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10 Book ReviewTipping Sacred Cows; Kick the Bad Work Habits that Masquerade as Virtues by Jake Breeden

10 News ReelWhat’s happening and who’s movingBusiness news from around Central Minnesota.

12 Getting GoingTo Be in Business

14 Your Voice In GovernmentSt. Cloud Area Evening at the Capital

17 New in TownMelinda Vonderahe, Times Media

18 The Trouble with BusinessTough DecisionsLearning to make the tough decisions will help you take your business to the next level.

UpfrontNEtWorK

GroW

BusinessTools

•• Startups Aimed at Women

•• Thoughtful Leaders

•• The Best Smartphone for Business

•• Healthcare Startups and FDA

ONLY ONLINE

www.BusinessCentralMagazine.com

Profit

46 FeatureGrowth TrajectoryWomen-owned businesses have been making headlines for 25 years. Today their employment and revenue growth outpaces the rest of the economy.

56 Special FocusJobs An aging population puts healthcare in the job-creation driver’s seat.

58 Business SpotlightBrian and Dolora Musech, Batteries Plus Bulbs

Special Sections48 Women in Business Directory

54 Senior Health & Living

This Issue

38 COVER STORY WE’RE HERESince 1997 Royal Tire has been following an aggressive growth strategy. Yet this home-grown company prides itself on maintaining the same family feel it has cultivated for over 60 years.

GROW • NETWORK • PROFIT JULY/AUGUST 2014

President’s Letter Editor’s Note Business Calendar Top Hats Network Central

6 8 16 2420

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26 Doing GoodCommunity Impact Plaza Park Bank

28 TechStrategiesProven AbilityFacebook remains the top social media player for businesses of all sizes and types.

Management Tool Kit30 Game ChangerMinnesota’s minimum wage law is changing. Here’s a playbook to help keep you on the right side of the foul line.

32 Civility in the Workplace Unhappiness in the office is costing U.S. companies $450 to $550 billion a year.

Economy Central presented by Falcon Bank34 Opportunity or Threat?The North Dakota oil boom is stretching its economic fingers into Central Minnesota.

36 2013 Annual Cost of Living Comparison

CONTENTS

EmployEE HEaltH for a HEaltHiEr BusinEss

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6 B u s i n e s s C e n t r a l M a g a z i n e • • J U LY / A U G U S T 2 0 1 4

Main Phone 320-251-2940Automated Reservation Line

320-251-2940, ext. 126Program Hotline

320-251-2940, ext. 125email: [email protected]

www.StCloudAreaChamber.com ST. CLOUD AREA CHAMBER

OF COMMERCE STAFF President | Teresa Bohnen, ext. 104Vice President | Gail Ivers, ext. 109

Director of AdministrationJudy Zetterlund, ext. 106

Special Events Coordinator Virginia Kroll, ext. 105

Communications & Workforce Development Coordinator

Whitney Bina, ext.130 Membership Sales Specialist

Jaime Buley, ext. 134Administrative AssistantVicki Lenneman, ext. 122Administrative AssistantCindy Swarthout , ext. 100Administrative Assistant

Sharon Henry, ext. 124 CONVENTION & VISITORS BUREAU STAFF

Main Phone: 320-251-4170

Executive DirectorJulie Lunning, ext. 111

Director of Convention Sales Lori Cates, ext. 113

Director of Sports & Special EventsKelly Sayre, ext. 128

Director of Visitor ServicesJean Robbins , ext. 129

Sales ManagerNikki Fisher, ext. 110

2013-14 BOARD MEMBERS

Jim BeckMinnesota School of Business

Gary BergG.L. Berg Entertainment,

Performing Artists & Speakers Jason Bernick

Bernick’s - Beverages & VendingCraig Broman

St. Cloud Hospital/CentraCare Health, Past Board Chair

Neil FranzFranz Hultgren Evenson, P.A.

Jayne Greeney SchillSt. Cloud Area School District #742

Jim GruenkeMark J. Traut Wells

John HergesFalcon National Bank, Board Chair

Diane MendelPlayhouse Child Care

Kris NelsonCustom Accents, Inc., Board Vice Chair

Mark OsendorfXcel Energy

Dr. Earl Potter, IIISt. Cloud State University

Roger SchleperPremier Real Estate Services

Jodi SpeicherThe Good Shepherd Community

Bea WinklerPine Cone Pet Hospital

Chriss WohlleberLe St. Germain Suite Hotel

After 15 years of asking the Minnesota state legislature for funds to expand

St. Cloud’s River’s Edge Convention Center, we have achieved success!

I have worked on this project since the first day I walked into our Chamber as president. My paper file is 4 feet high. This year, finally, the state granted us $11.56 million to finish the final phase of the project, a parking ramp, which will allow the facility to realize its full potential.

Many people deserve thanks, with St. Cloud Mayor Dave Kleis chief among them. Dave worked on the project as a state senator, then from a different perspective as mayor. His decision five years ago to fully partner with the Chamber and CVB on advocacy and promotion for the project was a good one.

Along the way, our state legislators played key roles in the project. Since Senator John Pederson and Representatives Tama Theis and Zach Dorholt took the final votes to approve the project, I will extend thanks to them, and include all the others who took positive votes along the way by association.

Key to keeping our project front and center was House Capital Investment Committee Chair Alice Hausman. She

is a true visionary and leader. Thank you, Alice, for your friendship and your genuine love for the state of Minnesota (especially the piece of your heart that belongs to the St. Cloud area).

I cannot wait for the ground breaking. That will certainly be some sweet dirt.

On top of the River’s Edge funding success, I took the first direct flight from St. Cloud to Chicago on May 6. Celebration was in the air as we cut the ribbon and the first passengers flooded the gate area.

We enjoyed a short flight to Chicago and were treated to a behind-the-scenes tour of United Airlines. I even saw the baggage area, which is quite an impressive operation. Then we proceeded to a celebratory dinner with city, state and national dignitaries, and returned to the airport to enjoy a few minutes in the United Club.

With free parking, short security lines and timely flights, the St. Cloud to Chicago route is a winner. If Chicago is not your destination, convenient connections will take you anywhere in the world. The connections are not far from the arrival gate, either. Remember the hike from the MSP commuter gates to main terminal gates? Not the case at O’Hare. It is a primary United hub, and the gates are conveniently located and easy to access.

Skip all that road construction traffic on I-94 this summer and fly out of St. Cloud. When you’re planning travel, go to www.United.com, use STC as your origination point, and enter any city in the world as your destination. When you come home, you’ll be right at your front door!

Until next time,

It’s Been a Good Spring!

PRESIDENT’S LETTERNETWORK

Teresa BohnenPresident

Chamber President Teresa Bohnen and Board Chair John Herges, Falcon National Bank, celebrate the passage of funding to finish the River’s Edge Convention Center

EDITOR’S NOTENETWORK

In 2008 I had the opportunity to travel to

Botswana, Africa with my Aunt Nancy.

This was a trip I had been looking forward

to since I was in the 8th grade. When we

discovered that we both had our hearts set on

such a trip, we found a satisfactory tour and

were on our way.

As we climbed into our Land Rover for

our first safari, our guide told a story about

someone he had worked with who decided

to pick a flower for a guest. The co-worker

stepped out of the Land Rover and walked

several feet to the flower. At this point, a lion

strolled out from under a bush. According to

our guide, the co-worker took two steps then

flew the last 10 feet, head-first, back into the

Land Rover. Moral: Stay in the Land Rover.

This begs the question, why would

anyone get out of their Land Rover in the

first place?

Well, you might get caught in the sand.

In the Kalahari Desert, the sand is very deep.

Following a family of lions through an

untraveled area, one of the Land Rovers in

our party ended up in a sinkhole. We were

about 10 minutes away and received the

call. Since there were 12 lions in the area,

everyone stayed in the Land Rover until we

arrived. Then they scurried from their vehicle

and climbed on ours. The Land Rover, now

much lighter, was easily driven out of the

sinkhole and everyone went on their way.

Or you might have a flat tire. Or even,

two flat tires. From the ground, it turns

out that the vegetation in the bush is more

like 10-15 feet high, not 5 feet like it looks

from the Land Rover. And it’s thick. A place

to get lost if you wander too far. You soon

learn that one green bush looks very much

like the next one. And that’s mostly what

you can see – green bushes. Of course,

that’s all you want to see. Elephants are

large enough from a Land Rover. I don’t

really need to meet one eye-to-eye (so to

speak) in the wild.

Talking with Pat and Paul Duininck,

owners of Royal Tire (see the cover story

on page 38) reminded me of our African

tire-changing experience. Royal Tire is in

expansion mode. They recently purchased

a tire-retreading operation in Rochester,

Minn., and are now looking for a multi-

store operation to add to their growing list

of acquisitions. They also pride themselves

on providing 24-7 service to their

commercial customers.

If they ever decide to go overseas, I can

think of a place that could really use their

help.

Until next issue,

Into the Bush

Gail IversVice President

Editor

Above: Changing a tire in the African bush.

Left: Discretion is the better part of valor when there

are lions nearby. These folks, stuck in a sand trap,

awaited arrival of a second Land Rover before they

could get out and free the vehicle.

Publisher Teresa Bohnen

Managing Editor Gail Ivers

Associate Editor Dawn Zimmerman

CONTRIBUTING WRITERSWhitney Bina

St. Cloud Area Chamber of CommerceTeresa Bohnen

St. Cloud Area Chamber of CommerceJulie L. Fisk and Rachael Holthaus

Quinlivan & Hughes, P.A.Sharon Henry

St. Cloud Area Chamber of CommerceDr. Fred E. Hill

St. Cloud State UniversityGail Ivers

St. Cloud Area Chamber of CommerceTracy Knofla

High Impact TrainingMike Roth

Reventus, LLCGreg Vandal

Vox LiberiDawn Zimmerman

The Write Advantage

ADVERTISINGAssociate Publisher/Sales

Wendy Hendricks, Hendricks MarketingAd Traffic & Circulation

Yola Hartmann, Hazel Tree MediaART

Design & Production Yola Hartmann, Hazel Tree Media

Sarah SucanskyCover Photo

Joel Butkowski, BDI Photography

ACCOUNTINGJudy Zetterlund

WEBSITEVicki Lenneman

CORPORATE SPONSOR

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Phone (320) 251-2940 • Fax (320) 251-0081 www.BusinessCentralMagazine.com

For advertising information contact Wendy Hendricks, (320) 656-3808

Editorial suggestions can be made in writing to: Editor, Business Central, P.O. Box 487, St. Cloud, MN 56302-0487. Submission of materials does not

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MasqueradeValuable workplace behaviors, left unexamined, can result in self-imposed limits and poor productivity. Reviewed by Fred E. Hill

BooK REVIEW

T ipping Sacred Cows

reveals what it takes to

overcome the dangerous

behaviors that masquerade

as virtues at work and how

you can lead with fewer self-

imposed limitations and greater

results. Author Jake Breeden

identifies the dark side of the

seven most sacred cows at

work. For each of these sacred

cows, Breeden offers proven

and powerful strategies for

overcoming their allure and

achieve real results.

An unexamined

reverence for sacred cows

is a wide-ranging, universal

phenomenon. Specificity

is required to achieve real

performance improvement.

“The seven business virtues

that can turn into the

most powerful, hidden,

and damaging sacred cows

are: balance, collaboration,

creativity, excellence, fairness,

passion, and preparation.”

These seven qualities (sacred

cows) show up in workplaces

across the globe. And they are

too often rarely questioned.

Each has a reputation for

being good and virtuous. But,

unexamined can have harsh

effects. Each of the seven is

extremely valuable.

I’ve listed the seven

sacred cows below, with each

unproductive masquerade

scored out and each virtue

bolded:

Bland Bold BalanceAutomatic Accountable CollaborationNarcissistic Useful CreativityProcess Outcome ExcellenceOutcome Process FairnessObsessive Harmonious PassionBackstage Onstage Preparation

Bold Balance at work

rejects compromise as a default

and saying yes to all things

as wisdom. Accountable

Collaboration means working

together instead of just making

a decision to do so. Case in

point: does this work really

need more than me? Useful Creativity delivers value,

not just novelty. Sometimes

borrowing, modifying, or

recycling an existing idea

might be best. Outcome Excellence focuses on the

outcome, not the process.

Sometimes high standards

might choke progress. In certain

situations constant learning

and tweaking could be the

best route. Process Fairness

requires that leaders are able

to discriminate between what

they want or need and what

someone else wants or needs.

Organizations need to focus on

beating the competition, not

their employees. Harmonious Passion for work is best when it

is in harmony with other parts

of our life.

Read the book to learn

about Onstage Preparation. BC

Dr. Fred E. Hill is an emeritus

professor of Learning Resources

and Services, at St. Cloud State

University.

Tipping Sacred Cows;

Kick the Bad Work Habits

that Masquerade as Virtues

by Jake Breeden, Jossey-

Bass, San Francisco, 2013

ISBN 978-1-118-34591-7

Initiative Foundation hires; secures grantAlyson Twardowski and Amanda Magnan recently joined the Initiative Foundation. Twardowski, communications and donor services assistant, has a Bachelor of Arts degree from Bethel University. Magnan, organizational development assistant, is a student at Minnesota School of Business pursuing a degree in business management.

The Corporation for National and Community Service awarded a $250,000 grant to the Initiative Foundation to extend the foundation’s role as a Volunteers In Service To America (VISTA) sponsoring organization into August 2015. As a sponsoring organization, the Initiative Foundation oversees the recruitment, placement, training, and supervision of 18 VISTA members across Central Minnesota.

Marco recognizedMarco, Inc. was named 2013 Central Area Small to Medium Business Partner of the Year by Cisco, a national networking equipment retailer. The award was presented to Marco for taking a leadership position in implementing unified communications and cloud networking systems through Cisco processes.

NEWSREEL

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Book Review Getting Going People to know Your Voice in Government Business Calendar New in Town The Trouble with Business

Twardowski Magnan

Apollo, a division of

North Risk Partners, is a

complete insurance broker for

customers, delivering products

and risk management services to

address every insurance need.

Dedicated PeoplePeople are key. Founder John

Delinsky tapped the community

for talent in 1982, hiring hard

working, honest, respectful, and

reliable people ready to serve.

“Our staff is family,” says DeEtte

Wurm, partner since 2007,

along with Barry Quernemoen.

(Steve Thelen became a partner

in 2008.) “We don’t stress

hierarchy. Instead, our licensed,

dedicated people work together

between business insurance,

personal insurance, benefits, and

bonding departments.”

Full Product LineApollo provides a full line of

products—commercial and

personal insurance, group

health, life, and individual

benefits—with agents licensed

to offer them all. “Typically,

agents handle either Property

& Casualty business or benefits,

but not both,” says Wurm.

“However, we believe that

having multi-line producers is

the best way to deliver seamless

service to customers.”

Partnership PowerStrong partners increase Apollo’s

ability to deliver more. The

agency joined forces in 2013

with Johnson McCann of

St. Paul, robust in employee

benefits, and C.O. Brown of

Rochester, complementary with

Apollo in Property & Casualty

business, creating the second

largest private insurance agency

in Minnesota with $20 million in

annual revenue.

Among the new resources

are a health and wellness

division, which helps customers

design programs and conduct

assessments, and expanded loss

control and human resource

services that provide a dedicated

hotline for customers to call with

questions. “These services have

been a huge addition to our

value-add,” says DeEtte. “We’ve

received a tremendous amount

of positive feedback from

customers already.”

Future PlansApollo and its partner agencies

are moving to a single

management system to increase

efficiency. The agency also plans

to expand its geographic reach

into the Dakotas, recently hiring

a producer in western Minnesota

to spearhead the effort.

Going forward, Apollo will

continue to do whatever it takes

to provide customers a complete

package of risk management

capabilities and insurance

protection. •

SMART BUSINESS: APollo INSURANCE AGENCY

J U LY / A U G U S T 2 0 1 4 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 11SPONSORED PROFILE

Apollo Delivers Complete Insurance Package From Commercial and Personal Insurance to Benefits, Apollo offers them all

“We are always looking to hire good people, explore new markets, and purchase agencies that are a good fit for us, we will consider

any opportunity that helps us enhance the value of services we can bring to our clients.” —DeEtte Wurm

48 staff: including 35 in St. CloudLocations: St. Cloud, Albany, Melrose, MonticelloPartners: John Delinsky, Steve Thelen, Barry Quernemoen, DeEtte Wurm

622 Roosevelt Rd., Suite 240 • St. Cloud, MN 56301 320.253.1122 • www.apolloinsurance.com

http://www.apolloinsurance.com


By Greg Vandal

I must admit to harboring

sensitivity regarding

perceptions of what I used

to do as opposed to what

I do now. There are firm

recollections, planted from

spirited conversations, about

how educators have often

been implored to “run (your)

school more like a business.”

I once developed an address

– somewhat snarky in nature,

now that I think about it –

in which I challenged the

state’s Chamber of Commerce

Executive Directors when they

met in St. Cloud some years

back, to “run your business

more like a school.”

The point being made to

me was that, especially in the

deployment of resources and

in the measurement of results,

the education community

could benefit from some of the

practices regularly employed

in the private sector. Ironically,

advanced training in school

administration often includes

coursework in business

finance, organizational

management, Six Sigma,

and Continuous Quality

Improvement. Many of the

classes I took were delivered

through a respected School of

Business rather than through

the College of Education.

The point I tried to make in

return was that an unswerving

focus on the bottom line,

rather than the organizational

mission, often negatively

impacts the persons in the

organization and/or those

served by that company.

Besides, I was aware of the

failure rates among startup

businesses – even today,

according to a recent report

from the Small Business

Development Center at

Bradley University, nearly one

out of two new businesses are

closed after a three-year mark.

All of this is mostly a

pointless – and near fruitless –

debate. One of my nonprofit

clients said not too long

back that “we have to be in

business to be in business.”

When I probed further, she

stated what should have been

obvious to me from the start:

Any organization – public or

private, for profit or not – must

constantly engage in best

business practices in order to

survive.

Certainly, those best

practices have to be tailored to

the circumstance. Restaurant

owners need to calculate labor

costs and food prices carefully

in order to deliver high quality,

affordable meals to willing

customers. And, this must

be done to produce enough

margin for the operator to

keep the establishment open.

A school administrator

has to consider labor costs

to determine staff to student

ratios and balance those with

supply budgets and other

infrastructure expenses to

create an environment in

which children want to learn.

While different market forces

and different regulatory

agencies might come into play,

the fundamental business

practices are very much the

same.

Time has given me a wider

face and grayer hair. It has also

shown that the old sensitivity

was wrongly placed. Both

sides, it seems, were right after

all. BC

GEttiNG GOING

Bell joins Trace DesignRosalie Bell joined Trace Design as client coordinator. Bell has over 20

years of experience in sales, marketing, and presentations. She works to expand the client base of Trace Design in the Twin Cities metro area.

Sleep Center reaccreditedThe St. Cloud Hospital Sleep Center received a five-year reaccreditation from the American Academy of Sleep Medicine (AASM). Accreditation is reserved for facilities that display and maintain proficiency in testing procedures and policies, patient safety and follow-up, and physician and staff training. The St. Cloud Hospital Sleep Center was the first in Central Minnesota to be nationally accredited by the AASM.

Chmielewski recognizedLinda Chmielewski, MS, RN, NEA, BC, vice president of St. Cloud Hospital

Operations/Chief Nursing Officer, was honored by The Women’s Health Leadership TRUST for providing excellence in health care. The Women’s Health Leadership TRUST works to advance women leaders in health care, influence public policy, and improve health care in their communities. She was one of 35 women recognized at the 2014 forum in Minneapolis.

Hughes Mathews relocates, changes firm nameHughes Mathews, P.A. has relocated its office to District Square, 622 Roosevelt Road in St. Cloud. The firm also changed its name to Hughes Mathews Greer, P.A. Members of the firm are: Thomas E. Mathews, John L. Greer, John F. Mathews, James P.A. Morrighan, and kevin J. Hughes (of counsel).

NEWSREEL

To Be in Business

Bell

Chmielewski

UPFRONTNETWORK

Greg Vandal is the sole proprietor of Vox Liberi, a consulting business that delivers

planning and project management services to clients in the public, private, and nonprofit

sectors. He can be reached at [email protected]

About the writer

J U LY / A U G U S T 2 0 1 4 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 13

PEoPlE TO kNOW

Tim SchmidtRejuv Medical(320) [email protected], Waite Park Chamber

The Waite Park Chamber, a division of the St. Cloud Area Chamber of Commerce, is a place where business, education and government come together for the betterment of the community. Programs include the Waite Park State of the City address.

Chad HougFaceTime Business Resources(320) [email protected], Sauk Rapids Chamber

The Sauk Rapids Chamber, a division of the St. Cloud Area Chamber of Commerce, promotes a healthy business environment in the community of Sauk Rapids. Volunteers and committee members work in cooperation with member businesses, local government, the public school system and other community organizations.

Tim McLeanRasmussen College(320) 251-5600 [email protected] Chair, Technology and Education Conference Committee

The Technology and Education Conference Committee organizes the Chamber’s annual fall conference covering technology and education topics related to medical, legal, business, and information technology. Volunteers recruit speakers and sponsors who provide educational seminars and staff display booths. The event is open to all Chamber members and the general public.

Jessica Mergen Ward Minnesota School of Business(320) [email protected], Volunteer Committee

The Volunteer Committee creates and maintains a system to communicate volunteer opportunities at the Chamber to interested members, helps recruit volunteers, and helps recognize current volunteers and their companies throughout the year. Committee members are responsible for organizing the Star Celebration, the Chamber’s annual volunteer recognition celebration.

People of interest within the St. Cloud Area Chamber of Commerce community.Get to know them

EXPERTISE AND ADVICE. According to the

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Stanislawski joins Jovanovich, Kadlec & Athmannkristi Stanislawski

joined Jovanovich, kadlec & Athmann as an attorney. She practices in the areas of litigation, municipal law, criminal prosecution, family law, and elder law. Stanislawski previously worked as an attorney for the licensing boards of the Minnesota Supreme Court.

Bernick Family Foundation awards $150,000The Bernick Family Foundation awarded over $150,000 in grants focused on enriching the lives of youth and improving health. The grants are administered through the Central Minnesota Community Foundation. A climbing wall at Clara’s House and a school outreach tour of the Science Museum of Minnesota are among the projects selected for funding.

Laraway recognizedSteve Laraway, independent financial advisor with Laraway

Financial Advisors, Inc., was named to the Cambridge Premier Club 2014 by his independent broker-dealer, Cambridge Investment Research, Inc. This honor recognizes a financial advisor’s success based on delivering the highest level of client service, a commitment to Cambridge’s core values, and a high level of financial success.

Nordmann joins El Jay PlumbingSonia Nordmann joined El Jay Plumbing as director of business

development. She has eight years of industry experience.

NEWSREEL

Stanislawski

Laraway

YoUr VoiCE IN GOVERNMENT

St. Cloud Area Evening at the CapitalPhotos by Jim McAlister, Tell-A-Vision Productions

PoiNt OF VIEW

Business Central asked readers: What does your business or organization do to build teams?”

“We hold special events and get together after work.” —William Hart, US Army Recruiting Center

“We have caregiver meetings quarterly to solve our client and caregiver challenges.”—Margaret Kotula, Home Instead Senior Care

“We have a summer party and a Christmas potluck and get together.”—Andrea Lodermeier, Minnwest Bank M.V

Jessica Mergen Ward Minnesota School of Business

Terry Kritzeck Andy’s Towing Co.

“

“

We create a fun environment through positive attitudes and feeding off the energy from our great students!”

We have incentive programs and we encourage the younger team members to learn from employees with more experience and vice versa.”

John Herges, Falcon National Bank (L) and Sen. LeRoy Stumpf

Scott Mareck, WSB & Associates (L) with Rep. Zach Dorholt

Rep. Jeff Howe and Jane DeAustin, Central Minnesota Builders Assoc.

Rep. Paul Torkelson with Chamber President Teresa Bohnen

Ryan Daniel, Metro Bus (L) and Sen. John Pederson

Pam Raden, The Johnson Group Marketing (L) and Sen. Michelle Fischbach

Julie Lunning, St. Cloud Area Chamber’s Convention & Visitors Bureau (L) and Rep. Tama Theis

Leslie LeCuyer, Central MN Arts Council with St. Cloud Mayor Dave kleis

UPFRONTNETWORK

Nordmann


it HAPPENED WHEN?

1982 ALL ABOUT ST. CLOUD

W ere you a resident of

St. Cloud in 1982? Do you

remember what the city was like?

The St. Cloud Area Chamber of

Commerce can help jog your memory

with its 1982 game All About St. Cloud.

Created by Windsor Publications

and sponsored by the Chamber and

59 other businesses, All About St.

Cloud – the Game of St. Cloud was

a fun, promotional opportunity to

go along with the Chamber’s annual

Membership Directory.

The Chamber and sponsoring

organizations sold games throughout

the area. Although we no longer

have any copies for sale, the board

game might turn up in your family’s

storage or basement. One copy is

also on display at the Stearns History

Museum.

The goal of the game is to collect

Travel Cards and make your way

around St. Cloud circa 1982. Similar

to Monopoly, participants were

required to visit local banks and

collect money in order to pay for

Travel Cards and other expenses.

All of the game pieces, money,

and Travel Cards were sponsored

by different businesses and

organizations. BCTop: Chamber members play a game of All About St. Cloud

Above: All About St. Cloud board game

Member FDIC. ©2014 Bremer Financial Corporation. All rights reserved.

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Canadian manufacturer

Edmonton Trailer recently

closed on a property acquisition

of an existing 30,000-square-

foot warehouse that was part of

the Verso Paper Mill in Sartell.

This is the company’s first U.S.-

based operation and is expected

to add 60 jobs in the next two

years. This transaction marks the

first repurposing for the former

paper mill operation.

Edmonton Trailer specializes

in the production and sales of

heavy transportation equipment

for the trucking industry. The new

Minnesota facility will allow the

company to use complementary

local vendors, expand their

existing product line, and enhance

service to many of their current

customers in the United States.

The company investigated

several locations in the Midwest

before selecting Minnesota and

Sartell. They worked with Casey

O’Malley and Kevin Brink, INH,

to complete the sale. BC

CentraCare Vascular Center accredited; Ibeling hiredCentraCare Heart & Vascular Center has been accredited by the Intersocietal Accreditation Commission (IAC) for its pediatric transthoracic and fetal echocardiography program. It is one of only a few sites in Minnesota to hold this distinction.

Sarah Ibeling, CNP, recently joined the CentraCare Clinic – River Campus hospitalist team. She previously served in the United States Army where she was deployed to work in the Abu Ghraib Prison Hospital in Iraq and most recently worked as a registered nurse at Fairview Northland Medical Center in Princeton, Minn.

Leighton Broadcasting recognizes employeesThe following Leighton Broadcasting employees were recognized at the 2013 annual awards ceremony for outstanding performance:•• Doris Westra, 2013 Top Biller•• Stephanie Theisen, 2013 Digital Sales Manager “Rookie of the Year”•• Andrew Metzen, “2013 Rising Star”

Welter receives ATHENA AwardDr. Patricia Welter, retired educator, was selected as the 2014 ATHENA Award recipient for her dedication to education, domestic violence and for inspiring others in the community. The ATHENA program is administered by the Women’s Fund of the Central Minn. Community Foundation.

NEWSREEL

July 16 & August 20

Waite Park ChamberFor businesses interested in Waite

Park issues. Lunch is provided by the

host when you register at least two days

in advance. 11:30 a.m. – 1 p.m.

JULy 16: Hosted by The Legends at

Heritage Place at Texas Roadhouse,

345 2nd St. S, Waite Park. The

meeting includes a presentation on

“Why Hiring People with Disabilities

Works” by Tom Herges, St. John’s

University.

AUGUST 20: Hosted by Minnesota

School of Business, 1201 2nd St. S,

Waite Park.

July 17 & August 21

Business After HoursA complimentary open house for

Chamber members and guests.

Bring lots of business cards and

prepare to grow your network!

4:30 - 6:30 p.m.

JULy 17: Hosted by D. J. Bitzan

Jewelers, 203 Waite Ave. N,

Waite Park

AUGUST 21: Hosted by

HealthPartners Central MN Clinics,

2251 Connecticut Ave. S, Sartell

August 28

Sauk Rapids ChamberFor businesses interested in Sauk

Rapids issues. Lunch is provided by the

host when you register at least two days

in advance. 11:30 a.m. - 1 p.m.

JULy: No meeting.

AUGUST 28: Hosted by the Sauk

Rapids Chamber. Includes a

three-minute Business Showcase.

Location: Sauk Rapids Government

Center.

August 8

Government AffairsA discussion of local government

issues on the second Friday of the month, 7:30 - 9 a.m. at the Chamber

office, 110 6th Ave. S.

JULy: No meeting

AUGUST 8: Emerging legislative topics.

Can’t-miss opportunities to influence, promote and learn

BUSINESS CALENDARJULY-AUGUST 2014 •• Visit events.StCloudAreaChamber.com for a detailed calendar.

Chamber OpenThe 68th annual Chamber

Open is August 11 at the

St. Cloud Country Club,

301 Montrose Rd., St. Cloud.

The event begins with a

shotgun start at 11:30 a.m.

Dinner follows the event at

5:30 p.m.

iN tHE NEWS

Edmonton Trailer chooses former Verso property for U.S. expansion.

For information on these or other business events, call 320-251-2940.

Westra Theisen Metzen

UPFRONTNETWORK


NEW iN TOWN

Melinda Vonderahe President & Publisher, Times Media

Age: 42

When did you start in your current position? July 2013

Who was your previous employer? I’ve been with

Gannett for 19 years starting in

Cincinnati. Most recently I was

in Appleton, WI where I worked

for Gannett Wisconsin Media as

the Marketing & Digital Director

for a group of ten newspapers in

the state.

What will you miss most about your previous position? I miss the people that I worked

with in Wisconsin. That team

shared a lot of the same great

attributes that I have experienced

since moving to Central Minnesota

–great work ethic, trusting, fun-

loving Midwest personalities.

What are you looking forward to the most in your new position?

I’m looking to make a difference

for my organization and the

community where I live.

I want to look back on my time and

experiences in St. Cloud and know

that I contributed positively toward

the lives of people in this area.

Where did you grow up? The majority of my childhood

was spent in the suburbs on the

western side of Cincinnati, Ohio.

I am a Midwestern girl and prefer to

live in areas that share Midwestern

values, culture and faith.

What are your hobbies? I am married with three children.

Between my work and my

family time, it leaves me very

little time for much else. As a

family, we enjoy the theatre,

movies, hiking, biking, reading,

and just having fun! BCFUN FACT: The summer after my senior year in high

school, I had an Olympic equestrian rider ask me to move

from Ohio to Washington state to train underneath her.

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tHE troUBlE WITH BUSINESS

Tough Decisions

By Mike Roth

Why are some businesses

more successful than

others? Is it because they are

smarter than their competition?

Are they lucky? Or is it some-

thing else?

In his most recent book,

The Advantage, Patrick Lencioni

states that “Healthy trumps

smart.” If you had to choose

healthy or smart, he suggests

you should choose healthy.

Healthy will help you become

smart, but smart won’t make

you healthy.

As I work with business

owners and their leadership

teams implementing the

Entrepreneurial Operating

System (EOS), my goal is

to make them healthy AND

smart. In this process, I see

strong evidence that supports

Lencioni’s claim.

The key to success is

definitely in the people

component of any business and

is directly related to creating a

clear compelling vision and a

healthy culture. Often teams are

made up of smart people that

are stuck.

On the other hand, I see

teams that don’t necessarily have

any real strong individuals, but

they have achieved success simply

because they were very healthy.

When teams are both smart and

healthy, magic happens.

Smart vs. HealthyThe key is the ability to confront

and make the difficult decisions.

Some of those decisions involve

the “Smart” part of running a

business, things like strategy,

business plans, budgets,

investment choices, and so on.

We tend to be pretty good at

these because they’re objective,

often quantifiable, and it’s what

we’re taught when we learn

how to run businesses.

The much tougher decisions

are the ones that really

determine whether we get

what we want. These involve

the “Healthy” part of running

a business, things like culture,

alignment, accountability and,

most difficult of all, people.

About the writerMike Roth is the president of Reventus, a business consulting firm, and a certified implementer

for the Entrepreneurial Operating System. He can be reached at [email protected].

Learning to make the tough decisions will help you take your business to the next level.

ProcessPro employees named business awards finalistskarly Peters and Dan Erickson, ProcessPro, were named finalists for the 2014 American Business Awards. Peters, marketing manager, was named a Marketer of the Year finalist, while Erickson, product manager, was named Product Developer of the Year finalist.

Bosek joins BremerNathan Bosek joined Bremer Investment Services and

Raymond James as a financial advisor. He is licensed in life and health insurance and has a bachelor’s degree in economics from Concordia College. He has experience as a private banker, investment officer and financial advisor.

Cruikshank joins GSDCGail Cruikshank joined the Greater St. Cloud Development Corporation (GSDC) as talent director. This position is part of the GSDC’s talent initiative, which aims to develop and launch a regional talent portal and create a new brand for the Central Minnesota region. Cruikshank has experience in recruitment, candidate networking, succession planning, training development and administration, and talent management and development.

Sayre listed in Who’s Whokelly Sayre, director of sports and special events for the St. Cloud

Area Chamber’s Convention & Visitors Bureau, was recently recognized as a top 20 “Who’s Who” leader in the sports industry by Sports Destinations Management magazine.

Compiled by Whitney Bina. For consideration in News Reel send your news release to [email protected]

NEWSREEL

Bosek

Sayre

UPFRONTNETWORK


Tough Decisions

Most of us struggle with

these issues because they can’t

be quantified and often involve

letting go of something – or

someone – familiar, safe and

comfortable. These decisions

require us to do things that

we’ve been socialized NOT to

do, especially telling people

things we think they don’t

want to hear. To make this

even harder, few of us are ever

taught how to be good at the

“Healthy” part of running a

business.

“Healthy” means having

a strong culture and vision

that gets people engaged and

aligned. It means being great at

accountability. It means being

truly open and honest with one

another, so that difficult issues

and decisions are addressed, not

avoided, allowing the company

to move forward.

The next time you take a

clarity break, try asking yourself

these questions:

• How strong is our culture?

• Does the culture attract and engage the kinds of people we want?

• If we asked our people – all of them – to describe our culture and vision, how many different answers would we get?

• Are our lines of accountability crystal clear? When an issue arises, do we all know immediately who owns it?

• How open and honest are our conversations? What do we hold back?

• How clear is our vision?

• Are our people willing to come into a meeting having NOT done the things they told their teammates they would do by that date, or is that simply unthinkable?

In the answers to these questions, you will find the places where your team, and therefore your business, is less healthy than it could be. These are the most important issues you face, the ones that are keeping you from getting what you want. The good news is that they can be solved (yes, we can help with that – it’s a process, not a mystery). Solving them will set you on your way. BC

Stearns Insurance Services recognizedStearns Insurance Services, Inc., was recognized among Grinnell Mutual Reinsurance Company’s top 50 agencies and 12 farm companies for outstanding achievement in the insurance profession and for superior performance. The award was presented to Jim Wensel, who received a 2014 President’s Club plaque from Grinnell Mutual. Grinnell Mutual provides reinsurance for farm mutual insurance companies and property and casualty insurance products in the Midwest.

iN tHE NEWS

Tammy Reis,Vice President, Lending

Rich Remer,President

A strong team for business.Bank on it.

Simply Free Business CheckingCall us today for a consultation.

(320) 253-0142 · 800-821-6326 · anbmn.com 3210 W Division St · St. Cloud MEMBER FDIC | EQUAL HOUSING LENDER Where it pays to bank.

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25 year Chamber member Vacuum Center & Sewing Room, 41 21st Ave. N, St. Cloud. Pictured: Diane Ohmann, Doug Morris, Perry Pierce, Diane Tucker, Paul Ankenman, Dean Fladmo and Bob Lien.

Seitz Stainless, fabricators of custom and contract processing equipment for food, dairy, and pharmaceutical industries, 17578 400th Street, Avon. Pictured: Jason Bernick, Janet Haviland, Jeff Haviland and Brian Jarl. Alliance Building Corporation, a full

service general contractor, offering preplanning and site development, architectural design management, estimating and cost control, 3709 Quail Road NE, Sauk Rapids. Pictured: Corey Gerads, Julie Braun and Greg E. Theis.

Your Home Improvement Company, specializing in all types of home repair and improvement and all sizes of projects, 3900 Roosevelt Road, Suite 125, St. Cloud. Pictured: Inese Mehr, Steven Little and Shannon Templin.

New Member - Photo omitted.Ted’s RV Land, travel trailer/RV sales, service and parts, 28501 E Highway 55, Paynesville.

Stearns Lending, Inc. – Home Loans Division, 4150 2nd St. S, Suite 330, St. Cloud. Pictured: Roger Schleper, Amy Gotvald, Aimee Okerstrom, Patricia Dahl and Diane Ohmann.

Old Country Buffet, restaurant, 3333 W Division St., St. Cloud. Pictured: John Stachowski, Laura Martinez, OC Bee, Kris Neupauer, Marco Hanson, Luke Cesnik and Stephanie Gerrard.

Firehouse Subs, submarine sandwiches, catering available, founded by firemen, 335 5th Ave. S, St. Cloud. Pictured: Roger Schleper, David Konshok and Greg E. Theis.

One Hour Heating & A/C, 2 21st Ave. S, St. Cloud. Pictured: Brian Jarl, Gary Sargent, Joseph Opheim and Diane Ohmann.

Advance Your Goals, 1125 1st St. S, Suite 440, Sartell. Pictured: Diane Ohmann, Maria Mosca and Beth Putz.

The Wine Shop by Nicholas Barth, high end liquor store that carries craft beer, wine, whiskey and other liquors, 218 6th Ave. S, St. Cloud. Pictured: Roger Schleper, Tom Pickard, Steve Pickard, Nick Barth and Luke Cesnik.

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Corporate Education & Outreach provides customized training tailored to fit your needs.

We also offer: Seminars Workshops Conference Planning Services Career Training (online & classroom)

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D & B Auto Body, LLC, full service collision repair facility and more, 603 N Benton Dr., Sauk Rapids. Pictured: Scott Anderson, Nikki, Brandon, Kenan and Leilani Anderson.

Auto Excellence, automotive repairs, 30 Lincoln Ave. SE, St. Cloud. Pictured: Dolora Musech, Jay Magney, Tom Rekowski, Josh Theisen, and Mike Moder.

ZeroRez, cleans and sanitizes residential and commercial properties with patented empowered water eliminating the need for harsh soaps, shampoos, and detergents. Zero soaps, zero residue, 24335 18th Ave., St. Augusta. Pictured: Diane Ohmann, Aaron Heath and Beth Putz.

Farm Bureau Financial Services, 637 2nd St. S, Waite Park. Pictured: Diane Ohmann, Ben Bjerk and Dolora Musech.

Graniteman Events, Inc., a race management company, 1009 Industrial Dr. S, Sauk Rapids. Pictured: Roger Schleper, Larry Stracke, Bill Corcoran and Tauna Quimby.

Cold Spring Bakery Connection, 103 2nd St. S, Waite Park. Pictured: Dave Borgert, Andria Schurman and Dolora Musech.


Minnesota Center Chorale, a regional 80 member choir that performs a wide repertoire of classical and contemporary music, 32351 91st Ave., St. Joseph. Pictured: Keith Larson and Brian Jarl.

Net V Pro, managed services, 110 6th Ave. S, Suite 100, St. Cloud. Pictured: Paul Berndt, Jon Schloesser, Curt Richter and Brian Jarl.

Pearl Dental, 1716 2nd Ave. N, Sauk Rapids. Pictured: Tauna Quimby, Dr. Chris Mertensotto and Dolora Musech.

The Paint Store…and MOOORE!, 3707 3rd St. N, St. Cloud. Pictured: Beth Putz, Karl Hinkemeyer, Ted Statz and Inese Mehr.

It’s a simple concept that over 50,000 of your friends and neighbors in Central Minnesota have already discovered. We invite you to see how we can make a difference with your personal or business finances.

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People helping people.


Community Grassroots Solutions, non-profit organization serving Central Minnesota, 18 23rd Ave. N, St. Cloud. Pictured: Jama Alimad and Dolora Musech.

Top Tier Cake, a specialty cake business that sells to individuals and restaurants, 335 75th Ave. NE, Sauk Rapids. Pictured: Beth Putz, Lynn Zormeier and Inese Mehr.

Tyco SimplexGrinnell, provides a comprehensive array of fire alarm, fire sprinkler, fire suppression, integrated security, sound and healthcare communications systems and services, 820 Sundial Dr, Waite Park. Pictured: Dave Borgert, Jon Wiener, Thomas W. Miller, Greg Evans, Josh Wells and Diane Ohmann.

Great Northern Environmental Solutions, LLC, energy audits, litigation consulting, compliance inspection, insurance claims and alternative energy usage, 512 3rd St. N, Waite Park. Pictured: Julie Forsberg, Ron A. Euteneuer and Shannon Templin.

C. H. Robinson Worldwide, Inc., one of the world’s largest third party logistics providers, 3717 23rd St. S, Suite 200, St. Cloud. Pictured: Shannon Templin, Brent Weber, Alison Schroeder and Julie Forsberg.

Black Financial Services, Inc., focusing on the financial needs of businesses and individuals, 110 Avon Ave. N, Avon. Pictured: Beth Putz, Karen Korneck, Margo Black Scepaniak and Inese Mehr.

US Army Recruiting Center, 2719 W Division St., Suite 118, St. Cloud. Pictured: Dolora Musech, SFC Randall Williams, SFC Edward Foust, SSG Brian McCraney, SSG George Mixon and Julie Forsberg.

McKay’s Dodge/Chrysler/Jeep/Ram, 2020 Frontage Road S, Waite Park. Pictured: Marty Golembeski, Travis Benoit, Dolora Musech, Gary Foss and Jeff Zylla.

ADS Designs, LLC, drafting and design of new homes large or small, garages, additions, sheds, decks and more, 3728 Old Stone Court NE, Sauk Rapids. Pictured: Beth Putz, Anthony Steinemann and Jayne Greeney Schill.

Lube Tech, offering the most advanced lubrication and energy solution to maximize productivity, efficiency and equipment life, 3341 Southway Drive, St. Cloud. Pictured: Dolora Musech and Jamie Morford.



Negen and Associates, architectural and interior design services for worship, commercial office, retail, funeral, industrial, healthcare, and senior housing clients, 711 41st Ave. N, St. Cloud. Pictured: Jill Magelssen, Lon Negen and Kris Hellickson.

Kona Ice Central - St. Cloud, a mobile shaved ice vendor, specializing in fundraising, 24681 22nd Ave., St. Augusta. Pictured: Jayne Greeney Schill, Tracy and Mike Sharp, and Inese Mehr.

Rejuv Medical, orthopedic and sports medicine, weight loss and wellness center, aesthetic and regenerative medicine, 901 3rd St. N, Waite Park. Pictured: Brian Jarl, Tag Downare, Tim Schmidt, Joel Baumgartner, MD, J.R. Burgess, and Scott Anderson.

BioLife Plasma Services, collecting blood plasma and compensating the donors for their time, has a second location at 651 10th Ave. S, Waite Park. Pictured: Diane Ohmann, Michael Schroeder, Alison Manderscheid, Matt Nieuwsma, Jeremy Hennessey, Kelly Kadlec, Taylor Kaeter, Shanda Cutler and Shannon Templin,

Central Minnesota Habitat for Humanity, helping low-income families through affordable home ownership, 3335 W Saint Germain St., Suite 108, St. Cloud. Pictured: Brian Jarl, Bruce Johnson and Roger Schleper.

Kalpin Dentistry, high-quality comprehensive dental care for patients of all ages, 1545 Northway Drive, Suite 150, St. Cloud. Pictured: Roger Schleper, Dr. Jennie Kalpin and Diane Ohmann.

Loffler Companies, managed IT services, managed print services, content management, and print solutions, 28 11th Ave. S, Suite 102, St. Cloud. Pictured: Roger Schleper, Darren Kappes, Craig Thielman, John Detra and Inese Mehr.

Shrewd Real Estate, 2757 Ocarina Drive, Sauk Rapids. Pictured: Chris Panek, Jason Tangen and Dave Borgert.

Abel & Wright, collecting B2B debt using highly-trained professionals who understand business complexities and protect your brand with respect and integrity, 12360 Ronneby Road NE, Foley. Pictured: Greg E. Theis, Amy Marquard and Roger Schleper.

Werschay Homes, 28 11th Ave. S, Suite 101, St. Cloud. Pictured: Beth Putz, Dave Werschay and Roger Schleper.

toP HATS | New Businesses toP HATS | New Locations, Ownership & Expansions

St. Cloud Surgical Center1526 Northway Drive • St. Cloud • 251-8385 • 800-349-7272

www.stcsurgicalcenter.com

Accredited byAccreditation Association for Ambulatory Health Care, Inc.

Celebrating 42 Years of Excellence

in Caring for You!

Celebrating 42 Years of Excellence

in Caring for You!

Continuing to Make a Difference!

Continuing to Make a Difference!

http://www.millerab.com


Network!2014 Business Awards Luncheon Photography by Todd Myra, Todd Myra Photography

NEtWorK CENTRAL

Melissa Kelley, J. F. Kruse Jewelers (L), 2014 Small Business of the Year and Cathy Juilfs, AIS Planning

Seated from left: Tim and Sonny Kosloske and Deb Kosloske Kittridge, Granite City Armored Car, 2008 Small Business of the Year. Standing: Corey Hansen, US Bank (L), and Roger Bonn, Peters Body Shop, 1995 Small Business of the Year

Bonnie Supan and Joyce Brenny, Brenny Transportation. Brenny was the 2012 Women in Business Champion

Brian Bauerly, formerly of the Bauerly Companies (L), the 2001 Entrepreneurial Success Award, and Ben Swenson, Midwest Machinery, 2014 Emerging Entrepreneur

Jill Magelssen, Express Employment Professionals and Dick Bitzan, DJ Bitzan Jewelers, 2010 Family Owned Business of the Year

Andrew Hawkins, AIS Planning (L); Mark Traut, Mark J. Traut Wells, 2008 Small Business of the Year; Stefan Freeman, BankVista

Paul Seipel (L) and Brian Weber, Midwest Machinery, 2014 Emerging Entrepreneurs

John McDowall, McDowall Company, 2009 Entrepreneurial Success Award recipient

UPFRONTNETWORK


Profıt!NEtWorK CENTRAL

John Herges, Falcon National Bank, (center) presents the 2014 Family Owned Business of the year award to Pat (L) and Paul Duininck, Royal Tire

Bill Knoblach, Gilleland Chevrolet Cadillac, sponsor of the Business Central Mark of Excellence, presents the award to Midwest Machinery. From left: Paul Seipel, Knoblach, Andrew Swenson, Ben Swenson, Brian Weber, and Adam Weber.

Melissa Kelley and Jim Kruse, owners, J. F. Kruse Jewelers, the 2014 Small Business of the Year

Some of the employees from Royal Tire celebrate the company’s recognition at the 2014 Business Awards Luncheon. Seated from left: Owner Paul Duininck; company founder and father of the current owners, Roger Duininck; and owner Pat Duininck.

John Herges, Falcon National Bank, presents the 2014 Small Business of the Year award to Melissa Kelley and Jim Kruse, J. F. Kruse Jewelers Paul Duininck, Royal Tire

Online nowFor more photos visit www.BusinessCentral Magazine.com


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Doing Good Tech Strategies Going Green Management Toolkit Economy Central

26 28 29 30 34

Over the years Plaza

Park Bank increased

its charitable giving and yet

company leadership couldn’t

clearly demonstrate the

difference they were making

on the community. In an effort

to gain some control over

the process, they created a

Community Impact Committee

in 2012. This committee,

consisting of four staff members

that rotate each year, meets

monthly to make decisions

about community requests.

The committee developed a

number of criteria to help them

make their monthly decisions:

Purpose, intended impact, and

geo-region. The committee

determined that the focus of

giving would be on youth and

student development. Special

preference is given when

students or youth themselves

demonstrate leadership for a

special cause. For example, the

Kids for Kids project, hosted by

Catholic Charities, is an effort

started by students in local high

schools to provide essential

living items to homeless

students in their own school

district.

When the committee can

see that the result will be

deep, even for a few children,

they are likely to pay closer

attention to the request. As

a local bank with locations

in Waite Park and Sartell,

requests within the St. Cloud

metro are preferred.

One significant change

Plaza Park made because of the

Community Impact Committee

is how they support school

sports teams and arts programs.

“We were buying ads in almost

every sports program and yet

not feeling as though we were

really making an impact,“

said Tara Gronhovd, director

of client experience. Instead

the committee chose to give

larger gifts to school district

foundations so each district can

determine the best use of those

funds to support the extra-

curricular activities.

The committee still

considers special project

requests from local teams

and organizations. “It’s not

about purchasing ad space,”

Gronhovd said. “We want

to ensure we’re making a

difference. This approach has

helped PPB become more

focused while having a deeper

impact on the youth of our

community.” BC

Community ImpactIn order to demonstrate value through their charitable giving, Plaza Park Bank uses a Community Impact Committee

DoiNG GOOD

tECH NEWS

A Whole New Touch ScreenThe MIT Media Lab’s Tangible Media Group recently unveiled inFORM, its dynamic shape display which, besides being really cool, allows you to interact with real objects by reaching through your screen. Check out the video at www.BusinessCentralMagazine.comSource: Buzzfeed.com

Stay VigilantPerch is a mobile app that allows business owners to keep tabs on competitors and track online conversations about their companies. Launched in 2012, it won the 2013 Appy Award for Best Business App. Perch tracks online conversations about your company, then sends you mobile notifications and daily email digests. It also allows you to create a personal Watchlist of nearby businesses that matter to you.Source: PerchApp.com


tECH NEWS

E-LEARNING FOR BUSINESSThe Business Technology Simplified online course series teaches the benefits of using modern technology to improve business productivity and creativity. The program covers a range of areas including: Desktop Technology Benefits, Saving Time Using Technology, Using Web-Based Services, Reaching More Customers by Extending Your Business Online, and Managing Your Sales Pipeline. The program is made available to businesses free of charge through the U.S. Small Business Administration and Microsoft. Source: US Small

Business Administration

A Holographic iPhoneHere’s another cool video. Apple’s recent patent application for a holographic iPhone has imaginations going wild. Fast Company tracked down a concept video by Mike Ko, who has created animations for companies such as Google, Nike, Toyota, and NASCAR. The short clip simulates what it might look like if images left the iPhone screen and floated in the air. Source: Fast Company

You can watch it at www.

BusinessCentralMagazine.com

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BUSINESS TOOLSGROW

facebook has taken the

lead on the business

market and continues to

make changes and add features

to help businesses use the tool

to deliver results. Here are

five proven practices to help

your organization increase

engagement, reach,

and followers on Facebook:

Play post tag. The more you connect with

others, the more others connect

with you. When crafting a post

about the recent recognition

event, tag employees in the

status – not just the picture.

You can do this by using the @

symbol and then their names as

they appear on Facebook.

This is the fastest way to

increase the reach of a post

on Facebook by allowing you

to leverage its social and viral

nature. Each time you tag, you

connect with the individual and

their network of friends.

This may require you to

build your own friend network

and connect with coworkers

and customers. Facebook

requires administrators to

personally be Facebook friends

with anyone they tag in a post

on a business page.

Make photos a staple. We have become a visually-

hungry culture and there are

few places that demonstrate that

as well as social media. Photos

are more engaging than words

and consistently gain more

interaction from Facebook users

than text-only status updates.

Make it a rule to include a

photo with every post. When

possible, create a series of three

or more. Each photo provides an

opportunity to tag more users

and connect with their friends.

Experiment with angles and

depth (closer is usually better)

to build interest and give your

photos more character.

Post micro videos.Nothing engages individuals

better than a short, entertaining

video. It does not have to be

professionally produced. In fact,

it’s better if it’s not. Facebook

users appreciate raw, unplugged

and spontaneous videos. The

video should be short; 10-20

seconds is best.

The next time you think

about taking a picture to upload,

use your smartphone to take a

video instead. Micro videos can

capture your target audience’s

attention longer than anything

else and keep them coming

back.

Ask a question that almost anyone can answer.One of the best ways to initiate

dialogue is to ask a question.

Make a weekly question part of

your content plan. The question

should connect back to your

organization and be as easy to

answer by the broadest number

of fans as possible. Questions

about moments of life or asking

people to choose between two

or three items often achieve the

most engagement.

Ask a question once a week

on the same day and see how

much traction you get after 4-6

weeks. Review your insights and

post the question when your

fans are most active.

Give something away.We like to win – no matter

the value. Ask fans to like or

comment on a post to win a

prize and you will see instant

engagement. Boost the post

through Facebook’s advertising

tool for additional reach to

friends of your fans or another

target market.

Choosing a winner is easy

with tools like Woobox.com.

You can track engagement

on your posts and randomly

select a winner with the click

of a button. You also can easily

develop sweepstakes-type posts

or offer coupons.

Follow these five practices

regularly and within six months,

you will be seeing better results.

Within a year, your Facebook

presence could take on a new

level with double the fans, triple

the engagement, and reach as

far as you want to take it. BC

tECH STRATEGIES

Proven AbilityFacebook remains the top social media player for businesses of all sizes and types. By Dawn Zimmerman

About the writerDawn Zimmerman is CEO of The Write Advantage, a St. Cloud-based communications company that specializes in social media.


GoiNG GREEN

Keep it CoolImplementing a few energy-saving tips in your office can help the bottom line.

“Tune-up” your heating, ventilating and air-conditioning (HVAC) system with an annual maintenance contract. A contract automatically ensures that your HVAC contractor provides “pre-season” tune-ups before each cooling and heating season. You save energy and money, and your system may last years longer.

Change, or clean, HVAC filters every

month during peak cooling or heating

seasons. Dirty filters cost more to use,

overwork the equipment and result in

lower indoor air quality.

Use fans to maintain comfortable

temperature, humidity and air

movement, and save energy year round.

Moving air can make a somewhat

higher temperature and/or humidity

feel comfortable. Fans can help delay

or reduce the need for air conditioning,

and a temperature setting of only

three to five degrees higher can feel as

comfortable with fans. Each degree of

higher temperature can save about three

percent on cooling costs. BCSource: U.S. Small Business Administration

The Bakken5XThe Bakken oil boom is more than five times larger than the oil boom in the 1980s

29 millionThe number of barrels of oil produced in North Dakota in January 2014

17 millionThe number of barrels of oil produced in North Dakota in January 2011

236The number of building permits issued in Williston, ND in 2013, down 38 percent from 2012

31.2%The increase in construction and land development loans for Bakken oil counties in the 4th quarter of 2013

1.6%The unemployment rate in Bakken oil counties in March 2014Source: The Federal Reserve Bank of Minneapolis

BY tHE NUMBERS


regardless of political

views, business ideals or

economic situation, the

new minimum wage law will

take effect before cleats are laced

and helmets are strapped for fall

captains’ practice. Minnesota’s

new minimum wage law

begins August 1, 2014, and

despite the range of opinions,

there are several key points all

Minnesotans should know.

To start, there will be a new

definition of what it means

to be a “large” or “small”

employer. Large employers are

those having gross sales over

$500,000 with small employers

having gross sales under that

amount. This new definition

matches the federal definition of

“large” and “small” employers.

Understanding the new

definition will set the playing

field for understanding the rest of

the law.

Beginning August 1,

2014, Minnesotans will see

a progressively increasing

minimum wage for the next

three years with automatic

inflationary increases thereafter.

For large employers, the

minimum wage will start at

$8/hour on August 1, 2014,

increasing to $9/hour on

August 1, 2015, and then

to $9.50/hour on August 1,

2016. Small employers follow

a similar stepped increase with

the minimum wage starting at

$6.50/hour on August 1, 2014,

increasing to $7.25/hour on

August 1, 2015, and then to

$7.75/hour on August 1, 2016.

The law also includes an

inflation index sometimes

called “indexing,” which will

start on January 1, 2018. The

inflation index will be used to

increase minimum wage in

relation to general inflation in

the marketplace. To determine

this amount, the state will use

a calculation set by the U.S.

Department of Commerce’s

Bureau of Economic Analysis.

The inflationary increase is

capped at 2.5 percent per year

and will not be reduced in a year

with negative inflation.

The Minnesota and federal

minimum wage laws are

not identical. Employees are

entitled to the higher of the two

minimum wages when both the

state and federal minimum wage

laws apply. Large employers in

Minnesota must comply with

the higher Minnesota minimum

wage. However, because

Minnesota’s minimum wage for

small employers in 2014 is less

than the federal minimum wage

(currently set at $7.25/hour),

small employers should carefully

consider whether the federal

or Minnesota statute applies

to them and pay the higher

minimum wage. In addition,

small employers who anticipate

crossing the $500,000 in gross

sales definitional threshold mid-

year should speak with their

legal counsel ahead of time to

MANAGEMENt TOOLkIT

Game Changer Minnesota’s minimum wage law is changing. Here’s a playbook to help keep you on the right side of the foul line. By Julie L. Fisk and Rachael R. Holthaus

About the writers

Beginning August 1, 2014, Minnesotans will see a progressively increasing minimum wage for the next three years with automatic

inflationary increases thereafter.

BUSINESS TOOLSGROW

Julie L. Fisk and Rachael Holthaus are attorneys at Quinlivan & Hughes, P.A. in St. Cloud. Fisk practices in the areas of employment law and business law. Holthaus practices in the area of business litigation.


avoid trouble with the Minnesota

Department of Labor.

Unlike some of our

neighboring states, employees in

industries that receive tips must

still be paid at least the minimum

wage per hour, and the employer

may not take a tip credit against

the minimum wage. In addition,

the minimum wage rates apply to

all hours worked by the employee,

whether part time or full time.

The changes to the minimum

wage law are quickly approaching

and will affect many Minnesotans.

Preparing your game plan now

will allow your business to take

the field on August 1 without

receiving a foul under Minnesota’s

new wage laws. BC

NATURE’S POWER SOURCEOzgur Sahin, Ph.D., believes that water evaporation is the largest power source in nature. In an effort to demonstrate the potential of this untapped resource, Sahin and his fellow researchers have created prototype electrical generators with rubber

sheets that move in response to changes in humidity thanks to a coating of bacterial spores.

In initial experiments, Sahin discovered that a tiny, flexible, spore-coated silicon plank could generate 1,000 times as much force as human muscle when the humidity was increased from that of a dry, sunny day to a humid, misty day. This is 10 times greater than materials currently used to build actuators. Sahin also calculated that moistening 1 lb. of dry spores would generate enough force to lift a car 1 meter off the ground.Source: Gizmag.com

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By Tracy knofla

Quick, think of three

things you wish were

happening in your

workplace! Realizing greater

profits probably tops the

list. Followed by better pay

and benefits. Possibly ending

with, a more harmonious work

environment. If these three items

appear on your wish list, you’re

in good company. But are they

in the right order?

According to a 2013 Gallup

Poll, 70 percent of Americans

feel unhappy at work. Only 30

percent of American employees

feel engaged or inspired at

their jobs. The 2013 State of

the American Workplace Report

estimates that “widespread

disinterest and unhappiness in

the office is not only affecting

company morale, but is costing

the U.S. $450 billion to $550

billion a year. Those who are

actively disengaged aren’t just

unhappy – they act out their

unhappiness by undermining

what their engaged coworkers

accomplish.”

The way that employees

treat each other on the job

matters. Employees in a

workplace where incivility

is tolerated or ignored often

experience a wide range

of problems, according to

WorkplaceBullying.org. These

include high levels of stress,

high blood pressure, depression,

trouble with personal

relationships, insomnia, and

substance abuse.

These issues manifest within

the workplace as absenteeism,

decreased efficiency, high

employee turnover, delayed

goal achievement, over-worked

supervisors, and a lack of

trust between employees and

management.

Most organizations operate

in a more streamlined way than

in years past. This operational

style requires a high level of

teamwork and cooperation,

both of which are impossible

when incivility is present in

the workplace. So, how do we

create civility in our workplace

when today’s world provides so

few good examples?

Here are a couple of things to try: Implement business policies and

practices that make reporting

and confronting negative behavior

easier for both the employees and

managers.

–––––––––––

Teach bystander-intervention

techniques to all employees so

they can help intervene for their

co-workers.

–––––––––––

Empower employees to create

change within the organization,

thereby reducing resentment,

and decreasing opportunities for

maltreatment. BC

MANAGEMENt TOOLkIT

Civility in the Workplace Unhappiness in the office is costing U.S. companies up to $550 billion a year.

According to a 2013 Gallup Poll, 70 percent of Americans feel unhappy at work.

Only 30 percent of American employees feel engaged or inspired at their jobs.

About the writerTracy Knofla is the co-owner and featured consultant of High Impact Training. She has been presenting to audiences across the country for more than 25 years. Special thanks to Peter Cavrell, The Boost Group, for contributions to this article.

BUSINESS TOOLSGROW


CHECKliSt

Start at the Top A workplace that actively encourages civility will demonstrate and support the following behaviors:

l Executive staff members enthusiastically and publicly model appropriate behaviors.

l The company actively engages in community service events and recognizes and encourages their employees’ civic contributions.

l Employees and supervisory staff listen to each other without judgment.

l Expectations are clearly communicated throughout the organization.

l Old disappointments and prior unresolved issues are forgiven.

l Employees who add positivity within the workplace are recognized and rewarded.

l Appropriate training and redirection are offered to employees who have not fully embraced the attitude of civility.

l Disagreements are handled face-to-face with only the appropriate personnel present.

l Employees are encouraged to interact with each other and share their common interests.

l Sentiments about company goals and decisions are solicited and shared in a constructive manner.

l Performance feedback is delivered and received in a timely and professional manner.

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ECONOMY CENTRALPRESENTED BY FALCON BANK

Economy Central presented by34 B u s i n e s s C e n t r a l M a g a z i n e • • J U LY / A U G U S T 2 0 1 4

The Panelists:

Brian Schoenborn attorney, Stinson Leonard Street Lisa Ellis, director of construction and real estate, Coborn’s, Inc.

Mark Geller, owner, High Impact Training Jay Johnston president and CEO, American Heritage National Bank

Chris Rice president and CEO, Rice Building Systems

OPPORTUNITY or THREAT?The North Dakota oil boom is stretching its economic fingers into Central Minnesota.

By Whitney Bina

Does the North Dakota oil

boom pose a threat to

the Central Minnesota

economy or are you crazy not

to get involved? Local industry

leaders gathered at the 52nd

Annual Winter Economic

Institute to discuss growing

business opportunities in North

Dakota.

A panel of business

executives, sponsored by the

St. Cloud Area Chamber of

Commerce, agreed the North

Dakota oil boom provides

positive economic opportunities

for local businesses that have

the resources and personnel to

expand next door.

Panel members were:

• Chris Rice, president and

CEO, Rice Building Systems

• Jay Johnston, president

and CEO, American Heritage

National Bank

• Mark Geller, owner, High

Impact Training

• Lisa Ellis, director of

construction and real estate,

Coborn’s, Inc.

• Brian Schoenborn, attorney,

Stinson Leonard Street

How is your company taking advantage of the huge market potential in North Dakota due to the oil boom?

Rice: As the demand for new

buildings and establishments

continues, the number of job

opportunities for our company

increases. It’s exciting to see the

population of people out there

screaming for development.

Schoenborn: Many of our

clients have opportunities

in North Dakota. They need

resources and access to

professional services.

What are some challenges you face as you develop your business in North Dakota?

Johnston: The banking

industry faces its own

challenges. “There are many

different people from different

areas of the country in North

Dakota, which leads to a lack of

financial trust.”

Can you estimate the financial impact of expanding to North Dakota?

Johnston: It has been a

substantial new opportunity

for us and the region. Local

community members who earn

money in North Dakota bring it

home and spend it here.

Schoenborn: Our company

continues to grow as North

Dakota booms. Our clients go

where opportunities are and

they are finding opportunities in

North Dakota.

How does North Dakota’s tax policy compare to Minnesota’s for your business?

Geller: Doing business in

North Dakota is easier. There

are no tax consequences and we

don’t experience any red tape

in North Dakota as we do in

Minnesota.

What do you expect to happen in North Dakota in the next 10-20 years?

Geller: The boom is here for

quite awhile and it’s going to be

beautiful for everyone.

Johnston: There will always

be opportunities in North

Dakota, but opportunities will

change. Plan resources and

financing with this in mind.

What advice can you give to businesses seeking to take advantage of the North Dakota oil boom?

Geller: It’s a lot of work.

Schoenborn: Be open-

minded and learn. Connect with

resources that are already out

there.

Ellis: Build relationships and

conduct market research.

Johnston: There’s no room for

mistakes; do your due diligence.

Rice: Use acquaintances to

discover successes and failures.

There are lots of opportunities,

but be prepared to work. BC

Whitney Bina is the

communications and workforce

development coordinator at

the St. Cloud Area Chamber of

Commerce.

SCSU ECONOMIC INSTITUTE

Online nowFor more information visit www.BusinessCentral Magazine.com


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SartellRESIDENTIAL BUILDING PERMITS

No. of permits 91 141 143 170 181 167 140 69 23 20 27 58 104 No. of permits 4 57 65 49 50 47 45 7 8 7 13 19 31 No. of permits 16 150 19 57 40 52 48 27 10 11 8 13 24 No. of permits 7 9 7 8 5 15 11 7 3 1 1 2 10 No. of permits 1 16 9 21 8 15 18 4 2 0 2 8 12 No. of permits 5 17 1 17 10 11 10 12 11 9 12 13 15

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$1M

AMFJDNOSAJJMA

Waite ParkCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA

St. AugustaCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA

St. JoeCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA

SartellCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA

Sheri� ’s Foreclosure AuctionsBENTON COUNTY

0

5

10

15

20

25

30

AMFJDNOSAJJMA

Sheri� ’s Foreclosure AuctionsSTEARNS COUNTY

-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ

United States Nonfarm JobsUNITED STATES - MONTHLY % CHANGE

-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ

Local Nonfarm JobsBENTON AND STEARNS COUNTY - MONTHLY % CHANGE

0

1

2

3

4

5

1st Quarter4th Quarter3rd Quarter2nd Quarter

Gross Domestic Product2013-14 QUARTERLY % CHANGE IN REAL GDP

0

50

100

150

200

AMFJDNOSAJJMA

Home Sales Closed - TotalST. CLOUD

$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA

Lodging Tax DollarsST. CLOUD

$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA

Food & Beverage Tax CollectionsST. CLOUD

-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ

Minnesota Nonfarm JobsMINNESOTA - MONTHLY % CHANGE

4%

6%

8%

10%

DNOSAJJMAMFJ

Unemployment RatesCOUNTRY WIDE

No. of permits 6 3 7 5 6 0 2 6 1 2 1 46 3 No. of permits 7 11 141 3 1 1 2 1 3 0 1 1 3 No. of permits 8 4 3 8 8 7 8 16 10 3 3 6 8 No. of permits 0 0 2 1 3 5 0 0 0 0 2 1 1 No. of permits 6 19 1 8 5 6 6 8 7 1 0 6 10

St. CloudMinneapolis/St. PaulMinnesotaUnited States

$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA

Median Housing PricesMINNESOTA

St. CloudMinneapolis/St. PaulRochester

2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000

= exceeds chart scale

XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

Non Farm Jobs2013-2014 % CHANGE

Benton & Stearns CountiesMinnesotaUnited States

-3.0%

-2.5%

-2.0%

-1.5%

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

AMFJDNOSAJJMA


Unemployment Rates2013-2014

3%

4%

5%

6%

7%

8%

AMFJDNOSAJJMA

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

ECoNoMiC iNDiCAtorS & TRENDS

Residential Building Permits Commercial Building Permits

Employment

Sources: Building departments for the following cities: St. Cloud, Sauk Rapids, Sartell, Waite Park, St. Augusta, and St. Joseph.

Source: www.positivelyminnesota.com Source: www.positivelyminnesota.com


Compiled by Sharon Henry, data current as of 6/11/14

Economy Central presented by

36 B u s i n e s s C e n t r a l M a g a z i n e • • J U LY / A U G U S T 2 0 1 4 Economy Central presented by

Cost of Living - Minnesota

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AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

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$30k

$60k

$90k

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$0

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-2.0

-1.5

-1.0

-0.5

0.0

0.5

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1.5

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DNOSAJJMAMFJ


4%

6%

8%

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$50k

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2.5%

4.1%

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23

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AMFJDNOSAJJMA


$0

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AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

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AMFJDNOSAJJMA


-2.0

-1.5

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-0.5

0.0

0.5

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1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

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AMFJDNOSAJJMA



2.5%

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$0

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AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

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AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

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1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

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AMFJDNOSAJJMA



2.5%

4.1%

0.1%

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$2,0

54,4

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04,2

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AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

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AMFJDNOSAJJMA


$0

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AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

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1.5

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DNOSAJJMAMFJ


4%

6%

8%

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DNOSAJJMAMFJ




$0

$50k

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2.5%

4.1%

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23

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00

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25,7

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0.0%

0.1%

0.2%

0.3%

0.4%

0.5%

0.6%

0.7%

0.8%

MinnesotaCentral MN

Product CreationBUSINESSES CREATING NEW PRODUCTS IN LAST YEAR

.79%.71%

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No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

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1.0

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-0.2

0.0

0.2

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0.6

0.8

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0

1

2

3

4

5



0

50

100

150

200

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$0

$30k

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$0

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-2.0

-1.5

-1.0

-0.5

0.0

0.5

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1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

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DNOSAJJMAMFJ




$0

$50k

$100k

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AMFJDNOSAJJMA



2.5%

4.1%

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23

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$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

$600k

$700k

$800k

AMFJDNOSAJJMA


$0

$200k

$400k

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$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578$

901,

692

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$100k

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$300k

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$600k

$700k

$800k

AMFJDNOSAJJMA


$0

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$800k

$1M

AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

ECoNoMiC iNDiCAtorS & TRENDS

Housing/Real Estate

Commerce/Services

Gross Domestic Product

Sources: Tax Collections – City of St. Cloud Incorporations - MN Secretary of State, Graph courtesy of SCSU

Housing/Real Estate sources: St. Cloud Area Association of Realtors, http://stcloudrealtors.com/pages/statistics; Benton County Sheriff’s Civil Process; Stearn’s County Sheriff’s Office; http://thething.mplsrealtor.com/

Sources: Minnesota Compass led by Wilder Research; Bureau of Economic Analysis - www.BEA .gov.

$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA


$0

$50k

$100k

$150k

$200k

$250k

AMFJDNOSAJJMA


$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

$200k

$300k

$400k

$500k

AMFJDNOSAJJMA


$0

$.5M

$1M

$1.5M

$2M

AMFJDNOSAJJMA



$0

$200k

$400k

$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$1M

$2M

$3M

$4M

$5M

$6M

AMFJDNOSAJJMA


$0

$200k

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$600k

$800k

$1M

AMFJDNOSAJJMA


$0

$100k

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AMFJDNOSAJJMA


$0

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$800k

AMFJDNOSAJJMA


$0

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AMFJDNOSAJJMA


No. of permits 40 39 28 38 22 29 35 41 65 21 30 22 34

0

2

4

6

8

10

12

AMFJDNOSAJJMA


0

5

10

15

20

25

30

AMFJDNOSAJJMA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1

2

3

4

5



0

50

100

150

200

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


$0

$30k

$60k

$90k

$120k

$150k

AMFJDNOSAJJMA


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50k

$100k

$150k

$200k

AMFJDNOSAJJMA



2.5%

4.1%

0.1%

2.4%

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$2,0

97,0

18

$2,5

34,0

86

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$9,9

76,3

66

$8,0

24,9

00

$1,1

70,9

00

$1,0

14,8

00

$5,

000

$0

$19

,000


XXXXXXXX

XXXXXXXX

$0$21,733

$10

,404

N/A

$0

$1,000

$90,578

$90

1,69

2

$0

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$462

,175

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62

$2,1

35,9

00

$231,218

$11

2,50

0

$4,0

80,9

08

$486

,300

$1,0

25,7

37

ECONOMY CENTRALPRESENTED BY FALCON BANK

The Cost of Living index measures regional differences in the cost of consumer goods and services, excluding taxes and non-consumer expenditures, for professional and managerial households in the top income quintile. It is based on more than 90,000 prices covering almost 60 different items for which prices are collected quarterly by the St. Cloud Area Chamber of Commerce. Small differences should not be interpreted as showing any measurable difference, according to ACCRA.

St. Cloud 1st Qtr 2013 95.0 107.8 76.2 100.7 91.2 108.9 102.9

St. Cloud 2nd Qtr 2013 94.0 101.7 75.3 93.3 97.8 111.8 102.7

St. Cloud 3rd Qtr 2013 92.9 100 76.3 84.7 95.7 112.3 102.8

St. Cloud, MN 94.6 101.9 76.4 92.9 95.2 112.7 103.6Annual Avg.

Minneapolis, MN 110.1 115.7 117.3 97.8 103.8 99.1 109.9

St. Paul, MN 109.0 113.5 114.5 96.6 104.5 100.5 109.5

Mankato, MN 94.0 97.7 80.6 95.8 102.1 104.1 97.9

Cedar Rapids, IA 91.9 86.8 82.7 102.3 94.8 101.7 95.6

Eau Claire, WI 91.7 91.4 76.4 93.3 100.0 110.0 97.3

Wausau, WI 93.4 89.1 81.2 104.6 97.9 103.1 98.2

All Ite

ms

Groce

ry

Item

s

Housin

g

Utiliti

es

Health

CareTran

s-

porta

tion

Goods

/ Ser

vices

ACCRA COST OF LIVING INDEX - 2013 Annual CompilationMinnesota and other Upper Midwest Cities of Comparable Size to St. Cloud

0 50

100

150

200

250

New York (Manhattan), NY 220.4

New York (Brooklyn), NY 171.5

Honolulu, HI 169.1

San Francisco, CA 161.6

San Jose, CA 149.3

New York (Queens), NY 152.0

Stamford, CT 144.1

Washington, D.C. 140.1

Orange County, CA 141.6

Hilo, HI 144.6

Among the 306 urban areas participating in the first quarter report, the after-tax cost for a professional/managerial standard of living ranged from more than twice the national average in Manhattan, NY to almost 18 percent below the national average in Norman, Ok.

TOP TENMost Expensive Urban Communities

Economy Central presented by

x John HergesPresident and CEO

VALUING EACH AND EVERY CUSTOMERFalcon National Bank invites you to experience a new type of banking. Our philosophy has always been to provide personal, courteous service and to furnish our customers with the most up to date, quality financial products available in the banking industry today while also exceeding expectations. We take great pride in offering more than just banking; we offer long-lasting relationships built on growth and financial trust.

www.FalconNational.com

That’s me.

Member FDIC

http://www.falconnational.com


Pat (L) and

Paul Duininck,

owners of Royal Tire

in St. Cloud.

>>

We'rehere

Since 1997 royal Tire has been following an aggressive growth strategy.

Yet this home-grown company prides itself on maintaining the same family

feel it has cultivated for over 60 years.

Written by gail ivers

Photos by Joel butkoWski, bDi PhotograPhy


“We made our first acquisition

only two months after we bought the

company,” said Pat Duininck, CEO of

Royal Tire in St. Cloud. Pat, along with

his brother, Paul, purchased Royal Tire

from their father in 1997.

“When we took over, we had this

wild idea to grow,” said Paul Duininck,

company vice president. “We saw our

competition growing and we thought

maybe we should grow with them,

stay up with the competition. So we

expanded the business considerably in

the first couple of years.”

“We wanted to borrow money,

we wanted to expand territories. We

basically wanted to make things larger.

Not knowing anything, about anything,

we did three major acquisitions the year

after we took over,” Pat said. “It was

tough. It nearly sank us.”

Like many family-owned companies,

Pat and Paul Duininck grew up in the

business. Their father, Roger Duininck,

started St. Cloud Tire and Tread in 1963,

providing sales, service and retreading

for commercial truck tires. Both men

recall working in the store as children,

sweeping floors, stocking shelves,

changing tires, and eventually helping in

the retread plant and with service calls.

In 1987 Roger Duininck purchased

Royal Tire in St. Cloud. The two

companies were direct competitors, but

similar in size and scope. At $8 million

in sales, the purchase doubled the size

of St. Cloud Tire and Tread. Royal Tire

also brought with it a Bandag retreading

plant. St. Cloud Tire and Tread converted

to the Bandag retreading method and

rebranded itself as Royal Tire.

By this time, both Pat and Paul were

well established in the company having

worked as commercial salesmen and

store managers. Paul, with Roger’s help,

purchased a small store in Monticello.

Pat, with a background in computers and

accounting, was in the business office.

By the mid-1990s, Roger was talking

about a succession plan and Pat and Paul

were pushing to grow. “Dad had this

good, mature business that he wanted

to protect,” Pat said. “Paul and I were

interested in growing the company and

the two can’t happen together. So he

decided to turn it over to us.”

In 1997 the transition was made

and Pat and Paul were off and running.

“To this day those early acquisitions

were probably the biggest challenge

we’ve ever faced,” Pat said. “It put a

lot of pressure on our people. It put a

lot of pressure on our cash flow… but

we learned from it, and in the end it

turned out just fine.”

Maybe better than fine. Today

the company has 300 employees,

26 stores, and a growing footprint

that extends from Rochester, Minn.,

to Williston, ND, to Virginia, Minn.

They have tripled their sales since

1997 and grew a fledgling wholesale

business by 10 times, selling it in

2011. In 2013 they acquired their

third manufacturing plant, located

in Rochester, Minn., positioning

themselves for significant growth and

expansion.

“The commercial tire business is

a pretty old business,” Pat said. “But

we’ve incorporated technology that

allows us to share information with our

customers so they can reduce their costs

and be more successful. Some of our

competitors use it, too, but we were the

first to embrace it years ago.”

“One of the things that sets us

apart from our competition,” Paul

added, “is that we provide service

24-7. Our philosophy is never say no

to a commercial customer. We have

a service network and whether it’s

midnight or 2 a.m., we will have a

service truck out to help your fleet.

Our competition works 9 to 5. We will

service every call we get. We probably

did several calls last night.” Royal tire

has 50 trucks on the road to service

commercial customers at any one time.

Sometimes, growth hurts.


recognizing excellence

Royal Tire was started in 1948 and acquired by Roger Duininck, in 1987. As with most small businesses, brothers Pat and Paul Duininck grew up helping out around the family business,

which provides retail and commercial tire sales, service and repairs, and operates three retreading plants in Minnesota.

Paul officially joined the business in 1979, followed by Pat in 1984. A slow transition process started, which gathered speed as Pat and Paul pushed for a more aggressive growth plan. “We wanted to expand our territory at a quicker pace,” Pat said. “Dad wanted to take things a little more slowly and deliberately. So he decided it was time to sell us the business.”

The brothers started their expansion immediately, making three acquisitions within the first year. “That was probably our biggest challenge,” Pat said.

Today the company is about three times the size it was when Pat and Paul took over, earning them the 2014 St. Cloud Area Family Owned Business of the Year Award. This award is presented annually to a business that has been passed from one generation to another and run successfully by the next generation for at least 15 years.

What really sets the company apart, according to company President Mick Pickens, is the commitment Pat and Paul have for the company to be part of the community and to respect both employees and customers. “I know it sounds cliché,” Pickens said, “but we’re growing because of our employees and the communities we’re in. We really feel that our customers are our guests and members of our family. We’re repairing our neighbors’ cars; our friends’ cars.”


fun fact

During the summer, Royal Tire retreads about 700 tires per day across the company. In 2013 the company serviced 137,000 tires.

Something else that sets Royal Tire

apart is their network of manufacturing,

or retreading, plants. The company

currently owns three Minnesota plants:

St. Cloud, Montevideo, and Rochester.

“The Rochester acquisition was maybe

the most amazing thing we’ve done since

I’ve been at Royal Tire,” according to Mick

Pickens, company president. “It added a

manufacturing plant and manufacturing

is really key in the commercial tire

business.” Retreading operations are

franchises offered primarily through

Bandag, the largest retreading franchise

in the world. “They’re not creating any

new franchises so the only way to secure

one is through acquisition. We worked

on this for about five years,” Pickens said.

“It allows us to leap frog into Wisconsin,

Iowa, and maybe into Chicago some day.”

Retreading is important because of

the cost savings for customers. “A new

commercial tire might cost $510 – just one

tire,” Paul said. “We can retread that tire

for $200. And you can retread a tire many

times. I’ve seen tires coming off waste

fleets that have 10 to 12 retreads. As long

as the tires pass inspection, we can retread

them. Retreading is also better for the

environment.”

Plant locations become critical

because Royal Tire guarantees one week

When a retreaded tire comes off the line

at Royal Tire it looks like new.>>

turnaround on retreading, allowing

for only one day in the shop. “We

have salesmen all over the state,” Paul

explained. “They pick up tires from the

customers and bring them to plant. They

receive a barcode and are identified as

the customer’s tires.” The tires then go

through a complex inspection process to

make sure they’re still good. “If they pass

the inspection we grind the rubber off the

tire, put new tread on the tire, and run

it through a bunch more quality checks.

When it’s all done, the tire comes out and

looks like a new tire.”

Though their focus is on commercial

sales and service, along the way Royal

BuSineSS Profile

Royal Tire Corporate Office3955 Roosevelt Road St. Cloud, MN 56301

Phone: 877-454-7070

website: www.RoyalTire.com

owners: Brothers Pat and Paul Duininck

LeadershiP team: Pat Duininck, CEO; Mick Pickens, president; Paul Duininck, vice president of operations; Brad Burley, vice president of retail

mission statement: To exceed the expectations of our guests, employees, and community every day.

business descriPtion: A full service retail and commercial tire company, including auto service, and 24-hour commercial roadside tire service.

Locations: Royal Tire has 26 stores: 10 retail and 16 commercial operations: Alexandria, Brainerd, Fergus Falls, Grand Forks, Hibbing, Marshall, Minneapolis, Montevideo, Monticello, New Ulm, Newport (South St. Paul), Rochester, Savage, St. Cloud (Highway 10 and I94), St. Paul, Virginia, Waite Park/St. Joseph, and Williston, ND. Many of the retail operations are co-located with the commercial stores.

manufacturing: Royal Tire owns and operates three manufacturing, or retreading, plants in Minnesota: St. Cloud, Montevideo, and Rochester

number of emPLoyees: 300

Paul Duininck, Vice President of Operations, Royal Tire

age: 53

hometown: St. Cloud

education: 3 years at SCSU, then on the job training

work history: Started working in the shop at

Royal Tire in the summers during high school. Started as a

tire tech, then retread tech, moved to outside sales, then inside sales, then to store manager to current position.

famiLy: Wife Jeanne, married for 31 years; son Bobby, 29 - married last year to Amber, works for Royal Tire; son David, 26 - teaches 8th grade English in Mesa, AZ. Getting married to Christie in July.

hobbies: Racquetball, golf, fishing, hunting

advice to a wouLd-be entrePreneur: Don’t be afraid to work hard and seek the advice of experts when needed.

best advice you’ve received and who gave it to you: “Build win-win relationships in everything we do.” — My father Roger Duininck

PerSonAl ProfileS

Pat Duininck CEO, Royal Tire

age: 50

hometown: St. Cloud

education: Brown Institute and

St. Cloud Business College

work history: Started at Royal Tire in 1985

famiLy: Married 24 great years to Rachel, 2 kids: Megan 24, in medical school at the University of Minnesota; Craig 21, junior hockey player in Canada

hobbies: Fishing and golf

advice to a wouLd-be entrePreneur: Whatever business you pioneer, work to re-invent it and stay ahead of everyone else.

best advice you’ve received and who gave it to you: “Work harder and know more.” — My dad Roger Duininck



Tire added a retail division. Accounting for

only about 20 percent of the company’s

business, the Duinincks found that

offering retail products was another way

to service their commercial clients. “They

have pickup trucks and four-wheelers that

they’re using. It just made sense to add

retail to our mix,” Pat said.

When it comes to growth, the

Duinincks have learned that finding the

right employees is harder than weathering

a bad economy. “We added eight stores

and sales are up 30 percent since 2008,”

Pat said. “The recession wasn’t that bad

for us. We had to make some adjustments,

but not like other companies did.

Retreading and tire repair goes up in an

economic downturn because it’s more

economical to retread tires than to buy

new. We actually can help customers

through a bad economy.”

Employees are another matter.

“Growth is a big challenge for us,” Paul

said. “We have a lot of ideas and areas we

want to be in, but finding the people to

help us achieve that is really tough.”

“As our store base gets more distant

we have to rely on good people to run

those stores,” Pat added. “That’s always

a challenge to find as many talented,

reliable people as you need. We hire from

within. We have longevity among our

employees. We provide training, tuition

reimbursement, and good benefits. But we

always have job openings on our website.”

Growth and distance create another

type of challenge, according to Pickens.

“We have to keep an eye on the fact that

we want to be a certain kind of company,”

he said. “It’s easier when you’re small

to pay attention to little things – the

community, giving back, employee

recognition, that sort of thing. As we get

bigger it takes a concerted effort to remind

ourselves that we’re only growing because

of our employees and because of the

1948 Royal Tire opens at 1020 St. Germain in downtown St. Cloud.

1963 Roger Duininck founds St. Cloud Tire & Tread Company. The focus of the business is commercial truck tires, sales, service, and retreading. Tire retreading is done with a hot cap process.

1981 Duininck acquires Mathisen Tire, including locations in Brainerd and Virginia, Minn.

1986 St. Cloud Tire & Tread purchases Maus Tire in Monticello, Minn.

1987 St. Cloud Tire & Tread acquires St. Cloud-based Royal Tire with two locations: St. Cloud and Maple Grove. The Royal Tire acquisition includes a Bandag retreading plant. All retreading production is converted to the Bandag retreading method.

1989 A retail service location opens under the Mathisen Tire name in Hibbing, Minn.

1990 Royal Tire-St. Cloud adds the first Bandag Off-The-Road retread plant in the United States.

1995 The TireOne program, a network of independent tire dealers, launches with 35 dealers. The company phases out the St. Cloud Tire & Tread name in favor of Royal Tire. 1996 A Bandag retread plant is added in Virginia, Minn. 1997 St. Cloud Tire & Tread founder Roger Duininck retires and sells the business to sons Pat and Paul. The Maple Grove commercial store relocates to Minneapolis. Pat and Paul purchase Kampa Tire, with locations in Minneapolis and St. Paul and install a commercial rim and wheel reconditioning facility in St. Cloud. The company has about $22 million in sales and 80 employees. 1998 Royal Tire acquires Brandon Tire with service locations in Montevideo and Marshall, as well as a retread shop and distribution center in Montevideo.

1999 A new retail service location opens in Waite Park. Royal Tire commercial service locations are added in Mankato, MN, and Aberdeen, SD.

2000 New, state-of-the-art, distribution center is built in St. Cloud.

2001 New corporate offices open in St. Cloud. Royal Tire is in the top 40 tire retreaders nationally.

2003 Royal Tire acquires Tri-State Tire in Fergus Falls. The Virginia retread plant, and Mankato and Aberdeen service locations close.

2005 Royal Tire opens a new commercial service location in Shakopee, MN and acquires Brown County Tire in New Ulm, Minn.

2007 Royal Tire obtains exclusive distribution rights for Mighty Auto Parts in their trade area; they add a commercial service location in Grand Forks, ND.

2010 Royal Tire adds a commercial location in Waite Park and remodels the Waite Park retail location.

2011 Royal Tire sells the TireOne program that has grown to over 325 independent dealers. Royal Tire acquires Dependable Tire and moves its Shakopee location into Dependable's location in Savage, Minn. The retail/ commercial store in Brainerd moves to separate Brainerd locations. 2012 Royal Tire purchases Tires Plus of Alexandria, its first retail store acquisition since 1999. Royal Tire acquires St. Paul Tire in Newport, Minn. 2013 Royal Tire acquires Midstates Retreading & Wholesale and Northwestern Tire in Rochester, Minn. Royal Tire adds a commercial store in Williston, ND. 2014 Royal Tire is named the 2014 St. Cloud Area Family Owned Business of the Year. They are the 24th largest tire retread company in the U.S. and have almost tripled in size since brothers Pat and Paul Duininck purchased the business in 1997.

TiMeline


people in our communities. Even when

we’re big, we still need to have those

same values we had 20 years ago.”

The challenges of growth are on

everyone’s mind because the Duinincks

still have aggressive expansion plans.

“We’re going to continue to grow and

expand our territory,” Pat said. “That’s

our future.”

“One of the things I like about working

at Royal Tire is that the Duinincks leave

the money in the company,” Pickens said.

“They do that with the expectation that

the management team is going to grow

the business through acquisitions and new

store start-ups.” Pickens has his sights

set on acquiring a multi-store operation

in the next few years. “We’ve mostly

acquired single store operations over the

last ten years or so,” he said. “But there

are some larger opportunities that we’re

talking to and working on right now. That

will move us up to the next level.”

“We’re the largest Minnesota-based

tire company,” Pat said. “We have good

rapport with our competitors. We tend to

work with them, not against them. We

needed to get to a certain size so the big

guys wouldn’t gobble us up and we still

need to pay attention to that.”

“We’re big enough to do just about

anything we want,” Paul said. “But we’re

small enough that people know us. They

can reach us, touch us, talk to us. We’re

here.” BC

Gail Ivers is vice president of the St. Cloud

Area Chamber of Commerce and managing

editor of Business Central Magazine.

“We helP our cuSToMerS keeP ThingS Working, reduce Their

coSTS And Be More SucceSSful. ThAT’S WhAT our role iS And

When We do iT righT, iT feelS reAlly good.” - PAT duininck


•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••FEATUREPROFIT

Growth trajectory

Women-owned businesses have been making headlines for 25 years. Today their employment and revenue

growth outpaces the rest of the economy. By Whitney Bina

W omen-owned businesses

continue to exceed the national

average in business growth.

Between 1997 and 2013, the number of

women-owned companies in the U.S.

increased by 59 percent. That’s one-and-a-

half times the national average. At the same

time, revenues of women-owned operations

rose 63 percent, according to a report by

American Express.

In Minnesota, the trend continues.

Statewide, the American Express report shows

over 146,000 small businesses were owned by

women in 2013, up from 124,000 in 2002.

“Locally, we continue to see increases

in the number of women who want to

own businesses,” said Barry Kirchoff,

director, Central Minnesota Small Business

Development Center (SBDC). “Last year,

18.6 percent of business owners who sought

help from the SBDC were women.”

In today’s economy, women-owned

businesses succeed across all business

sectors. Greater access to capital, markets

and business networks over the last century

have allowed women to expand into various

industries, including those traditionally

dominated by males, such as manufacturing,

technology, construction, and engineering.

Central Minnesota is no exception.

Christy Gilleland, store manager,

Gilleland Chevrolet, began filing papers at

19.6 %chanGe

1997 2002 2007 2013

1997 2002 2007 2013

108,

417

133,

237

123,

905 14

6,60

0

124,

616 14

0,52

5

123,

233

149,

100

59.2%chanGe

1997 2002 2007 2013

$13,

457,

542 $1

8,63

5,86

2

$16,

251,

660 $2

1,41

9,70

0

Trend in growth of women-owned firms in Minnesota

35.2%chanGe

eMployMenT

nuMber of firMs

sales ($000)

Source: “The 2013 State of Women-Owned Businesses Report,” American Express OPEN

by THe nuMbers


the dealership when she was 14 years old.

She spent the next several years working

her way through the company, and in 2013,

took over the family-owned operation.

“Trends in the business world are

changing,” Kirchoff said. “When it comes to

succession planning, daughters are having

more of a role in running family-owned

businesses.” This was certainly not the case

even 30 years ago.

Gilleland radiates passion for the company

her father built. “The backbone of my success

is from my dad,” Gilleland said. “My biggest

goal is to continue the legacy he started.”

Gilleland knew from an early age that

the dealership was the place for her. She

worked full time at Gilleland Chevrolet

while attending St. Cloud State University,

where she earned a business management

degree. Upon graduating, she was promoted

to department manager and eventually took

over the entire company.

In 2007, Brenda Eisenschenk began her

company as a one-person operation. Today,

InteleCONNECT, a telecommunications

company, employs three additional full-time

employees and supports sub-agents as needed.

Eisenschenk founded InteleCONNECT

for the customers. “I had worked for telecom

carriers in the area where the primary focus

was new sale acquisition. After the sale,

the customer was typically turned over to a

customer care team,” she said. “I wanted to

find a way to stay with the customer and their

vendors as their needs continued to change.

Starting InteleCONNECT allowed me to

accomplish that goal.”

Customer service remains Eisenschenk’s

number one priority. “The biggest identifier

of success for us is when we have a new

prospect referred to us by one of our

customers,” she said. “We know we are

doing something right when our customers

recommend us to another business to help

them with their needs.”

Success has not come easily for many

privately-held companies in the last six years

since the Great Recession. However, one

bright spot shines through: women-owned

businesses. Women-owned companies have

added an estimated 175,000 jobs to the U.S.

economy since 2007, according the American

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Express report. And that growth is only

expected to increase. The Guardian Small

Business Research Institute projects women-

owned businesses will create over 5 million

new jobs by 2018.

What drives these women-owned

operations to success? Some argue that

specific leadership styles of women give them

an edge to running a successful business.

According to Central Minnesota business

owners, gender has nothing to do with it.

“All business owners need to possess

the following: Resourcefulness, passion,

independence, and drive,” Kirchoff said.

Race, gender, industry, and age do not make

a difference if a business owner does not have

the internal, integral components of success.

Cars and customer service drive

Gilleland to succeed. “Customer enthusiasm

will always carry the most weight,” said

Gilleland, quoting the Gilleland Chevrolet

philosophy, a business card-size handout

given to every employee and available to

customers. “This has been our philosophy

since day one.”

Eisenschenk’s resourcefulness helps

her achieve success. She takes advantage

of community resources, such as the St.

Cloud Area Chamber’s Executive Dialogue

Groups, and connects with mentors to

improve the areas of her company she’s not

as well versed in. “I came into the business

with a sales background. It was challenging

to handle the marketing, operations,

accounting, and management of the

business in addition to the sales,” she said.

“It was so much easier to put some of those

tasks on the back burner and concentrate

on the sales aspect.

“The Chamber’s Executive Dialogue

Groups have been extremely effective in

using the experience and wisdom of others

to help me grow in areas where I need

assistance,” she continued. “The group also

ensures I’m held accountable for things. It’s

like I have a ‘big brother’ watching over me

to make sure I stay on track and do what I

say I’m going to do.”

Whatever motivates these women

appears to be working. In Gilleland’s first

year as the company leader, Gilleland

Chevrolet achieved twenty percent growth

in both sales and the overall bottom line.

Likewise, Eishenshenk has achieved

many successes. “While most of my original

goals were sales driven, one was to pay off

my initial investment within the first six

years,” she said. She did it in three. BC

Whitney Bina is the communications and

workforce development coordinator

at the St. Cloud Area Chamber of Commerce.

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Sources used in this story: American Express OPEN. (2013). The 2013 State of Women-Owned Businesses Report; Sharon Hadary,

National Women’s Business Council. (2013). Launching Women-Owned Businesses on to a High Growth Trajectory.

1 Have a good plan in place. The Small Business Development Center and Central Minnesota SCORE can help you with this.

2 Surround yourself with good mentors.

3 Know where your strengths and weaknesses are and do not be afraid to hire good people, or outsource, to help where you are weakest.

4 Align yourself with people who share the same core values as you have.

5 Treat people with respect.

6 “Always leave the woodpile a little higher than you found it.” – Be sure to always give a little more of your time, talent or money to others than what was there before.

GeTTinG sTarTed

Are you a prospective business owner who wants to find success? Brenda Eisenschenk, InteleCONNECT, Inc., provides these tips to help you become a better business owner.

THE 2014

Women in Business Directory Introduces you to some of the women who are Redefining Business

DID you KNow? neW opportunities for Women-oWneD BusinessesThe Small Business Administration removed the cap on government contracts set aside for women-owned and economically disadvantaged women-owned small businesses. Prior to May 2013, when the rule went into effect, federal government contracts were capped at $6.5 million for manufacturing contracts and $4 million for all other contracts under the Women-Owned Small-Business Program. Source: U.S. Small Business Administration


THE 2014

Women in Business Directory

2014 Women in Business Directory 2014

http://www.lundsauter.com


2014 Women in Business Directory 2014

The Women’s Fund of the Central Minnesota Community Foundation congratulates

2014 AthenA Award RecipientDr. Pat Welter

(320) 240-9423

St. Cloud

(763) 262-2889

Big Lake

(320) 348-2001

Cold Spring

, partner in the law firm of Jeddeloh | Snyder, P.A. practices in the area of family law. She serves on the St. Cloud Area Legal Services Board and the Volunteer Attorney Program Advisory Board.

• Divorce & Family• Guardianship/ Conservatorship• Wills & Trusts• Probate• Real Estate• Business

803 W. St. Germain 101 Red River Avenue35 Lake St. S, Suite #600

Trusted.Experienced.

MARKETING | ADVERTISING | PUBLIC RELATIONS | SOCIAL MEDIA PHOTOGRAPHY | VIDEO PRODUCTION | PUBLISHING | WEBSITES

WENDY HENDRICKS | hendricksmarketing.com | [email protected] 501 W St Germain St #302, St Cloud MN 56301 | 320.293.6379

(320) 240-9423

St. Cloud

(763) 262-2889

Big Lake

(320) 348-2001

Cold Spring

graduated from St.Cloud State University in 1982, and received her Juris Doctorate in 1985 from Hamline University School of Law. She is a member of the Minnesota State Bar Association and the Stearns-Benton Bar Association.

• Divorce & Family• Guardianship/ Conservatorship• Wills & Trusts• Probate• Real Estate• Business

803 W. St. Germain 101 Red River Avenue35 Lake St. S, Suite #600

Experienced.Trusted.

General Litigation Insurance Defense Employment

St. Cloud, MN|320-251-1055|www.rajhan.com

Katherine Fossey Attorney at Law


Featuring: New Businesses, New Ownership, New Locations, and Expansions. The Face of Leadership & Smart Business Profiles

Check us out online at www.BusinessCentralMagazine.com

For more information contactWendy Hendricks - 320.656.3808 or [email protected]

Coming September 2014

CENTRAL MN GROWTH GUIDE

Deadline: July 25, 2014


Women experience extra challenges

in life unique to their half of

the population; one of them is

their longer life span. The average 50 year old

women today can expect to live to nearly age

83; almost four years longer than a man of

the same age, according to the U.S. Census

Bureau’s 2012 Statistical Abstract. The Census

Bureau also reports, for the first time, more

women in this country are living without a

husband than with one (America’s Families and

Living Arrangements: 2012. Table A1).

A woman’s longer life span means she

has an increased chance of suffering a

chronic illness which could require some

form of long-term care. This fact alone raises

questions around who will provide care in

your later years, and at what price? Who will

decide these issues? By including long-term

care planning in your retirement plans,

you can assess the risks, provide answers to

some of these questions, and maintain some

control over your options should long-term

care become a necessity.

Potential risks aheadAs a woman in America today, you also need

to consider in your planning whether or not

you are likely to become a caregiver. Women

are at greater risk of bearing the costs –

financial, physical and emotional - associated

with providing care to others.

For these reasons, long-term care

planning is fundamentally a women’s issue.

How will you be cared for if you become

unable to do simple things, such as eat,

dress, use the bathroom or get in and out of

bed alone? Conversely, could you do these

things for a loved one should he or she

require long-term care and, at the same time,

continue to work and take care of yourself?

Long-term care can be expensive

and, often, it’s an out-of-pocket expense.

Typical safety nets such as Medicaid, which

is designed for people who meet certain

income requirements, will pay for certain

types of long-term care. However, eligibility

usually comes only after contributing most of

any income you receive and exhausting most

assets. What’s more, Medicaid may not cover

the entire cost of long-term care, even after

you are able to qualify. Traditional health

insurance and Medicare, which is for people

age 65 and older and those who have certain

disabilities, don’t cover the costs of most

long-term care services.

For these and other reasons, long-term

care planning has become an essential

part of retirement funding for a growing

number of American women today. Because

funding long-term care can be challenging,

it’s important to work with a professional

who understands your needs and can design

a strategy that will meet those needs at a

cost you can afford. Specifically, look for a

financial representative who is supported

by a well-established company with a solid

history of strength and stability. A company

that is well-positioned to be there when you

need it most.

It’s best to talk about long-term care

early—before the need for medical or

personal care is imminent. That’s because

the plan you establish now can help provide

options and preserve the assets you worked

so hard to create. By planning ahead, you

can also help maintain your independence

and work to ensure you have the financial

security to live your life your way.

Northwestern Mutual3315 Roosevelt Rd, Ste. 300, St. Cloud, MN 56301 • 320.223.6639Securing futures. Enhancing lives. Creating legacies.

SMART BUSINESS: NoRthwEStERN MUtUAl

The Impact of Long-Term Care on Women

Article prepared by Northwestern Mutual with the cooperation of Josh Longnecker. Josh Longnecker is a Managing Director with Northwestern Mutual based in Saint Cloud, MN. Josh Longnecker is a licensed insurance agent. Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NM), Milwaukee, WI, and its subsidiaries. To contact Josh Longnecker, please call (320) 223-6639 or email at [email protected].

Our financial representatives and staff enjoy working with clients to discuss the need for long term care and all other insurance and investment needs.

http://thecolumnsresourcegroup-stcloud.nmfn.com/

R2_22181_Insight_BusinessCentral_JulyAug.indd 2 5/23/14 1:44 PM


SPECIAL FOCUSSENIOR HEALTH

& LIV ING

1 Focus your Message on Feel Age not Real AgeThe expression ‘You’re only

as old as you feel’ actually has

some scientific truth, and brings

with it a lesson for marketers:

focus on feel age not real age.

That may mean adjusting your

message. Instead of focusing on

osteoporosis medication in order

to keep from breaking bones,

focus on how the medication

helps users play golf or go to the

museum.

2 Building TrustSeniors and baby boomers

generally buy what everyone

else buys. But they tend to take

more time to research and plan

where and how they spend

their money.

As a business owner, this

means earning their trust. One of

the best tools in your marketing

toolkit for achieving this is to

perfect your customer service.

Satisfaction comes first, but

loyalty is earned and in the long

term counts for much more.

3 Which Marketing Vehicles Work?As with all target markets, you

need to reach your customers

where they are - and for more

and more seniors and baby

boomers this means taking

your marketing online. Seniors

are the fastest growing user

segment to embrace computer

technology; they spend $7

billion online annually.

Email marketing also

remains a powerful force in

marketing to seniors - when

used properly it still outranks all

other forms of direct marketing

in terms of ROI. Depending

on your particular target you

may need to pay attention

to the visual preferences and

needs of the senior market - are

your fonts too small? Is your

email too visually cluttered?

Is your call to action clear and

apparent?

If you are thinking of

developing a specific marketing

strategy to reach and engage

seniors, start small, keep an eye

on ROI and adjust your tactics

as needed. BC

Source: SBA.gov, Caron Beesley, community moderator

Interested in learning more? Visit www.BusinessCentral Magazine.com to watch nine entrepreneurs pitch their products to Baby Boomers.

Marketing to SeniorsSeniors and baby boomers make up a whopping 23 percent of the population. If you haven’t thought about how to reach this market, you’d better start. Here are a few suggestions to consider.

BY tHE NUMBERS

Activity by DemographicsThe share of

entrepreneurs in the

ages 45-54 group grew

from 25.2% to 30.0%

from 2003 to 2013.

26.4%

29.8%

25.2%

18.7%

22.7%

24.0%

30.0%

23.4%

Ages 20-34

Ages 45-54

Ages 35-44

Ages 55-64

26.4%

29.8%

25.2%

18.7%

22.7%

24.0%

30.0%

23.4%

Ages 20-34

Ages 45-54

Ages 35-44

Ages 55-64

CORRECTION: In the May-June issue of Business Central, the following businesses were accidentally left out of the Resource List in the “Special Focus - Lifetime Learners:” Minnesota School of Business; Rasmussen College. We apologize for the oversight.


SENIOR HEALTH & LIVING

SENior HEAltH & LIVING

On the following

pages you can learn

more about the many

programs, services, and

opportunities available

for older adults in

Central Minnesota.

At a glance:Insight Eye Care • www.insighteyecare.us

About us:Our experienced eye doctors offer comprehensive vision examinations and specialize in the diagnosis and treatment of a wide array of eye diseases, conditions, and problems. We use advanced diagnostic technology and vision correction products to care for our patients in the St. Cloud, Paynesville, and Becker communities.

St. Cloud (Waite Park)206 W Division Street320-253-0365

Becker12390 Sherburne Ave763-261-5444

Paynesville204 Washburne Ave320-243-3566

About us:A 25 acre health care facility providing a complete continuum of care. Enriching lives. Services: Independent senior living, long term care, memory care, short stay care, rehabilitation services

At a glance:Country Manor Campus Phone: (320) 253-8450

Website: www.redefiningseniorliving.me



GOODSHEPHERDCAMPU.OR

It’s not about the place,it’s about the people.

(320) 259-3476

Providing outstanding rehab services through our

partnership with

YSICL CCTINL

SC

In/ut-atient Therapy

f

Livingoptionsandbenefitsinclude:

• Beautiful common areas

• Chapel for all faiths

• Culinary arts chef

• Coffee shop

• Gift shop

• Beauty salon

• Planned outings, activities and social events

• Attractive, professionally landscaped grounds

Benedict VillageMarket Rate Retirement Living

Benet PlaceIncome Based Retirement Living

Benedict CourtAssisted Living

Benedict HomesMemory Care

Varietyofhousingopportunities:

Experience Exceptional Senior LivingAre you concerned about a parent living alone or

needing more assistance? Let us take care of everything!

Afaith-based,nonprofitorganization.Allfaithswelcome.EqualHousingOpportunityEOE/AA

We invite you and your loved ones to take a tour and see what makes our community a wonderful place to call home. 320-203-2747

EVERY DAY. EVERY WAY. We’ve got you covered.

TM

BY tHE NUMBERS

SPECIAL FOCUSSENIOR HEALTH

& LIV ING

Employment among healthcare practitioners

and technical occupations is expected to

increase by 21.4 percent in the 10-year period

ending in 2018. This growth, according to

projections from the Bureau of Labor Statistics,

will result in almost 1.6 million new jobs,

driven primarily by an increasing demand

for healthcare services. As the number of

older people continues to grow and as new

developments allow for the treatment of

more medical conditions, more healthcare

professionals will be needed.

In the 2013 report, Occupations with the

Most Job Growth, personal care aides and

registered nurses are numbers one and two,

respectively. The demand for registered nurses

is expected to grow by 19.4 percent by 2022,

accounting for an increase of 526,800 jobs.

The need for personal care aides is projected

to grow from 1.2 million in 2012 to 1.8

million in 2022, an increase of 48 percent.

Rounding out the top six fastest growing

occupations are: retail salespeople, home

health aides, food preparation and serving

workers, and nursing assistants. BCSource: US Bureau of Labor Statistics

Jobs

Source: Bloomberg Business Week; *2003 Census

An aging population puts healthcare in the job-creation driver’s seat.

14.3%Total of entrepreneurs age 55-64 in 1996

20.9%Total of entrepreneurs age 55-64 in 2011

26.9%Total self-employment rate for those over 65*

7.2%Total self-employment rate for those 25-34 years old*

http://www.centracare.com/locations/profile/?id=110

http://www.goodshepherdcampus.org



Americans in the 55-64 age group

start new businesses at a higher rate

than those in their 20s and 30s

and have, every single year, from

1996 to 2013.

Research suggests that there are

several ways policymakers can support

this important phenomenon of older

entrepreneurship.

•• Lowering barriers to entry in general

would make business creation easier.

Licensing barriers in several sectors

— which exist mostly at the state and

local level — also suppress business

creation. The complexity — though not

necessarily the level — of taxes can also

act as a barrier to entrepreneurship.

These, of course, apply to entrepreneurs

of all ages.

•• For senior entrepreneurship, flexible

labor markets are especially important.

Moving easily between self-employment,

wage-and-salary employment, and

entrepreneurship requires flexible labor

markets.

•• We will likely need more financial

innovation to support continuously

changing forms of entrepreneurship.

•• Finally, policymakers can foster

senior entrepreneurship by encouraging

intergenerational networks where

entrepreneurs of different ages can

interact and learn. BCSource: Excerpt from Testimony by Dane Stangler,

Ewing Marion kauffman Foundation, before the

U.S. Senate Special Committee on Aging, Feb

12, 2014. For the complete testimony, visit www.

BusinessCentralMagazine.com

At a glance:CentraCare Health Home Care & Hospice Phone: (320) 259-9375

Website: www.centracare.com

About us:Recovery is often faster at home. CentraCare Health Home Care & Hospice provides high-quality medical care and compassionate emotional and spiritual support. A team of skilled professionals work to provide a total continuum of care. Services include home care, palliative care, hospice, telemonitoring, infusion/IV therapy, pediatrics, rehabilitation and more.

At a glance:St. Benedict’s Senior Community1810 Minnesota Boulevard SE, St. Cloud, MN 56304

Contact: Information & Registration

Email: [email protected]

Phone: (320) 654-2355

Website: www.centracare.com

About us:Your Bridge Between Hospital & Home. St. Cloud’s Leader in Short Stay Care! Every day. Every way. We’ve got you covered.

Services: Rehabilitation services, Short stay care, Memory care and Long term care.

Second ActHelping Senior Entrepreneurs


By Gail Ivers

Business Central: How did you happen to choose a Batteries Plus franchise?Brian Musech: A friend of

Dolora’s family opened one in

Duluth and it did pretty well.

Dolora Musech: He approached

my dad about helping him

open one in St. Cloud. My dad

thought “I have a daughter in

St. Cloud.” I went up to talk to

my dad about it and then came

back and told Brian, who said...

Brian: “How are you going to

make a living selling batteries?”

Dolora: How many times have

we heard that! We were young

and not that smart so we

plunged in.

Brian: Young, dumb and broke.

That’s a good combination for

going into business. I’ve never

really had a job. At least not in

the traditional sense. What we

do isn’t so much a job, as it’s

what we do.

Dolora: It’s a lifestyle more than

a job. We’ve never been full

time in the store — we have

good people who do that so we

can do other things — work on

the business, rather than in the

business. But it’s not a job —

it’s a lifestyle.

BC: What’s your biggest challenge?Dolora: Staffing. Finding people

with the right combination

of customer service skills and

technical know-how. They

have to understand watts,

ohms, soldering, volts, color

rendering indexing...it goes on

and on. It’s very technical, but

you need to be able to relate to

the customer, too.

Brian: Sometimes it’s very hard

to turn off the business mode.

It can get all consuming. I’m

getting better now than when I

was younger. I can’t go fishing

for the afternoon and stop

thinking about work. I need

to go 500 miles away to really

turn it off. BC

BUSINESS SPOTLIGHTPROFIT

For Brian and Dolora Musech, business ownership isn’t a job, it’s a lifestyle.

It’s a Lifestyle At A GlANCEBatteries Plus Bulbs2710 2nd St S St. Cloud, MN 56301 320-240-2332 fax: 320-240-2333

27 N Benton Dr. Sauk Rapids, MN 56379 320-230-2332 fax: 320-257-8271 [email protected]

www.BatteriesPlus.com

Business Description: Retail and wholesale of a wide variety of batteries and light bulbs; mobile device repair. Open seven days a week.

Owners: Brian and Dolora Musech

Opened: September 26, 1994

Number of Employees: 13

Joined the Chamber: August 1994

tiMEliNE1992 - 2007Owned Professional Mosquito Control, sold to a company out of Chicago

1998-2000Owned Preferred Service and Repair, sold it to the manager

2002Opened Batteries Plus in Baxter

2006Relocated the Baxter store to Brainerd

2007Sold the Brainerd store to the store manager

2010Brian began selling real estate for Granite City Real Estate, specifically sales of small and medium sized businesses

December 2012Opened Batteries Plus Bulbs in Sauk Rapids

PErSoNAl ProfilESBrian Musech, 45 Dolora Musech, 44

Hometowns: Brian - Plymouth; Dolora - Hermantown, near Duluth

Education: They met in college and are both graduates of St. Cloud State University

Family: Two sons: James 21, graduated from St. Cloud State in 2014; Victor, 19, in college in Montana

Hobbies: Hunting and fishing, spending time with friends, outdoor activities, buying and selling businesses

1196354_12192

7.5x10

4c Imagine where you want to take your business

Now let us help you get thereAsk us about credit options for almost any business need. Whether you want to expand your operations, purchase new equipment, refinance your commercial property, or simply supplement your cash flow, Wells Fargo has financing options to fit your plans and your budget.

You’ll find a wide selection of products and services to help move your business toward financial success. Let’s work together to build the business you envision.

Talk to us today about all of your business credit needs. Visit wellsfargo. com/appointments to schedule an appointment with a banker.

Wells Fargo has loaned more money to small businesses than any other bank for more than a decade.*

*2002-2012 Community Reinvestment Act government data. All credit decisions subject to credit approval.All financing is subject to credit approval and SBA eligibility.© 2014 Wells Fargo Bank, N.A. All rights reserved. Member FDIC. (1196354_12192)

http://www.wellsfargo.com

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