The Association of Small Business Development Centers reports that one in fourbusinesses will experience a crisis at somepoint. Of those, 43% will never reopen andof those that do reopen, only 29% will stillbe open two years later.Becoming a statistic is avoidable if youtake the time to examine the potentialthreats you and your company face andthen create a plan to handle them. Wehope the information within this year’sBusiness Continuation Planner will helpyou do just that. Originally published in the 6/20 edition of the Charleston Regional Business Journal.
BUSINESS PLANNER 2011 By Allison Cooke Oliverius [email protected]F or Sandy Stone of Island Real- ty, creating a business continu- ity plan has been an eye-opening experience. Island Realty is a prop- erty management company for which the busiest time of year is hurricane season, so it’s critical Stone and his employees have a plan in place to communicate with property owners and their guests in the event of an emergency. A business continuity plan is “a communication vehicle that allows as many people, employees, vendors, clients and the public at large to know what has happened, or will happen ... e more we are able to stay in com- munication with all parties involved, the better and more relaxed everyone will be going in to the disaster and aſter the disaster,” Stone said. “Plan- ning is key to this outcome.” Stone’s continuity plan is about 80% complete and has already pro- vided a sense of relief heading into hurricane season. “By putting this plan together, it has really opened my eyes to the needs for the future and allowed us to work somewhat worry-free,” he said. People, property, place and processes Scott Cave, a certified planner with Atlantic Business Continuity Services in Summerville, has been working with Stone to create Island Realty’s business continuity plan. “We need to be aware of natu- ral disasters, of course, and plan for them, but they don’t happen too oſten, thankfully,” Cave said. Far more common are IT failures, human error, power outage or illness of key personnel. “e point is, if you have a good REMOTE POSSIBILITIES PREPARING FOR DISASTER SeeTELEWORK, Page 13 ➤ SPONSORED BY WELCOME The Association of Small Business Devel- opment Centers reports that one in four businesses will experience a crisis at some point. Of those, 43% will never reopen and of those that do reopen, only 29% will still be open two years later. Becoming a statistic is avoidable if you take the time to examine the potential threats you and your company face and then create a plan to handle them. We hope the information within this year’s Business Continuation Planner will help you do just that. See PLANNING, Page 15 ➤ TELEWORKING CAN LEAD TO HIGHER PRODUCTIVITY AND HELPS A BUSINESS TO KEEP FUNCTIONING IN A DISASTER By Ashley Fletcher Frampton [email protected]W hen a storm hit Washington, D.C. this past winter, many offices were shut down, but the U.S. General Services Administration had about 60% of its employees opera- tional, accord- ing to Elham Shirazi, a telework consultant. e federal agency had tested and implemented a policy allowing employees to work from home, Shi- razi said. When the snowstorm made commuting difficult, those employees knew what to do. “So for them, it was just another day of work,” said Shirazi, principal of the firm e-planning, speaking at a conference in Charleston. Shirazi advises businesses and gov- ernment entities on setting up tele- work programs, but not just so that they can keep functioning in a natu- ral disaster. In fact, she said the word “telework” has replaced “telecommute” because the benefits of working from home go beyond the avoided trek to the office. Businesses that enable employees to work remotely can realize higher productivity, as employees are freed from office distractions like co-work- ers stopping by to chat. Other poten- tial advantages are improved morale, cost savings on office space and a smaller carbon footprint, Shirazi said. Setting it up right But in order to produce positive results, telework programs must be designed correctly, she said. For start- ers, giving employees the ability to work from home, even one or two days a week, should not be thought of as a benefit. While it might be attrac- tive to some employees, calling it a benefit implies that it is available to anyone. Businesses should approach tele- work as a strategic management strat- egy, used only for jobs that can be per- formed outside the office, she said. “It’s about jobs first, not who sits in those jobs,” Shirazi said. “Being in a creative field, I find that sometimes it’s easier to be creative in your own space. Also, I’m a night owl.” Kelly Tam marketing, public relations and event planning, Dennis Corp.
For Sandy Stone of Island Real-ty, creating a business continu-ity plan has been an eye-opening
experience. Island Realty is a prop-erty management company for which the busiest time of year is hurricane season, so it’s critical Stone and his employees have a plan in place to communicate with property owners and their guests in the event of an emergency.
A business continuity plan is “a communication vehicle that allows as many people, employees, vendors,
clients and the public at large to know what has happened, or will happen ... The more we are able to stay in com-munication with all parties involved, the better and more relaxed everyone will be going in to the disaster and after the disaster,” Stone said. “Plan-ning is key to this outcome.”
Stone’s continuity plan is about 80% complete and has already pro-vided a sense of relief heading into hurricane season.
“By putting this plan together, it has really opened my eyes to the needs for the future and allowed us to work somewhat worry-free,” he said.
People, property, place and processes
Scott Cave, a certified planner with Atlantic Business Continuity Services in Summerville, has been working with Stone to create Island Realty’s business continuity plan.
“We need to be aware of natu-ral disasters, of course, and plan for them, but they don’t happen too often, thankfully,” Cave said.
Far more common are IT failures, human error, power outage or illness of key personnel.
“The point is, if you have a good
Remote PossiBiLities
PRePARing FoR disAsteRSeeTELEWORK, Page 13 ➤
SponSored by
WeLComeThe Association of Small Business Devel-opment Centers reports that one in four businesses will experience a crisis at some point. Of those, 43% will never reopen and of those that do reopen, only 29% will still be open two years later.
Becoming a statistic is avoidable if you take the time to examine the potential threats you and your company face and then create a plan to handle them. We hope the information within this year’s Business Continuation Planner will help you do just that.
See PLANNING, Page 15 ➤
teLeWoRking CAn LeAd to higheR PRoduCtivity And heLPs A Business to keeP FunCtioning in A disAsteR
When a storm hit Washington, D.C. this past winter, many offices were shut down, but the
U.S. General Services Administration had about 60% of its
employees opera-tional, accord-
ing to Elham Shirazi, a
telework consultant.The federal agency had tested
and implemented a policy allowing employees to work from home, Shi-razi said. When the snowstorm made commuting difficult, those employees knew what to do.
“So for them, it was just another day of work,” said Shirazi, principal of the firm e-planning, speaking at a conference in Charleston.
Shirazi advises businesses and gov-ernment entities on setting up tele-work programs, but not just so that they can keep functioning in a natu-ral disaster. In fact, she said the word
“telework” has replaced
“telecommute” because the benefits of working from home go beyond the avoided trek to the office.
Businesses that enable employees to work remotely can realize higher productivity, as employees are freed from office distractions like co-work-ers stopping by to chat. Other poten-tial advantages are improved morale, cost savings on office space and a smaller carbon footprint, Shirazi said.
Setting it up rightBut in order to produce positive
results, telework programs must be designed correctly, she said. For start-ers, giving employees the ability to work from home, even one or two days a week, should not be thought of as a benefit. While it might be attrac-tive to some employees, calling it a benefit implies that it is available to anyone.
Businesses should approach tele-work as a strategic management strat-egy, used only for jobs that can be per-formed outside the office, she said.
“It’s about jobs first, not who sits in those jobs,” Shirazi said.
“Being in a creative field, I find that sometimes it’s easier to be creative in your own space. Also,
I’m a night owl.” Kelly Tam
marketing, public relations and event planning, Dennis Corp.
www.charlestonbusiness.com 13June 20 - July 3, 2011
As a company that works with clients
to prepare for disasters and keep
their data safe, Cantey Technology is
pleased to be a sponsor of the 2011 Busi-
ness Continuation Planner. This planner is
important to us, because we understand
how critical it is to have a full disaster
recovery plan in place when a disaster
strikes. From natural disasters to human
error, we work with clients to make sure
their data is backed up and safe and that
their business continuity strategy is solid.
Hurricane season is here. Is your business
prepared to weather the storm? This plan-
ner is full of resources to help you prepare
for the unexpected. We are happy to be a
part of it and to be a resource for you and
your company.
sPonsoR WeLCome
Willis Cantey, President of Cantey
Technology
Next, businesses should evaluate whether the people who hold those jobs are self-motivated and performing well already.
Another key is teaching managers to evaluate employees using performance measures, which should be the case whether the work is done inside the office or outside, she said.
Technology is advancing in ways that enable more employees to get their work done outside of the office, Shirazi said. More people are accessing their work e-mail from home — or constantly via smartphones — and technology is becoming more secure.
Often the systems and equipment that pave the way for teleworking are in place long before businesses make it a formal option for employees.
“A lot of times the technology is ahead because we’re working nonstop,” Shirazi said.
Technologically savvyEquipping employees with mobile
technology has been a priority for Dan Dennis, president of Dennis Corp., an engineering, surveying and construction management firm based in Columbia.
Investing in technology has an up-front cost, but it makes sense for a compa-ny that has half of its employees frequent-ly working on job sites and in multiple offices around the state, Dennis said.
“We’re technologically savvy,” Dennis said. “We’re engineers, so we have to be to stay ahead of our competition.”
At Dennis Corp., each of the roughly 90 employees has a company-issued Black-Berry phone. Surveyors and inspectors have trucks with mobile laptop stations. Conference rooms are set up for Skype meetings with people in other offices or working off-site. Hours and expenses can be tracked and filed electronically from
any location. Dennis, 42, said most of his employ-
ees are younger than he is; many have been computer-literate nearly their entire lives and do not identify with spending long days in the office. He leaves it up to his managers to decide how and where employees work.
Sometimes, he said, you can get just as much work done on a BlackBerry as you can in the office.
Dennis said that equipping employees to work from home, or wherever else they might be, does not come with an expecta-tion that they work more hours.
“Does technology make people work more? I don’t think so,” he said. “It’s flex-ibility.”
Working from homeShirazi said there are misconcep-
tions about allowing employees to work from home, and one is that it is a day off. Another misconception is that telework is a good arrangement for child care if the employee is full time.
However, caring for her children is one reason Kelly Tam, who does market-
ing, public relations and event planning for Dennis Corp., decided to go part time and work from her home. The fact that the company had the right technology and culture made it a no-brainer for her, Tam and Dennis said.
When she started with the company in 2006 as a full-time employee, Tam worked about 20 hours in the office and 20 from home. Dennis Corp. has a virtual private network that allows employees to access their desktops and all files on the server from a laptop.
Having a second child in 2008 was the impetus for Tam to scale back her hours and connect from home. But the strategy also fits with her personality and the work she does.
“Being in a creative field, I find that sometimes it’s easier to be creative in your own space,” Tam said. “Also, I’m a night owl.”
Working late at night at the office is difficult, but working late on a laptop at home is not, she said.
Because of her company’s technol-ogy systems, some days Tam doesn’t even crack her laptop. Dennis Corp. has a serv-er that immediately downloads emails sent from her BlackBerry into her email, making them searchable no matter how she’s accessing them.
“There are days that I literally solely work from my BlackBerry,” she said.
While the arrangement fits Tam and her company well, Shirazi said remote working isn’t for everyone. Even if their jobs could be done at home, she said some employees need the structure of an office and daily face-to-face conversations with co-workers.
For that reason, she said that mangers contemplating a telework policy should not expect that everyone will flee the office. cr
bj
Reach Ashley Fletcher Frampton at 843-849-3129.
Kelly Tam usually works from home providing mar-keting, public relations and event planning services for Dennis Corp. Photo/James T. Hammond
14 www.charlestonbusiness.com June 20 - July 3, 2011
emeRgenCy PLAnning
your employees and co-workers are your business’s most important and valuable asset. You can put some procedures in place before a disaster, but you also should
learn about what people need to recover after a disaster. It is possible that your staff will need time to ensure the well- being of their family members, but get-ting back to work is also important to the personal recovery of people who have experienced disasters. It is important to re-establish routines when possible.
Two-way communication is crucial before, during and after a disaster.• Include emergency preparedness infor-
mation in newsletters, on the company intranet, in periodic e-mails and other internal communication tools.
• Consider setting up a telephone calling tree, a password-protected page on the company website, an e-mail alert or a call-in voice recording to communi-cate with employees in an emergency.
• Designate an out-of-town phone number at which employees can leave an “I’m OK” message in a disaster.
• Provide all co-workers with wallet cards detailing instructions on how to get company information in an emer-gency. Include telephone numbers or Internet passwords for easy reference.
• Maintain open communication so co-workers are free to bring questions and concerns to company leadership.
• Ensure you have established staff mem-bers who are responsible for communi-cating regularly to employees.
• Identify co-workers in your organi-zation with special needs. Talk to co-workers and employees with disabili-ties. Ask what assistance they would need in an emergency.
• Engage people with disabilities in emergency planning. Ask about com-munications difficulties, physical limi-tations, equipment instructions and medication procedures.
• Identify people who would be willing to help co-workers with disabilities and be sure they are able to handle the job. This is particularly important if someone needs to be lifted or carried.
• Plan how you will alert people who cannot hear an alarm or instructions.
• Frequently review and practice what you intend to do during and after an emergency with drills and exercises.
emeRgenCy suPPLiesWhen preparing for
emergency situations, it’s best to think first about the basics of survival: fresh water, food, clean air and warmth. Encourage every-one to have a portable kit customized to meet per-sonal needs, such as essential medica-tions.
Other considerations:
Radio• Have a National Oceanic and Atmo-
spheric Administration weather radio with a tone-alert feature, if possible. You will be automatically alerted when a watch or warning is issued in your area (not available in some areas). The radio also will broadcast announce-ments from the Department of Home-land Security.
• Have a battery-powered commercial radio, too, which is a good source for news and information from local authorities.
• Include extra batteries.
DocumentsKeep copies of important records such
as site maps, building plans, insurance policies, employee contact and identifica-tion information, bank account records, supplier and shipping contact lists, com-puter backups, emergency or law enforce-ment contact information and other priority documents in a waterproof, fire-proof portable container. Store a second set of records at an off-site location.
Emergency supplies Talk to your co-workers about what
emergency supplies the company can fea-sibly provide, if any, and which ones indi-viduals should consider keeping on hand. Recommended supplies include:• Water. Amounts for portable kits will
vary. Individuals should determine what amount they are able to store comfortably and transport to other locations. If it is feasible, store one gallon of water per person per day for drinking and sanitation.
• Food. At least a three-day supply of nonperishable food.
• Battery-powered radio and extra batteries.
• Flashlight and extra batteries.• First aid kit.
• Whistle to signal for help.• Dust or filter masks, readily available in
hardware stores, which are rated based on how small a particle they filter.
• Moist towelettes for sanitation.• Wrench or pliers to turn off utilities.• Can opener for food, if kit contains
canned food.• Plastic sheeting and duct tape to seal
off rooms.• Garbage bags and plastic ties for per-
sonal sanitation.
deCiding to stAy oR goDepending on your circumstances
and the nature of the disaster, the first important decision after an incident occurs is whether to shelter in place or evacuate. Under-stand and plan for both possibilities in advance by develop-ing clear, well-thought-out plans.• Have an evacuation plan and a plan
for sheltering in place.• In any emergency, local authorities
might or might not be able to imme-diately provide information on what is happening and what you should do. You should monitor TV or radio news reports for information or official instructions as they become available.
• If you are specifically told to evacuate, shelter in place or seek medical treat-ment, do so immediately.
• Use common sense and available information to determine whether there is immediate danger. For exam-ple, if your building is damaged, you would typically want to evacuate.
FiRe sAFetyFire is the most
common of all busi-ness disasters. Each year, fires cause thou-sands of deaths and injuries and billions of dollars in damage.• Have your office,
plant or facility inspected for fire safety.• Ensure compliance with fire codes and
regulations.• Install smoke detectors and fire extin-
guishers in appropriate locations.• Consider an automatic sprinkler sys-
tem, fire hoses and fire-resistant doors and walls.
• Establish a system for warning your employees. Plan how you will com-municate with people with hearing impairments or other disabilities and those who do not speak English.
• Put in place a process for alerting the fire department.
• Plan and practice how people will evacuate in a fire.
mediCAL emeRgenCiesWorkplace medical emergencies vary
greatly depending on the disaster, type of job and work-site. Heavy equip-ment operators face safety risks different from those faced by office workers or food service personnel. Regardless, there are steps that can give you the upper hand in your response to a medical emergency.• Encourage employees to take basic
first aid and CPR training. Offer on-site classes for your co-workers.
• Keep first aid supplies in stock and easily accessible.
• Encourage employees to talk about medical conditions that might require support or special care in an emer-gency.
• Keep employee emergency contact information on file and up-to-date. Store a copy with other vital records in your emergency kit and another copy at an off-site location.
inFLuenzA PAndemiCA pandemic is a global
disease outbreak. An influ-enza pandemic occurs when a new influenza virus emerges for which there is little or no immunity in the human population. The virus begins to cause serious illness and then spreads easily from person to person worldwide.
If a pandemic occurs, it is likely to be a prolonged and widespread outbreak that could require temporary changes in many areas of society, such as schools, work, transportation and other pub-lic services. An informed and prepared public can take appropriate actions to decrease the risk during a pandemic.
To be prepared for such an emergen-
BUSINESS CONTINUATION PLANNER
www.charlestonbusiness.com 15June 20 - July 3, 2011
cy, the U.S. Department of Health and Human Services encourages individuals, businesses and communities to do the following:• Talk with local public health officials
and health care providers, who can supply information about the signs and symptoms of a specific disease outbreak and recommend prevention and control actions.
• Adopt business and school practices that encourage sick employees and students to stay home, and anticipate how to function with a significant number of people absent because of illness or the need to care for ill family members.
• Practice good health habits, including eating a balanced diet, exercising daily and getting sufficient rest. In addition, take common-sense steps to stop the spread of germs, including frequent handwashing, covering coughs and sneezes and staying away from others as much as possible when you are sick.
• Stay informed about pandemic influ-enza and be prepared to respond. Consult www.pandemicflu.gov regu-larly for updates of national and inter-national information on pandemic influenza. cr
bj
plan in place that deals with the fun-damental things you need to cover, you will be well-prepared for pretty much whatever is thrown at your busi-ness — even the things you can’t con-ceive of,” he said.
Cave, who was a founding member of the Charleston Metro Chamber of Com-merce’s Business Continuity Planning Council and still serves on the commit-tee, has created business continuity plans for private businesses and municipali-ties. He suggests focusing on the four P’s: people, property, place and processes. • People: Employees will help carry out
the business continuity plan, so make sure they are well-informed.
• Property: Your property includes all of your physical assets, including computers, backup hardware and software. Make sure these assets are adequately insured.
• Place: Business owners should line up two alternative work sites. One location should be close and quickly accessible if something happens to your building or office space. The other location should be in another city in the event of an evacuation.
• Processes: Make sure all processes are well-documented, that critical files are being backed up off-site and that employees are cross-trained to handle
a variety of jobs. “Flexibility and documentation can
help you to continue operations with any level of staff at any given time,” Cave said.
Test and updateWhether you create the plan yourself
or have someone do it for you, two key elements to making the plan a success are to test it and to update it.
“One of the most difficult parts of the process is that once a company creates a plan, they tend to check it off their to-do list,” Cave said. “The biggest danger in creating one is thinking you are done with it. The plan needs to be tested and updated for it to remain effective. As your company changes and grows, if the plan hasn’t been looked at or touched, it may not be relevant by the time you need it. It’s an ongoing process that needs maintenance.”
Randy Pierce, Seabrook Island’s town administrator, was one of nearly 300,000 in the South Carolina to participate in the 2011 Shakeout, a nationwide earth-quake drill. Pierce said creating the town’s 220-page plan with Cave opened his eyes to other disasters for which he should be prepared.
“You can imagine the responsibility of the mayor, Town Council and town administrator to have a plan — one that’s written and usable — and to practice the use of it and keep it current,” Pierce
said.“The document is fluid and can be
adapted to any of the situations we have identified and any unanticipated ones. Our action plan is based on the FEMA Incident Command format so that everyone knows what their responsibili-ties are and who is in command during the situation,” he said.
By practicing the plan, Pierce said they “discover where our weaknesses are and look at ways to improve. Sometimes the weakness is a piece of equipment or some vital information that needs to be in the plan.”
Peace of mindOnce a plan has been created, “You
don’t have to think of all the ‘what-ifs,’ ” Cave said. “If you just focus on the basics, it’s amazing to me how well-prepared a business can be. The key to resilience and long-term ability to survive is flexibility. These tools allow the business to be flex-ible and handle the disaster.”
Cave adds that you can use your con-tingency plan as a marketing tool.
“Let your customers know you have a plan in place to help avoid an interrup-tion in business,” he said.
“There is a lot of peace of mind in pro-tecting your business.” cr
16 www.charlestonbusiness.com June 20 - July 3, 2011
Charleston-area Disaster Cleanup Cos.Ranked by No. of Local Employees
Company
PhoneFax
WebsiteLocal
Employees Disaster Cleanup Specialties/ServicesTop Local Official(s)/
Year FoundedServiceMaster of Charleston3228 Industry DriveNorth Charleston, SC 29418
843-760-0404843-760-0559
www.smcharleston.com36
Fire and water damage, mold remediation, full-service reconstruction, HVAC duct cleaning,residential and commercial carpet and upholstery cleaning, dry ice blasting, smoke and odor
removal, thermal imaging, drying, commercial large loss
Lawton Hayes1987
DisasterCare by Carpet Care Services403 E. Fifth North St.Summerville, SC 29483
cleaning, emergency air conditioner rentalAl Bradham
1987
Paul Davis Restoration & Remodeling of Greater Charleston419 Jessen Lane, Suite BCharleston, SC 29492
843-216-3331843-216-3993
www.pdcharleston.com16 Water, fire, flood and wind emergencies; full-service restoration; water extraction; structural drying;
emergency board-up; contents cleaning; contents handling; reconstructionLarry W. Rice
1985
Apex Carpet Care LLCP.O. Box 80095Charleston, SC 29416
843-769-7445843-763-5719
www.apexcarpets.com10 Water damage extraction and cleanup, smoke damage, upholstery cleaning, carpet and oriental rug
cleaning; certified in crime scene and trauma cleanupRobert A. Rogers
2005
Catastrophe Services Inc. - CSI2652 Bonds Ave.Charleston, SC 29405
843-377-1800843-554-8932
www.catastropheserv.com10
Full-service restoration, structural drying, water extraction, smoke and fire damage cleanup,residential and commercial cleaning and reconstruction, mold remediation, contents cleaning, lead
removal
Scott E. McCutcheon, Fred J. McCutcheonJr., Sean McCutcheon
1980Clean Masters Inc.170 W. Boundary St.Summerville, SC 29485
843-821-1317843-875-1011
www.cleanmasters911.com10
Fire and water damage, mold remediation, residential and commercial carpet and upholsterycleaning, soda blasting, blown insulation removal, thermal imaging, smoke and odor removal,
Water damage cleanup; specialized drying services; mold remediation; emergency power anddistribution; trauma; sewage biohazard cleanup; fire and smoke damage cleanup; moving and
storage; electronics cleaning and restoration; carpet, rug, and upholstery cleaning; deodorizationservices
Fred K. Norris III, Tracy A. Norris1986
Feltmann Inc.2416 Air Park RoadNorth Charleston, SC 29406
843-723-1555843-723-1333
www.feltmann.com10 Commercial and residential roofing, masonry, chimney relining, historic restorations Dean A. Feltmann
1987
Boss Disaster Restoration Inc.1055 Chuck Dawley Blvd.Mount Pleasant, SC 29464
843-884-2677843-884-0677
www.boss247.com9 Water removal; fire damage cleanup; carpet, upholstery, tile and grout cleaning Nicholas D. Runza
cleaning, dehumidification, odor and smoke removalJ. Mark Ivey
2004
Fabric Restoration Service Team of S.C.P.O. Box 2303Mount Pleasant, SC 29465
866-299-7767843-849-0734
www.frsteam.com7 Textile restoration, including smoke damage removal from clothing, shoes, belts, leathers, furs,
bedding, draperiesRobert H. Lloyd
1932
CATCON Catastrophe Contracting Group334 E. Bay St., Suite 165Charleston, SC 29401
888-210-5018843-881-6770
www.catcon.com5
A successful reconstruction and restoration begins with an effective response strategy. CATCONoffers the full range of general contracting services that will get your property restored as quickly
and efficiently as possible.
Jim ClarkINP
INP=Information not provided. NR=Not ranked. N/A=Not applicable. Because of space constraints, only the top-ranked companies are included in printed lists.For a full list of participating companies, find this list at www.scbiznews.com/data. Although every attempt is made to ensure the accuracy of lists, errorssometimes occur. Please send additions or corrections to List Research, 389 Johnnie Dodds Blvd., Suite 200, Mount Pleasant, SC 29464, fax to 843-849-3122 orgo to at http://www.scbiznews.com/data and click on Add Data.
Researched by Clayton Wynne
These industry-specific lists appear in each issue of the Charleston Regional Business Journal. To update
your company information or to be added to the list, call Clayton Wynne at 843-849-3114 or update online at
www.charlestonbusiness.com/update_lists/.
Business suCCession PLAnningBy Allison Cooke Oliverius
there comes a time when business owners must face the difficult task of deciding what will happen to their
company when they retire or if some-thing suddenly affects their ability to lead the company.
“You have to have a succession plan in place for owners and for senior executives to make sure you have a way to continue the position of CEO or CFO, and other important positions, if that person does get hit by the pro-verbial bus,” said Scott Cave, a busi-ness continuation planner with Atlantic Business Continuity Services in Sum-merville.
Bob Rogers, owner of Profit Asso-ciates, a business consulting firm in Charleston, said, “The first step is to determine what you want to do with the business. Do you want to sell it? Do you want to pass it on? Do you have anyone who can afford to take on the company? Is your family covered? These are difficult questions, but they must be answered.”
In short, a business succession plan allows business owners and principals
to answer the “what-ifs” when everyone is happy, healthy and clear-headed.
All aspects should be put on paper, and the first step should be to provide a clear outline of what the company lead-ership structure would look like, from vacancies in top positions down through several tiers of management.
“No business should be in operation without an exit strategy for the owner,” Rogers said.
He added that, although a business succession planner can help facilitate this process and ask the tough ques-tions, especially when family is involved, an attorney will be needed in the end to draw up formal documents.
A few basic items to consider:• Leadership.Who will fill the top spot
and several tiers below? • Function. What are the key func-
tions of your business and how will they be covered?
• Buyout. If the business is owned in partnership and an inactive spouse becomes a large shareholder, is there enough insurance coverage to buy out the spouse, if that is his or her wish?
• Temporarymanagement.If an inac-tive spouse assumes responsibil-
ity but wants to sell the business, is there enough money available to hire someone to manage the business and keep it running until it can be sold?
• Funding. Is enough money in the bank and/or insurance coverage suf-ficient for keeping the lights on, pro-duction running and employees paid? Is there a plan to sell equipment and/or real estate to cover monthly oper-ating expenses?
• Growth. Is there an opportunity to expand the company, perhaps by cre-ating a new partnership with employ-ees or by forming an alliance with another company?
• Protection.Are your data and finan-cial information protected?
• Communication. Who should be made aware of your plan? Make a list, including the bank, attorneys and key staff members. Do the employees who will be asked to fill key roles know what their responsibilities will be?
Planning for the futureAlthough succession planning began
as a practice for family-owned business-es, companies of all shapes and sizes are catching on to the proactive nature of formulating a plan.
It provides staff members with sta-bility and a path for growth, and stud-ies show it is growing as a strategic planning element for many corpora-tions, because employees and custom-ers feel secure that the business is here to stay. cr
bj
WhAt is youR Business WoRth?
When considering your company for sale or transfer, business value includes several financial and nonfi-nancial considerations:
• Cash and hard assets• Receivables• Contracts• Employee agreements• Company name and history• Good will or other intangible value• Trademarks• Intellectual property• Industry outlook• Owner’s willingness or need to
sell
BUSINESS CONTINUATION PLANNER
www.charlestonbusiness.com 17June 20 - July 3, 2011
Source: S.C. Department of Insurance Market Share Reports. This list represents the top earthquake insurance companies in South Carolina based on premiumswritten in 2009. Researched by Elizabeth Feather
Federal Flood Insurance CompaniesRanked by Dollar Amount of Premiums Written in South Carolina in 2009
CompanyAddress
Phone/FaxWebsite Premiums Written in S.C. Market Share
State Farm Fire and Casualty Co.1 State Farm PlazaBloomington, IL 61701
309-766-2311www.statefarm.com $14,104,776 13.09%
Standard Fire Insurance Co.1 Tower SquareHartford, CT 06183
Source: S.C. Department of Insurance. This list represents the top federal flood insurance companies in South Carolina based on premiums written in 2009. Researched by Elizabeth Feather
These industry-specific lists appear in each issue of the Charleston Regional Business Journal. To update
your company information or to be added to the list, call Clayton Wynne at 843-849-3114 or update online at
www.charlestonbusiness.com/update_lists/.
These industry-specific lists appear in each issue of the Charleston Regional Business Journal. To update
your company information or to be added to the list, call Clayton Wynne at 843-849-3114 or update online at
www.charlestonbusiness.com/update_lists/.
BUSINESS CONTINUATION PLANNER
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Fire Insurance CompaniesRanked by Dollar Amount of Premiums Written in South Carolina in 2009
CompanyAddress
Phone/FaxWebsite Premiums Written in S.C. Market Share
Auto-Owners Insurance Co.P.O. Box 30660Lansing, MI 48909
Nationwide Mutual Fire Insurance Co.1 Nationwide PlazaColumbus, OH 43215-2220
614-249-7111www.nationwide.com $2,401,593 1.92%
Source: S.C. Department of Insurance. This list represents the top fire insurance companies in South Carolina based on premiums written in 2009. Researched by Elizabeth Feather
These industry-specific lists appear in each issue of the Charleston Regional Business Journal. To update
your company information or to be added to the list, call Clayton Wynne at 843-849-3114 or update online at
www.charlestonbusiness.com/update_lists/.
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Re-sort at the resortCharleston attorney Johnny Linton purchases Summerville’s posh Woodlands Inn. Page 3 Down and out?Some businesses might not recover from the economic downturn. Page 4
In Focus: Agribusiness & Biotech
More than peanutsTony the Peanut Man sells his boiled and roasted goobers at a frenetic pace.Page 9
At Work
Ikon-icIsle of Palms mortgage firm experiences rapid growth. Page 41
To subscribe to theCharleston Regional Business Journal,
call (843) 849-3116www.charleston business.com
INSIDEUpfront .............................2
In Focus: Agribusiness & Biotech ............................9List: Small Business Administration Lenders ..38List: Security Systems Co. ....................39
Charleston is a city known for its his-tory, and its decades-old passenger cruise terminal will soon be just that.
� e S.C. State Ports Authority announced earlier this month that it is moving ahead with a $25 million redevelop-ment plan for its Union Pier Terminal property. Cruise operations will be relocated farther north to a massive on-
site warehouse now used for automobile stor-age, among other tasks. � e 100,000-square-
foot facility will receive an overhaul paid for by the authority, which has already invested $1.3 million in conceptual work.
� e southern end of the property, mean-while, will be turned into public parks, open spaces and mixed-use development that will allow for new view corridors on Charleston streets, a waterfront ending for Market Street and natural shoreline.
BMW Co.’s Union Pier operations would be moved, in all likelihood to the Columbus Street Terminal, according to authority o� -cials.
Charleston Mayor Joe Riley has been a vocal supporter of the e� ort and the City Council
SPA cruises ahead with terminal plans
See CRUISE, Page 5 See TOURISM, Page 6
EXECUTIVE SUMMARY
Charleston council backs plans to build passenger terminal.
Local farmers are finding increasing success and financial
stability through direct, advance sales of their harvests to
consumers. Community supported agriculture programs,
or CSAs, deliver up-front cash and reduce farmers’ risks.
Inside: A new market for farmers. Page 10
A worker gathers zuccini at Gruber Farm in St. George (above). Stanley Gruber and Helen Barton load boxes of produce for ship-ment to CSA customers at right. (Photos/Leslie Halpern)
lowcountry Area Health Education center843-782-5052www.lcahec.com
Next-of-kin Registrywww.nokr.org
Palmetto Poison center800-222-1222poison.sc.edu
S.c. Area Health Education consortium843-792-4431www.scahec.net
S.c. Department of Agriculture803-734-2210www.agriculture.sc.gov
S.c. Department of Health & Environmental control803-898-DHEC (3432)www.scdhec.govBureau of Disease Control803-898-DHEC (3432)www.scdhec.gov/health/diseaseOil and Chemical Spills888-481-0125www.scdhec.gov/environment/lwm/html/er.htm
S.c. Department of Health and Environmental control Medical Needs Shelters803-898-4415www.scdhec.gov/administration/ophp/hurricane/sheltering.htm
S.c. Department of Insurance803-737-6160www.doi.sc.gov
S.c. Department of Natural Resources Flood Mitigation Programswww.dnr.sc.gov/water/flood
S.c. Department of Public Safety Emergency Traffic Networkwww.sctraffic.org
S.c. Department of Transportation803-737-2314www.dot.state.sc.us
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American Red cross carolina lowcountry chapter843-764-2323www.lowcountryredcross.org
charleston county Building Services Flood Zone843-202-7200
Disabilities Resource center Mobility Issues843-225-5080www.drcilc.org
Emergency Information line Citizens Information Line(Only during emergency Operation Center activation) 843-202-7100Emergency Information Line 843-202-7191 (Espanol)Emergency Line TTY: 843-202-7190
22 www.charlestonbusiness.com June 20 - July 3, 2011
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