens Corporation, Global Shared Services NA, Orlando, FL

Sherrie Tessier, CVS, Woonsocket, RI

Jody Walstrom, Plus Relocation Services Inc., Minneapolis, MN

Allie Williamson, CRP, OneWorld Relocation Services, Naples, FL

Nick Woodhams, SGMS, Woodhams Relocation Centre, Sydney, AUSTRALIA

Design/Production: Ideas, Communicated, LLC, Vienna, VA,www.ideascommunicated.com

Printing: CADMUS Specialty Publications, Richmond, VAReprints: Katina Moaney, CADMUS Reprint Services,

[email protected]; +1 866 487 5625 ext. 3736

Advertising Sales: Glen Cox, National Sales Manager, The Townsend Group, Bethesda, MD+1 301 215 6710; ext. 109;

[email protected]


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Prudential Real Estate and Relocation Services

THANK YOU FORTRUSTING USWITH YOURMOST VALUABLEASSETS. Relocating can be a stressful time for transferees andtheir familiesnot to mention their employers. PrudentialRelocation is committed to making the experience a

positive one for all involved. Our team of relocationexperts works closely with top-quality supply-chainpartners who are just as dedicated to providing thebest care and service in the business. Which is whywere confident we can deliver on the trust you placein us. And why were proud to be the #1 choice ofrelocated employees and relocation managers alike.

How can we make relocation easier for you?Call 1-877-418-0617 and find out moreor visit www.prudential.com/relocation

*Measured by Net Satisfaction.Sixteenth annual Nationwide Relocating Employee Survey, 2010 Trippel Survey & Research, LLC. SixthAnnual Relocation Managers Survey - International Policy and Service Providers Performance, 2010 Trippel Survey & Research, LLC. 2010 Prudential Financial, Inc., and its related entities.All rights reserved.

Trippel Survey & Research, LLC*by Relocated Employees1st

Trippel Survey & Research, LLCby Relocation Managers1st

1cd/Job NoJob NaRELO TRAWARDSPub: MoIssue DProd: bLive sizTrim sizBleed s

______

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______Prepared213 Was(973) 802



Around the Worldwide ERC

The New Relocation Appraisal Training Program

Kevin Rich, SCRP, CMC, Receives H. Cris Collie Legacy Award

The Worldwide ERC Foundation forWorkforce Mobility recently namedKevin Rich, SCRP, vice president,

global business for New World Van Lines,Inc., as the third recipient of its H. CrisCollie Legacy Award.

Former Worldwide ERC CEO CrisCollies retirement in 2008 after a 36-yeartenure brought deep recognition and appre-ciation of his personal and professionalimpact on the workforce mobility indus-try.To pay tribute to Collies legacy ofexcellence, an award was created in his name by theWorldwide ERC Foundation for Workforce Mobility.

Former Foundation Chairman Jill Silvas, SCRP, PacificUnion International, and 2009 recipient of the honor,delivered the H. Cris Collie Legacy Award to Rich, notingthat, I am most pleased to be the one to confer thisaward this year to an individual who exhibits deep personaland professional integrity, a commitment to our industryand to other Worldwide ERC members, and compassionfor others. Those who know him have been touched by hispositive, outgoing, selfless spirit over the years.

Richs history with Worldwide ERC includes a rangeof significant committee assignments, authorship ofMOBILITY magazine articles, and participation as a speak-er, moderator, and panelist at numerous WorldwideERC meetings. He was the first service industry repre-sentative to be elected President of the associations

Board of Directors, was a charter trustee ofthe Worldwide ERC Foundation forWorkforce Mobility and subsequently,Foundation Chairman, and holds theCertified Moving Consultant (CMC) andSenior Certified Relocation Professional(SCRP) designations. He also is a memberof the Worldwide ERC Hall of Leaders.

In accepting the award, Rich said, forme to be compared with Cris Collie,someone I have known, loved, andadmired for so long, is indescribable and

more than a little humbling. Like Cris, there are so manyof you who do so much for this industry, for WorldwideERC, for your companies, families, communities, andchurches and much of what you do is without fanfareor recognition. Some of us are blessed with the opportu-nities and good fortune to serve and to be publicly recog-nized like this.

I want to thank those who nominated and selectedme for the Cris Collie Legacy Award; Worldwide ERC

for the opportunities I have had to serve; my employer,New World Van Lines, and the Marx family for encour-aging and supporting my active ERC involvement; myformer employer, Clark & Reid Company for doing thesame; my wife Susan, for her unwavering supportthroughout my career and our 40 years of marriage, andGod, for blessing me so richly with family, friends, healthand opportunity. Thank you for the gift of my surprise.

Kevin Rich and wife,Susan

The Worldwide ERC Summary Appraisal Report

underwent major revisions this summer, and nowincludes a logical step-by-step methodology for

analyzing market trends and making market change andforecasting adjustments. Training on this new form isnow available online.

The training is organized into three pre-recorded mod-ules, each of which lasts approximately an hour:

Module 1: Concepts in Relocation Appraising Module 2: The Worldwide ERC Summary

Appraisal Report: an Overview Module 3: Developing the Market Change and

Forecasting Adjustments in the Relocation Appraisal Members who complete this training will be identified

with the Worldwide ERC Appraisal Trained 2010notation in our Directory.Please note that the deadline

to make it into the printed version of the 2011 Directoryis December 31, 2010less than a month away.

The training costs $125 for Worldwide ERC membersand $195 for non-members (To members who earnedthe Worldwide ERC Appraisal Trained notation forthe previous, 2003 edition of the form, we are offeringyou the training at a discounted price of $99, betweennow and the end of the month.).

After December 31, 2010, Worldwide ERC will nolonger support the 2003 form, and the notation earned forcompleting that training will be retired at the end of 2011.

More details are available on our website atwww.WorldwideERC.org/pages/RATP.aspx. If you have any questions, please do not hesitate to e-mail [email protected] or call +1 703 842 3430.

around_dec10_globility.qxd 11/16/10 4:26 PM Page 2


Executive Spotlight

Paragon Relocation, Irving, TX,has named Scott Williamsonmanager, global business develop-ment covering the southern UnitedStates region. Anna Waters has beennamed director, global businessdevelopment covering the north cen-tral United States and much ofCanada.

CottinghamChalkHayes,Charlotte, NC, has named MoniqueBalint relocation coordinator.

Stefan Keller has joined ArpinInternational Group as sales managerat the companys Wiesbaden, Ger -many, customer service center.

Coldwell Banker United,Realtors, Columbia, SC, has addedseveral new sales associates to itsoffices. Anne Kirkland and CherylTrueblood joined the Irmo office.

Cathy Boozer has joined theNortheast office. Lauren Gilstrap has

joined the Midtown office. BrandonTrivette has joined the Lexingtonoffice.

Marriott ExecuStay, Bethesda, MD,has named Michelle Gobrecht,CRP, GMS, director of national salesfor the Eastern region.

PODS Enterprises, Inc., Clear -water, FL, has named Clive Burtonvice president of sales.

RealtySouth, Birmingham, AL, hasadded several new agents to itsoffices. Tiffany McCall has joinedthe First Realty office. Clint Hayes,Wilsie Hayes, and Lynn Lang havejoined the Inverness office. DawnMead has joined the Mountain BrookCrestline office. Betty Gowins hasjoined the Oneonta office. TiffanyBallard has joined the Over theMountain Alford office. BernardGunn has joined the Shelby office.

Saunders 1865, London, UnitedKingdom, recently honored AnnDinsdale, GMS, senior vice presi-dentclient services, at a specialevening celebrating her 25th anniver-sary with the firm.

Joan M. Erni, CRP, GMS, direc-tor of relocation and referral servicesfor Michael Saunders & Company,Sarasota, FL, has been appointed tothe national board of the RelocationDirectors Council. 2010, Worldwide ERC

The strength of a team isin the quality of people itrecruits.

Now is the time to strengthen your team with the best players. The Worldwide ERC Career Center is the premier niche job board for the global workforce mobility industry, providing you with professional, quality candidates with experience and expertise.

Jobs.WorldwideERC.orgThe CareerCenter

Executive Spotlight highlights the job changes and achievementsof employee mobility professionals. E-mail your hiring and promo-tion announcements, as well as your regional group communications,to [email protected].

Not only will the releases appear in Executive Spotlight, but alsowill show up in Names in the News on the Worldwide ERC website,www.WorldwideERC.org. Please visit: http://www.worldwideerc.org/Pages/NIN-MOBILITY.aspx

for regular updates on mobility industry professionals. Does Worldwide ERC have your most up-to-date contact infor-

mation? If not, let us know atwww.worldwideerc.org/_layouts/FormServer.aspx?XsnLocation=/members%20only%20form/member%20information%20change.xsn?openin=browser

Join Us Online for Announcements

dec_exec_khan.qxd 11/16/10 4:04 PM Page 2

WWW.WHRG.COM | 800.523.3318

INNOVATIVE SOLUTIONS. CONCRETE RESULTS.


Taxand, a global organization oftax advisory firms to multina-tional businesses, recently took theposition that multinational organiza-tions can boost the effective take-home pay of European employees byas much as 12 percent by restructur-ing reward packages.

According to the release, globalcompensation, equity, and employ-ment tax experts convened inMadrid, Spain, during the last weekof October to explore global com-pensation trends, finding that multi-national organizations are imple-menting compensation packages ona country-by-country basis as op -posed to a global or pan-Europeanbasis. By doing so, they fail to takeadvantage of cost efficiencies thatthen can be passed on to staff. Inaddition, according to Taxand, mid-dle managers often are overlookedwhen it concerns pay and benefitsdesign in favor of senior executives.

According to the release, by nottaking advantage of the benefits ofcentralized benefit buying power,combined with local tax efficientcompensation arrangements, multi-nationals and their employees aremissing out on pay increases. Taxandsays that by focusing on maximizingtake-home pay and more meaning-ful benefits-in-kind, employerscould allow employees to take homeup to 12 percent in additional after-tax pay and buying power at little orno cost.

The case for creative remunera-tion has never been stronger, saidSarah Pickering, global compensa-tion, equity, and employment taxservice line leader for Taxand. Asthe job market picks up companiesneed to hold onto their talentedemployees. Yet in the current envi-ronment of low bonuses, staticannual pay, underwater or unvested

stock plan awards, headcount reduc-tion, and potential increases in per-sonal tax rates, incentivizing staff is areal challenge. In todays globalemployment marketplace a nationalremuneration strategy is no longersufficient.

Multinationals need to revisit taxefficient pay structures, for examplesalary sacrifice plans that give socialsecurity savings as well as providingbenefits with reduced income tax.Secondly, purchasing employee bene-fits on a regional or global basis forexample pan-European or globalmedical insurance policies, allows

improved benefits or cost savings tobe negotiated. Thirdly, providingemployees with more benefit choicesmeans that take-home pay goes fur-ther leaving employees more sparecash for other things.

Middle managers or the marzi-pan layer can be the lifeblood ofan organization. They include theleaders of tomorrow. They can makeor break change and growth initia-tives on the ground and are oftenthe employee group with the mosttechnical experience and employerinvestment. They implement strategyon behalf of executives yet they


Industry Spotlight

Restructuring Rewards Can Boost EuropeanEmployees Pay

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UniGroup Worldwide UTS, St. Louis, MO, has announced that its Singapore and Hong Kong offices are now FIDI/FAIM accredited international movers.

Berlitz International, Inc., Princeton, NJ, in conjuction with its parent company, Benesse Corporation, Okayama, Japan,announced the launch of its global Berlitz Kids English program in more than 550 locations in more than 70 countries.

CORTs, Fairfax, VA, Global Furniture Network has announced its expansion into more than 60 countries. Fry-Wagner Moving and Storage, St. Louis, MO, has announced it has been accepted as a member of the MoveSeniors.com

online resource database.EXIT Realty Corp. International, Orlando, FL, has selected VScreen, Inc. as its preferred video provider for corporate online

marketing.GO Furnished Housing Providers, New York, NY, a national partnership of furnished housing providers, has announced its

launch as a provider in the corporate apartments industry following 11 corporate apartment providers joining together in an operational and marketing partnership.The partnership includes Blvd Suites Corporate Housing, ExecNet Properties;Furnished Quarters; Minto Group Inc.; Murphys Corporate Lodging; The Pidgeon Company; PrestigeAccommodations; Suite Accommodations; Suite Solutions; Synergy Corporate Housing; and TP Corporate Housing.

Arpin Group, East Warwick, RI, has announced a partnership with 1-800-GOT-JUNK? to provide its customers with the companys services.

Edina Realty, Edina, MN, has announced searchable rental properties in Minnesota, western Wisconsin, and Fargo, ND, on itswebsite, www.edinarealty.com.

Meyer Real Estate, Gulf Shores, AL, has announced an affiliation with Century 21 Real Esate LLC. The brokerage will nowbe known as CENTURY 21 Meyer Real Estate.

ERA Franchise Systems LLC, Parsippany, NJ, has announced the launch of ERA TopRecruiterSM, a recruiting system for itsfranchisees.

NRT LLC, Parspippany, NJ, has announced that its Coldwell Banker Residential Brokerage company in the San FranciscoBay Area has acquired the assets of Cashin Company, Realtors. The firm will now operate under the banner of ColdwellBanker Residential Brokerage.

FYI

Industry Spotlight

dont get the recognition and perks.Increasingly they are heavily taxedthey may just fall into a countryshighest tax thresholdand are thegroup where reduced or removedstate benefits hurt most. Conse -quently, they are the group who arethe most likely to move jobs for thebenefit of a few thousand euros insalary increase.

The direct and indirect costs tothe employer of replacement far out-weigh the salary increase gained bythe employee. However, new rewardplans are only effective if the value

they can deliver to employees is rec-ognized.

This goes beyond communica-tion of how the plan works to actual-ly educating employees on widerfinancial matters. Focusing on mid-dle manager reward policies is asmart forward move for all compa-nies.

According to the release, the topfive areas for multinationals to con-sider when reviewing compensationstructures are tax and social securityfree or reduced rate remunerationchoices such as child care vouchers,

bicycles, gym membership, and wel-fare assistance; purchasing benefits inkind in bulk and on a pan-European or global basis; offeringemployees increased choice to designa benefit package that suits theirindividual circumstances; use ofexternal providers who have technol-ogy-based administration tools thatoffer more cost efficient operation;and improved communication ofbenefits combined with financialeducation so employees know thetrue value of an offer and can makeinformed decisions.

industry_dec10_khan.qxd 11/16/10 5:46 PM Page 2

Bridging Continents & Cultures

Chicago Houston Los Angeles New York Philadelphia San Francisco

Calgary Montreal Toronto Vancouver London, UK Hong Kong



Quick Takes

Right now Worldwide ERC members are exchanging questions, answers, and ideas in our online discussion forums and blogs, such as:U.S. Domestic Relocation Member Forum: Have you had special situations where a plant needed to

recruit beyond the local area and provided relocation benefits for production positions? If so, what benefits didyou provide?

Has your corporate policy been amended to exclude properties that fall into any one of the following cate-gories: short sale, foreclosure, trust, and/or divorce? With the very recent news regarding the larger banks halting foreclosures for a period of time, do you see this impacting your departure side moves or only your destination program (employee is purchasing a foreclosure)?

Global Workforce Mobility Member Forum: Does anyone currently have a no-fee business model forGlobal Mobility? Perhaps someone can provide the pros and cons of such a model.

Mobility LawBlog In his November 9 post, Worldwide ERC General Counsel Dick Mansfield analyzes afederal court decision just handed down that illustrates the complexity of the new normal property law, andpoints out some important real world lessons relevant to anyone involved in domestic homesale programs. Hesays, lien priorities may not always be what they seem, and this applies to short sales, foreclosure sale/purchases, and should be pointed out in predecision counseling. The IRS, or indeed other secondary lien hold-er, is now more likely to challenge foreclosures and short sales, especially where there is a large interest at stake.By throwing the foreclosure into something other than a slam dunk through a challenge to the documenta-tion, secondary lien holders now have garnered an important tactical advantage they did not have in the past.This is an effect that needs to be considered in making risk assessments of any distressed property sale or pur-chase.

China Blog: In a November post, Mark Giorgini, GMS, global HR expert living and working inGuangdong, China, shares his plans to attend the final competition for the first local expatriate talent showwhat he says is the Chinese version of The Gong Show. The purpose of the performance, Giorgini writes,is to test the foreigners Chinese language ability, knowledge of China, and most importantly, provide theChinese staff with opportunity for riotous laughter.

To read the blogs and join the discussions, go to www.WorldwideERC.org/pages/web2.0.aspx. Please notethat while the Worldwide ERC blogs are public, access to discussion forums is available only to WorldwideERC members.

Communities

Number of Virtual Workers Expected to Increase

According to a new online poll conducted by RightManagement, Philadelphia, PA, in September 2010,the number of employees working remotely is expectedto increase during the next 12 months.

According to the poll, which queried 330 U.S.employers on the changes they anticipate in the numberof virtual workers in their organizations, three out of fourrespondents already had employees who work remotely,and of those, almost half expect their number to increaseor significantly increase during the year ahead.

It is no surprise that the number of virtual employeeswill continue to increase given the widespread nature ofthis trend, the cost pressures organizations face, increased

sophistication of technology, and the growing number ofemployees who have come to expect this kind of flexiblework arrangement, said Michael Haid, senior vice presi-dent of global solutions for Right Management. But thevery rapid rise in their numbers suggested by the surveymeans companies may be challenged if they dont havethe right people in these roles.

Virtual isnt a good fit for everyone and managementneeds to take that into account, said Haid. In order tobe effective, virtual employees need to have certaintraits adaptability, autonomy, decisiveness, dependabili-ty, tolerance for stress, and resourcefulness. A virtualteam wont work effectively if some members arent ableto self-manage and contribute responsibly.

quicktakes_dec_khan.qxd 11/16/10 5:34 PM Page 1

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_ _ y_ q gcvr_cvr1.qxd 11/8/10 3:02 PM Page 2


O maha, NE, is located onNebraskas eastern boundary.Flanking the Missouri River, Omahaboasts a population of 454,000 mak-ing it the 60th-largest city in theUnited States. The Greater OmahaMSA is comprised of eight countiesand has a population of 838,855making it the 40th-largest MSA inthe country.

Home to the headquarters of fiveFortune 500 companies, the popula-tion in the Greater Omaha area hasgrown by 9.6 percent since 2000.Most recently BestPlaces.net rankedOmaha third in Best Cities to relo-cate in America.

Omaha has enjoyed slow and steadygrowth. It has avoided the boom andbust cycle the coastal areas and someof the other large cities in the countryhas experienced. Through 2007, sell-ers could reasonably expect to selltheir homes at a price that was equalto or higher than what they paid for it.Market growth was uninterruptedfrom 1989, when Con-Agra andUnion Pacific Railroad respectivelyannounced that their corporate head-quarters would not only remain inOmaha but also build new corporatefacilities and expand employmentthrough 2006. Omahas employmentpeaked at 469,000 in 2008.

The market in Omaha peaked in2004, which marked the consumma-tion of a large inbound corporatemove. Homebuilders, who anticipat-ed that Omaha would see more largeinbound moves, began to flood themarket with new speculation con-struction. By the end of 2005, specu-lative new construction inventorieshad grown four-fold and market

price appreciation began to slow. Through 2007, only the newly

developing neighborhoods seemedto be affected by excess inventoryissues. Slower sales and falling priceswere two hallmarks of the 2008 mar-ket. Those two trends were exacer-bated by the financial crisis that tookplace in the fall of that year.

Market conditions in most neigh-borhoods priced below $250,000were enjoying flat to slightly appreci-ating price trending through April2010. Following the expiration ofthe tax credit program, sales ofhomes priced below $250,000 fell bysome 60 percent. Prices in many ofthese markets peaked during theMarch and April. Sales in this pricecategory continue to occur at adepressed rate.

Markets in neighborhoods pricedabove $250,000 had been experienc-ing slow but a steady decline in pricesfrom early 2007 through April of2010. Slower sales activity and excessinventories were the prime contribu-tors to this condition. Sales activity inmost of these markets did not declineafter April 2010 as they were alreadyoccurring at a depressed rate.

Median market prices in Omahahave risen during 2010. Much of thisis a result of the sales activity gener-ated during the tax credit period.Contracts were negotiated in Marchand April while closings took placeduring the follow months.

Happily, most of the new construc-tion inventory that marked the begin-ning of this down market has beenabsorbed.

2010 will be remembered as a yearin which, despite stimulus, real estate

sales declined. Its victims includedbuilders, developers, and homeowners.It also will be remembered as a year inwhich economic indicators troughedand began to improve. Omahasunemployment rate fell to 5.0 percentin September.

Sales activity in the Omaha metroarea is expected to remain at relative-ly low levels through the remainderof 2010. Inventories rose during2010. After seeing inventories fall tofive-year lows in 2009, many sellersplaced their homes onto the market,anticipating that the tax credit pro-gram would help generate a sale.Those inventories have continued torise through 2010 to date and are upby some 40 percent over 2009 inven-tories at this time.

Mortgage interest rates continueto be very low. Loan qualificationstandards, however, continue to behigh. These low-interest rates shouldincentivize buyers to enter the mar-ket. Mortgage lending standards willtend to dampen that somewhat.

We do anticipate an improved,non-stimulated, spring market in2011. The 2011 market should benoted as one that starts well as a resultof improving business conditions,pent-up demand, and continuedrecord low interest rates. Dampeningfactors will be high inventories, mort-gage qualification standards, anduncertain tax policies. 2011 shouldbe a year in which market conditionsslowly improve as sales should risewhile inventories start to fall.

R. Gregg Mitchell, SRA, is with Mitchell &Associates, Inc., Omaha, NE. He can bereached at +1 402 330 4500 ext 115 or [email protected].

RAC Report

Regional Market Summary: Omaha, NE Metro Area

STATISTICAL SNAPSHOTTIME PERIOD TODAY 1 YEAR AGO CHANGE

Unemployment 5% 5.2% -0.2%Months of Supply 8.5 4.9 +74.1%Annualized Sales Volume 9,637 9,876 -2.4%Annualized Avg. Sale Price $170,776 $159,768 +6.9 %Average DOM 70 66.7 +4.9%

MARKET AT A GLANCEEconomic Climate Slowly improvingNew Construction LowREO Activity LowSupply Oversupply. Inventories are up by 40% since late 2009Demand Peaked in 1st & 2nd quarters. Will be down through 2010Market Direction FlatMarket Mood Hopeful. Buyers waiting for direction in tax law.

rac_report_member profile07 11/17/10 3:53 PM Page 2

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reed_MOBILITY 11/12/10 2:25 PM Page 2


I foresee (between 1995 and 2020) a computerized tube-typetransport system. These tubes will be connected between all largecities, with connecting branches to outlying areas. The goods will beplaced in these tubes and push button computerized controls will dis-patch goods to the final destination without delay.

This was one industry professionals fanciful prediction 40 years agoon the future of the moving and storage industry.

Having tackled the past and present of the moving and storage industry (The first

article, Crossroads in the Moving and Storage Industry was published in the

May 2010 issue of MOBILITY; Analyzing the Perfect Storm, was published in the

June 2010 issue), Reed turns his focus to the future of household goods movement,

eliciting from industry leaders their predictions for what looms on the horizon.

B Y E R I C R E E D , C R P , G M S



Some of the predictions were pret-ty wild, while others amazingly accu-rate. These predictions appeared inthe last chapter of Stanley GAlexanders 1970 book, History ofthe Moving & Storage Industry inthe United States. Even then,Alexander prefaced the chapter bywriting, only time will tell whichindividual is a prophet and whichindividual is a miscalculator.

The individuals he was referringto included leaders of van lines thatno longer exist, military traffic man-

agers of military bases long sinceclosed, and corporate transportationmanagers employed by companieswho have either been acquired orsimply disappeared over time. Otherindividuals interviewed representedcompanies and organizations that arestill thriving today. Each industry pro-fessional provided their personal opin-ion on how the future would look. Ofcourse, their future would eventuallybecome our past and our present.

Knowing how things eventuallyturned out not only allows us to eval-uate past predictions, but alsoenables us to see how much haschanged during the past 40 years.

One indisputable truth in business(as in life) is that nothing ever staysthe same. One of my early mentorsonce told me that, the only thingconsistent about this business is itsinconsistency. While he was refer-ring to the many variables involved in

the moving process, his statementalso holds true when applied to themany changes that have taken placein the industry as a whole.

Consider the industry changes inpricing, governmental regulations,service providers, consumer expecta-tions, and even the relationshipbetween moving companies and theircorporate clients (from a direct to anindirect relationship).

It often is said that past is pro-logue. Our past serves as the intro-duction to our future. So with that in

mind, let us begin the risky businessof predicting the future of the mov-ing and storage industry.

Technology There is no question that technol-

ogy will play an important role in thefuture of the moving and storageindustry. We have seen and will con-tinue to witness many technologicaladvancements in the areas of survey-ing, invoicing, move management,and communication. This article will focus on future technologicaladvancements in trucking, inventorycontrol, and warehousing.

Admittedly, technology is one areawhere many futurists of the past havelet their imaginations overcome prac-ticality. However, one such forecast-er, Lance Winslow, has conductedextensive research on the topicresulting in some interesting andpractical predictions.

Winslow is part of The OnlineThink Tank. He credits the T5Group (The Think Tank TruckingTeam), The American TruckingAssociation, The Department ofHomeland Security, and transporta-tion research divisions of the govern-ment for assisting him with hisresearch and predictions.

In his 2007 book, TruckTechnologies of the Future, Wins -low writes that trucking communica-tion of the future will improve trans-portation efficiencies and reducetransportation costs with trucktransponders, GPS-3G technology,and real-time virtual dashboards.Drivers with truck transponders willpass through roadside truck scaleinspections more quickly with pre-loaded, transmitted data to assistgovernmental inspectors.

GPS-3G technology not only pro-vides the most efficient routes, it alsoprevents accidents by audibly warn-ing drivers of sharp turns and haz-ardous road conditions ahead. Real-time virtual dashboards would allowa drivers dispatcher sitting hundredsor even thousands of miles away tosee what the driver sees on his dash-board instrumentation panel. Wins -low writes, the driver does not needto alert his dispatcher that he needs afuel stop or that he has a flat tire or isstuck on the side of the road or eventhat he is going 10 mph in traffic.The dispatcher already knows all thatand has re-adjusted the route accord-ingly and estimated the time ofarrival.

What about the future of inventorycontrol? Many other industries haveadopted the technology of radio -frequency identification (RFID). Thetechnology stores information abouta product or item in a special tagaffixed to the item. The tag contains

As the world continues to embrace thegreen revolution, the moving andstorage industry continues looking forways of reducing carbon emissions andunnecessary plastic waste.



both an integrated circuit board withdata describing the item and anantenna that sends and receives a sig-nal. This allows a driver, warehouse-man, or even a customer to quicklyidentify and confirm all the itemscontained in a shipment by using aspecial hand-held device. This tech-nology has revolutionized inventorytracking and asset management forseveral different industries. The tech-nology needs further developmentprior to widespread use in the mov-ing and storage industry. Manufac -turers easily can affix pre-made/pre-programmed RFID tags to thousandsof identical products (like boxed flat-screen televisions); how ever, house-hold goods shipments have hundredsof unique items for each shipment.RFID tags for each item would haveto be programmed by the driver atorigin.

Currently, this process is not tech-nologically feasible and in-home pro-gramming by the driver is not practi-cal. In the future, new ideas andtechnology may overcome these chal-lenges and revolutionize the indus-

trys inventory control with someform of RFID tag system.

Addressing the future of warehous-ing, Winslow writes, not long in thefuture a truck driver will be instruct-ed as to what loading bay to back upto at a robotic warehouse. Once he isdocked the door will automaticallyopen and robotic forklifts will openthe truck trailer door and load thetruck.

Each piece of cargo or palette willbe weighed and added to the total.Each piece of cargo will be recordedhaving left the warehouse by readingthe RFID tags on the containers. Allthis information will be uploaded inreal-time during the process in case itis interrupted.

Winslow states that in the event ofa power outage these robotic forkliftscould have back-up power systemsand continue to work uninterrupted.These unmanned forklifts also couldoperate in complete darkness, onrails, and with sensors, thus eliminat-ing the expense of warehouse light-ing. In the words of Winslow, a fullyautomated warehouse would result

in, no people, no employee pilfer-age, no workmens compensationcosts, and as the evolution processcontinued, no mistakes causing lossof goods.

Green InitiativesAs the world continues to embrace

the green revolution, the movingand storage industry continues look-ing for ways of reducing carbonemissions and unnecessary packingwaste. As a result, one green initiativethat is growing in popularity (andmight even become commonplace inthe future) is plastic reusable crates.Today, most moving companies useonly new cardboard packing materi-als when packing for a corporatemove. Once the move is completedand the items unpacked, these car-tons are either thrown away, recycledas cardboard, or in some cases re-used by customers who are packingthemselves. Most environmentalistswill say it is far better to reuse aproduct than manufacture a new one.

With that thought in mind, andbased on growing consumer demand,



reusable plastic crate companies aregrowing in popularity. While rentingreusable plastic crates is a commonpractice in the commercial officemoving business, it rarely has beenused for residential moves. For resi-dential moves, the reusable cratecompany delivers the cartons to the

customers home prior to packingand then picks them up at destina-tion after the items have beenunpacked.

Unfortunately, this process cur-rently appears to be practical onlywith local moves because there still isthe issue of returning the reusable

crates back to the crate company.Perhaps in the future there will be anationwide company who can makethis process feasible for interstatemoving. Alternatively, moving com-panies could issue reusable plasticcrates as standard equipment on eachmoving van just like wooden dishbarrels and wooden wardrobe crateswere standard equipment on movingvans of the past. Not only are envi-ronmentally conscious consumerscontributing to the growing popular-ity of reusable plastic crates, but so isthe rising cost of cardboardwhichactually makes it cheaper to rent acrate then to buy a cardboard carton.

How will the industry reduce car-bon emissions created by movingvans in the future? Winslow notesthat many trucks are currently run-ning on diesel and biodiesel blends,but in the future we might see thepropulsion system where the motoris electric and running off a fuel cell.This would solve all the issues andconcerns about pollution, whichappears to be a pre-occupation of ournational direction and goal to elimi-nate it.

Biodegradable products also arebeing developed as an alternative tofoam packing materials and plasticbubble wrap. In the future, many ofthese environmentally focused initia-tives may have an impact on how theindustry conducts its day-to-daybusiness.

Predictions from Industry LeadersWhat are current industry leaders

saying about the future of the indus-try? While there are no wild predic-tions of computerized tube-typetransport systems, there are somevery reasoned and insightful prog-nostications. The following excerptsare taken from a series of interviews

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conducted this year with selectedindustry leaders.

Donald Hill is president andCOO of Alexanders MobilityServices based in Tustin, CA.Alexanders is a multi-location agentwith Atlas Van Lines. Hill sees theindustrys workforce of the futurechanging in two important areas:first, in the quality of the labor sentinto customers homes; and, second,in the reduction of qualified driversin the industrys labor pool. He pre-dicts there will be stricter industry-wide background checks and drugscreening requirements for packers,drivers, and movers, noting that ifsomeone did something when theywere younger they can never get overthat in our business anymore. This(initiative) is being driven by corpo-rations and I think that is a goodthing, said Hill.

He also sees the shrinking driverpool as one of the biggest chal-lenges facing the industry. Hillstates that there are not many kidswho are coming out of school whowant to be over the road, householdgoods truck drivers. Well all have todevelop some type of sophisticatedrecruiting system working with col-leges and other institutions so we canget people who want to be in thisbusiness.

In the future, Hill anticipates that,the traditional model of a driver andcrew traveling the country and pro-viding moving services is much lessviable than ever before. Especiallywhen you consider the changes inthe cost of doing business, our cus-tomer expectations, and the way weprice our services.

He sees greater diversification inthe industrys delivery model withtiered-service programs includingoptions for intermodal transporta-

tion, small container moving, andexpedited executive-level service.Overall, our clients are demandingthat we do things differently and weneed to address those needs.

Mike Wolfe is president of AlliedVan Lines based in Westmont, IL,and North American Van Lines based

in Ft. Wayne, IN. Like Hill, Wolfebelieves that the industry needs toadapt to the customers changingbuying habits. He states that, cor-porate customers are making signifi-cant changes as they understand thatthe cost of employee relocation ismore then just the service fees on top

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of a series of pass-through costs.They are requiring a greater degreeof transparency illustrating that thevendor has more control over theentire chain of services.

When asked about other futuretrends affecting the industry, Wolfesays that, the industry data contin-ues to indicate that our society isbecoming less mobile, thus shrinkingthe overall market. Time will tell ifthis trend will continue, but I hopethat the stabilization of home priceswill stem the decline.

Glen E. Dunkerson is chairmanand CEO of Atlas Worldwide andAtlas Van Lines based in Evansville,

IN. In considering future challengesof the industry, Dunkerson is con-cerned about the potential of ex -panded government taxation. Hestates that, most of our industry ismade up of small, individually-ownedcompanies. If tax laws change dra-matically, how will that impact them?As government gets more involved intaking more revenue to run themachine, I think that drains allbusinesses.

Dunkerson went on to say, everyone is concerned about theindustrys reduced (profit) margins.Margins are needed to reinvest incapital purchases. When your mar-

gins are what they are in this day-and-age, a lot of business peoplecant re-invest in tractors, trailers,buildings, and equipment. These areall things that are needed to keep upwith the needs of our customers.

Regarding the future growth ofthe industry, Dunkerson says that,in the next five years we will likelysee another recession, but hopefullythat will be short-lived. In 10 years,as generation Y, which is a largeportion of the population, starts tohave more buying power, and as theolder generation retires, the industryhas a good prognosis with improvedcapabilities and increased opportuni-ties. One more point on that; Ibelieve that as the older generationretires they will be searching for rep-utable movers they can trust. I thinkone of the best things that AMSA[American Moving & StorageAssociation] had done is develop theProMover designation to help identi-fy professional movers. This will helpconsumers easily identify the profes-sionals from the disreputable compa-nies.

On the Web

To view the first two articles in Eric Reeds moving and storage series,please visit:Crossroads in the Moving and Storage Industrywww.WorldwideERC.org/Resources/MOBILITYarticles/Pages/0510-Reed.aspx

Analyzing the Perfect Stormwww.WorldwideERC.org/Resources/MOBILITYarticles/Pages/0610-Reed.aspx



Linda Bauer Darr is presidentand CEO of the American Moving &Storage Association (AMSA), basedin Alexandria, VA. AMSA is thenational trade association for the pro-fessional moving industry. Whenasked her opinion about future chal-lenges in the industry, Bauer Darrlisted simplification and morechoice. By simplification, shemeans simplifying the current pricestructure. Consumers just donthave the time, patience, or desire toread 75 pages of rates and charges.They really just want to bottom-line it. So we as an industry need tofigure out how to bottom-line itand still remain competitive.

By more choice, she means pro-viding more service options to futureconsumers. The challenge formovers of the future will be to remainnimble, stay on top of their game,simplify, and offer more choices. Younever know which one of these choic-es is going to be the solution movingforward. We need to be prepared toshift in the dance that we will bedoing over the next few years.

When asked about future AMSAinitiatives, Bauer Darr states thatadvocacy is a strong suit forAMSA. We are able to get out there

and press the message about thegood work that we do, the essentiali-ty and the economic impact of ourindustry, and how significant it is.We are out their pounding the pave-ment and telling members ofCongress and individual StateHouses the things that we can do tomake our industry more successful,more productive, and find solutionsfor their constituency. So we aregoing to be doing a lot more on theadvocacy side.

Another major initiative is furtherexpansion of the AMSA ProMover

certification program. Bauer Darrstates that, the ProMover programis not just about giving a mover thelogo and the brand and telling them

to put it on their letterhead. Its con-tinuing to evolve that program.Were developing a lot of educationand certification programs. Werealso looking at how we can apply theprogram not only to interstatemovers but to international,intrastate, office, and containerizedmovers as well as for individuals likeindustry surveyors, salespeople, pack-ers, movers, and drivers. This wonthappen over night, but it is already inprocess. It is important to communi-cate what the ProMover designationmeans to industry professionals, the

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Knowing how things eventually turned outnot only allows us to evaluate past predictions, but also enables us to see howmuch has changed during the past 40 years.


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Mob_Mag_advert(rasterized).pdf 11/4/10 3:26:27 PMcvr_cvr1.qxd 11/9/10 4:10 PM Page 2


media, corporations, REALTORS,and anyone else involved with or uti-lizing moving services.

William (Bill) Graebel, SGMS, ispresident and CEO of The GraebelCompanies based in Aurora, CO.When asked his opinion about indus-try challenges of the future, hebelieves there will be a prolongedperiod of suppressed demand in[this] very commoditized industrywith a regulatory environment andconsumer base that is expecting sig-nificant performance improvements,technology innovation, and fiscalaccountability.

Graebel also said that there will bea glut of housing during the next fiveyears causing a natural suppressionin home values, which will to somedegree, keep homeowners tetheredto their current homes.

He went on to state that, untilthere is stability in the real estatemarkets, comparatively few peoplewill be motivated, or in a position, toinitiate a move.

So what will the service and pric-ing model of the future look like? InGraebels opinion, as the industryevolves there will be different servicemodels from the most basic pricepoint segmentation to the mostsophisticated to align with an array ofconsumer needs. In the future theindustry will do a better job than itscurrently doing in providing tieredlevels of service.

In terms of pricing methodology,he said we will see more flat-rate,door-to-door rates based on consumer-selected options. He alsostates, there will be a demand-sideequation that will stimulate theindustry to price its services more onthe consumers terms going forwardas opposed to the regulatory andindustry terms that have dictated the

design of tariffs and pricing formatsin the past.

Graebel has an optimistic outlookon the industrys future: its a greattime to be in the moving and reloca-tion industries. Granted it is certainlychallenging, but it is a great time tobe at the center of all the dynamicchanges were seeing in the globaleconomic interdependence andhuman mobility patterns.

In his closing comments Graebelshared that, figuring out how to res-onate best with the customers of thefuture and building a sustainableorganization that is right for todayand ready for tomorrow, is reallyexciting to me, especially when placedin the context of an ever-emerging,digital world. I think we will all beexposed to a great new era of con-sumerism that reshapes our industry.Those companies who understandtheir consumers better than the com-petition will have an opportunity toflourish and exceed what they oncethought was impos sible!

The Resolution Ive heard it said that life imitates

art (and vice-versa). Its interestingto note the parallel between the tra-ditional three-act play and the three-part structure of the universal timecontinuum (i.e., our past, present,and future).

This article is the final in a three-part series focusing on the past, pre-sent, and future of the moving andstorage industry (The first, Cross -roads in the Moving and StorageIndustry was published in the May2010 issue of MOBILITY, and focuseson the industrys past. The second,Analyzing the Perfect Storm, waspublished in the June 2010 issue ofMOBILITY, and focuses on the pre-sent state of the industry).



Contin uing with our three-actplay analogy, the industrys past(Act 1) is the setup for what is tocome. The industrys present (Act 2)is the confrontation that the indus-try is currently facing with its manyeconomic, competitive, and pricingchallenges. And, finally, the indus-trys future (Act 3) is the resolu-tion when we eventually see howthe story turns out.

Regardless of how optimistic orpessimistic you may be about theindustrys future, few can doubt thatthe final plot should be a compellingone.

As we move into Act 3, I chooseto remain optimistic in the knowl-edge that the final script will be writ-ten by talented industry professionalswith ingenuity, persistence, hope,

and sheer determination. Thoseindustry leaders with the right stuffwill lead the pack and create theindustrys future while creating theirown.

When it comes to the future,there are three kinds of people:those who let it happen, those who

make it happen, and those who wonder what happened. John M.Richardson Jr.

Eric Reed, CRP, GMS, is director ofcorporate business for Berger Allied,Fullerton, CA. He can be reached at +1 714420 4268 or e-mail [email protected]. Fullinterviews with industry leaders can be viewedat www.ericreed-online.com.

Visit MOBILITY Online for More From Bill Graebel, SGMS

A uthor Eric Reed sat down with William (Bill) Graebel,SGMS, CEO of Graebel Companies, Inc., Aurora, CO,and a member of the Worldwide ERC Board of Directors todiscuss the future of the moving and storage industry. Visit www.WorldwideERC.org/Resources/MOBILITYarticles/Pages/1210-Reed-Graebel.aspx to read a transcript of theirconversation, including discussions of the U.S. housing market, commoditization of services, and the future of household goods movement.


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Commoditized Services:

Balance BetweenQuality and CostB Y B O R I S P O P U L O H

pupuloh_MOBILITY 11/12/10 11:32 AM Page 2


W ould you say that a Ferrari is the same as a Fiat,just because they are both cars made in Italy?Even though we all know that there is a worldof difference between a Ferrari and a Fiat, itdoes not stop the apparent enthusiasm forreducing the skills required for international mobility and movingservices to mere commodities.

What lies behind this trend of commoditization and from wheredid it emanate? As we all know, cost often is a significant, if not themost significant, factor in the decision-making process when itcomes to what product or service to purchase.

It should not be a surprise to service providers that the customeris always pushing to commoditize their service in the apparent beliefthat it reduces cost. The thinking is that it makes the decision-making process less complex and cumbersome for the customer if itcan assume that all services in a market segment such as globalmobility are more or less identical and that cost is the only real dis-tinction among providers.

Service providers hardly can blame the customer for wanting tosimplify the decision-making process. In a mature market, thereoften seems to be just a papers width of difference between manyservice providers, leaving customers thinking the only way to makethe final choice is to adopt a mass market mentality where pricingalone determines buying decisions.

Few topics elicit such strong reaction from service

providers as when they are asked to what extent their

services have been commoditized. Populoh writes that

suggesting the service they provide can be broken

down into a mere commodity is the ultimate heresy

for many, and when it concerns an international move, the

expenses associated with an overseas relocation extend

well beyond the costs directly connected to the physical

move and periphery services provided to a transferee.



Quality and CostWhere it concerns an international

move, however, the expenses associ-ated with an overseas relocation cango far beyond the direct monetarycosts connected to the physical moveand associated services provided to atransferee.

The services of skilled and knowl-edgeable service providers can go along way toward the success or fail-ure of an assignment (already at avery high failure rate). The fact of thematter is that the packing, loading,and international shipping of person-al effects and household goods is ahighly specialized service involvingthe contribution of a number ofskilled specialists. Their job is to finda path through an extremely complexand highly regulated processtryshipping a non-approved car fromParis, France, to New York, NY, orinnocently bringing a girly-stylemagazine to some parts of the world,and you will learn some salutarylessons in global culturalism. Or,maybe not appreciating the impor-tance of shifting your container off

the dockside, through Customs, andout again in quick timefailing todo so can incur costs that will makesome of the original moving quotesseem like the bargain of the year.There are many sharks circling in thesomewhat murky waters of interna-tional shipping, and continuing topush for the commoditization of ser-vices that sail in these waters only willhave a negative effect on the servicelevel provided to the transferee.

Look at it this waytake the fic-tional example of two families mov-ing from Washington, DC, to

Brussels, Belgium. Each family ismoving 10,000 pounds of personaleffects and household goods.

At face value, it may appear thatthese two moves are very similar and,therefore, the cost of the two movesshould be the about the same. How -ever, once you look at the details yourealize that the only similaritybetween the two shipments is thatthey are going to Brussels.

Family A is moving out of a high-rise, three-bedroom apartment to afarmhouse just outside Brussels.Family B is moving from a four -bedroom, single-family home to a19th century four-story townhousein downtown Brussels with a lift thatcan accommodate four people at asqueeze and cannot be booked outto the mover.

Additionally, both spouses ofFamily A are professional photogra-phers and have 15 filing cabinets fullof their work to take with them,while Family B has a considerablequantity of wine to bring.

In addition to the specific servicerequirements for the move, the level

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of knowledge and quality of thecompany and its employees behinddelivering that particular service alsomust be considered. Questions ofpersonal security of the transfereeand his/her family should be part ofthat equationhaving strangers in atransferees home can be dauntingand they are entitled to have properlyuniformed, security-badged, trainedpersonnel from a bona fide companyin their home.

In the simple example above, it isobvious that the service needs forthese two clients will be very differ-ent and cannot be standardized. Thetypes of materials and services neededto pack the shipments are completelydifferent, Customs requirementsvary, and the delivery parameters areso far apart that trying to commodi-tize pricing is not just ineffectual butpotentially risky when used as theprimary selection criterion.

The Differentiation FactorThere are immense differences in

the type and quality of service avail-able from vendors in the market-place. It is the role and responsibilityof the service provider to developand clearly articulate the differentia-tion of their service from that of aless-qualified competitor.

On the other hand, the customermust be open to the possibility thatcommoditization is not always the

best option and that pricing aloneshould not be the determining factor in selecting a service provider.

Ultimately, it is the transferee andhis/her family who either will benefitfrom or pay the price for the selec-tion of the service provider and thelevel of quality that comes with theselection. That selection will have a

far greater effect on the assignmentthan just the physical move. It canset the tone for the duration of theassignment and its overall success orfailure.

Boris Populoh is the managing director ofthe FIDI Global Alliance, Brussels, Belgium.He can be reached at +32 2 426 51 60 or e-mail [email protected].

On the WebTo learn more about service and quality in the household goods moving and employee mobility industries,visit www.WorldwideERC.org:

Responding to Change in the Business World Through Industry-specific Quality Standardswww.WorldwideERC.org/Resources/MOBILITYarticles/Pages/0610-Populoh.aspx

The Mobility Supply ChainOpportunities for Greater Collaborationwww.WorldwideERC.org/Resources/MOBILITYarticles/Pages/0707mackenzie.aspx

When Arrange It Yourself Is the Relocation Guidancewww.WorldwideERC.org/Resources/MOBILITYarticles/Pages/1209-darr.aspx

Celebrating 100 Years of Excellence

The Berger Family of Companies have beendelivering comprehensive moving andrelocation solutions for over 100 years.

Contact Eric Reed, Director of Corporate Business

[email protected]

www.bergerallied.com


take theCHALLENGE

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REACH new career GOALS

Exam sites for the May 18, 2011 exam will be:

Las Vegas, NV (site of the 2011 National Relocation Conference) Atlanta, GA Chicago, IL Dallas, TX Stamford, CT

For information about hosting an exam at a location other than the ones listed above if your company or regional group has a number of candidates registered to take the exam, please contact Allison Pea at +1 (703) 842-3430, ext. 1, or [email protected].

Registration for the 2011 CRP Exam is NOW OPEN!

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AIReS .............................................3All Relocation Services ...................1Altair Global Relocation ..................5Blue Oak Appraisals .......................1Burnet Relocation ...........................3Capital Relocation Services............2CARTUS .........................................3CENTURY 21 Scheetz Company, Inc. ............1Christine Lee Team .........................1Coldwell Banker Pacifi c Properties .....................2Colorado Landmark, Realtors.........1Columbia University........................1Conlon A Real Estate Company .....1Constellation Energy ......................1CORT .............................................1Deere & Company ..........................1Department of Homeland Security .1Department of the Treasury ............2Department of Veterans Affairs .......3Farmers Insurance Group ..............1Ferguson Enterprises .....................1Fidelity Residential Solutions..........3First Preston Relocation and Realty................................1Focus Relocation, LLC ...................1Fresenius Medical Care North America ..........................1Global American Title......................1Graebel Relocation Services Worldwide ................................16Graebel Van Lines ..........................1Harris Corporation ..........................2Herman Group Real Estate ............1

HRW Appraisal Services ................1HSBC Bank USA ............................1Intel Corporation .............................1IOR Global Services .......................1Jim Maloof Realtor..........................1JM Family Enterprises ....................1JPMorgan Chase Bank, N.A...........1Keller Williams - The Woodlands & Kingwood..............................1Keller Williams First Coast Realty ..1Keller Williams Realty Professional Partners ..............1LDS Church ....................................1Lexicon Relocation .........................5Macys, Inc. .....................................2MillerCoors .....................................1Mobility Services International ........3Morreale Real Estate Services, Inc. ...........................1Move Management Intl. ..................2MoveTrek Mobility, LLC ..................3MSI .................................................1NRT Coldwell Banker .....................1Old Republic Diversifi ed Services, Inc. ...........................1Paragon Relocation ........................1Passages Relocation Service .........1PetSmart.........................................1Prudential CA Realty ......................1Prudential Financial ........................6Prudential Lovejoy Realty, Inc. .......1Prudential Real Estate and Relocation ................................25Prudential Tropical Realty...............1Ralcorp Holdings, Inc. ....................1

Earlier this year, 201 individuals from the companies below* successfully earned the Worldwide ERC Certified Relocation Professional (CRP) designation, bringing the current number of CRPs to more than 4,200.

Now in its twentieth year, the CRP program formally recognizes relocation professionals knowledge of the U.S. domestic relocation industry and workforce mobility practices. Successful candidates complete a rigorous exam covering such subjects as relocation appraising, relocation-related real estate, corporate relocation policies and issues, relocation tax and legal issues, family relocation issues and mobility strategies.

Eligibility requirements, an exam application, and full details about the 2011 CRP exam opportunities are available now at www.WorldwideERC.org, Education & Training.

Make the right strategic move for your career and apply for the 2011 exam today!

Congratulations to the following companies with employees whobecame Certified Relocation ProfessionalsTM in 2010.

(Company names are followed by the number of CRP recipients who passed the 2010 exam)

*A number of independent consultants and/or appraisers also successfully completed the 2010 exam.

RE/MAX Preferred Realtors ...........1RE/MAX Unlimited Northwest.........1Real Estate One, Inc., DBA/Max Broock/ Johnstone and Johnstone .......2Schlenker Appraisals & Consulting ................................1Sealed Air Corporation ...................1Sibcy Cline Relocation Services, Inc. ...........................3SIRVA Mortgage .............................1SIRVA Relocation ...........................27Starbucks Coffee Company ............1Stephen Bakken .............................1Stirling Sothebys International Realty, Inc ................................1Summit Realtors .............................1Terrie OConnor Realtors ................1The Walt Disney Company .............2TheMIGroup ...................................5Timothy J. Lamson, PLLC ..............1TRC Global Solutions, Inc. .............1U.S. Department of Justice, Drug Enforcement Administration .....1URS Corporation ............................1Vandover ........................................2Watson Realty Corp., REALTORS .1Weichert Realtors Goodchild Homes ....................1Weichert Relocation Resources Inc. .........................3Wells Fargo & Company .................2Wells Fargo Bank N.A. ...................2Wells Fargo Home Mortgage ..........2Wright Kingdom Real Estate ..........1

Copyright 2010 Worldwide ERC

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In an age of conscientious cost containment, the noble idea of staying true toset mobility policies seems just that, noble. With the staggering lull in home-sales, the rising costs of moves, and the demand for talent to be on the jobquicker, move professionals are faced with both keeping to the overall budgetwhile addressing individual situations that may require deviation from that

budget. How do we balance longer move times with cost containment and talentproductivity?

One way to do this is to place heavy emphasis on pre-planning. In addition togetting the full picture of the status of the market in the transferees origin city,getting a move contingency plan in place in critical. With the finicky housing mar-ket and the delay in moves, companies are best served by preparing for Plan B.

Shawn Sweeney, CRP, GMS, vice president of business development for thesoutheast region of Xonex Relocation, New Castle, DE, agrees. Many clients areasking us to include additional temporary living and storage charges in the pre-move cost projection so they are aware of the potential added cost. He adds, thecontinued slowed housing market has affected the household goods process. Manytransferees have to change pack and load dates multiple times because their [old]home did not sell. This has caused the household goods process to take muchlonger than it did several years ago. This trend will continue until the housing mar-ket improves. Planning is key!


BALANCINGB Y J I L L H E I N E C K , C R P

Talent Mobility with Talent Productivity

In a world where human resource professionals often must do morewith less, the ability to balance productivity of talent with the cost of amove is a must-have skill. Heineck writes that the household goodsmove is the most stressful of all mobility processes, and offers guidancefor how corporate clients can meet their productivity goals within thelimits of their policies.

heineck_MOBILITY 11/

mobility december 2010

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