SBT August Edition 2013

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SARAH CAINSARAH’S FLORIST, INC.SUCCESS IN ALL SHE DOES BY CAREFUL DESIGN AND DETERMINATION

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CAN ENTREPRENEURSHIP HELP VETS WITH PTSD?

KEYS TO SMALL BUSINESS SUCCESS

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www.SBTMagazine.net SMALL BUSINESS TODAY MAGAZINE AUGUST 2013 PG 3I PG 3

FROM THE STEVE LEVINEPublisher

ARE YOU “IN IT TO WIN IT?”

With every success story there is always a reason why that individual should not have been successful in their endeavors. There is no question in my mind that if there is success, then there was adversity as well. I have heard some say it another way, “If there is a victory…then there had to be a battle!” I really like that one.

Our cover honorees all started with a dream and a belief and were not going to be stopped. No one says that success comes easy. If it was easy to achieve a difficult goal or dream, then anyone would achieve it. True champions (whether it’s in sports or business) possess passion and conviction and are “in it to win it” regardless of the odds against them.

This month’s cover honoree Sarah Cain, President/CEO of Sarah’s Florist, is a success in business and personally. As a business owner she has built her florist shop in West Houston into an in demand multi-state event business. Personally, she is a fierce competitor in her Figure Competitions and is a champion for health and fitness. Sarah is clearly “In it to Win it”, no matter what she sets her heart on accomplishing! The proof of this are her four trophies that she has won in her last two years of competition!

Sarah shares her expertise with other like-minded women in the organization that she founded, “Women Driving Business”, which is part of the Houston West Chamber of Commerce.

After reading her story, I am sure that you will agree that Sarah is an amazing woman and entrepreneur and worthy of the cover honor this month.

Being profiled in this issue is Dr. Tricia Kapavik of Royal Oaks Wellness in West Houston. Sarah, Barbara, and I are all “Big Fans” and clients of Dr. Kapavik. It was through Dr. Kapavik that I was able to f ind the “Healthier Me” this year having lost over 40 lbs, gained more energy, and brought my blood pressure down to a normal amount (finally) after several years of taking blood pressure medication. We are very proud to be able to share Dr. Kapavik’s story with you and encourage you to call on her for a consultation and programto become a healthier you!

It is time for me to let you start enjoying this month’s issue.

Good Reading, Good Sales, & Success to You,

Steve LevineExecutive Publisher

SBT Houston Staff

August 2013

President John Cruise

Executive PublisherSteve Levine

Associate Publisher/Creative Director Barbara Davis-Levine

Contributing EditorsTammy Moshay

Devon Ray BattagliaBusiness Development/PR

Bill HuffDonna RooneySusan Repka

Graphic DesignersMalka G. LevyVanessa Vara

PhotographerEric Kleiman

Contributing WritersErrol Allen

Helen Callier Barbara Davis

Dr. John DemartiniMila Golovine Bruce HurtaJeff Jones

Craig KleinRaphael Lapin

Bertrand McHenryHank MooreMike Muhney

Mayor Annise Parker George Rose

Rita SantamariaAlvin Terry

Holly Uverity Jack Warkenthien

Doug WinnieAimee WoodallChief Advisor

Hank MoorePublisher’s Advisory Board

Cyndi BarnettDonna ColeJohn Cruise

Dirk CumminsApril Day

Dr. John DemartiniMaya DurnovoKathie EdwardsLeonard Faucher

David HoltRichard HuebnerJulie Marie Irvin

Jeffrey JonesDarryl KingCraig KleinWea Lee

Bertrand McHenryHank Moore

Lisa M. MortonMike Muhney

Leisa Holland NelsonMayor Annise Parker

Maria RiosRita SantamariaAllen Shapiro

William SherrillPam Terry

Jack WarkenthienDoug WinnieAaron Young

Phone: 832-460-2020E-Mail: [email protected]

Or Write: Small Business Today5380 West 34th Street, Ste 230

Houston, TX 77092See us on the web at www.SBTMagazine.net

Sarah, Dr. Kapavik, Barbara, and Steve

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After graduating from Texas Chiropractic College in Pasadena in 2009, Dr. Kapavik began her practice under the name of Royal Oaks Wellness and ever since, she has been facilitating a friendly, open environment with treatments that really allow her patients to live to their fullest potential…naturally. Royal Oaks Wellness offers complete chiropractic care, functional medicine, nutritional tests, food sensitivity tests, acupuncture, massage, and life and wellness coaching.

Dr. Kapavik elaborated, “The body has the remarkable power to heal itself when information can flow freely through your body’s channels and with proper nutrition. However, through stress, poor lifestyle choices, etc., those messages get interrupted and aren’t transmitted. The misalignments in your spine that are responsible for that are called subluxations. Over time, subluxations can lead to fatigue, anxiety, poor sleep, and even disease but once those subluxations are corrected through minor, painless little tweaks, your health and well-being dramatically improve and healing can begin again.”

Long time, satisfied client, Sarah Cain, President and CEO of Sarah’s Florist shared, “With the care of Dr. Kapavik, I am able to keep my body at optimal health. From the nutrition testing and advice to the wonderful chiropractic care, Dr. Kapavik has corrected and adjusted all aspects of my health. As a result of her sincere caring and the knowledge I receive from her, I’m always at my best.”

Each and every patient’s treatment is completely customized based on what they need. Dr. Kapavik goes through the patient’s full medical history and performs a thorough exam so that she can formulate what the next steps for them should be. Then the customized plan of action for each patient may include adjustments, specific exercises, nutritional supplements, massage, or acupuncture. Dr. Tricia’s staff has jokingly told her that she spends too much time with her patients! She replies, “I don’t like visiting doctors who spend very little time with me, so I don’t want that for my patients! I really enjoy getting to know my patients; ensuring they are truly improving and that their expectations have not only been met but exceeded. They come first.”

Steve and I both agree that Dr. Tricia is a wonderful chiropractor who puts her patients first. Anyone can hand out a product and tell people what to do but Dr. Tricia does so much more than that. She is a brilliant doctor, nutritionist, and coach. It’s all about her demeanor and her style. Steve calls her his “good health angel” and is always talking about Dr. Tricia’s “lose

hile attending a Houston West Chamber event several months ago, I won the door prize drawing for a chiropractic exam and massage donated by Dr. Tricia Kapavik. Knowing how my husband Steve’s back is always hurting, I thought he would appreciate it if I gave him my prize. Who knew that his visit would radically change both our lives!

Soon after, Steve called and scheduled an appointment for the exam and massage. When he arrived at Dr. Kapavik’s office, there was a video playing of different people talking about getting rid of toxins in their body and leading a healthier life. One of Steve’s New Year’s goals was to lose weight because his doctor had been telling him that he was a candidate for a stroke due to the fact that he was about 50 pounds overweight and had high blood pressure. After Steve received his exam from Dr. Kapavik and a massage from one of her massage therapists, he asked for a further consultation with Dr. Kapavik so he could discuss his goal of losing weight and feeling better.

Steve expressed to Dr. Kapavik why he was motivated to lose weight but at the end of their conversation she told him he was not ready to just jump right in and go full force. Steve reiterated that he was ready but Dr. Kapavik replied to him that he wasn’t mentally ready; he needed to take baby steps to really have lasting changes. At that point, Dr. Kapavik provided him with a small diary so he could document for two weeks everything he ate. She also asked him to think about what he ate as he ate it. How did it smell? How did it taste? How did he feel afterwards?

After the two weeks passed, Dr. Kapavik reviewed with Steve about his diary and she made different suggestions how he could improve what he was doing. The two of them decided that Steve should officially begin the “reprogramming of his lifestyle” after Valentine’s Day with a three week detox program. Steve reflected, “My back had been hurting due to the 50 pound load I was carrying in front. I started exercising a little, getting more sleep, had my back adjusted at each visit, and began eating healthier. With each visit, Dr. Kapavik was always complimentary, caring, and never, ever judgmental. She worked hand-in-hand with me as she monitored what I was doing and she was always so encouraging even if I slipped up. When I started the cleanse, I received daily emails about how I should be feeling each day and suggestions on how to make things go more smoothly such as making a salad dressing for example.”

Seeing how excited my husband was about the program, I decided to try it myself two weeks after he started. I had put on weight for quite different reasons than my husband’s. I had been critically injured in a car wreck years ago that hindered my physical exercise. In addition, menopause had set in. I had never been a big eater and usually only ate one meal a day. After Dr. Kapavik listened intently, she explained to me that by only eating one meal a day, I had slowed down my metabolism. She elaborated how I should eat every three to four hours and the protein portions should not be larger than the palm of my hand. She explained what types of food would be good choices as well.

Never being on any diet program before, I was pleased that everything Dr. Kapavik discussed made sense to me. She emphasized that this program is not a diet; it is a lifestyle. She uses her skills to actually help change one’s mindset about their food choices. I found it to be a very simple, easy-to-do program. Again, it involved me taking the time to record everything in a diary and taking baby steps. I really appreciate how Dr. Kapavik is on my “Team”; she is with me every step of the way and she is so supportive.

From a young age, Tricia always knew she wanted to be a doctor. While attending Texas A & M, she found herself drawn to the field of nutrition and a natural approach to healthcare. She went on to receive a Bachelor of Science Degree in Food Science and Nutrition in May 1997. Immediately after graduating, Tricia went into the sales of natural products for a company that formulated botanical extracts into nutritional supplements and various food, cosmetics, and personal care products. During that time, she took continuing education classes that included NLP (Neuro Linguistic Programming) and hypnosis. She also taught Yoga, Pilates, strength training, and spinning classes.

Tricia learned a lot from the industry but wanted to find a way to truly serve others and pull all of her knowledge and experience together. She reflected, “I wanted more freedom to really care for people. Nutritionists can’t diagnose and treat patients with functional medicine and nutrition the way I wanted to. I wanted to help others live to their fullest potential through the most natural approach.” While still pondering what area of medicine would be the best fit, she woke up one morning to find her neck in excruciating pain.

“I couldn’t even turn my head. It was a Sunday, so my options were limited and I didn’t want to go to the ER because I knew they would just want to give me drugs. Instead, I went to a chiropractor. With one adjustment and one round of acupuncture, the pain was more than 50 percent better,” recalled Tricia. She continued, “When I returned the next day for another adjustment, I felt completely normal again! It was such a relief and I was amazed. That event definitely convinced me that going into chiropractic medicine was the right direction.”

Dr. Kapavik has corrected and adjusted all aspects of my health. As a result of her sincere caring

and the knowledge I receive �om her, I’m always at my best.

--Sarah Cain, President and CEO of Sarah’s Florist

weight, feel good” program. He has consistently been losing weight and to date has lost a total of 43 pounds and still counting. He was pleasantly surprised that his blood pressure is now normal after years of having high blood pressure and having to take medication to lower it.

I have personally lost a total of 29 pounds to date. While I still want to lose another 30 pounds, I know that it will happen in a healthy, gradual way. In addition, it will stay off because Dr. Kapavik has educated me in how to have a healthy lifestyle and eat the right way and she has done it in a stress-free manner. She has definitely changed our lives!

By Barbara R. Davis

W

Dr. Tricia Kapavik started Royal Oaks Wellness in March 2010. In her successful practice, she helps her clients (patients) achieve and maintain great health.

Dr. Tricia Kapavik - Royal Oaks WellnessNot Only a Chiropractic Office but So Much More!

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Dr. Kapavik utilizes a variety of modalities (Chiropractic, Nutrition, Massage, and Acupuncture) to help her clients live healthier and happier lives...naturally.

PROOF

The Assessment of Your Business is Personal 8

Mental Distractions can Cost your Business Millions 9

Can Entrepreneurship Help Vets with PTSD? 10

If You Can Follow a Recipe – You Can Launch an Inbound Marketing Campaign that Rocks the Revenue! 11

Understanding and Leveraging Personality Profiles the DISC Way 12

Celebrating Success of Program to House Homeless Vets 13

Why You Need A Buy-Sell Agreement 16

The Business Side of an Inside Joke 17

Doing Business with the Germans 18

Ben Franklin, Puppy Dogs, Referral Marketing and the GNP 19

Looking to Beef Up Your Marketing Efforts? Hire an Activist 21

Mis-Statements...Slogans that Mis-Lead 26

6 Characteristics of Great Customer Service 28

A Very Versatile Business Real Estate Loan 29

Plan Early for Smooth Transition of Business Ownership 30

Journey to Careersville RequiresFollow-up and Follow-through 31

Getting Organized: Three Ways to Stay Disorganized 34

The Ultimate Five Keys to Small Business Success 39

226 SARAH CAIN – SARAH’S FLORIST, INC.SUCCESS IN ALL SHE DOES BY CAREFUL DESIGN AND DETERMINATION

DR. TRICIA KAPAVIK - ROYAL OAKS WELLNESS

NOT ONLY A CHIROPRACTIC OFFICE BUT SO MUCH MORE!

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PUBLISHER: STEVE LEVINESMALL BUSINESS MAGAZINE IS PUBLISHED MONTHLY BY LEGACY PUBLISHING GROUP, LLC. 5380 WEST 34TH ST. STE. 230 HOUSTON, TX 77092EXECUTIVE PUBLISHER: STEVE LEVINE PRESIDENT: JOHN CRUISE PHONE: 832-460-2020 www.SBTMagazine.netADVERTISING RATES ON REQUEST. BULK THIRD CLASS MAIL PAID IN TUCSON, AZ. POSTMASTER: PLEASE SEND NOTICES ON FORM 3579 TO5380 WEST 34TH ST. STE. 230 HOUSTON, TX 77092 ALTHOUGH EVERY PRECAUTION IS TAKEN TO ENSURE ACCURACY OF PUBLISHED MATERIALS, SMALL BUSINESS TODAYMAGAZINE CANNOT BE HELD RESPONSIBLE FOR OPINIONS EXPRESSED OR FACTS SUPPLIED BY ITS AUTHORS. COPYRIGHT 2012, LEGACY PUBLISHING GROUP, LLC.ALL RIGHTS RESERVED. REPRODUCTION IN WHOLE OR IN PART WITHOUT WRITTEN PERMISSION IS PROHIBITED.

HOUSTON EDITION

2WOULD YOU OR YOUR COMPANY LIKE TO BE PROFILED IN OUR NEXT ISSUE?CALL STEVE LEVINE AT 832-419-2814

MAKE PLANS TO ATTEND THE “LEGENDS OF HOUSTON BUSINESS” EVENT ON OCTOBER 9TH.


By Barbara R. Davis

SARAH CAINSARAH’S FLORIST, INC.SUCCESS IN ALL SHE DOES BY CAREFUL DESIGN AND DETERMINATION

Kleiman Photography

Sarah’s Florist celebrates 27 years (this year) of serving West Houston

and surrounding communities.Sarah Cain, President and CEO of Sarah’s Florist, did not become a success overnight but through careful design and determination she has grown her business started on a shoestring budget from $50,000 up to $1 million dollars in annual sales.

Considering the commodity and the competition in the floral industry in Houston, that’s a pretty amazing feat!

Growing up in the small town of Columbus, Texas, Sarah lived the life of a small town, country girl. Although she loved that life, she realized that was not where she wanted to be as an adult. Choosing marriage over college right out of high school, Sarah realized that she needed to pursue some type of schooling. She had always been artistically inclined and used to oil paint so she thought that the floral industry might suit her abilities. She took several courses at Frankie Shelton’s Floral Design School in Houston. She then took advanced courses from Buddy Benz School of Floral Design. Eventually she attained her Texas Master Florist certification.

Sarah began working for a small florist in Bay City, Texas for a few years until she got a divorce. Soon after, she woke up one morning and said to herself, “I’m out of here!” Sarah reflected, “When I want something and I see something, I make that decision and I act on it and get it done.” Within two weeks, she had gotten a new job at Spunky’s Florist in West Houston, a new car, and because she never believed in renting, she bought a trailer to live in and moved to the big city of Houston. In spite of having a bit of culture shock because it was quite different than living in a small, country town, Sarah acclimated quickly.

Spunky’s closed two years later and Sarah decided to start her own floral business. Beginning with a partner and a shoestring budget of $1,500, they named the shop S & K Custom Design Florist and hit the ground running in a small house in Alief, Texas. After a few years, Sarah met a won-derful gentleman by the name of Milam Kelly who literally changed her life. He owned a strip center in Alief and told Sarah, “I will give you six months free rent (that was around

1,200 sqft) and then charge you $300 a month.” That was around 1988 and a phenomenal price. He really helped her out and as her business grew, he would raise the rent as long as she could afford it.

Eventually outgrowing that space, S & K moved to Westheimer and Gray Falls. It was at that point that Sarah’s partner, Kath-erine, who was an older lady, wanted to retire. She didn’t tell Sarah her plans because she was trying to sell the business out from under her! When Sarah found out, she put a stop to it. To make a long story short, Sarah bought her out and changed the name of her business to Sarah’s Florist, Inc. Looking for innova-tive ways to save on expenses, Sarah moved into a shop with another existing florist to start building her company even more. This was when networking started becoming popular and also websites were starting. She knew very quickly that she needed to get onboard with all of that.

While splitting her overhead, she realized that she didn’t need a storefront. All she needed was a phone, an area to work, and a little cooler. While she was subleasing her small space from the other florist, the wire service companies such as FTD, Teleflora, and AFS came in and said that even though she was a member, she couldn’t work out of her location and if she did, they were going to shut her down because they had a policy that there could not be two floral shops operating from the same location.

Sarah immediately went out and found a small satellite loca-tion and listed it as the primary location which satisfied the wire companies’ requirements. That gave her the opportunity to build her business, work harder, and then hire employees as she grew. Once again the wire companies came back and said that she had one week to move completely out of where she was sharing the space or they were shutting her down.


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Sarah’s business really “blossomed” when she started her events business. She has created

incredible event decorations In Houston and all over Texas, New Mexico, and Colorado.

Sarah has a passion for health and fitness. She works out regularly with her personal trainer, Keith Scruggs/BONA Fitness and has competed in “Figure Competitions”

starting at the age of 49 and has won 4 trophies in the last two years!

Sarah Loves To

Brag About Her Great

Design Team And For Good Reason!

Continued on page 32

Unbeknownst to them, six months before, Sarah had sat down in front of the center where she is located today on Westheimer at Wilcrest and said to herself that this was the location where she really wanted to expand her business when the time was right. By the time the ultimatum had occurred, Sarah’s business had finally reached the point in which she had outgrown her location. This situation was simply the catalyst for Sarah’s final move. It was the ideal time to jump in with both feet and so she did.

Once Sarah moved to her present location, her business soared even more than ever before. Amazed that her business was growing like wildfire, Sarah excitedly declared to herself, “I’ve got a real business here.” Sarah’s success has never been by chance but by careful design and she is always looking for ways to take her business to the next level. She has always stayed at the top of her game and in touch with the latest trends, styles, and colors by attending conferences in New York, Los Angeles, Atlanta, and Dallas. She is also keenly aware that the way she did business in the 80’s and 90’s is a lot different now.

Through her powers of observation, Sarah recognized that women network differently than men. “Women are more of an emotional networker. Men want the facts. They want in, they want out, and then they move on. Women are more engaged in each other’s personalities, personal life, and the whole thing,” noted Sarah.

Actively involved with the Houston West Chamber of Commerce, Sarah went to the President and CEO, Jeannie Bollinger, and said, “I would like to start an organization where professional, high-powered women (CEO, C-Level Executives, and business owners) can network together. The reason she did that was because she wanted to help other women connect with each other and that was also her target market. That is the heartbeat of Sarah’s Florist. Sarah reflected, “I appreciate the phone order for a dozen roses but that’s not what keeps my business alive.” With Sarah as the Chair, Jeannie and she formed the “Women Driving Business Event.” They started out with 50 ladies in attendance nine years ago and have expanded to over 200 today. It has become so popular that there is a waiting list to get in at this point.

The “Women Driving Business” event happens once a year and includes a breakfast, lunch, and a social. This year, the breakfast will be in August, the luncheon will be held in September, and the social will be in October. Sarah e laborated, “We have d i fferent women speakers who talk about their trials and tribulations and how they broke through the glass ceiling of their business and became successful.” Proceeds benefit the Houston West Chamber and the Women Driving Business Charitable Giving Fund.

Sarah added, “It’s also an opportunity to build up a relationship and gain trust with each other; it’s not meant for sales at all.” As a result of all of the parties and all of the contacts, Sarah’s business has been going non-stop as she is constantly handling the floral designs and decorations for major events. Sarah proudly stated, “I get a lot of business from these ladies who know that we deliver a good product and we can be trusted and I’ve got a great design team.” Sarah loves to brag abut her great design team and for good reason! Her manager is Chuck Smith who is always ready to answer questions when people call the office. Sarah has known Chuck since she worked in Bay City with him. “He is really the heartbeat of Sarah’s Florist. The brides love him,” exclaimed Sarah! Sarah’s Florist handles anywhere from 50 to 60 weddings a year in all different price ranges. “We rarely turn anyone down. Our weddings range from $2,000 to $75,000 for the floral products. There is nothing we can’t do,” affirmed Sarah.


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t is time to assess your goals that you put in place the first of the year. We are half way through the year and if you are not where you intended to be, ask yourself; why not?

Here are my personal suggestions for moving your business forward, fast and efficiently.

As part of the process, you might call your good customers and ask them for any feedback they can give you to increase your business. Use this feedback in the second half of the year to reach the level you expect based on your good busi-ness planning and goals.

Work on your marketing program over the next 30 days. Your networking may need to expand either on the personal level or on the E-Social Media level. Do an assessment of where your contacts or referrals are coming from. That is the area which deserves extra emphasis including old school “thank you notes” to those loyal per-sons who are helping you succeed.

Speaking of E-Social media, how does your website look? It should be easy to navigate and please make sure there is a phone number as well as e-mail contact on your home page. In today’s world of technology, being accessible via a mobile device is mandatory. People will contact you while traveling and they typically are using their mobile devices.

Diversification and delegation are ongoing train-ing platforms which the business owner must consistently visit. Diversify responsibilities while at the same time cross train each associate working with you. Examine your own task list and decide what specific tasks can be delegat-ed to a trained associate in your office. Spend time away from your business to do bet-ter “in your business”. Business owners need time to “sharpen the saw”. The best new ideas for change that can take your business activ-ity to the next level often happen while away from the daily must-do on your task list. Go to the beach, the mountains or your backyard and spend time alone to get clarity on growth and development of your company. You didn’t decide to become an entrepreneur by being a slave to your company.

The Assessment of Your Business is PersonalBy Rita Santamaria

EDITORIAL FEATURE

I

THE BUSINESS OF REAL ESTATE

We, as human beings, are constantly main-taining stability in our lives. We work hard to get our business to where we feel safe and comfortable. It’s difficult to institute change. The most difficult challenge is the battle we have within ourselves to allow change to hap-pen. If your business model is lacking what you need to bring your production and servic-es to the next level, break the current pattern and replace it with a new pattern.

New patterns to institute change within you and your business can be time away from the business to work on yourself and your busi-ness model. Reading new literature of sub-stance relating to your business proves fruit-ful. Signing up and taking a course that allows

your creative juices to flow will always improve your business.

The same routines that keep us comfortable, predictable, where our ideas are safe and where our skills are sufficient will not produce lives and a company that are wise and skill-ful. Take a company temperature reading and make plans for change, today.

Rita Santamaria is the owner ofChampions School of Real Estate in Houston TX. Champions have campuses in Houston, Austin, Dallas, San Antonio and On-line Campus. For more information www.ChampionsSchool.com


here are times in almost every employer and employee’s life when their workload just seems to pile up and they become overwhelmed, highly stressed and, as a result, unproductive.

Employees who become distracted from their primary job objectives can eventually cost a business owner millions of dollars. If employees are carrying around too many tasks in their minds they tend to be unfocused and spend an enormous amount of time, energy and thought on low priority distractions instead of clearly focusing on purposeful high priority actions.

Following distraction reducing actions steps will restore a clear, undistracted, focussed and purposeful mind to yourself and your employees.

You can start by filling out what I call the Demartini Distraction Resolution Form™. You can create this simple form by taking a blank sheet of paper and drawing four equally spaced vertical lines down the paper so as to have five equally spaced columns.

1. Label the first column “Distraction”. Write a complete list of every distracting idea, task, and project that is on your mind. Be sure to include anything in your personal or professional life occupying mental space and time. Be exhaustive. No idea is too trivial to write. It helps when you chunk down more complex projects or objectives that are distracting you into more manageable daily components and then list them.

2. Label the second column “Dump”. Write a check mark next to any idea, thing, task, project or objective that you truly can’t do anything about or that isn’t worth any further thought. Sometimes we carry around in our heads ideas that are of such low priority that we simply need to dump them from our thoughts.

3. Label the third column “Delegate”. Write the initial or full name of the individual who you feel you could best delegate the distraction written in column one to. This could be one of your subordinate employees or anyone who could take this distraction off your shoulders. Select thoughtfully and wisely. It’s wise to delegate to those more perfectly designed to fulfill the task. Think in terms of time and cost effectiveness.

Mental Distractions Can Cost Your Business MillionsBy Dr. John Demartini

EDITORIAL FEATURE

T 4. Label the fourth column “Do”. Write your initial in the box if you are the one best suited to tackling this action.

5. Label the fifth and last column ‘Date”. Write the date of when you intend to begin acting on this distraction.

6. When you have completed the above five columns then completely transpose all the resultant “delegations” and “dos” to appropriate “Daily Delegation Forms” for other’s to do or “Daily To Do Forms” for you to do. Again these forms can be created similarly as above.

7. Now sort the distractions into others to do or you to do and date them in reasonable time frames. You will discover that what is on your plate for that actual day is way less than you at first imagined.

You will discover that you have been filling and distracting your mind with things that do not need to be done for possibly days or weeks into the future or maybe not at all. By filling out this form you will reduce your stress and become less over-whelmed. You will be able to stand back and have a clearer perspective on exactly what is important and what isn’t.

8. Finally, prioritize each of the items or actions you are to delegate or do yourself so that you are not lowering your self-worth by getting only low priority actions done each day at the expense of high priority, more productive actions.

A short pencil is wiser than a long memory. By getting your staff to organize and prioritize their days they will become more productive, more fulfilled, less stressed and less overwhelmed. Remember, a clear, undistracted mind that is focused on purpose has power.

About Dr. John Demartini Dr. John Demartini, a native of Houston, is a world renowned human behavior specialist, business consultant, educator and an internationally published author. He is the founder of the Demar-tini Institute, a private research and education organization headquartered in Houston with a curriculum of over 72 different courses covering multiple aspects of human development.

For more information and to download a free Value Determination Process Workbook, please visit www.DrDemartini.com/pm_determine_your_values


fter attending a scheduled meeting with the Texas Workforce Commission, The Texas Veterans Commission, and The Department of Labor on Veterans employment concerns, it was very clear that

there is a real concern to Veterans about finding employment in the Civilian Sector after either returning from combat or retiring from the military.

The panel discussion was comprised of ten Veterans, of which I was one, and a representative from the U.S. Department of Labor. This meeting was held on April 24, 2013 at The Texas Workforce Commission’s in Houston, Texas. It was a fact finding session that the Department of Labor was conducting in order to substantiate the concerns that Veterans have about the hiring process in companies.

The Veterans that attended possessed a variety of professional skill that would transfer immediately into today’s workforce. The experience levels ranged from four years to 20 years of experience. The skill levels encompassed individuals with an IT background with Microsoft Certifications, Supply Chain Management, Legal, Office Administration, Construction and Project Management, Training, Education, Security, Logistics, Engineering and Upper Level Management.

The recurring concern with the Vets was that their seemed to be a disconnect with the private sector coupled with a perceived stigma that all Veterans might have some form of PTSD, even though those questions were not directly asked during interviews. One of the Veterans had been recently homeless with his entire family because he could not find employment.

I am an Air Force Veteran. I have attended numerous “Job Fairs” designed to hire Veterans, but the companies that were exhibitors seemed to be looking for skills in the Oil and Gas Industry, Security, Law Enforcement or some sort of Sales positions. There were no upper level management openings. The companies seemed to be focused on a younger workforce that could not demand mid to upper level wages or salaries.

The media has often sensationalized our senses that Veterans may be actually a risk in the workplace. They fail to realize that

Can Entrepreneurship Help Vets with PTSD?By Alvin E. Terry MBA,Business Consultant, Dynamic Business Builders

EDITORIAL FEATURE

A

ENTREPRENEURS TOOL BOX

the training that Veterans have obtained and the discipline and work ethic that we possess cannot be duplicated. Veterans were trained to get the job done at all costs. These men and women enlisted to serve our country, only to come home and cannot get employed.

I was an out spoken proponent of Entrepreneurship. Sooner or later a job search becomes futile and one does not know where to turn. I continually emphasized that Veterans need to consider starting their own businesses. They will need to collaborate with each other. They will need to identify with others that have the same skill set that transfers into the present day workforce economy and create jobs for themselves their families and others. There are many resources that are available to help accomplish their mission.

After meeting with my good friend Allen Grundy, M. Ed, retired military with Air Force and Army experience and owner of VETPRENEUR Centers of Houston (VCH) he was able to give me valuable resources to help all Veterans. Mr. Grundy is a consultant for Veterans’ Educational Resource Centers in Higher Education for Colleges and Universities. He has held administrative positions at the University of Houston, Rutgers, the State University and Texas Southern University.

Some of the direct websites are listed here:www.vetbiz.govwww.veteranscorp.orgwww.ebvfoundation.orgwww.sba.govwww.veteranownedbusiness.comwww.navoba.comwww.sdvosb-council.orgwww.vetforce.orgwww.incharge.org/military-moneywww.credability.org/reconwww.militarysaves.orgwww.vetfram.comwww.bbb.org/us/military-linewww.sba/patriotexpress/index.htmlwww.financeveterans.org



t’s pretty clear that the old ways of marketing and sales are losing ground. Being a hard-working salesperson out

knocking on doors and using previously proven sales techniques is brutal. You need to learn something new that works to keep food with your meals and you need to learn it now.

I have some good news and bad news

The good news is the internet has provided statistics that show exactly what works and what sends your prospects down the road or worse yet frozen in paralysis of analysis.

The bad news is it requires sales automation. At least it sounds like bad news on the surface. Most really talented and driven sales executives resist being parked behind a computer to make sales. They would much rather be on their feet, meeting new people and shaking hands with a smile.

The good news about the bad news is that you will make more sales if you (and the rest of your company) adopt these ideas. In our recent eBook, “The Magic 5 of Content Based Email Marketing Campaigns that Drive

If You Can Follow a Recipe – You Can Launch an Inbound Marketing Campaign that Rocks the Revenue!By Craig Klein, CEO of SalesNexus.com

EDITORIAL FEATURE

ISales”, we talk about a marketing automation method that allows you to be out in the field with fresh sales leads that are ready and able to move toward a sale.

Email Marketing Works

If you have ever tried email marketing you may be pushing back on the bold statement about how it works - because it didn’t work for you. If that is your response, you are not alone. Lots of people have tried email campaigns that have fallen flat. Even with the most well-written email campaigns that is possible. However, when you combine the efficiency of email, customer-centric content and a hard-nosed, unwavering commitment to disqualifying those who are not yet ready – you are left with really, really good sales leads.

When you are ruthless about qualifying each sales lead that comes in, there is going to be a lot of unworthy sales leads left to the sides. Maybe the term unworthy sounds a bit harsh, but it is true. Most of the sales leads that are fed to you as a salesperson are not worthy of much of your time. If they are treated right,

with a high quality lead nurturing system, they will come back to you ready to talk to you about the purchase.

The most common reason for marketing automation to fail is the person writing the email content feels they should share all the features and benefits of the product or service. That is a big mistake. What today’s buyers want is for you to only give them information they can use and appreciate – even if they never buy from you. Trust me, it sounds selfish on their part, but it works to increase sales.

Content that Converts

More good news with a good, web-based CRM you can adjust any email campaign that is not pulling in the sales as you hoped. You will quickly learn what words turn up the desire to purchase and which ones don’t get any traction at all. All the data is waiting for you in the online CRM. You can even set up automatic measurements for every step in the sales process to help you tweak each step for optimum sales growth.


o you get annoyed when at business meetings people talk about their vacations, or when business meetings go directly to business without at least a warm welcome? Everyone usually falls in to one of these two styles. Most of your

business conversations, including sales conversations, follow a style where you are most comfortable - even though the people you are talking with about 50% of the time are the opposite of you. Isn’t that interesting!

When it comes to the relationships in our lives it is very useful to un-derstand how personality types are viewed internally and by others. One way we look at interpreting these styles is by determining what a person’s DISC profile is.

DISC is an acronym for:Dominance - control, power and assertiveness Influence - social situations and communication Steadiness - patience, persistence, and thoughtfulness Compliance - structure and organization

DISC has been around for decades, initiated by Dr. William Mouton Marston, in the 1920s and documented in his 1928 book, Emotions of Normal People. Originally, he described the four DISC areas as D, I, S, and C.

DISC can be used to describe a person’s general approach, including their motivations and dislikes, strengths and weaknesses, and some of the basic assumptions they make about other people. It can also help to predict how a person will behave and buy. When you properly understand the DISC language, you will be communicating effectively and efficiently to everyone around you.

In this article we will focus on DISC in three main areas: buying styles, understanding what drives them, and communicating and adapting to your customer.

The D in DISC“D’s” are both fast-paced and outspoken plus questioning and skeptical. In general they tend to be confident, bold, and not afraid to express their opinions. “D” individuals typically have a take-charge attitude.

“D” Customers: • Prioritize concrete results. Show the direct effect you will have on their business. • Look for immediate developments and quick uncomplicated ROI. • Assurance that people will fulfill their side of the deal. • They give few second chances.

Understanding and Leveraging Personality Profiles the DISC WayBy Doug Winnie, PMP

EDITORIAL FEATURE

“D” individuals:Take action and have little patience. They want to know the key points to allow for quick decisions.

When presenting to a “D” type individual: • Get right to the point. • Show the impact to their bottom line. • Keep your sales process moving fast. • Prove your product enhances innovation and/or is bold or daring. • Give brief summaries and answer the tough questions directly. • Be confident and no-nonsense.

The I in DISC“I’s” tend to be both fast-paced and outspoken, warm and accepting. They tend to be extroverted, optimistic, and energetic. “I’s” consider the sales process as an opportunity to socialize. “I” types appreciate small talk and are interested in creating a friendly, informal atmosphere.

“I” customers:• Prioritize the relationship above all else. • Want to know the direct effect that a product or service will have on their business. • Get excited about potential breakthroughs. • Bring up irrelevant topics for discussion. • Want a relationship as well as the product.

“I” individuals like to feel excited about the product. They want to know the key points of a product, but not lengthy details.

When presenting to an “I” type:• Use an upbeat, animated approach. • Ask an open ended question that allows them to tell their stories. • Keep your sales process moving quickly.• Communicate passion for your product. • Emphasize the innovative aspects of your products.

The S in DISC“S’s” tend to be both accepting and warm, and reflective. These customers tend to be very pleasant and polite and will make a real effort to listen to others. An “S” type person has a desire to accommodate others and make them feel comfortable. They will probably let you take the lead in the discussion.

“S” customers: • Cautions and reflective.

• Uncomfortable with innovative, ground breaking applications.


D


uring my second inaugural address, I indicated that Houston’s chronic homelessness problem would be a priority of

my second term as your mayor. Much has been done in the last year and a half, but one accomplishment dearest to my heart is the progress we’ve made in housing our homeless veterans.

Last week marked the one-year anniversary of Housing Houston’s Heroes, an initiative that successfully housed and provided supportive services to 148 homeless veterans, including 101 chronically homeless veterans, in 1 0 0 d a y s . T h e u n p r e c e d e n t e d collaboration among Houston’s homeless service providers continues t o i m p a c t t h e l i v e s o f H o u s t o n ’s homeless veterans such as U.S. Marine Corps veteran James Adams.

Adams moved into his new apartment in Southwest Houston on May 1, 2013 after being homeless for five years. He served in the Marines, and then was employed with NASA for 17 years as an aircraft mechanic. Family problems led to him becoming homeless but he says that his life is now on track. Adams is studying to be an electrician at Everest Institute and is expected to graduate this fall.

The best characterization of the impact of this program has had comes from Adams himself: “I got my own place and my self-esteem is coming back. Life has many challenges and sometimes it takes people a little longer to get back up when life knocks them down.”

The City of Houston is committed to

Celebrating Success of Program to House Homeless VetsBy Mayor Annise Parker

EDITORIAL FEATURE

w o r k i n g w i t h h o m e l e s s s e r v i c e providers to get more Houstonians off the streets.

This unprecedented effort shows what we can accomplish when agencies and organizations work together. We are literally changing lives and setting the pace for the rest of the nation when it comes to finding solutions for chronic homelessness.

Housing Houston’s Heroes has housed over 500 homeless individuals and f a m i l i e s s i n c e M a y 2 9 , 2 0 1 2 including over 450 homeless veterans. The program is part of a comprehensive approach that also includes efforts to help the chronically homeless who are not vets.

During Houston Registry Week, over 160 volunteers, including myself, canvassed the streets of Houston for three days to identify, interview, and assess the City’s most vulnerable and expensive homeless individuals.

Volunteers used a comprehensive survey with 33 targeted questions to gather information on the individual’s health status, institutional history (jail, prison, hospital, and military), length of homelessness, patterns of shelter or mission use, and previous housing situations.

Volunteers administered a total of 963 surveys, identifying 847 unique homeless individuals, of which: • 15 percent were females • 18 percent were Veterans • 48 percent suffered chronic

PG 13

D health conditions • 46 percent suffered mental health conditions • 20 percent were victims of domestic violence • 32 percent were victims of violent attacks since being homeless • 34 percent were employed despite literally sleeping in the streets

The survey also collected information on the use of costly public systems, like emergency rooms and jails. Fifty (50) p e r c e n t o f t h e r e s p o n d e n t s identified the hospital as their primary source for healthcare with 964 visits to the emergency room in just the last three months alone, as well as 695 inpatient hospitalizations in the last year. Additionally, eighty-one (81) percent reported having been in jail, often for unpaid tickets.

Every year, chronic homelessness is costing us an estimated $103 million in public resources. However, now that we know our chronically homeless by their names, stories and needs, we can shift these vital resources to move them off the streets and into stable housing. This compassionate, community-driven plan will help our most vulnerable Houstonians while saving taxpayer money.

A comprehensive database containing the information gathered through Registry Week will be used by homeless outreach service providers to pr ior i t ize indiv iduals for housing



Why NAWBO?

• Women own an estimated 10.6 million businesses in the United States

• They employ 19.1 million workers (1 in 7)• Their businesses account for $2.5 trillion in sales• Women business owners are philanthropically

active: seven in 10 volunteer at least once per month; 31% contribute $5,000 or more to charity annually; 15% give $10,000 or more.

Shouldn’t you be involved in an organization that takes

www.nawbohouston.org or call 713-487-8475

National Association of Women Business Owners Houston Chapter

Connecting Women Who Mean Business

National Association of Women Business Owners Houston Chapter

Connecting Women Who Mean Business

Continued from page 12Understanding and Leveraging Personality Profiles the DISC Way

• Prefer dependability and maintain the status quo. • Want sincerity and to feel comfortable.

• Need to trust you.

“S” individuals want:• Doubts or concerns addressed. • Support during and after the sale. • Stability and dependability.

An “S” customer wants the security and comfort that you care about them as a person. Take things slow to build a trustworthy relationship, and offer a guarantee that provides and supportafter the sale. Doing this means you have an “S” customer for life.

The C in DISC“C’s” tend to be questioning and skeptical, cautious and reflective. They carefully consider all of their options and are unlikely to display enthusiasm or emotion, even if they like what they see.

“C” customers: • Are very detail oriented.

Continued from page 13Celebrating Success of Program to House Homeless Vets

placement according to their vulnerability. Additionally, the database will be used to continue to identify, assess and assist those living on the streets until they are housed.

Outreach workers are already using the database to move homeless individuals into housing. The goal is to house 300 chronically homeless individuals within 80 days.

Houston Registry Week is part of the national 100,000 Homes Campaign – a grassroots movement of over 175 communities to find and place chronically homeless individuals into 100,000 homes across the nation.

Organizations participating in the Housing Houston’s Heroes include the U.S Department of Housing and Ur-ban Development, U.S. Department of Veterans Affairs, the City of Houston’s Office of Veteran Affairs, the U.S. and Houston Departments of Housing and Community Development, Harris County Housing Authority, Harris County Community Services Department, SEARCH, the Housing Corporation, Career and Recovery Resources, Inc., Catholic Charities, Goodwill Industries, Funders Together to End Homelessness, Continuum of Care, Neighborhood Centers, Inc., US Vets, Cloudbreak Com-munities, Healthcare for the Homeless, Mental Health and Mental Retardation Authority, the Houston Police Department and the Houston Coalition for the Homeless.

• Need to be convinced of a product’s quality and worth. • Want case studies, researched data and solid facts. • Expect high-quality products and services. • Want to be assured there will not be problems down the line.

“C” types want information delivered at a slower, logical pace. Focus on the quality of your product or service. Use a high level of professionalism. Avoid rushing them for decisions and ensure you highlight the availability of guarantees, warranties and service plans. Always use testimonials with a “C.” Provide the facts, prove your value, and make the decision a “no brainer.”

Using DISC to create a team of communicators can have lasting effects on your sales and business.

Want additional information about DISC and how knowing DISC improves your bottom line? Doug Winnie at ActionCOACH provides complimentary 1-hour training by calling 713-936-3814 or emailing to [email protected], or select the best business growth options on this website, www.BusinessAsATool.com/promo/SBTMagazine.

www.SBTMagazine.net SMALL BUSINESS TODAY MAGAZINE AUGUST 2013 PG 3ISMALL BUSINESS TODAY MAGAZINE JULY 2013 | PG 24 www.SBTMagazine.netPG 15


henever you go into business with another person, there are two criti-

cal documents you should have in place before you start the business.

One is a Shareholder/Partnership Agreement, which spells out the duties and functions of each shareholder/partner. The other is a Buy-Sell Agreement. This article will address the issues that should be covered in a Buy-Sell Agreement.

Over the years, I have had the opportunity to read many Buy-Sell Agreements. Virtually all of the Agreements have three things in common:

a. They are generally written under the implicit assumption that the other guy is going to die first

b. The valuation procedures are unclear, unworkable or grossly unfair to at least one of the parties

c. The mandated periodic valuations are rarely kept current

In my capacity as a business appraiser and business broker, I have discussed the valua-tion problem inherent in Buy-Sell Agreements with numerous attorneys. A Buy/Sell Agreement should cover what I call the four D’s that trigger the need for a Buy-Sell Agreement:

1. Death (You now have to deal with your partner’s spouse or family who believe the business is worth millions)

2. Divorce (Do you want the spouse as a partner?)

3. Disability (Are you willing to continue to pay salary and dividends to a partner who can no longer work in the business?)

4. Dissolution (What do you do when a Partner/Shareholder wants out?)

Why You Need A Buy-Sell AgreementBy: Jeffrey D. Jones, ASA, CBA, CBI

Jeffrey D. Jones

EDITORIAL FEATURE

W


The first issue that needs to be addressed in a Buy-Sell Agreement is how to value the ownership interest under any of the above 4 D’s. There is no magic formula or Rule of Thumb for valuing a business and/or ownership interest. The valuation results may vary greatly depending upon the Standard of Value to be used and the size of the ownership interest being valued.

Most people are familiar with the concept of Fair Market Value being “a willing seller and a willing generic buyer.” There are standard appraisal methods for determining the Fair Market Value of a business; however, when valuing a partial ownership interest the Standard of Value can change. A partial ownership interest can be valued based on its Fair Market Value, which then requires a discount from the pro rata value of the company, because most third party buyers would demand a discount from pro rata value to account for the lack of control of a partial ownership interest.

These discounts can range from 5% to 80% of the company’s pro rata value depending upon the size of ownership interest and the degree of control the ownership has in determining busi-ness operations and distribution of earnings. Al-ternatively, the ownership interest can be valued based on the concept of what is called Fair Value, usually meaning pro rata of company value. This is a decision the partners/shareholders need to make at the very beginning of their relationship.

Determining the market value of a company and/or a partial ownership interest is an important element of any Buy-Sell Agreement. Many agreements use Book Value as a basis of valuation, while others use a formula or “Rule Of Thumb” method. Book Value may be representative of the company’s tax basis in its tangible assets, but it is rarely representative of


ho doesn’t love a good joke? Sometimes the funniest ones are only funny to a handful of people—an “inside” joke. Mingling your way through a crowd, shaking hands, meeting, greeting, and

getting to know new people. Good for business, right? Absolutely. But what can you do to make an otherwise mundane encounter more memorable? Inject a little humor! And if you happen to be mingling with people you’ve met before, take advantage of the opportunity to tell an “inside joke.” It not only livens the moment with laughter, but it can increase the emotional bonds of those who are “in” on the fun. Inside jokes identify you and the others involved as being on a separate, and higher plane of camaraderie, one not yet enjoyed or perhaps even understood by the others. It reveals a familiarity between you that the others don’t share. We could probably each recall at least one memory of sharing an inside joke. I know I sure can. Not only can I remember a time and place, more affectionately, I can recall the people with whom I’ve shared inside jokes. I believe that meaningful relationships require these four components: time, intensity, trust, and reciprocity. An inside joke epitomizes these in a lighthearted way by alluding to something you’ve shared in the past, and most likely view in a similar way, demonstrating trust in one another’s perception of what you shared. While they may be silly and even insignificant in nature, these jokes have the potential to promote and progress a rela-tionship toward an even closer bond with each shared chuckle.The Seriousness of HumorI’m not suggesting business schools add standup comedy to every syllabus. I am suggesting that humor can open the door for serious business, whether directly because of it or by referral to others. Why is that? Let’s call it the “Likeability” factor. It distinguishes you, sets you apart from others, and in a business context, from your competition. How often do you like to be around others with whom you share that type of camaraderie where humor flows freely versus those with whom there is none? The thing about relationships, meaningful ones, is that they have established various levels of emotional bonds. Humor is one of those factors that help to achieve that bond, furthering the relationship. The Serious FalloutOf course, there’s a time and place to enhance relationships with humor in general, and inside jokes in particular. While you don’t want to earn the reputation as the person who never takes anything seriously, you don’t want to be the one who takes himself too seriously, either. Michael Kerr, international business

The Business Side of an Inside JokeBy Mike Muhney

EDITORIAL FEATURE

W speaker and author of The Humor Advantage: Why Some Businesses are Laughing all the Way to the Bank, says that when people opt not to showcase their sense of humor, often from the desire of being taken more seriously, it can “backfire as people who take themselves overly seriously are often, ironically taken less seriously by the people around them.”From Punch Line to Dotted LineWhen I was in sales school training at IBM, they taught us a technique called, “What’s on the Walls?” In a person’s office, it’s rare not to see items hung on the walls that represent their interests. I was visiting some high-level executives in an organization and was invited to tag along as they met with an executive with whom I had envisioned a mutually beneficial business relat ionship. His last name lent i tsel f to the nickname “Goz.” When we met, everyone exchanged the usual courtesies. After our introduction, Goz said nothing more to me as we all went into his office. While the three of them talked business for half an hour or so, I discreetly scanned his desk and walls for any sign of a way to humorously “break the ice.” Against the background of items representing business accomplishments, one item in particular stood out. It looked like a customized stuffed animal made by a child in an effort to portray Goz—sort of a caricature. After my associates concluded their discussions with Goz, they told him I had a perspective of possible strategic value to his organization and asked if he would hear me out. He agreed, but seemed skeptical and reserved. I said, “Goz, if you don’t mind, before I begin, I’ve noticed that cute stuffed animal seems to be a caricature of you. Would you mind telling me what that is all about?”His demeanor immediately relaxed as he laughed heartily. He said, “You know, that has been on my desk for years and no one has ever asked me about it.” He told the story and we all laughed along with him. At the conclusion of our business dis-cussion, he agreed to my proposal. When we left, my associates started laughing all over again. They couldn’t believe what they had just learned about Goz—and that they had never seen him become relaxed so quickly with someone he had just met.While humor is no substitute for substance, you can use humor to build camaraderie and establish deeper bonds with those you meet. Focus on establishing an “inside joke” rapport. It’s not about the punch line. It’s about the bottom line.

Mike Muhney is the co-inventor of ACT!, is now the CEO & co-founder of VIPorbit Software, creators of VIPorbit mobile relation-ship management apps for iPhone, iPad and Mac. viporbit.com

www.SBTMagazine.netSMALL BUSINESS TODAY MAGAZINE AUGUST 2013 PG 3I

he country of Germany is essentially the same size as the state of Montana, yet it boasts the fourth largest economy in

the world. Most would think that this situation would be due to geography, but in truth, Germany has few natural resources. What would explain this seemingly paradoxical situation? The people themselves would be the only logical conclusion. Germans are business people. They take their work seriously and do their utmost to make it more efficient. Most would believe that German culture is just like American culture. While it is true that the foundation of American culture is derived from Anglo-Saxon Germanic roots, there are still subtle differences of which one must be cognizant if one wishes to do business with Germans.

One of the prevailing stereotypes about Germans is that they are extremely serious and lack a sense of humor. It is true that Germans will maintain a very businesslike demeanor even in their private lives. Usually they never talk to someone they do not already know. Nevertheless, once they come to know the other person they will generally open up more and become more personable. So if your German counterpart seems like he/she is not friendly do not take it personal. Once you have demonstrated that you are an honest and respectful person, your German counterpart will become more open and you will feel more comfortable.

Strict punctuality is another stereotype assigned to Germans. This aspect is

Doing Business with the GermansBy Ludmila (Mila) Rusakova Golovine

EDITORIAL FEATURE

Tactually based in truth, especially in a business setting. Quite simply, Germans expect everyone to be on time, including themselves. Due to the fact that German business schedules are highly structured and efficient, timeliness is crucial. G e r m a n s v i e w t a rd i n e s s a s unprofessional. Therefore, if you are late for your meeting, you will probably leave a bad impression. Furthermore, you may set back your counterpart’s schedule and cause them to be late for their subsequent meetings that day, thereby making them look unprofes-sional. Please keep these warnings in mind when meet ing with German businesspeople. It is always better to be early and wait than to be late and appear disorganized.

As previously stated, Germans may seem reserved in their interactions. This behavior also manifests itself in a different way in business, namely, avoidance of risk. Americans can s o m e t i m e s h a v e a r i s k - t a k e r mentality or we can act on instinct. Germans eschew such inclinations. Consequently, if you have a business deal that is not based on solid facts, statistics, and concrete plans, chances are your German counterparts will walk away very quickly. Enthusiasm is excellent but in the German mentality there is no substitute for conclusions drawn from empirical evidence and logical calculation. There are a number of aspects of German business practice, which can aid in your negotiations. Since

German business schedules are very organized and punctual, all meetings must be planned and approved at least 2-3 weeks in advance. It is advisable to have an agenda for the meeting and ensure that it is followed in an efficient manner. This is not to say that the meet ing should be rushed. Your counterparts will most likely want to t a k e t h e i r t i m e t o r e v i e w t h e proposals and consider them in detail. There is very little room for small talk or relationship building. Germans are “all-business.” Therefore, after a brief introduction, please proceed as to the presentation material as quickly as possible.

As a rule of thumb, it is always preferable to research your business counterpart. This is especially true when dealing with Germans. Rest assured that they have researched you. Demonstrating that you know about their company will leave them with the impression that you are professional and diligent. They will also see that you are serious about dealing with them since you made the extra effort to do the background research.

In terms of communication, Germans are very formal in business. Brief, firm handshakes are the normal way of greeting. When speaking with your German counterparts, be sure and use the correct addresses; “Herr” followed by the surname for men and “Frau” followed by the surname for women. Titles are important as well. If someone


PG 18


Referral Marketing,” “Networking,” “Business by Relationship;” these are buzz words that we have

all been hearing in the market place the last several years. In fact it has become rather chic, sexy for sure, to sprinkle your business conversations with at least one of these phrases. When a concept reaches this kind of popularity status it runs the risk of becoming cliché and loses its innate impact. We were discussing this one day last week and how it has become a bit irritating to listen to people use these terms so often in the wrong way. The concept of selling is one that brings up painful emotions for many, many entrepreneurs and that is a sad state of affairs.

Wait a minute! Aren’t you the guy on the forefront of teaching business owners the art and science of Referral Marketing and Networking? Indeed I am, but I am first an entrepreneur, and the number one skill set for an entrepreneur is the skill of selling! Surprised? You shouldn’t be, but let me explain this a bit. My niche is Referral Marketing as a system, but I was raised to be a sales professional. That is my background and one I am proud of, and one that Ben Franklin was proud of, as well. Ben Franklin was an inventor and consummate business man. In fact, Franklin was what we would call today a “Boot Strapper,” meaning a businessman who starts a business on a shoe string and by persistence and force of will, creates a successful business. Early on he learned if he was to succeed he needed to create revenue. Revenue is created when the process of commerce occurs. This process happens when a product (or service) and money changes hands. This process happens millions of times a day between business owners and customers and literally becomes our country’s revenue and GNP.

Ben Franklin, Puppy Dogs, Referral Marketing and the GNPBy Bertrand McHenry

EDITORIAL FEATURE

“ Now for years and years the way we arrived at the end of the sales process was taught as a manipulative adversarialprocess and it worked – for a while. We were taught the Puppy Dog Close, The Ben Franklin Close and a thousand others equally as manipulative. That old way of selling is gone and hopefully forever! However it’s not the process most business owners are afraid of; what most owners are afraid of is simply closing the sale at all. So instead of taking personal responsibility of creating their own revenue, they opt for avoiding that pain by squawking about doing “business by relationship,” which is a way of procrastinating what must be done as responsible patriotic business people Closing the Sale!

Let’s be clear, Networking is one of the most powerful ways to get connected in the market place and brand yourself. Referral Marketing is the undisputed single most potent form of marketing there is and can get you closer to doing business than anything else. Business by Relationship is about aligning yourself with powerful strategic partners who can champion your cause in the marketplace. We should follow the real relational sales process to discover actual needs and solutions. If we do that, the part of the relationship that requires “closing” should feel very natural. Having said all of that, in order to create revenue, grow a successful business, add to our nation’s success, you still must be bold and responsible enough to be able to sit across from the prospect after you’ve presented your solution and simply say “What do you see as our next step here?” Go be uniquely American and close some business today!

Bertrand McHenry, President/Owner of Referral Institute of Houston, 281-401-9852bertrand@referralinstitutehouston.comwww.referralinstitutehouston.com


Creative. Dedicated. Responsive.

SMALL BUSINESS TODAY MAGAZINE JULY 2013 | PG 39www.SBTMagazine.net

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dds are, if you’re reading this, you’re a business owner. And maybe — no, let’s say definitely for the purposes of this article

— you’re looking to beef up your communications and marketing plan by hiring an agency.

You know that times are changing. And you want an agency that’s forward-facing, cutting edge. An agency that’s appealing to new audiences every day and growing your business. So who do you hire? Well, if you want the agency that’s actually reaching people and getting folks talking, I recommend the one that doesn’t focus on marketing like an advertiser OR a public relations pro. I recommend the agency that markets like an activist. Allow me to explain.

Think about it. Activists are the best at getting the word out. They believe deeply in what they promote and use whatever means necessary to rally and create.

They believe in the cause. Passion is contagious, and if an agency believes in your brand, they’re much more likely to generate genuine enthusiasm. They should obsessively research your industry. They should immerse themselves in your culture. They

Looking to Beef Up Your Marketing Efforts? Hire an Activist.By Aimee Woodall

EDITORIAL FEATURE

O should spend time with you and your employees, so they get to know and understand every detail of your story. This may require a good, old-fash-ioned sit-in in your conference room, but it’ll be worth it.

They do whatever works to get the word out. Billboard or New York Times article? Your agency should be able to look at your audience and tell you which one will be the better tool to use to reach them. They shouldn’t lock themselves to one medium. Instead they should do what works. That’s what activists do.

Activists post fliers, host press conferences, write editorials, rely on Twitter and plan rallies, meetings and benefit galas. Hell, they even operate phone banks. They’re the original street teams for the cause — and you want an agency that is too.

They build a community. A successful activist knows there’s strength in numbers. The agency you hire should apply that philosophy to your brand. They should be looking for people who are excited about the work your company is doing and empowering them to connect on a more meaningful level. And if they’re doing it right, they’ll empower an

army of ambassadors and you’ll soon find your brand popping up in more places: in conversations, in columns (like this one) and on destination lists.

So, who do you hire? It doesn’t matter if they’re in PR or advertising. What matters is that they’re the ones who believe in what they do and build open, honest relationships that celebrate that. Forget about titles like public relations and advertising for a minute here. And go find yourself some activists.

The Black Sheep Agency is a Houston-based creative agency specializing in non-traditional public relations, social media and experiential marketing. Visit theblacksheepagency.com or follow us on Twitter @shearcreativity and on Facebook at Facebook.com/theblacksheepagency.

Aimee Woodall / Black Sheep [email protected]





















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t is both comical and sad to analyze certain promotional hype that one hears. Some companies claim that purchasing their product is the “be all, end all” panacea for life’s dilemmas. If only you will buy their version of “The Answer,” then you

can surely fast-forward your way to instant riches, success and an easy life.

This is not written to take swipes at responsible branding, marketing and advertising. More than 80% of what one sees and hears is clever, informative, research-based, sensibly executed and intended to orient target audiences toward marketplaces. This is written to address the bigger issue that some companies believe the hype that they are issuing.

I just heard this snide put-down of business strategy from an organization: “We are currently working to deploy a Branding initiative. This is part of a long-term program and is beginning to develop some meaningful traction, thanks in large measure to the addition of a marketing director to our staff. At this juncture, it would not be mutually productive, nor financially possible, for us to consider focusing additional talent on this portion of our strategic planning and implementation.”

How stupid is that? Business strategy is not a “portion” of branding. In reality, marketing and its subset of branding represent one percent of the Big Picture of any business enterprise. They do not guide strategy. Strategy must be the umbrella over all the minor niche pieces, such as accounting, branding, technology, training, etc.

Some companies are downright parsimonious about themselves. Some either skillfully lie to get what they think they want...or may really believe themselves to be what they hype to publics who don’t know any better.

Many of the mis-statements represent “copywriting” by people who don’t know anything about corporate vision. Their words overstate, get into the media and are accepted by audiences as fact. Companies should examine more closely the distorted messages and part ial images which they put into the cyberspace. Our culture hears and believes the hype, without looking beyond the obvious.

Here are some examples of the misrepresenting things one sees and hears:

Mis-Statements...Slogans that Mis-LeadMany Companies Over-Represent...and Believe Their Own Word Games

By Hank Moore / Corporate Strategist™

EDITORIAL FEATURE

I

BIG PICTURE OF BUSINESS

“Achieve Perfection.”What they’re really selling: Computer software.My analysis: There is no such thing in life as perfection. Continuous Quality Improvement is a higher level of thinking. Computer software is merely one tool out of many. It cannot single-handedly create quality.

“How the Fortune 1000 Made Their Fortune.”What they’re really selling: Telecommunications equipment.My analysis: Pagers and cell phones were not invented when they made their fortunes. Communications is fundamental to maintaining, but technology is only as good as the people using it. The bigger question is: how accessible are the executives, and how is company vision articulated and shared? That’s the kind of communication that really grows companies.

“Speak the Language of Business Success.”What they’re really selling: Foreign language lessons.My analysis: English is the international business language, and most people do not use it to best advantage. Workplace illiteracy is much more rampant than people even understand. Many managers have poor people skills, as well as poor verbal-written communications skills. Business writing and public speaking classes should be mandatory. The ability to communicate must be taught to all who wish to attain business success.

“Getting you back to the way things once were.”What they’re really selling: Home owners’ insurance.My analysis: There is nothing more permanent and positive than change (which is 90% beneficial). Too many people spend much of their lives clinging to the past, fighting change and criticizing those who progress. While insurance is important, nothing should promise a return to the past. That plays into the hands of has-beens.

“Has All the Trappings of a Box Office Sensation.”What they’re really selling: Trucks.My analysis: That means that it’s based upon flash, sizzle and hucksterism. This week’s box office sensation will be forgotten soon enough. There’s always another waiting to take its place. Why do TV newscasts devote so much valuable airtime to box office grosses for movies? That’s not real news. Further, it reinforces the erroneous message that sales rankings are


EDITORIAL FEATURE

the primary measure of a company or product. Anybody who hangs their hat upon changeable, temporary rankings is headed for a fall. The public also loves to see celebrities, products, trends and cultural icons fall just as quickly as they rise. It’s a sick phenomena. Nothing -- not even reputable films -- should be judged only by fickle box office ratings.

“Accelerate Your Business.”What they’re really selling: Computer software.My analysis: Not every company grows at the same rate. Database software does not make a company grow. It is a tool of people who put thought, planning, products and processes into perspective. Computer “consultants” are not business strategists. Their product is one out of hundreds of business tools and must, therefore, be kept into proper perspective.

“The Bumpy Road to Success Made Smooth.”What they’re really selling: Small business banking services.My analysis: Banking, like computer hardware and software, is a tool of the trade, not a driving force. Success is a long process, based upon how well one takes the turns. There are no shortcuts to true success.

“Family Tradition.”What they’re really selling: Usually retailers, restaurants, service companies.My analysis: If the founder is still active in the business and is accessible to customers, then the reputation is upheld. Dysfunctional family-run businesses reflect dysfunctional families. Hiring blood relatives, in-laws and old friends is not always good business. A few pull their share, and others coast on the certainty of nepotism. Research shows the odds are against family businesses going past a second generation, for these and other reasons. Tradition is a red flag expression because it implies that change has not occurred. Nobody does things exactly as they did in the early days. To say they do is deceptive to customers, employees and the good family name. Real tradition is predicated upon change management and steady evolution of the business.

“#1 in Sales.”What they’re really selling: You should buy from them, since so many others do. My analysis: #1 is for now. Sales rankings constantly change. To buy only because a company hypes that they are #1 is not a valid reason. Buy what you want...from a company that you respect. Also, if they’re #1, you’re just another sales statistic and customer service will suffer commensurately to the numbers behind whom you must stand in line.

“World Class.”What they’re really selling: If you want to be associated with a winner, buy from them. My analysis: The organization that claims “world class” is trying too hard to be put in the league of others. “World class” is not self-bestowed...it is earned via a long track record.

“Wealth and Riches.”What they’re really selling: Their product is all that you need.My analysis: There are no shortcuts to wealth and riches. Nobody will give away their secrets. Pyramid marketing

schemes take advantage of failed hopes and ungrounded wishes. As P.T. Barnum once said, “There’s a sucker born every minute.”

“For All Your Needs.”What they’re really selling: Wanna-be syndrome. My analysis: No product or service fulfills all of a customer’s needs. To suggest otherwise is narrow-minded. The more self-assured business makes long lists of what it doesn’t do. It knows and relishes its niche, without trying to be all things to all people.

“Fastest Growing.” My analysis: When a company says they are the “Fastest Growing,” beware! These circumstances are likely in place, each of which will defeat their claims:

1. Systems are not in place to handle rapid growth...perhaps never were.

2. Their only interest is in booking more new business, rather than taking care of what they’ve already got.

3. Management is relying upon financial people as the primary source of advice, while ignoring the rest of the picture (90%).

4. Team empowerment suffers. Morale is low or uneven. Commitment from workers drops because no corporate culture was created or sustained.

5. Customer service suffers during fast-growth periods. They have to back-pedal and recover customer confidence by doing surveys. Even with results of deteriorating customer service, growth-track companies pay lip service to really fixing their own problems.

6. People do not have the same Vision as the company founder...who has likely not taken enough time to fully develop a Vision and obtain buy-in from others.

7. The company founder remains arrogant and complacent, losing touch with marketplace realities and changing conditions.

Characteristics of Good Slogans-Campaigns and, thus, Company Philosophy* Focus upon the customer.* Honor the employees.* Show business as a process, not a quick fix.* Portray their company as a contributor, not a savior.* Clearly defines their niche.* Say things that inspire you to think.* Compatible with other communications.* Remain consistent with their products, services and track record.


n order to be successful at any endeavor, one has to identify the essentials required to accomplish that feat. It’s the same in customer service.

What essentials are required to create great customer experiences which lead to maximum customer retention? I’ll give you six characteristics that I feel are key ingredients.

Reliability - Customers expect product/service providers to be dependable and accurate during interactions. Take your home electricity - as long as you pay the bill you expect the lights to come on when you flip that switch. Do customers consider your organization to be reliable? Are you rated high for dependability? Can your customers trust that you will do what you say you will do? These are key factors to providing a great customer experience.

Competence - This characteristic measures knowledge and skill level in regards to one’s product/services. If you surveyed your customer, what would they say about the level of competency exhibited by those within your organization? Internet access allows today’s customer to gain knowledge about yours and your competitor’s organization. Once the interaction begins, will your customer know more about your products/services than front line personnel and others within your organization? Make sure that everyone within your organization is a product/service expert in order to receive a high rating for competency.

Responsiveness - When customers

6 Characteristics of Great Customer ServiceBy Errol D. Allen

EDITORIAL FEATURE

I enter your brick and mortar location, call on the phone, email or initiate a web chat, how long does i t t ake fo r someone to acknowledge their presence? One of the most dreaded customer experiences is waiting to be serviced or even just to be acknowledged! How long are your customers waiting for service? When issues arise, how long before the situation is addressed and a resolution provided to the customer? The responsiveness clock is ticking in your customer’s head while waiting to be serviced or to receive a reply to inquiry.

Courtesy - In my opinion, this one is the easiest characteristics to exhibit. If there is one thing that we can all control is our a b i l i t y t o b e k i n d a n d p o l i t e . A l l customers deserve common courtesy. C o u r t e s y g o e s a l o n g w a y w i t h customers, especially when they’re unhappy with your product/service. Body language and facial expressions also contribute to the courtesy factor. What score will your customer contact personnel receive for courtesy?

Credibility - Can your customer deem your organization as credible? This characteristic is an image builder. We’re taking about trustworthiness here! Does your performance match what you advertise? Does your organization deliver on its promises? Choosing to take the steps necessary to ensure credibility h e l p s t o c re a t e a re p u t a t i o n f o r believability. One act by one person which puts your organization’s credibility into

question can be an image killer. Protect your organization’s future by insisting that everyone perform their duties in a manner that passes the credibility test.

Consistency - This is the glue that holds it all together. Consistency creates long term customers. Consider this - If your organization is consistently reliable, competent, responsive, courteous and credible, you’re probably providing many great customer experiences. Consistency means establishing a pattern of behavior. Does your customer’s rating of your organization indicate a pattern of great behavior in regards to the customer experience? Can your customer depend upon your organization to provide a high level of service every time they choose to utilize your products/services? The ability to intermittently exercise the five aforementioned characteristics will not help in your quest to provide great customer service. When consistency is added, long term retention is usually the result.

I’ll say it again - Be Consistently Reliable, Competent, Responsive, Courteous, and Credible. Exercising these characteristics will assist your organization in its quest to provide great customer experiences!

Errol Allen – Customer Service Engineer can be emailed at [email protected] or call him at 1-800-830-4167. www.errolallenconsulting.com


BA government-guaranteed loans are small business loans with partial government guaranties from the U.S. Small Business Administration. They are available to small businesses in amounts up to

$5 million per borrower. SBA loans are offered by state and nationally chartered banks and credit unions, as well as by a handful of licensed, non-bank SBA lenders.

The participating lender provides loan funds from their own assets. In the case of depository institutions, they are lending out their depositors’ money. In the case of licensed, non-bank SBA lenders, they are lending out investors’ money. Both types of lenders can offer more leeway on their credit decisions for small business borrowers requesting SBA loans, due to the partial government guaranty which reduces the lending risk for their depositors and investors. For the small business borrower, this usually means lower down p a y m e n t s , l o n g e r re p a y m e n t t e r m s , a n d e a s i e r qualifying criteria than they will receive from conventional bank financing. Due to the loan size limitation, SBA loans are not generally used by middle market and public companies which have outgrown the $5 million credit need, as well as the SBA size standard which defines a small business.

An eligible small business “real estate” loan request includes financing for the following types of projects:

• Purchase real estate to be used and occupied by the small business (business must occupy at least 51% of the square footage under roof)

Funds to remodel or expand an existing small business facility (business must occupy at least 60% of the proposed square footage under roof)

Funds to buy land and construct a new small business facility (business must occupy at least 60% of the proposed square footage under roof)

The SBA loan features which make it really attractive for small business real estate financing include the following:

• Real estate is eligible for a 25 year permanent mortgage with SBA financing. Banks are typically short term lenders for small business real estate. Short term loans, that require refinancing on a periodic basis, will expose the small business to renewal risk. (In other words, will the small business qualify for refinancing at

A Very Versatile Business Real Estate LoanBy Bruce Hurta

EDITORIAL FEATURE

S renewal time? Who will own and who will be controlling management of the bank at that time? Will their credit criteria have changed? What will be the state of the economy and the small business at renewal time?)

SBA real estate loans can sometimes be structured and qualified with only 10% down. (The typical down payment for conventional bank real estate financing is 25%-30%.)

Since an SBA real estate loan is a small business loan, the SBA does not limit the use of loan proceeds to real estate. (If the business needs funds for new equipment, for moving costs, or for other business expansion needs, those funds can be included in the SBA real estate loan. As long as over half of the loan proceeds are designated for real estate, the eligible SBA loan term is 25 years. If less than half the loan proceeds are designated for real estate, the eligible loan term is 10 years.)

SBA lenders can provide interim construction financing as part of the same loan as the permanent financing. Enough time (usually 9 months) is allocated for the construction, and the small business has no payment requirements during construc-tion. (SBA lenders understand that small businesses are usu-ally still paying rent or building up a new business during the construction period, and they do not want to strain the busi-ness cash flow with payments required before the building is completed. Interest that accrues during construction is treated as part of the construction costs which the lender is funding.)

In summary, SBA “real estate” loans are actually “long-term small business” loans available for any legitimate business spending category. They provide lower down payments, longer repayment terms, and easier qualifying criteria than conventional bank f inancing. SBA loans al low small businesses to take advantage of growth opportunities in earlier stages of business development than a conventional bank lender can, due to the partial government backing on the loan. The multiple eligible uses of loan proceeds, along with the more liberal underwriting criteria, make the SBA loan program a most versat i le f inancing opt ion for smal l businesses with growth opportunities.

For other articles on SBA lending, please see my blog at brucehurta.wordpress.com. For more information about SBA real estate loans for small businesses, please contact: Bruce Hurta, Business Lending Manager, Members Choice Credit Union. You can reach him at 281-754-1112 / 281-384-2595 cell or by email at [email protected]


Plan Early for Smooth Transition of Business OwnershipBy: George Rose, Wells Fargo V.P., Business Relationship Manage

George Rose, Wells Fargo V.P.

EDITORIAL FEATURE

I Retain family ownership and management control. This strategy is best if you want the business to stay within your family and plan to groom a family member to take over management. Talk to your advisers and start formulating four distinct plans; a business strategic plan, a personal strategic financial plan for you and your family, a succession plan, and estate plan. Five to seven years before you intend to transition your business, you should begin to groom a successor so he or she will have a depth of experience by the time you retire. It’s a good idea for your successor to work in all divisions of your business.

Retain family ownership, but not management control. This alternative allows you to keep the business in the family if you have no heirs or you want to pass management responsibility to a non-family member. The same four plans are required as in a family succession, but be sure to include family members in the process so you’ll have a better chance of preventing misunderstand-ings. In addition to grooming your successor, you’ll need to set up a buy-sell agreement that identifies who will purchase the business, how much they will pay, and how the deal will be financed.

Sell your business to a third party. This could be the best option if your heirs or employees don’t want to or are not suited to manage the business, or your objective is to get the most money for your company. If this is the case, you need to define your priorities. Do you want an all-cash or seller-financed deal? Do you want to remain involved on a limited basis as a consultant? Are you going to sell your business to someone inside – such as an existing shareholder, senior manager, co-owner, or employee – or some-one on the outside such as a strategic buyer (owner of a related business, customer or supplier)?

Whichever strategy you choose, you should plan on a full business valuation – a comprehensive,

f you’re a business owner, it’s never too early to start thinking ahead to the time when you’ll give up day-to-day management of the company. Passing the baton to new leadership

can be tricky. Not only are your life and your finances closely intertwined with the business, but there’s an emotional investment as well. But to protect what you’ve built, and to make the most of its value during the transition process, it’s essential that you plan your exit strategy carefully.

Planning should begin earlier than you might think – at least five years in advance, according to many experts. A long timeframe helps to avoid the pitfalls of an unplanned transition, and to make sure that both your own wealth and the business’ finances end up in the best possible condition.

As you start to plan, think about your retirement, your family and your personal goals. One key consideration is the degree of involvement you want to maintain in the company. Will you step away entirely, or keep your hand in?

Your financial goals are a second major concern. Take time to examine your total financial picture and coordinate your wealth goals with your exit strategy. Because the details can be quite complex, don’t try to go it alone. Create a team of advisers - legal, financial, accounting and tax experts who can help you minimize tax liability and ensure a smooth transfer as part of an overall estate plan.

Your business will last long after you give up day-to-day control, and the steps you take now can help ensure its continued success in the future. According to the Baylor Institute for Family Business, business owners who make sound financial retirement plans and transfer control to a clear and confident successor significantly minimize problems with turning over the reins of the company.

Here are three types of transition strategies to consider as you begin your planning; Continued on page 36


was inspired recently, which is only interesting because I was booked as a speaker at a Between Jobs Ministry meeting in Houston, to inspire a room

full of former C-level executives who found themse lves un- , under- o r unhappily employed.

It occurred to me that we have some brilliant people who are between jobs in our community, and they are yours for the hiring. Now, if you’re reading this column and you count yourself among those who are looking for a new career challenge, I’d like to share a path for you, a “Map to Careersville.” It’s a simple 10-step jour-ney, but it’s not easy.

Are you ready to strap on your hiking shoes? Here’s a sample few steps:

Find where you areWhen I visit a shopping mall, I immediately locate a directory to find the spot, ‘You are here.’ It gives me a starting point for my shopping adventure. In a job search, try to define where you are, mentally, in the process. Try using Elizabeth Kubler Ross’ “5 Steps To Grieving” made famous in her 1969 tome, “On Death and Dying,” since they can apply to any trauma or change we have in our life.

The five steps are as follows: denial, anger, bargaining, depression and acceptance. Your approach to finding “Careersville” depends on your mindset at the outset.

Know what you’re sellingBefore you shop your services, you need

Your Next StepJourney to Careersville Requires Follow-up and Follow-throughBy Jack Warkenthien

EDITORIAL FEATURE

t o i d e n t i f y y o u r u n i q u e v a l u e proposition, or what you can deliver to a prospective buyer. Perform a S.W.O.T. (Strengths, Weaknesses, Op-portunities, and Threats) analysis on yourself to really understand your internal strengths and weaknesses and the external opportunities and threats.

For those of you who are familiar with sales and marketing, you are the product and you must execute the proper marketing strategy.

Determine where to find your buyersFlesh out the associations, organizations or events that will have an abundance of the employers or buyers that may be interested in buying your dog food. When the notorious bank robber Willie Sutton was asked why he robbed banks, he replied, “That’s where the money is.” You must put yourself squarely in the deal flow and hang where the money is.

Show upWelcome to the Networking Game. This is THE most important activity in which to invest your time. If you’re like me, you don’t spend time, you invest it — and knowing that more than 60 percent of the jobs are in the hidden job market, you need to be out in public, not hunkering down in your home office, surfing the job placement services online.

Remember: It’s not what you know. It’s not who you know. It’s who knows you. Networking will build your resource

PG 31

I bank — one that pays interest and dividends and compounds forever.

Follow-up and follow throughWhen you meet someone who introduces you to a person you need to know, or opens a door for you, make sure you do what you say you’re going to do. This is the No. 1 rule in being referable.

Recently, I found out that a gentleman I gave a job referral to never followed-up wi th the person who was h i r ing. Imagine how I felt when I spoke to the employer and he said, “Sorry, Jack. I never heard anything from your friend.” That’s the last time I open a door for that person. Follow up promptly and pro fuse ly thank the person who assisted you.

If you are looking for your next job or career, try these steps on for size. Your journey will be sure to be a much more profitable one, and you may just find your way to “Careersville,” where you may live for the rest of your days. Good luck on your journey.

Jack Warkenthien, CEO, NextStep Solutions. Email him at [email protected] or call him at 832-344-6998 www.nextstep-solutions.com


Sarah founded the “Women Driving Business” series through the Houston West Chamber of Commerce which started with 50 “C” level executives

and women owned busineses and now boasts over 200 members. She is seen here with Jeanne Bollinger, Constance McDerby, Lisa Morton, Sarah Cain/Chair, Kathie Edwards, Dulcie Wink,

Connie Inman and Tere Batiste.

She continued, “We’ve designed as far as Las Cruces, New Mexico and taken refrigerated 18-wheelers to different events in the city when we need it. In Las Cruces, I had almost everything flown out from overseas. The floral products out there were hor-rible. I even took the designers out there. That event was over the top. I worked out of a floral shop in the area that had never seen anything like that such as using LED lights. That was such an experience!”

Sarah’s Florist has also done events that ranged up to $80,000 in floral products and they only carry the top products. As a result, Sarah was selected by Rio Growers in Ecuador to be one of the florists who carry their products and they are flown directly from the farm in Ecuador to her back door. Sarah can guarantee that the product is going to last from two to two and a half weeks.

When asked if there was anything else that sets her apart from other f lor ists, Sarah stated, “The community work that I do for West Houston. I can be trusted and I get involved and get t h i n g s d o n e . I a m v e r y motivated into staying healthy. Exercise is a very important part of my life. I think that can set yourself apart by watching what you eat and keeping your strength up. When you can do that, when people look at me, I feel like they go, ‘Well there’s a girl that’s a country girl who has built her business, is fit and healthy and strong and motivated. I am a very giving person and I l ike to help others with their endeavors by suggesting introductions.”

Both of Sarah’s parents died from cancer, her father from angiosarcoma and her mother from Lynch Syndrome 2. Unfortunately, Sarah inherited the Lynch Syndrome 2 cancer gene which means she has up to an 80 percent risk of getting multiple cancers. That’s when she became very active in her diet change and as a result her cancer gene level went way down after she started on a healthy eating and workout program. “My personal trainer, Keith Sruggs with Bona Fitness, has helped me to stay in shape, stay strong, stay healthy, and reach that level of confidence which allowed me to enter and win four figure competitions from the time I was 49 and the last one at 51,” commented Sarah.

Sarah lives in Spring Valley, Texas with her husband, Richard Cain who is in the Oil and Gas Industry and works for Anadarko in The Woodlands. They have been married for nine years. “He’s been a blessing. We had mutual friends who wanted to introduce us two years before I agreed that I would be introduced to this person. I didn’t want to date anybody and I didn’t want to get serious. I had all these friends and I said I am not doing it. They finally said, “Please at least meet him so he’ll get off our backs.” So she said, “Okay, I’ll do that for you so that’s when I met him.” He had never seen her before but the friends were telling him about her. They

finally met and dated for awhile and got married. Not only did they have a lot of flowers at the wedding, it was simply spectacular!

Sarah is recognized by Teleflora as one of the Top 500 Florists Worldwide; has been chosen the Woman of the Year in her industry through the National Association of Professional and Executive Women. She is Past President of Memorial Women’s Business Network, BNI International, and Business Network Alliance. Sarah was given the West Houston Leadership Award, Member of the Year Award, and Volunteer of the Year Award by the Houston West Chamber of Commerce. She has been featured in the Cowboy and Indians Magazine, Texas Monthly, profiled in

the Red Fish Rodeo Magazine, Absolutely Memorial Maga-zine, and The Examiner Newspaper. Sarah has

designed for Wayne Newton and has ap-peared with Don Nelson on Channel

13, Deborah Duncan on Channel 11, and has been on numerous

talk radio stations including 104 KRBE Radio.

Sarah enjoys doing speaking engagements on several topics including, ‘Why buy flowers;

they only die.’ “The bot-tom l ine is flowers are person-

al; there’s never an inappropriate time to give them other than if it’s a

cultural situation or if it’s a request. It’s easy, fast, effective, and the people who give

f lowers are considered smarter and wiser according to some studies. If you give someone flowers in the workplace, their production goes up versus the person who doesn’t receive flowers. All of this is based on studies through The Society of American Florists which I am a member of,” expressed Sarah.

In a city where there are tons of successful florists and mainly mom and pop small shops, Sarah has

designed a huge floral business even though her façade looks like a smaller floral shop. She keeps her overhead down by her creative use of space. When she has large jobs, she simply leases a refrigerated 18-wheeler which provides another cooler and plenty of room to do a lot more work. “If you don’t need it, don’t use it, and you don’t have to pay for it. It just makes sense,” says Sarah.

Sarah’s story may be less traditional but she is unequivocally successful in everything she does by careful design and determination. Somehow she finds time to run her business, she finds time to work out, and she makes time to give to others. Sarah success is proof that one can be anybody they want to be and they can do anything they want to do. Sarah added, “Don’t let anybody steal your dream and stay focused by surrounding yourself with successful people. Offer a good product and designs; be creative and trustworthy.”

Women Driving Business

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1) You can do anything you set your mind to do.

2) Stay away from anybody who pulls you down.

3) Stay positive and focused.

4) Surround yourself with successful, positive business owners.

5) Keep your faith in the forefront and know that you’ve got support from the Lord.

6) Choose your partners wisely.

7) Have a team that can execute and offer the product and the personality that you put out there. They can back you up and take care of your business.

8) Less is more. Keep your overhead to a minimum.

9) Keep your debts under control and work hard to become debt-free.

10) Always know your product, know your customer, and know your arena of business.

1 1) Stay healthy. Exercise. Drink plenty of water. By staying in good shape, people know that you are focused and can do what you say you can do.

12) Be trustworthy.

13) Always provide the best quality products and service.

14) Give back to the community.

15) Start an organization that will benefit your target clients.

KEY TAKE-AWAY NOTES


here’s really no magic to getting organized; it requires a change in the way you think and act, but there’s nothing mysterious or magical about it. Like any other change you

want to affect in your life, getting organized starts in your head and you must be willing to invest some time and energy into it. It’s also important you truly understand that getting organized is a process and not an event. Change happens slowly and in small increments, but it’s these small changes that can have the most impact on your time, space and stress level.

I can promise you that if you continue to do the following, not only will you NOT get organized; you’ll be frustrated, cluttered and stressed. It’s your call.

Be IndecisiveThis is the number one option for staying disorganized. If you can’t make decisions about what to do with both the items and the information that comes into your office, I guarantee you will never get organized. Clutter is the physical manifestation of indecision. Period. Decision making is a skill and it’s something that everyone can learn. It’s like a muscle – the more you use it and exercise it, the stronger it becomes. As always, start small, decide on one thing for now, make one decision and then stick to it. Decide to leave your desk clear at the end o f the day, dec ide to a lways r inse ou t your coffee cup, decide to check your emails three times a day, or decide to return calls in a 24 hour period. If you get stuck, if the decision seems too big or too complicated, keep breaking it down to smaller and smaller parts until you get to a size you can manage. You’ll begin to see that once you start exercising your decision making muscle, it gets easier to use. If you want to stay disorganized, continue to be indecisive.

Use Someone Else’s SystemIn my work with clients over the years, I’ve learned that disorganized people spend an inordinate amount of time searching. They’re searching for the right tool or gadget or system. In the course of their searching, they are bound to choose a system or tool based on what they’ve seen works for someone else. This is not always the wisest choice. Think of it this way – do you and your best friend or closest work

Getting Organized: Three Ways to Stay DisorganizedBy: Holly Uverity CPO®, Office Organizers

Holly Uverity

EDITORIAL FEATURE

Tcolleague eat the same things or dress the same way? Of course not, you each have your own individual tastes, likes and dislikes. This holds true in all aspects of your life, including your choice of or-ganizing tools and systems. Remember that what works for one person may not work for you; it’s in your best interests to take some time to figure out what will work for you. Certainly you can ask for sug-gestions and help but it’s a mistake to invest time or money in a system simply because it works for some-one else. If you want to stay disorganized, don’t bother taking the time to learn what’s best for you.

Be InconsistentBeing inconsistent, even in the smallest of things, is the quickest road to frustration and stress. How much t ime have you wasted looking for your glasses, your keys, your client files, that important phone number or your newest contract worth millions? In my view, learning to consistently do the same thing with the same things is one of the hardest skills to master as you begin creating your organized environment. It’s also the most rewarding. Learning new habits takes time, so give yourself a break as you start changing how you do things. If you nor-mally leave your working files in piles on your desk, it may take some time for you to learn how to con-sistently put them away each day. You may also for-get where you put them, and that’s ok. Simply write yourself small notes to remind you where things are until you learn the new locations. The same is true for how you deal with information, not just where you put it. One of the worst things you can do is start one system and a few weeks later start a second and then get frustrated and start a third. You’ll be in much worse shape than if you’d never started at all. Make yourself cheat sheets if you have to until you learn the new system and the new locations; no one will know but you and by writing down both the proce-dures and the locations, it will help you remember what they are. If you want to stay disorganized, keep reinventing processes.

Holly Uverity, CPO® is the owner of Office Organizers – The Entrepreneur’s Organizer. She can be reached at 281.655.5022, www.OfficeOrganizers.com or www.FB.com/OfficeOrganizers.


www.SBTMagazine.net SMALL BUSINESS TODAY MAGAZINE FEBRUARY 2013 | PG 15www.SBTMagazine.net


Continued from page 30Plan Early for Smooth Transition of Business Ownership

independent appraisal of the fair market value of the company. This will help either to maximize proceeds from a sale or to prepare for sustainability and growth after you leave.

Five to seven years before you plan to transition your business, put in place your advisory team, including a business broker. Then prepare your financials and resolve any legal issues to make your business attractive to buyers. Finally, several years before you get an appraisal, develop a solid management team and spruce up your facilities to increase your business’ value.

You are transitioning a business, not a single event. It is a complex and multidimensional process. By surrounding yourself with advis-ers who are experts in closely held businesses, you can identify all the appropriate options, make informed decisions about every issue, and ensure that everything you’ve built continues as a strong and lasting legacy.

George Rose is a Wells Fargo Vice President/Business Banking Relationship Manager. He has served in small business banking in Houston TX for over 10 years. George can be reached via email: [email protected].

Continued from page 16Why You Need A Buy-Sell Agreement

the company’s Fair Market Value.

Formulas and “Rules Of Thumb” methods are usually math-ematical computations that often do not take into consider-ation the unique aspects of the subject company. These methods do not specify the procedures to be used in the computation nor fully state which assets are being included or excluded. One or more of the parties to a Buy/Sell agreement is bound to be treated unfairly when Book Value or a fixed formula method is used to determine value.

A few of the Buy-Sell Agreements I have read state that the company’s accountant should conduct the appraisal. This presents a major conflict of interest for the company’s account, which will have difficulty being independent when required to represent all parties. Furthermore, the accountant may not be trained or qualified to conduct the appraisal, which would likely result in a faulty value. Left to chance, the courts are likely to rule on the strict interpretation of the agreement, regardless as to the fairness for the parties. Some agreements call for each side in a dispute to hire an appraiser and if they cannot agree, then a third appraiser is hired to either do another appraisal or render a decision after having reviewed the first two appraisals. The cost of hiring two to three appraisers can be very expensive. There are better methods of determining value.

The issue of value can be resolved by putting a provision in the Buy/Sell agreement that a qualified independent business appraiser shall be hired by the respective parties to determine value. The following language is for concept only and should be rewritten by counsel to insure compliance with applicable laws and procedures, as well as the intent of the Partners/Shareholders.

VALUATION PROCEDURES

“Upon the occurrence of an event requiring a determination of value under this Agreement, the Partners/Shareholders agree to engaged an independent business appraiser to provide an opinion of the value utilizing standards of value specified herein on a (minority interest) (controll ing interest) (enterprise) basis as of the date specified in the agreement. In preparing the valuation opinion, the appraiser will be provided with such access to the books and records of the Company and its management as is customary in appraisals of this type in the course of due diligence pro-cedures. The valuation conclusion of the appraiser will be binding upon the Partners/Shareholders individually, as well as upon their estates and beneficiaries, and the Company (if it is a party to the Agreement).

Said appraiser must be acceptable to all parties concerned and have senior designations from one or more major national business appraisal organizations, such as the American Society of Appraisers and the Institute of Business Appraisers). The normal and customary fees and expenses for an appraisal shall be split equally between the involved parties.”

Following the above procedures will result in less expense and less litigation than most other procedures for determining value. Furthermore, it is a good idea to buy Key Man Insurance to insure that the funds will be available to buy-out a departing Partners/Shareholders for whatever the reason.

Jeff Jones is President of Advanced Business Brokers, Inc. and Certified Appraisers, Inc. 10500 Northwest Frwy., Suite 200, Houston, TX 77092. www.advancedbb.com ., [email protected] 713-401-9110


SMALL BUSINESS TODAY MAGAZINE JULY 2013 | PG 19

was completely unexpected. I immediately took to Twitter to start a conversation with her, and we met later in the week to grab drinks and talk collaboration. Surprise evokes emotion, and emotion evokes action. Never underestimate the positive impact an unexpected gesture can create –– especially when it comes to your customers.

While much of this seems basic, it’s amazing how infrequently this advice is followed. Social media isn’t that different from the IRL world. It might seem easy to shrug off an interaction made over social media. (KitchenAid, I’m looking at you.) But more and more, the lines between life online and off-line are blurring. We have to treat online interactions with the same care and consideration we use in real life. We appreciate thoughtful, kind, creative people in real life, so we appreciate thoughtful, kind, creative social media accounts.

We also appreciate free blenders.

Aimee Woodall/Black Sheep can be contacted at 832.971.7725 or email her at [email protected] Theblacksheepagency.com

Continued from page 17A Blended Lesson

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Continued from page 10 Can Entrepreneurship Help Vets with PTSD?

www.scorehouston.orgwww.saveandinvest.org/MilitaryCenterwww.finrafoundation.org/programs/militarywww.womenbusinessresearch.orgwww.mbda.gov

On Memorial Day, Gov. Rick Perry honored Veterans by signing into law a bill that creates a Veteran entrepreneur program. Senate Bill 1476 established the Veteran Entrepreneur Program at the Texas Veterans Commission. The pilot program that was launched in April 2012 was highly successful. Over 1,000 Veterans received information on how to start or grow a business, and ten Veteran businesses were launched.

“Veteran entrepreneurs add value to their communities through economic development and create employment opportunities for other Veterans. The successful passage of Senate Bill 1476 was due in large part to the commitment of two senior legisla-tors, Sen. West (D-Dallas) and Rep. Sheffield (R-Temple). The Bill was coauthored by Sens. Juan “Chuy” Hinojosa (D-McAllen) and Jose Rodriguez (D-El Paso). Joint sponsors were Rep. Rick Miller (R-Sugarland), Reps. Jose Menendez (D-San Antonio)

Nicole Collier (D-Fort Worth), Joe Farias (San Antonio), and Joe Moody (D-El Paso). Rep. Jim Pitts, Chairman of the House Appropriations Committee and Rep Sylvester Turner, Vice Chairman of the House Appropriations Committee, worked to ensure House support for funding the Veterans Entrepreneur Program in the Conference Committee Report for Senate Bill1.

As a member of the Senate Finance Committee, Sen. West, with the support of Lt. Gov. David Dewhurst and Sen. Tommy Wil-liams, Chairman of the Senate Finance Committee, worked to ensure Senate support for funding for the Veterans Entrepreneur Program in the Conference Committee Report for Senate Bill 1.

As you can see, there was a bi-partisan support for our Veterans. This Bill will directly impact nearly 1.7 million Veterans residing in Texas.

Entrepreneurship is alive and well in Texas. Ladies and Gentlemen start your businesses.

If you would like to reach out and touch me with any ques-tions about Business or Real Estate, I may be contacted at [email protected] or Cell 713-392-9107.

Continued from page 18 Doing Business with the Germans

is a doctor, for instance, they must be addressed as such to show proper respect is given. Upon the initial encounter, the most senior German representative must be greeted first before any others. It is also advisable to learn several German phrases so you can impress your counterparts. Whi le i t is t rue that most German businesspeople speak English very well, it should not be wholly expected. Determine before the meeting if an actual interpreter will be necessary.

Although German business culture is fairly similar to American business culture, one must not be lulled into a false sense of security. There are subtle differences between the two and these di fferences must be researched and understood before any meaningful business venture is attempted. However, through proper preparation and cultural sensitivity it is certainly possible to do business and succeed with the Germans.

Ludmila (Mila) Rusakova Golovine, Founder/CEO and President of MasterWord Services, Inc. is a graduate of the Wolff Center for Entrepreneurship at the University of Hous-ton. Mila started her company with a vision of seamlessly connecting people across any language, any time, and any culture so she understands the complexities of the global marketplace and excels at providing language solutions based on creative thinking and strategic planning.

She can be reached at [email protected] or 281-589-0810

www.SBTMagazine.netSMALL BUSINESS TODAY MAGAZINE AUGUST 2013 PG 3I PG 36SMALL BUSINESS TODAY MAGAZINE FEBRUARY 2013 | PG 18 www.SBTMagazine.net

Mobile Relationship Manager

All in one app. All on your iPhone & iPad.

FROM THE CO-INVENTOR OF ACT!, MIKE MUHNEY

The best way to manage CONTACTS, CALENDAR & COMMUNICATIONS

www.VIPorbit.com

VIPorbit is the best way to manage contacts, calendar, and communications on your iPhone and iPad. In the app, contacts, calendar and communications are seamlessly integrated, providing instant access to complete relationship details, quick scheduling, and effortless communication, including via social

networks. With VIPorbit, you’ll manage contact details with precision, take control of your calendar, and streamline your channels of communication.

From the co-inventor of ACT!, it provides mobile professionals with an affordable, easy-to-use, anytime/anywhere solution. VIPorbit for iPad is $14.99 and VIPorbit for iPhone is $9.99. There are free versions for both devices, limited to 100 contacts. Available at VIPorbit.com or on the iTunes App Store.


mall Business Administration data shows that three out of ten new companies with employees fail within the first one to two years,

and about 60% of new small businesses close within five years. The success rate for sole proprietors is worse.

Obviously, small businesses do not set out nor expect to fa i l , but without following proven steps to success, most are on a path to doom.

There are many reasons cited for small businesses failing. From my business experience and from associating with successful small business owners, there a re f i ve keys to success that a re considered must do’s by small businesses. They include: 1) Be clear on your vision, 2) Know your big “WHY”, 3) Write your goals down, 4) Develop a strategic game plan, and 5) Get a Mentor

Be Clear on Your Vision – Successful small business owners are great at stating their vision statement. Do you know what you want your business to look like in 1, 3 or 5 years? If not then the foundation of your small business is on moving sand. Typically, in three sentences or less, a vision statement answers several questions such as: What are you building? What market(s) will your small business serve? Who are your ideal customers? What are your core products or services? What will your small business revenues be?

The Ultimate Five Keys to Small Business SuccessBy Helen Callier

EDITORIAL FEATURE

PG 39

S Know Your Big “WHY” - What is the reason you decided to start your small business? Is that reason big enough to keep you going when the market gets tough? Is it a big enough reason to keep you committed through 1 year? Through the 3rd and 5th years and for the long haul? And while money is important to all small businesses, it is often not a strong enough reason to persevere against the odds. Successful small businesses know their big “WHY”.

Write Your Goals Down – A business goal that is not in writing is not a goal at all, it is a wish. And wishes do not pay the bills or help make payroll. Instead unwritten goals create confusion and cause your small business to flounder, waste a lot of money and time. Small businesses that are successful work from clear, specif ic, t ime-based, measurable written goals that are reviewed on a regular basis. And business goals that are in writing increases the likelihood of achieving them.

Develop a Strategic Game Plan – If you are pursuing funding for your small business then writing a long business p l a n t h a t h i g h l i g h t s e x t e n s i v e details such as market opportunities, financial reports, competition and other ana lyses that shows your smal l business capability to make a profit and pay back the loan. A strategic game

plan is shorter and usually is one to two pages. The first page of your game plan reflects your company’s vision and miss ion statements, measurable objectives, and a description of growth strategy. It also shows the action plan i.e. work to be done with completion dates. The second page of your strategic game plan shows your financial budget and sales projections.

Get a Mentor - Having a Mentor allows your small business to learn from others that have already succeeded and most importantly, a Mentor can assist your small business in avoiding mistakes, and wasting money. You can l ea r n about the Sma l l Bus iness Administration’s Mentoring Program at www.sba.gov . Also, many State agencies’ small business programs have a Mentor Protégé Program along with local agencies such as METRO Tr a n s i t A u t h o r i t y a n d H o u s t o n Independent School District. If Bill Gates, Microsoft, had a Mentor then it behooves small businesses to have one as a strategy for growth.

Helen Callier, President of Bradlink LLC, a Technical Services Firm, bestselling author of “Your Money is in the Follow-up”, radio show host and speaker. Tel: 281.312.9981, www.yourmoneyisinthefollowup.com

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Advertiser’s Index

Autism Speaks ............................................................... 18

Brooke Vallaire ............................................................... 4

Champions School of Business Development ............... 1

Champions School of Real Estate ................................ 8

Courthouse Direct ......................................................... 44

Cruise & Hughes ........................................... Back Cover

Deborah Healon Interiors ....................................... 19

HCC Cohort 6 Congratulations ................................ 16

Houston Hispanic Chamber .......................................19

Houston Minority Supplier Development Council ..........

.............................................................Inside Back Cover

Keystone Resources .....................................................39

Laughlin & Associates ................................................. 18

NAWBO ..........................................................................36

Sales Nexus ............................................................... 24

Steven Kay ....................................................................40

Suzanne Chadwell/OFI ..............................................18

TG Design ....................................................................31

WBEA .......................................................................2

Westpark Communications ................. Inside Front Cover

LOOKING FOR AN...

ATTORNEY?

LOOKING FOR AN...

ATTORNEY?

LOOKING FOR A...

TITLE AGENT?

LOOKING FOR A...

TITLE AGENT?

LOOKING FOR A...

REAL ESTATEAGENT?

LOOKING FOR A...

REAL ESTATEAGENT?

LOOKING FOR A...

MORTGAGEBROKER?

LOOKING FOR A...

MORTGAGEBROKER?

713-681-7001WHERE YOU GO TO WORK

Advertiser’s Index

Advertising Design Systems ................................. 25

Champions School of Business Development........ 1

Champions School of Real Estate .......................... 8

Courthouse Direct................................................. 40

Cruise & Hughes ....................................Back Cover

Eric Kleiman Photography .................................... 25

Houston Business Legends .................................... 2

Houston Hispanic Chamber.................................. 37

Houston Minority Supplier Development Council .................. Inside Back Cover

Keystone Resources ............................................ 20

NAWBO ................................................................ 14

Nerium .................................................................. 35

Sales Nexus ......................................................... 15

VIP Orbit ............................................................... 38

WBEA ..................................................................... 4

Westpark Communications ..........Inside Front Cover

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