Dynamic Business Nov 08

The Award-Winning Voice of Pennsylvania Business

NOVEMBER 2008 | VOL. 63, NO. 9

In Every Issue2 | Publisher’s Notes

3 | New Directions at SMC

4 | Newsmakers

5 | Bulletin Board

5 | Ask An Expert: Keep the Cash Flowing by Joshua Farber, Esq.

6 | SMC Benefit of the Month: Computer Programming, Pre-PackagedSoftware, and Computer Related Services

18 | SMC News

Insurance Corner: Exercise Your Mind

Human Resources Report: Being a Well-Loved Boss by Paul Facella

Central Region News: Event Calendar

Legislative Report: Political Games – HowWars Are Won and Lost

News for Manufacturers: The BusinessQuick Guide; The New Energy Economy

Peak Performance Selling: Understandingthe Decision Process in a Complex Sale byJohn Rosso

Scene at: Oktoberfest Mixer at ChurchBrew Works

New Members: Pittsburgh and WesternRegion; Harrisburg and Central Region

26 | SMC Small Business Calendar

27 | Marketplace

Cover Story8 | Secrets of Highly Successful Private Companies

by Mike HenningAre you planning for the future on a consistent basis and creating a workable plan?

DB Features10 | What to Look For in Workers’ Comp in a Down Economy

by David R. Leng, CPCU, CIC, CRM, CWCA Workers’ comp costs tend to increase for two reasons — claims rates increase, as does disability duration.

11 | Credit Union Insured Fundsby Benjamin E. Thompson Insurance coverage on deposit accounts has become a very important issue.

12 | Is America in a Recession?by Joshua R. Stein, CRPC It is important to understand economic terms that are commonly misused.

13 | Proceed with Caution: High Stress Levels Ahead!by Julia M. Rahn, Ph.D. Do you know your stress level?

14 | How to “Green” Your Businessby Susan Meredith Converting to “green” is a lot like learning to ride a bicycle.

16 | Making a Mark!by Carol Desmond Introducing trademarks for small and medium-sized enterprises.

The Last Word28 | Wall Street Crisis: Six Ways to Manage Employee Concerns About Their 401(k)

by Lynn Unsworth Financial woes on Wall Street lead to more employee concerns about the stability of their retirement plan.

Commentary28 | Inspiring Entrepreneurship – Part III

by Jill WeisbrodGift your clients with something special: Ugandan Gold Coffee

Cover Photography by James Papariello Studio, Inc.

SMC: Where Pennsylania Businesses Go to Grow DYNAMIC BUSINESS | NOVEMBER 2008 1

DYNAMICBUSINESS

8 10 24

2008/2009 SMC Insurance Agency Board of Direc torsPresident: Lee C. Taddonio

Vice Presidents: Thomas Henschke, Richard KlavonSecretary/Treasurer: Gerald W. DiFrango, CPA

2008/2009 SMC Business Councils Board of Direc tors

Officers:Chairwoman of the Board:

Marilyn Landis (Basic Business Concepts, Inc.)Chairwoman Elect/Secretary:

Cookie Driscoll (Whodathunkit Farm)Vice Chairman/Treasurer:

Steve Silverman (General Wire Spring Company)Vice Chairman/Government Re la tions:William Snyder (William Jay Snyder, CPA)

Vice Chairman/Education & Human Resources:Jeff Pfeifer (MLP Steel, LLC)

Vice Chairman/Membership;Dan Galbraith (Solutionist)Vice Chairman/Benefits;

Rocco Pacelli (Pace-Tech Services, Inc.)Vice Chairwoman/Communications;

Nancy Wintner (GWN Consultants)President:

Lee C. Taddonio (SMC Business Councils)

Directors:Larry Carretta (Holt Ramsey Pump & Equipment Co.)

Tris Coffin (Oakwood Brokerage Group)George Halula (Shiloh Service, Inc.)

Dennis Hamsher (AADVANTAGE Insurance Group, Inc.)James Hazen, Ph.D. (Applied Behavioral Insights)

Ralph Horne (Dollar Bank)Glen Maus (Magee Plastics Company)

John Nikoloff (John Nikoloff & Associates)Cathy Philistine (F.B. Wright Company of Pgh.)

Eric Riske (General Window Cleaning, Inc.)Charles Wozniak (Creekside Springs, LLC)

Past Chairman:Jonathan Hall (Hall Industries, Inc.)

Professional Services:Legal: Meyer, Unkovic & Scott LLP

Financial: Sisterson & Company, LLP.Investment: Smith Barney Citigroup

Dynamic Business:Publisher: Lee C. Taddonio

Editor: Mary L. Heindl Advertising Manager: Carol Winterhalter

Production: Kostilnik & Associates Graphics, Inc. Cover Photography: James Papariello Studio, Inc.

Printing: First Impression Printing Company

Dynamic Business is published ten times per year by SMCIA except forJanuary/February and July/August, which are combined issues. Subscriptions:$25.00 per year to U.S. residents; foreign subscriptions $45.00. Single copy$3.00 (UPS-441-190) (ISSN-0279-4039). Change Service Requested.

The companies featured in this magazine and the products and services displayed are chosen to provide information of interest to small businesses.Dynamic Business, SMCIA and SMC Business Councils do not specifically endorseany of the products or practices described in the magazine.

Dynamic Business accepts manuscripts only when accompanied by return postage;the magazine will not be responsible for loss or damage. Correspondence regard-ing editorial copy in Dynamic Business should be addressed to: Editor, DynamicBusiness, 1382 Beulah Road, Building 801, Pittsburgh, Pennsylvania 15235-5068, Telephone: 412.371.1500, FAX 412.371.0460; E-mail: [email protected] edition on the Internet: www.smc.org.

SMC Insurance Agency (SMCIA)SMC Business Councils

Headquarters Office:Building 801, 1382 Beulah Road

Pittsburgh, PA 15235-5068Telephone: 412.371.1500.

FAX: 412.371.0460E-mail: [email protected].

SMC Online Magazine Edition: www.smc.org.Central Region Office:

1017 Mumma Road, Suite 204, Wormleysburg, PA 17043Telephone: 717.761.1660. FAX: 717.761.2550

Internet SMC Online: http://www.smc.org

2 NOVEMBER 2008 | DYNAMIC BUSINESS www.smc.org

▼ PUBLISHER’S NOTES

“Innovation is an essential ingredient for creating jobs, controllinginflation, and for economic and social growth. Small businessesmake a disproportionately large contribution to innovation. Thereis something fundamental about this unusual ability of small firmsto innovate that must be preserved for the sake of healthyeconomic and social growth.”

— 1979 Report of the Task Force on Small Business and Innovation, Office of Advocacy, U.S. Small Business Administration

The above quotation is still relevant today – almost thirty years later! We say thisbecause the SBA’s Office of Advocacy recently released a new working paper enti-tled “Looking Ahead: Opportunities and Challenges

for Entrepreneurship and Small Business Owners.” Dr.Chad Moutray, Advocacy’s chief economist and director ofresearch, identified the five major challenges and opportuni-ties facing entrepreneurs in this election year. He also urgedthe next administration to begin addressing these issues anddevelop policies that will promote economic growth and sta-bility, emphasizing once again the key role small businessesplay in the U.S. economy.

SMC members would certainly agree with the ChallengesMoutray identified: (1) strengthening the overall economy;(2) taxes and regulations; (3) cost and availability of healthinsurance; (4) attracting and retaining a quality workforce;and (5) global competition. The only difference between thisreport and our grassroots lobbying efforts in Harrisburg and Washington, D.C., is that“strengthening the overall economy” has now trumped rising health insurance costs as thenumber one challenge facing small business owners, according to SBA’s research.

On the Opportunities side of the ledger, Moutray cited: (1) increasing investment intechnology and innovation by utilizing university spin-offs and technology transfer; (2)“economic gardening” and grooming local entrepreneurs rather than creating incentivepackages to promote economic development; (3) pursuing new markets overseas; (4) pro-moting business growth among selected demographic groups such as women and minori-ties; and (5) investing in employee education and training to create a more productive andstable workforce.

Studies have shown that innovation and entrepreneurship have provided a strong foun-dation for economic growth in the United States. This quality is more important than everin the current financial climate. And once again, all eyes are turning to the small businessowner. As we await a new administration, it is our hope that policymakers of both politicalparties will realize that risk-taking small business entrepreneurs have a positive impact oneconomic development and must be nurtured and protected to do the work they do best –create jobs.

It’s not very often that a group of individuals — such as the small business community— has an opportunity to make a dramatic and positive impact on the nation. The ball is inour court and we’re more than ready to meet the challenge. We’ve been tried and testedmany, many times.

We end this message giving thanks for the opportunity we have to be productive citi-zens of our country and our world – no matter the severity or depth of the problems con-fronting us. And we send best wishes for a Happy Thanksgiving to all of you, your employ-ees, and families. ▼

Lee TaddonioPublisher

New Directions at

SMC...We’re Under Construction!

That’s the best way we can explain what your association – SMCBusiness Councils — is about these days.

We have adopted a new Mission Statement, a New VisionStatement and, most importantly, a Key Promise that we’ll be yourvaluable resource — the place “Where Pennsylvania BusinessesGo to Grow!”

To that end, we’re inspecting every current product and servicewith an eye to the future. To use a construction metaphor, we’reactually in the process of remodeling SMC to meet the needs of the21st Century.

Several Task Forces have been organized to review our productsand services in five key areas:

■ Business Development Tools;■ Insurances;■ Human Resource Services;■ Government Relations;■ Added Benefits for you — and your employees, too.

And this is just the beginning!

Our goal in these activities is to make your SMC Membership moreaccessible and responsive to your needs. We aim to provide the high-est value possible for your dues investment.

As we work on SMC’s programs and services, we suggest that youperiodically check our website (www.smc.org), where you’ll alwaysfind new and interesting items. ▼

www.smc.org DYNAMIC BUSINESS | NOVEMBER 2008 3

▼ Judith F. Olsonreceived the first Earl G.Harrison CommunityService Award fromSchnader Harrison Segal &Lewis, LLP for her commit-ment to the AmericanHeart Association and theDiocese of Pittsburgh. Thisaward recognizes and hon-ors one of the Firm’s origi-nal named partners andreflects their tradition that law is more than abusiness, and should include using their skills toadvance the common good. Keith Whitson wasnamed a 2008 Lawyer on the Fast Track by the“Pennsylvania Law Weekly” and “The LegalIntelligencer.” Information: www.Schnader.com.

The Cranberry Chamber of Commerce is look-ing for a few good men and women to becomepart of the newly created Military VeteranProfessionals Committee. This group consists ofbusiness professionals and business owners inthe Cranberry area who are military veterans orwhose business supports veterans. Their missionis to aid military veterans in growing their com-panies, increasing their business knowledge, andeducating them on various avenues of supportand funding available to them as veterans. Formore information, cal l Karl Geyer at theChamber, 724.776.4949 or e-mail [email protected].

▼ Natalie Beneviat and Allison O’Konski havejoined the LarsonO’Brien Marketing Group aspublic relations account executives. Information:www.larsonobrien.com.

Frank Botta of Thorp Reed & Armstrong, LLPreceived the Distinguished Service Award fromthe Transportation Lawyers Association for hisexpertise in helping clients deal with ever chang-ing regulatory and economic conditions. Linda S.Hackett has joined the f irm’s FinancialInstitutions & Real Estate Transactions PracticeGroup as senior counsel. Information: www.thorp-reed.com.

▼ Thomas McCaffrey hasjoined Grant StreetAssociates as an industrialbrokerage and leasing man-ager. Information:www.gsa-cw.com.

▼ Versatex Trimboards has moved into theirnew, state-of-the-art manufacturing facility inAliquippa, PA. The 60,000 square foot plantallows for more control over every aspect of themanufacturing process, to double their capabili-ty, quadruple their warehousing and stagingareas, and streamline their valued-added manu-facturing processes. Information: www.versa-tex.com.

David J. Manning has joined Metz Lewis LLC asa member in its Corporate and Commercial RealEstate Groups. Phone: 412.918.1107.

▼ Richard Schofield hasbeen named director ofInformation Technology atBusiness Records Manage-ment, a leader in recordsand information manage-ment and wil l manageBRM’s information systemsthroughout Pennsylvania,Ohio, and West Virginia.Information: www.busi-nessrecords.com.

▼ Hal D. Coffey ofGrogan Graffam, P.C. wasselected a 2008 Lawyer onthe Fast Track by “LegalIntel l igencer” and the“Pennsylvania LawWeekly.” This award honorslawyers under 40 who arethe future leaders ofPennsylvania’s legal com-munity and have made sig-nificant contributions totheir community-at-large. Information: www.gro-gangraffam.com.

Shannon Webber has been appointed publicrelations manager at Elias/Savion Advertising,Inc., an award-winning, full-service advertisingand public relations agency. Information:www.elias-savion.com.

▼ Gerri Pletcher ofPresto, PA, one of the topfive PartyLite sales leadersin the United States hasbeen named a charter mem-ber of the company’s presti-gious, new WorldwidePresident’s Club. Establishedin 1973, PartyLite is a mem-ber of the Blyth, Inc.family ofhome fragrance productsand related candle acces-sories. Information: www.partylite.com.

River’s Edge Alliance Group was recognized in“BVWire,” the weekly newsletter of ShannonPratt, the industry’s highest national authority inbusiness valuation. Information: www.riversedgealliance.com.

▼ PPG Industries is the first architectural glassmanufacturer in the United States to earn Cradleto Cradle Certif ication from McDonoughBraungart Design Chemistry for all its architec-tural glass products. The program evaluates thetotal impact of a product on human health andthe environment throughout its life cycle. TheSuvamabhumi Airport in Bangkok, Thailand, andthe Will Rogers Airport in LasVegas are just twoof their award-winning projects. Information:www.ppg.com.

Justin Pauley has been appointed a consultantat the certified public accounting firm of GoffBacka Alfera & Company, LLC. Information:www.gbaco.com.

▼ Edward G. O’Connor ofthe national law firm ofEckert Seamans Cherin &Mellott, LLC received theprestigious St. ThomasMore Society Award for hisuncompromising commit-ment to the Catholic faith,an unyielding interest in jus-tice, and steadfast dedica-t ion to the ideals of St.Thomas More. Information:www.eckertseamans.com.

NewsMakers


Natalie Beneviat Allison O’Konski

Judith Olsen

Thomas McCaffrey

Hal Coffey

Gerri Pletcher

Edward O’Connor

Richard Schofield

Keep the Cash Flowingby Joshua Farber, Esq.

Q: My business has been profitable and I intend to keep it thatway. Now that the business climate is changing what advice canyou offer to ensure future success?

A: Studies have long suggested that insufficient cash flow ispartly responsible for from 70-80 percent of all business failures.A simple definition of cash flow is having enough money to payall bills and payroll when they come due.

In creating necessary cash flow, many small businesses typi-cally focus on keeping expenses down and having access to a lineof credit, and sometimes forget that it’s also important to collectthe money that’s owed by the customers buying on credit.

Getting paid begins with policies that organize the process ofbilling and collecting from clients. A company should develop andstrictly follow a written internal credit policy for all customers,which details the criteria for extending credit, terms of payment,credit limits, and collection of bad debt. A business also needs toinstitute an organized billing process with a regular schedule anduniform procedures for handling past due accounts, includingapplication of finance charges and late fees, withdrawing credit,internal collection practice, and third party collections.

Here are some tipsthat will help compa-nies ensure that thechecks roll in on a reg-ular basis:■ Prepare a detailed

credit applicationcontaining all infor-mation that may benecessary for futurecollections and useit consistently.

■ Update credit applica-tions regularly toensure up-to-datecustomer records.

■ Take immediate action when payments are past due by send-ing a past-due notice to the customer.

■ Accompany past-due notices with collection calls.■ Document all collections activity in writing.

For most businesses, these credit, billing, and collection poli-cies will ensure that the overwhelming majority of your cus-tomers will pay on a timely basis. ▼

Editor’s Note: Joshua Farber is an attorney with Meyer, Unkovic & Scott LLP. E-mail:[email protected].

IRS Opens Identity Protection UnitAs part of the Service’s strategy to reduce taxpayer burden

caused by identity theft, a new “Identity Protection SpecializedUnit” opened on October 1, 2008. This unit will help resolveidentity theft victims’ issues quickly and effectively.

Victims can call a dedicated toll-free number, 800.908.4490,Monday through Friday, 8:00 a.m. – 8:00 p.m., local time. Theunit will reduce taxpayer burden by providing individualizedassistance, including:■ A single customer service representative to work with each

identity theft victim to answer questions and resolve his orher issues;

■ A new and simplified process to verify taxpayer identity andidentity theft;

■ A place for taxpayers to self-report identity theft before itimpacts their tax accounts;

■ A place for taxpayers to self-report incidents where they maybe at risk for identity theft because their personally identifi-able information has been compromised (for example, stolenpurse/wallet).

In addition, the unit will assist taxpayers who have alreadyhad their tax accounts impacted by identity theft, but have notyet had their issues resolved. The unit will refer taxpayers to theIRS area that is working the identity theft issue and also collabo-rate with that area to monitor the case through resolution. Formore information, visit IRS.gov on the web and enter the key-word: identity theft.

Reformed EPA Rule Encourages Small Firms to Recycle

Small businesses will be encouraged to recycle and reclaimtheir waste under a reformed rule recently finalized by the EPAas part of the Regulatory Review and Reform (r3) initiative. Byreviewing and reforming the definition of solid waste, EPA isencouraging recycling rather than disposal. EPA’s reform willreward businesses that recycle with less paperwork. Currently,many useful materials that could otherwise by recycled arerequired to be handled, transported, and disposed of as haz-ardous waste. These requirements are more costly and complexthan those for materials recovered for reuse.

In reforming the rule, EPA streamlined requirements forcertain hazardous secondary materials including: ■ Materials generated and legitimately reclaimed under the

control of the generator;■ Materials transferred to another company for legitimate

reclamation; and,■ Materials that the EPA or an authorized state determines to

be non-waste through a case-by-case petition process.

For more information on the r3 initiative, visitwww.sba.gov.advo/r3. ▼


BulletinBoard

Call to get FREE, expert advice on topics that impact

YOUR business.

▼ MEMBER INFO

Allison Park■ SoftWriters, Inc. – Earl

Hutchison412.492.9841Pharmacy ManagementSolutions for InstitutionalPharmacy Service Providers

Beaver Falls■ Advantec Data Systems – Eric

Washburn724.891.5088Computer Consultant –Research & Development ofSoftware Packages, particularlyMedical Software

Bethel Park■ Virtual Software Systems –

Nancy Palmquist412.835.9417Custom Database/MedicalOffice Billing FileProProgramming & Training

Breinigsville■ Imirage, Inc. – James Ludlow

484.397.4166Internet Marketing SolutionsProvider

Bridgeville■ Axion Data Services – Alan

Bandell412.220.7066Data Entry Services

Butler■ Nace’s Record Management

Systems, Inc. - Forrest Nace724.285.3090Fire Department Software

Carlisle■ Applied Computing, LLC. –

Dennis Rehm717.439.9825Computer Consulting

Cranberry Township■ Keystone Messaging, Inc. –

Alecia Randolph724.779.1823Computer NetworkInstallations & Maintenance

■ RT Consulting – Robin Thayer724.453.0500Computer Consulting

Dillsburg■ Alpine Consulting Group of PA

– Amy Britton717.608.1682Consulting Services

East Pittsburgh■ Applied Computer Resources

– Robert S. Rhoades412.829.1444Computer Consulting & PCDesign/Assembly, NetworkDesigns, Installation & Support,Data, Telephone Wiring andHome Theatre

Elizabeth■ Mass Computer Electronics –

Michael Sneeringer724.872.4415Computer and NetworkSystem Engineering, Sales &Service

Highspire■ GepNet, Inc. – Linda Geppert

717.944.4487Computer Consulting, NetworkDesign, Project Management,System Upgrades, Telephone& Network Cabling, SoftwareSales, Web Hosting & InternetAccess

Jefferson Hills■ Darren Leonard Consulting –

Darren Leonard412.650.7765Computer Consulting

SMC Benefit of the MonthB-to-B With Members: Computer Programming, Pre-Packaged Software, and Computer Related ServicesTake Your Business to an SMC Member — You’ll be glad you did!


MemberInfo


Jonestown■ Software Associated

Technologies, Inc. – MarkHawthorne717.865.0749Computer ProgrammingServices

McKees Rocks■ Justice Designs – Trudi Justice

412.956.6926Web Design and Consulting

MiddletownImageVision.Net, Inc. – Carolyn

Smith717.985.1295Computer Services

Murrysville■ Applied Systems Associates –

Scott Leib724.733.8700Engineering Software

Oakmont■ Learning Design – Susan K.

Donley412.828.8679Educational design for elec-tronic media, multimedia,museums, schools, profit, andnon-profit businesses.

■ Web Edge Software, LLC –Nicholas J. Kocur412.609.3762Custom Software Solutions forWeb & Client-Server applica-tions using technologiesincluding Java, VB, ASP, Perl,JavaScript, & HTML

Pittsburgh 15206■ Patricia Buddemeyer

412.441.6593Computer Programming

■ Chapter 11 Support Services –Valerie R. Kish412.821.9477Bankruptcy Claims Consultants

■ OrcaPack, Inc. – Sayf Sharif412.225.5638Internet Consulting and WebMarketing

Pittsburgh 15212■ Caps Lock Communications –

Paula Contini412.321.8911Advertising

■ Daniel H. Kaib, Jr. 412.822.8211Software Support for BusinessAIX and SCO Unix OperatingSystem Support

Pittsburgh 15217■ P C Doctor – Mendy

Feigelstock412.421.7190Computer Consulting

Pittsburgh 15221■ Psychology Software Tools,

Inc. – Debbie Gilkey412.271.5040Software Developer

Pittsburgh 15222■ Elliance, Inc. – Abu Noaman

412.586.1480Strategic eBusinessTechnology,Internet/Intranet/ExtranetDevelopment & eMarketingStrategies created withCustomized DevelopmentSolutions

Pittsburgh 15228■ S Sytems, Inc. – Sharon

Ackerman412.388.1645Seller of Accounting Softwareand Provider of Training,Implementation, Consulting,Custom Development & DataConversion Services, specializ-ing in Architectural,Engineering & ConstructionCompanies

Pittsburgh 15229■ I T P I – Info. Technology

Professionals – ChristopherParry412.415.6301Contract Programming & ITStaffing Specialists, ITOutsourcing SolutionsSpecialists & TechnicalPublication Service

Pittsburgh 15234■ Wengert Software Engineering,

Inc. – George T. Brown, Jr.412.343.3506Software for Automatic DataCollection Applications, includ-ing Route Accounting &Inventory Management andControl, Cold Mill Coil Tracking& Shop Management Systems

Pittsburgh 15235■ Infinity Technology Services –

Ron Pearce412.825.7110Microsoft Certified GoldSolution Provider and SmallBusiness Specialist

■ Vocollect FO8 – Tom Malley412.349.2510Manufacturing

Pittsburgh 15236■ Tulip Systems, Inc. – George

Ells412.653.1100Computer Consulting,Software Packages – LawEnforcement and MunicipalFinancials

Pittsburgh 15237■ Impact Solutions – John

Keelin412.367.8833Software

Pittsburgh 15241■ JLJ Representatives – Robert

Delaparra412.833.2366IT Application Consulting

Pittsburgh 15243■ Cargas Systems – Marji

Dickson412.278.4646Consulting services and salesfor Microsoft DynamicsBusiness Solutions, includingFront Office and Back OfficeApplications, Accounting, HR &PR, Manufacturing, ProjectAccounting, E-commerce,Supply Chain and RetailManagement

Sewickley■ Mateer Consulting Services –

Jim Mateer412.741.5102Computer Consulting

■ Outcome TechnologyAssociates, Inc. – Amy Markel412.512.3797Computer Consulting

■ Software Specialists, Inc. –Scott Poliziani724.933.6100IT Contract Consulting – spe-cializing in ERP, eCommerceand Custom BusinessApplications

■ Treehouse Software – TerriHammerschmitt412.741.1677Software Design

South Park■ Simple Software Solutions, LLC

– John Battersby412.965.5294Software Design

Turtle Creek■ Accel Software Engineering –

Richard D’Ippolito 412.731.3293Computer Software andServices

Washington■ Krol Consulting – Evelyn H.

Krol724.229.7658Training, Consulting & ExpertFacilitator

Wexford■ T. Butanowicz, Inc. – Mary

Butanowicz724.933.0578IT Consulting

■ Oak Hill Systems Corporation– Jerry L. Conner724.935.4404Software Development

■ Perfection Services, Inc. –Kenneth Doerbecker724.935.0300Small Business ComputingManaged IT Services

York■ Virtual October, Inc. – Alan N.

Feldman717.755.0442Tech Support Services. SmallBusinesses with 5 or morecomputers get up to 2 hoursof Tech Support.

Editor’s Note: This month our B-to-B col-umn focused on Computer Programming,Pre-Packaged Software, and ComputerRelated Services (SIC Codes 7371, 7372, and7379). If we missed your firm, please [email protected] and ask us to check yourfirm’s SIC Code listing on our computer sys-tem. For more detailed information about thefirms listed above, visit the Internet –www.smc.org - and click on “B-to-B withMembers.”

▼ COVER STORY


In a time of fierce competition and an uncertaineconomy, business owners and top managementare searching for methods to truly out-think and

out-maneuver the competition. Books are beingwritten by the dozens, but most seem to repeat whatwas written in past decades. However, one book isdifferent. “Good to Great” by Jim Collins has a fewideas from his extensive research that make his booka must read.

By Mike Henning

Secrets ofHighly

SuccessfulPrivate

Companies

Recent surveys indicate thegreatest challenge for businessowners today is competition. Thisout-scored regulations, taxes, andlabor cost. In the same surveys,those who indicated they have awritten business strategic plantotaled 31 percent. That leaves 69percent not planning for the futureof their companies, but simplyhoping against hope that “a goodplan would come together.”

Our experience indicates peoplewho are accustomed to planning in thepast, will continue to plan for the futureof their companies, and do it extremelywell, consistently, in a timely fashionand follow-up with implementation andaccountability. We have discovered thekey to success is working to create aplan with meaning for the planners,their support people and employees.Clearly, the secret is simple (not neces-sarily easy). It is planning for the future

of the business on a consistent basis andcreating a workable plan. We knowowners and management teams thatwill allocate up to 2 percent of theirworking hours for planning purposes.Indeed, this is called “creating a cultureof CHANGE.”

What Goes Into a Workable Plan?

Both strategic planning and strate-gic thinking go into a workable andusable plan. Let me explain. Once theowner/president selects the 6 to 8 peo-ple to make up the planning/thinkingteam, a place for the two-day meetingis chosen, and we ask members of theteam to answer sixteen questions inpreparation for our sessions. Thesequestions prepare the team members tothink strategically, discuss the future ofthe company and evaluate the environ-ment in which it might operate.

Team members are prepared to dis-cuss the answers to these sixteen ques-tions of which the lion’s share dealwith the future direction of the compa-ny, how it will look three, five, or sevenyears from now, what it will be doingand how it will do it. The combinedanswers to many of these questions (seea sample of questions at end of article)deal with strategies for the company inthe future from an operational andenvironmental viewpoint. Once com-plete, the answers to these questionswill lead the group directly to its visionor mission for the company.

Strategic ThinkingStrategic thinking is the process that

seems to go on inside the mind of mostcompany owner/presidents as well asother key people that help them deter-mine the “appearance” of the organiza-tion at some point in the future. Thecomposition of the company may clearlybe different than it is today. Thisprocess reminded me of a painter Iwatched do his paintings on stage infront of a large audience as part of their

entertainment that evening. This artistwould begin by painting 80 percent of acelebrity, then continue to complete theperson so all could identify it. He wasn’tfinished at this point because he couldgo forward and make a few small/largechanges, and what was once Jerry Lewisbecame Steve Martin or Liza Minelli. Itis this picture or profile that will deter-mine the direction, nature, and composi-tion of the business. Decisions that “fit”within the parameters of this profile areimplemented, and decisions that do not“fit” the profile are rejected.

It is this operational planning andthe strategic planning that will lead theteam members to actually performstrategic thinking about the company’sfuture.

Creating a Culture ofPlanning/Implementing

Planning leads to change —- whichleads to communication —- whichleads to employee participation, imple-mentation and growth. For example,one company I worked with severalyears ago initiated a planning andthinking process about their company,and how it might look five years downthe road. At that time this mattressmanufacturer had a plant in theSouthwestern part of the country, pro-duced, marketed and profitably soldthousands of units. Today, some sixyears later, the company is essentiallyout of the manufacturing business in

the United States and has several plantsin other countries where the mattressesare built and imported to the U.S. mar-ket. The original plant in the statesnow serves as an assembly plant forcertain bedding products and a distrib-ution center for accessories in beddingand bath products. The picture of thebusiness has changed dramatically injust five short years. Growth has beenterrific followed by higher margins.

The things that serve as physicalindicators for a company’s direction,strategy, and eventual look mightinclude: its product catalog, the rightpeople in the right positions for thecompany, the markets it serves, itscompetitors, customers, suppliers, itsmarket segments, research and devel-opment budget, and facilities.

Most importantly, which productsdoes the company continue to offer anddiscontinue? To which customers do weoffer these products/services and whichones do we not offer them to? Whichmarket segments do we seek and notseek? Which areas of the world/coun-try/region do we pursue or not pursue?How many steps of distribution can ourmarket and industry afford?

The End ResultThe end result of strategic planning

must produce a very clear profile of theproducts, customers, market segments,and geographic areas that the strategyof the business lends itself to and willreceive emphasis, and those that willnot receive emphasis in the future. ▼

Editor’s Note: Mike Henning is a nationally and interna-tionally respected consultant and speaker on family busi-ness issues. For information about receiving one free copyof Mike Henning’s “Family Firm Advisor” newsletter, visittheir web site: www.mikehenning.com, e-mail [email protected] or call 217.342.3728.


“Are you planning for the future on a consistentbasis and creating a workable plan?”

– Mike Henning

Sample Questions❏ What would be the ideal customer

mix for your company?❏ What should your product/service

mix be in three years?❏ Define your company’s “core com-

petency” as specifically as possible.❏ If I invested $1 million in your

company, what could I expect tobe done with it?

❏ What major action needs to betaken to increase revenues?


▼ DB FEATURE

There’s a common belief thatinjuries spike when workersfear for their jobs. Although it

is a good idea to let your agent and car-rier know of any downsizing plans sostrategies to prevent questionableclaims can be developed, research sug-gests that such abuses may be exagger-ated. Although injury rates rose duringthe recession of the early nineties, theyusually decline during downeconomies.

Whereas some workers may try togo out on Workers’ Comp, others dowhatever they can to stay in the goodgraces of their employers. It’s quitepossible that injury rates will continuetheir decline during this down eco-nomic period, both for factors unrelat-ed to the recession and because pro-duction slows and the remaining work-force is more experienced than thoselaid off.

However, indemnity costs will like-ly increase at a faster rate than wages,as recessions are marked by flat ordeclining incomes. “Research” (May2002 bulletin) conducted byMinnesota’s Department of Labor and

Industry showed that declines inemployment appear to have causedmodest, temporary increases inWorkers’ Compensation payments.The data suggests a decline in hoursworked in an industry will lead to anearly proportionate increase in thenext month’s Workers’ Compensationcosts in that industry.”

Another economic factor that willhave an impact on Workers’Compensation costs is the performance

of financial markets. Insurers collectpremiums up front and pay benefitslater. When investment returns arehigh, insurers can charge employerslower premiums, but reduced invest-ment returns often lead to higher pre-miums.

Yet, there are other factors thatmay very well have the largest impacton Workers’ Compensation. Theyinclude rising drug costs, high medicalcost inflation, extended utilization, costshifting by providers who are poundedby reductions in Medicare andMedicaid reimbursements, higher facil-ity costs and a de-emphasis on loss pre-vention as employers look for immedi-

ate ways to cut costs. Coupled withthis, Standard & Poor’s RatingsServices said that the ratings onWorkers’ Compensation insurers couldface negative pressure late this year andnext as Workers’ Compensation ratescontinue to decline, reducing carriers’margins.

Even in difficult economic times, itbenefits employers to stay the coursewith their injury management pro-gram. Hiring properly, quick reportingand monitoring of claims, establishingclinical relationships so that injuredemployees receive the most appropriateand cost-effective care in accordancewith established protocols, trainingsupervisors, offering wellness programsand executing a well managed Return-to-Work program will help controlWorkers’ Compensation costs now andlong after the recession is over. ▼

Editor’s Note: David Leng is a 20-year veteran of the RiskManagement and Insurance industry and is regarded as oneof the brightest minds in the industry due to his uniqueAdvanced Risk Mitigation approach, which identifies, con-trols, and reduces the risk factors inherent in any businessthat drive costs to an organization’s bottom line and hindersemployee productivity. Since just 2004, David has saved hisclients well over $13,000,000 in premiums and overcharges.

David was awarded the Advisor of the Year for 2008 bythe Institute of WorkComp Professionals and is a frequentcontributor to Dynamic Business Magazine, and has beenpublished in several other periodicals. David is co-founderof Keystone CompControl, the nation’s largest single net-work of Workers’ Compensation specialists, and is one ofonly 27 nationwide Level-5 Advisors of the Institute ofWorkComp Professionals. David, who has 16 years experi-ence specializing in Workers’ Compensation, is an alumnusof Penn State where he received a Bachelor of Science inInsurance and Risk Management. His professional designa-tions include Certified Insurance Counselor (CIC), CertifiedRisk Manager (CRM) and Charter Property CasualtyUnderwriter (CPCU) and has been designated a CertifiedWorkComp Advisor (CWCA) by the Institute of WorkCompProfessionals. David can be reached at 724.863.4225 ext.372, or via e-mail [email protected]: www.level5workcomp.com

“In a recent weblog, ‘Managed Care Matters,’Joseph Paduda explores what the recessionmeans for Workers’ Comp. He points out that

costs tend to increase for two reasons – claimsrates increase, as does disability duration.”

— David R. Leng

What to Look For in Workers’ Comp in a Down Economy by David R. Leng, CPCU, CIC, CRM, CWCA

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With the recent discussion about the economy, anddifficulties faced by many Americans due to thecollapse of several financial institutions, insurancecoverage on deposit accounts has again become a veryimportant issue.

While there are differences between credit unions and banks, their insur-ance coverage for deposit accounts is not different. Both are insured byfederal agencies. Banks are insured by the Federal Deposit Insurance

Corporation (FDIC), and Federal Credit Unions are insured by the NationalCredit Union Share Insurance Fund (NCUSIF) through the National CreditUnion Administration (NCUA). These agencies, FDIC and NCUSIF, are backedby the full faith and credit of the United States Government.

Under this coverage provided by the NCUSIF, savings accounts are insuredup to at least $100,000 and certain retire-ment accounts including IndividualRetirement Accounts (IRAs) and Keoghsare insured up to at least $250,000 sepa-rately. These limits are not per person,but per account at a credit union. So if acredit union member’s savings accountsexceed these limits, they can establish dif-ferent types of accounts to increase thiscoverage. For example, a married couple can extendtheir NCUSIF insurance coverage up toat least $600,000 by creating separate

accounts. They can do this by each having an account, creating a joint account(which is covered up to $200,000) and creating separate trust accounts with eachother named as trustees. An individual’s insurance coverage can also be increasedby establishing accounts at separate credit unions.

Historically, the NCUSIF has proven itself to be a reliable source of insurancecoverage. No member of a credit union insured by the NCUSIF has ever lost apenny of insured savings, and payments are promptly made to members of insuredcredit unions.

The vast majority of credit unions are financially sound. For example,Southwestern Pennsylvania’s largest credit union, Clearview Federal CreditUnion, is widely considered to be very stable. Clearview has nearly $650 millionin assets, which has increased by over $33 million in the last year.

Bauer Financial, a group based in Florida that independently rates the healthof financial institutions, found that Credit Unions in Southwestern Pennsylvaniaas a whole were very healthy. Clearview, for example received a five-star “superi-or” rating, its highest score according to an August 17, 2008 article in thePittsburgh Tribune-Review.

More information about the NCUSIF is available on the homepage ofClearview’s website at www.clearviewfcu.org. This site also includes a link to theNCUA’s website, which has a calculator to estimate insurance coverage. On theNCUA’s website, users can also see detailed financial statistics about all creditunions covered by the NCUSIF, including Clearview. ▼

Editor’s Note: Ben Thompson is a marketing specialist at Clearview Federal Credit Union.

“Insurance coverageon deposit accountshas become a veryimportant issue.”

– Ben Thompson

Credit Union Insured Fundsby Benjamin E. Thompson


Clearview® Federal Credit Union is afull service financial institution, whichoffers a full suite of consumer and busi-ness products and services including:checking, savings, certificates, IRAs, cred-it and debit cards, auto and real estateloans. Clearview also offers businesschecking, commercial loans and cashmanagement services, wealth manage-ment and investment services.

Current branch locations:Moon Township (Main Office)

BrentwoodCenter Township

ChippewaHopewell TownshipKennedy TownshipRobinson Township

SewickleyWexford

Future branches:McMurray

Butler

Clearview Federal Credit Union hasbeen serving its members since 1953.Clearview is a community chartered cred-it union with membership open to anyonewho lives, works, worships, volunteers orattends school in the SouthwesternPennsylvania community.

For more information, please contactthe Business Development Department at412.269.3033 or 1-800.926.0003, ext.3033. E-mail [email protected].

Clearview is federally insured by theNational Credit Union Administrationand is an Equal Housing Lender.


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2008 has proven to be one of themost dramatic years in Americanhistory of the stock market and the

overall economy. Americans witnessedwell established companies such as: BearSterns, Merrill Lynch, Lehman Brothers,and AIG collapse like an old hotel in LasVegas strapped with dynamite. It seemsimpossible not to hear, watch, or readnegative stories in the media about howour country and our economic system aredoomed to fail.

In order to determine how much ofthe media frenzy is true, it is importantto understand some economic terms thatare commonly misused. Most of us haveheard the term “market correction.” Bydefinition, a correction is a swing inmomentum, typically characterized by atleast 10 percent in one direction. Marketcorrections are very common and typical-ly occur when investors feel that the mar-ket is undervalued or overvalued. If mar-ket corrections continue to drop past 10percent, they have the potential to turninto a “bear market.”

The most frequently used definitionof a bear market is a 20 percent dropfrom the high value point. From October1, 2007 (the market high) to June 20,2008 the Dow Jones Industrial Averagefell 20 percent. Since then, the DJIA hascontinued to decline. This has led econo-mists and investors to agree that we areofficially in a bear market and not justexperiencing a market correction.

If there is any word that carries morefear and dread than “bear market” it is theword recession. This term has been usedso extensively throughout the last yearthat most people have absolutely no ideawhat a recession is and if we are currentlyexperiencing one. Although the term,bear market, varies in its definition, themost common definition of a recession istwo consecutive quarters of negative grossdomestic product. If we are stickingstrictly to the books then the notion ofour economy being in a recession is false.Although GDP fell slightly (-.2 percent)in the fourth quarter of 2007, we have yetto experience two consecutive negativequarters. In fact, the most recent figurefor the second quarter of 2008 shows anincrease of 2.8 percent fueled by a large

rise in net exports. Based on these figures,we are clearly not in a recession.Numbers aside, most Americans currentlyfeel as if we are in a recession and thequestion of “how much longer will thislast?” arises.

Since 1952, our economy has gonethrough nine recessions or on average oneevery six years. Although each recessionhas been very different, we are able to his-torically predict where we stand today bylooking at averages. Looking at the ninerecessions, the average length was 11

months from start to finish. On average,six months before a recession starts to therecession low, the S&P 500 has declinedby 21 percent. Six months after a recessionlow, the S&P recovers by 36 percent.This means if an investor kept theirmoney in the market throughout theentire market cycle, they would have actu-ally seen a gain of 8 percent. Although wehave not had two negative quarters ofGDP, some economists still believe thatwe are in a recession. Most commonly,they cite the negative .2 percent GDP fig-ure of Q4, 2007. If this were the case, thehistorical average of 11 months wouldhave us very close to the end.

As we finish out the fourth quarter of2008 and what will hopefully be the bot-tom of our quasi-recession, America willalso elect a new leader. This could proveto be a very positive factor on the stockmarket. Historically, presidential electioncalendar years have experienced verysolid stock returns. There have been 15presidential elections since 1948 in theUnited States. The stock market hasreturned an average of 13 percent duringelection years. Investors tend to feel a

heightened sense of optimism any time anew administration takes over, especiallyduring an economic downturn.

Regardless of whether we are on ourway out of a recession or if the presiden-tial election will help bring an increase ininvestor confidence, there are strategiesthat investors can use to help mitigatetheir risk. Below are a few strategies thatinvestors should consider:■ Investors should always diversify by

asset style and asset class. The con-cept of, “not having all of your eggsin one basket” has proven itself toproduce more consistent returns thanmarket timing.

■ Invest systematically. Dollar costaveraging, especially during a downmarket can help lower your cost pershare by capturing the highs and lowsof the market.

■ Use common sense when taking with-drawals. Remember, a paper loss isnever a real loss until you choose tosell. Be sure that your withdrawals areconsistent with your investment poli-cy statement, risk tolerance andinvestment timeframe.

■ Talk with your financial advisorabout your specific strategy. During amarket with such high levels ofvolatility it is important to make surethat your advice is coming from aprofessional instead of from the“water cooler.”

These views are those of Joshua R.Stein and should not be construed asinvestment advice. All information isbelieved to be from reliable sources;however, we make no representation asto its completeness or accuracy. Past per-formance does not guarantee futureresults. Investors cannot directly invest inindices. ▼

Editor’s Note: Joshua R. Stein, CRPC® is the chief oper-ating officer and a financial advisor for H FinancialManagement, a private wealth management firm based inSouthpointe serving the ever-changing financial needs oftheir clients. Joshua can be reached at 724.745.9406 or bye-mail at [email protected]. For more informationplease visit www.hfinancialmanagement.com.Securities and Advisory Services offered through Multi-Financial Securities Corporation, member FINRA, SIPC. HFinancial Management is not affiliated with Multi-FinancialSecurities Corporation.

“It is important tounderstand economic

terms that arecommonly misused.”

– Joshua Stein

Is America in a Recession?by Joshua Stein, CRPC


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The fact is this is a commonexperience for most profes-sionals even though everyone

knows that unmanaged stress is never agood thing. Decreased productivity,poor co-worker relations, increasedabsenteeism due to needing a “mentalhealth day” or to take care of a physicalillness are just a few of the red flag con-sequences of unmanaged stress. All ofthese negative outcomes originate from

individuals not taking care of them-selves when stress levels begin toincrease but wait until their stress is atLevel Red to do something about it.Time and energy are then spent man-aging the consequence of high stresslevels, often causing more stress andmore negative consequences.

Imagine the positive outcomes ifeveryone knew their individual stress

signs (Yellow Flags) and did just one ortwo small behaviors to counteractcrashing into Level Red? Not onlywould productivity and intra-officerelations improve, but bothersomemental and physical health symptomswould also decrease. Before anyoneattempts to change behavior, however,they must know their own Yellow Flagsthat indicate danger zone ahead. Hereare some known and little knownYellow Flags indicating a crash isimpending:■ Early morning (3 or 4 a.m.) awak-

ening. ■ Eating that “oh I shouldn’t” piece

of candy found in your coworker’scandy dish.

■ Feeling on edge most of the day.■ Feeling like you are walking

through molasses on your way towork.

■ Hitting the snooze button 10-15times each morning.

■ Procrastinating on important pro-jects.

■ Drinking that “oh I shouldn’t” extraglass of wine at night.

Once these signs are acknowledgedthere are many proven techniques to

prevent Level Red breakdown that alsogives you a better chance at managingyour stress, come out of it feelinghealthy, productive, and empowered.Here are five techniques you or youremployees could actually do, startingtoday, often with immediately stressreducing results.

Remember to Breathe. Breatheby directing air into your diaphragmand extending your belly, then hold it asecond or two, and then slowly let allof the air out of your mouth or nose.Repeat 3-5 times. Breathing in thisway will help slow your thoughts down,clear your mind, and get more oxygeninto your system to help you workmore effectively.

Say a simple mantra to your-self . No you don’t have OCD(Obsessive Compulsive Disorder), ifyou repeat over and over “yes I can,”—“I can stay calm,” or “stress is manage-able.” You can also pick words that aremeaningful just to you. This strategyreally works to start changing negativeself-talk into productive self-talk.

Take a walk around the block. Itwill help your mind switch tracks fromfocusing on the problem to figuringout a solution. To stay in solution-focused mode, it is believed that exer-cising at least 20 minutes a day willkeep those neurons firing productively.

“Do you know yourstress level?” – Dr. Julia Rahn

Proceed With Caution: High Stress Levels Ahead!by Julia M. Rahn, Ph.D.

Are you one of many individuals who have read good articleson how to manage stress? Do you say to yourself, “yes thismakes sense and I should practice some of thosetechniques?” Maybe you have even tried for a minute ortwo or a full day to keep the suggestions alive. Nonetheless,somehow life keeps happening and your attempts at stressmanagement fall to the end of the priority list. You say toyourself, “When I have time, I will try again.”

(Continued on page 19)

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When our son Ian first startedriding a bike, he was a bitreluctant. He watched other

people do it, talked about it, was inter-ested in how the equipment worked,but wasn’t so sure he was ready. Anearly incident didn’t help matters. Ianwas just starting to feel comfortablewhen he sailed down a hill, careeningon one training wheel while he wob-bled the front wheel back and forthtrying to regain control. He didn’tknow how to use his brakes and even-tually toppled. Ian had pads on andwasn’t physically hurt, but his confi-dence was shaken. He figured he wouldleave bikes alone and let other peopleride them.

Ian’s experience is a lot like howmany of us approach ”green.”Watching, listening, talking, interest-ed, but not really pushing off into ityet. Hearing about mercury in compactfluorescent light bulbs leaves our confi-dence shaken. Is it going to do usharm? Maybe we’ll leave it alone andlet someone else do it.

The old analogy about bike ridingis true though; you can read about it allyou want, you can watch others, butuntil you try for yourself, you reallycan’t know how to do it and you can’tgain the benefits. And there definitelyare benefits to greening our businesseson a personal level and collective level,as well as organizationally - savingenergy saves money.

If you reduce the amount of paperyou use, you reduce the amount youhave to buy. If you reduce the amountof travel and transportation, you reducethe travel costs. If you improve the effi-ciency of your light bulbs or turn themoff when not in use, you reduce theamount of electricity you have to buy.

We went back to the Chicago arearecently to visit family. There were

bike riders everywhere - the fit and theflabby, the wildly carefree racers, thewhite haired retirees, and the seriousriders on their way to work. The hillylandscape in Austin, Texas is a lot dif-ferent than the flat streets of Chicagosuburbia. It’s different riding on gravelthan pavement. The environmentmakes a difference.

Again, it’s like making the greentransition. The weather affects theappropriate solutions for greening youroffices and other facilities. Forinstance, in colder climates you want touse designs, materials, and habits that

encourage heat to enter the buildings.In warmer climates, you want to keepthe heat out. In all cases, you want tominimize the heat transferring in andout unintentionally.

The social environments make adifference on how accepted and expect-ed a green existence is. Peer pressuremakes a difference. Media coverage inyour area makes a difference. Attitudeis important. A gloom and doom feel-ing is not very inspiring. Focusing onproblems and fear freezes action.Focusing on solutions and successmotivates and moves us.

The Chicago trip inspired Ian toventure out around his hometown. Hestarted out with a death grip on thehandlebars and needed a push to getgoing. He focused on every obstaclewithin 20 feet, sure he was going to fallvictim to it. But he kept going. Hebegan to notice how little changes inthe way he moved made big differencesin how smoothly the ride went. At theend, he was riding leisurely, lookingaround at the dogs, the lake, theboaters, confident and proud, trulyenjoying the ride. Like anything, it getseasier when you get into motion.

If you’re hesitant about becoming agreen business, find someone to giveyou a push. You’ll find it’s fun to playthe game of energy efficiency. ”What ifwe kept the temperature one degreedifferent - would we notice the differ-ence and how much energy would it

How to ”Green” Your Businessby Susan Meredith

“Converting to ‘green’is a lot like learning to

ride a bicycle.” – Susan Meredith


save? I wonder how few lights we canuse? How about if we stagger workhours so employees could avoid rushhour traffic and use less gas on theircommute? What if we allowed moretelecommuting? How about if we usedteleconferencing in place of some ofour business travel? How can wereduce paper waste and other waste? Iwonder how much energy we’d save ifwe installed motion sensors in thebathrooms?”

To really understand the impact,you should track the changes as busi-ness process improvement projects. Ornot. Just the fact that you play thegame will get you saving and improv-ing and making a difference.

No matter what size your businessis, everyone can contribute to making agreener office environment by simplystarting small. Each small movementwill make everyone more comfortablewith bigger steps. For instance, chang-ing our lightbulbs, in the office or athome, is relatively simple and inexpen-sive to do. It’s like taking that firstpush on the bike - you’re on your way.Have a lightbulb smashing party forthe old bulbs, signifying the company’scommitment to being a green business.

Don’t smash the new bulbs though!About that mercury: if a compact fluo-rescent bulb breaks, treat it like themercury from those old thermometers- make sure to clean it up thoroughly.Treat broken or burned out bulbs ashazardous waste - put them in a bagand put them out with other hazardouswastes. When you bring those to thehazardous waste recycling center, bringthe bulbs, too. It’s really not that big a deal.

Computers generate lots of heatand provide lots of opportunities forenergy savings. Make sure defaults areset to standby or hibernate when idle;screensavers still use energy!Encourage staff members to start thehabit of turning computers off whengoing home or leaving the office for anextended period. Consider using powerstrips to shut down all electronics com-pletely.

When you’re ready to move ontobigger projects, your computer net-

works are a good place to look. Getmore efficient equipment, energy effi-cient chillers for data centers and checkinto computer power management forlarge-scale networks. In other areas,think about using solar water heaters,acquiring your own energy storage totake advantage of off-peak electricityprices, and xeriscaping the grounds toreduce the water usage. Use alternativefuels and alternative vehicles for com-pany vehicles. For those with dedicatedroutes, see if fully electric vehicles willdo the job. Share your research withother companies so they can benefit,

too. Knowledge dissipates fear, so con-tinually educate yourself and youremployees. Knowing you’re con-tributing to the solution just feelsgood! Like riding a bicycle. ▼

Editor’s Note: Susan Meredith is an engineer, MBA grad-uate and founder of HumanExcel, a corporate educationalfirm that helps organizations improve efficiency, reducewaste, and save energy. Her forthcoming book, ”BeyondLightbulbs: Lighting the Way to Smarter EnergyManagement,” provides insights based on years of researchon the innovative ways consumers, companies, and govern-ment organizations can reduce energy consumption anddependence on oil, and curb global warming. Susan’sexpertise includes global, personal, and organizationalenergy management. For more information visit:www.HumanExcel.com or call: 512.326.9300.

®16 NOVEMBER 2008 | DYNAMIC BUSINESS www.smc.org

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Making A Mark!by Carol Desmond

What is a trademark? A trademark is a sign capable of dis-

tinguishing the goods or services pro-duced or provided by one enterprisefrom those of other enterprises.

Any distinctive words, letters, numer-als, drawings, pictures, shapes, colorslogotypes, labels or combinations used todistinguish goods or services may be con-sidered a trademark. In some countries,advertising slogans are also consideredtrademarks and may be registered as suchat national trademark offices. An increas-ing number of countries also allow for theregistration of less traditional forms oftrademarks such as single colors, three-dimensional designs [shapes of products orpackaging], audible signs [sounds] orolfactory signs [smells]. However, manycountries have set limits on what can beregistered as a trademark, generally onlyallowing for signs that are visually percep-tible or can be represented graphically.

Examples:1. Trademarks: Microsoft; Froot

Loops; Ford (these are products orgoods).

2. Service marks: Blockbuster;McDonalds; Kinkos (these are ser-vices).

3. Logotypes: CBS eye in a circle; AppleComputer’s Apple; Nike Swoosh.

4. Color Marks: Kodak yellow packag-ing; Howard Johnson red roof;Owens-Corning pink fiberglass insu-lation.

5. Trade Dress: Coca Cola bottle shape;Banana Republic decorating motif;Pillsbury Doughboy.

6. Slogans: Microsoft’s ”Where Do YouWant To Go Today?” — IBM’s”Solutions For A Small Planet” —Clairol’s ”Hair Color So NaturalOnly Her Hairdresser Knows ForSure.”

7. Sounds: MGM’S lion roar; HarleyDavidson’s motorcycle exhaustsound; NBC’s chimes.

8. Collective Marks: ILGWU(International Ladies’ Garment

Workers’ Union); GSA (Girls ScoutsOf America); AAA (AmericanAutomobile Association).

9. Certification Marks: GoodHousekeeping Seal Of Approval;Harris Tweeds; Roquefort Cheese.

What are trademarks for? The main function of a trademark is to

enable consumers to identify a product[whether goods or service] of a particularcompany so as to distinguish it from otheridentical or similar products provided bycompetitors. Consumers who are satisfiedwith a given product are likely to buy oruse the product again in the future. Forthis, they need to be able to distinguish eas-ily between identical or similar products.

By enabling companies to differentiatethemselves and their products from thoseof the competition, trademarks play apowerful role in the branding and market-ing strategies of companies. The imageand reputation of a company create trust,which is the basis for establishing a loyalclientele and enhancing a company’s

goodwill. Consumers often develop anemotional attachment to certain trade-marks based on a set of desired qualities orfeatures embodied in the products bearingsuch marks.

Trademarks also provide an incentivefor companies to invest in maintaining orimproving the quality of their products inorder to ensure that products bearingtheir trademark have a positive reputa-

tion.The Value of Trademarks: A careful-

ly selected and nurtured trademark is avaluable business asset for most compa-nies. For some, it may be the most valu-able asset they own. Estimates of thevalue of some of the world’s most famoustrademarks such as Coca-Cola or IBMexceed $70 billion each.

Why should your companyprotect trademarks and servicemarks?

While most businesses realize theimportance of using trademarks to differ-entiate their products/services from thoseof their competitors, not all realize theimportance of protecting them throughregistration.

Registration, under the relevant U.S.trademark law, gives your company theexclusive right to prevent others frommarketing identical or similar prod-ucts/services under the same or a confus-ingly similar mark.

Without trademark registration, yourinvestments in marketing a product orservice may become wasteful becauserival companies may use the same or aconfusingly similar trademark for identi-cal or similar products/services. If a com-petitor adopts a similar or identical trade-mark, customers could be misled intobuying the competitor’s product/servicethinking it is your company’s prod-uct/service. This could not only decreaseyour company’s profits and confuse yourcustomers, but may also damage the rep-utation and image of your company, par-ticularly if the rival product/service is ofinferior quality.

Given the value of trademarks and theimportance that a trademark may have indetermining the success of a business inthe marketplace, it is critical to make surethat it is registered in the relevant mar-kets. In addition, a registered trademarkmay be licensed to other companies, thusproviding an additional source of revenuefor your company, or may be the basis fora franchising agreement.

“An Introduction toTrademarks for Small

and Medium-SizedEnterprises.” – Carol Desmond

On occasion, a registered trademarkwith a good reputation among consumersmay also be used to obtain funding fromfinancing institutions that are increasinglyaware of the importance of brands forbusiness success.

How can your company protectits trademarks and servicemarks?

Trademark protection can beobtained through registration and, insome countries also through use. Evenwhere trademarks can be protectedthrough use, you are well advised to reg-ister the trademark by filing the appro-priate application. Registering a trade-mark will provide stronger protection,particularly in case of conflict with anidentical or confusingly similar mark.

Is the registration of thebusiness name of your companysufficient?

Many people believe that by register-ing their business and its trade name atthe state business registry, the name is

automatically protected as a trademark.This is a rather common misconception!It is important to understand the differ-ence between trade names and trade-marks.

A trade name is the full name ofyour business , such as ”BlackmarkInternational Inc.” and it identifies yourcompany. It often ends with Inc., Corp.,LLC, or Ltd. or other similar abbrevia-tions that denote the legal character ofthe company.

A trademark, however, is the signthat distinguishes the product/service ofyour company. A company may have var-ious trademarks. For instance, BlackmarkInternational, Inc. may sell one of itsproducts as BLACKMARK but anotheras REDMARK.

Companies may use a specific trade-mark to identify all their prod-ucts/services, a particular range of prod-ucts/services, or one specific type ofproduct/service. Some companies mayalso use their trade name, or a part of it,as a trademark and should, in that caseregister it as a trademark.

Five point checklist for selecting atrademark:✓ Check that your trademark of choice

meets all the legal requirements forregistration;

✓ Conduct a trademark search to makesure that it is not identical or confus-ingly similar to an existing trademark;

✓ Make sure the trademark is easy toread, write, spell, and remember andis suitable to all types of advertisingmedia;

✓ Make sure the mark does not haveany undesired connotations in yourown language or of any of the lan-guages of potential export markets;

✓ Check that the correspondingdomain name [i.e. Internet address]is available for registration. ▼

Editor’s Note: Carol Desmond is president of TrademarksTo Go, Inc., a company that helps businesses and individu-als cut through the confusion and red tape involved in pro-tecting themselves from infringement on their brand, name,logo, or whatever else they have developed that identifiestheir unique product or service. For further information, call914.220.5474 or e-mail [email protected].


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Insurance Corner

Exercise Your Mind

The dog ran. The dogbarked. The dog raced.What else did the dog do?

That may seem like a silly question. But theact of thinking up verbs to go with nounspumps extra blood into your brain,

according to brain scans. Getting more bloodto the brain is an important way to counteractthe effects of aging. If there’s one general thingthat happens as people age, it’s that they showdecreased cerebral blood flow in certain areas.If you can increase the blood flow, then theneurons will be better nourished.

There are many exercises designed toincrease cerebral blood flow exercises, such asthe process of adding verbs to several nouns.There’s also serial subtracting. That involvesbeginning with a number such as 900, and thensubtracting any number from it – say seven. Soyou get 893, and then you subtract seven fromthat to get 886 … and so forth.

The exercises include visualizing, whichstimulates a different part of the brain. Forexample, one exercise asks listeners to visual-ize a schoolroom from childhood. Doing theexercises is great, but just doing somethingnovel is good for your brain, too. That’sbecause as you age, a percentage of yourbrain’s neurons die. You can still create newdendrites, however. They are the connectionsbetween the neurons. They grow from neurons,like branches grow from a tree, when you dobrain exercises or just think or see new things.The dentritic networks make a model to com-prehend those things.

So your goal is to make more dendrites.They are as vital to mental dexterity as phone

lines are to phone networks. If you keep chang-ing the input, the brain keeps adding more net-works. The stranger, the better and the morenovel, the better.

Getting physical exercise and eating low-fatfoods are important, too, for their benefits to therest of the body certainly apply to the brain.

The chemistry of the brain is complex, anddoes not necessarily improve with age. Forexample, over the years, stress produces corti-sol, which damages the glial cells that providenutrients to the neurons in your hippocampus, apart of the brain. Your hippocampus helps han-dle, among other things, short-term memory.

But, it’s wrong to assume that old peoplecan’t compensate for those physical changes.There is evidence from studies in other coun-tries that some memory deficits in olderAmericans may be a self-fulfilling prophecy.

Our culture expects older people to have short-term memory loss, and so they do. In China,older individuals are respected, and do notshow the same memory problems.

Research by a Harvard scientist showedthat presenting older people with subliminalpositive words and phrases regarding effectivememory actually increased their scores onmemory tests. So older folks can keep theirminds sharp, even if they can’t do everythingthey could when they were 17.

It’s also important for older people to havelots of activities, including frequent socializingwith others. Consider taking up hobbies, or achallenging volunteer position. Interact withothers on the Internet, but get out with real peo-ple, too. ▼

Source: EAP Solutions and Life Advantages, LLC.

SMCNEWS

High Stress (Continued from page 13)


Human ResourcesReport

Being a Well-Loved Bossby Paul Facella

If you're a manager, supervisor, departmenthead, senior executive, or business owner,it's more important to be respected than to be

loved. But here's a secret: You can be both.Being a well-loved boss isn't about develop-

ing a cult of personality. In fact, you don't haveto have fantastic people skills to win overemployees. What you do need is a commitmentto make connection - real connection - with thepeople who work under you. That means gettingto know their challenges, their work style, theirstressors, and their role in the overall functioningof your company. It also means noticing them,acknowledging them, and listening to them.

Having worked at McDonald's Corporationfor 34 years -- starting as a grill man and work-ing my way up to regional vice president of theNew York region, with more than $600 millionin sales annually — I learned from some of theworld's most legendary leaders. From latefounder Ray Kroc, former CEO Fred Turner, andformer president Ed Rensi, I learned what itmeans to earn the love and respect of employ-ees. Here are some tried-and-true ways to makethat all-important connection with your staffand employees.

Be on the other end of the phone. AtMcDonald's, even today, any employee canphone the CEO and get a call back within 24

hours if he's unable to take the call. That kind ofaccess lets your employees know you care.

Keep the door open. McDonald's head-quarters in Oak Brook, Illinois, was built with-out walls or doors. Although that may be physi-cally impossible at your company, having an"open door" policy isn't. An open door says,"I'm here for you."

Start an ombudsman program. If youdon't have one already, set up a process bywhich employees can air complaints to an unbi-ased party who does not report to anyone in thecompany — even executive management.

Make friends — yes, friends — withcoworkers. In their book, First, Break All theRules, authors Buckingham and Coffman, afterinterviewing more than 80,000 managers, con-cluded that the most effective managers werethose who build personal relationships withtheir people. Why? Because true friends won'tbe yes-men. They'll tell you when you're offtrack and give you genuine feedback. Makingfriends with direct reports may not be the bestidea, although there is nothing wrong withdoing so if you keep them focused on perfor-mance outcomes.

Work alongside your front-line peo-ple. Commit to spending regular quality timewith customers and staff members who interactwith them every day. You will learn from them,and they can learn a great deal by watchingyou. This is great practice, if being a "peopleperson" doesn't come naturally to you, in relat-ing to and chatting about the very real issuesand problems your people face very day.

Don't get too big for your britches.Seek out and develop a network of individualswhom you can rely on for good feedback andadvice. Don't react and don't be defensive.Listen to what they have to say.

Stay conscious of your image. The

essence of a good relationship is to ask your-self: "Do I enjoy being around this person?"Now ask yourself, "Do I make it enjoyable formy people to be around me?"

Be in the thick of things. Whether it'sholiday time in retail businesses, dinner rush inthe restaurant industry, or quarterlies in thefinancial sector, take a tour of your facilitieswhen your people are in the thick of their moststressful times. This is a huge morale boosterfor them, and you may just learn a thing or two.

Set an example. Whether it's by havingan immaculate office, answering e-mailspromptly, knowing people's first names, orwalking to work, your behavior is beingwatched. Your people view you as a role model.Being an inspiring and positive role model willwin you friends, admirers, and loyal employees.

Be consistent. A true leader is able to behonest with others and hold everyone to thesame standard. If you notice that one of yourmanagers is a poor performer but don't dealwith it, you will lose the respect of youremployees.

Remember: Not every competent leader iswell loved by his or her employees — only thebest ones are. ▼

Editor’s Note: This month’s guest author is PaulFacella, CEO of Inside Management (www.inside-man-agement.com), a nationally recognized group of results-oriented senior consultants with expertise in every facetof business and commerce. A 34-year veteran and for-mer executive at McDonald's Corporation, he is authorof Everything I Know about Business I Learned atMcDonald's (November 2008, McGraw-Hill).

Dynamic Business readers should contact EileenPetrone, SMC’s manager of Human Resources for HRhelp and advice via e-mail, [email protected]. For answers to your HR questions, [email protected] or phone. 1.800.553.3260.

Complete a mini Progressive Muscle Relaxationprotocol at your desk. Pick various muscle tensing activi-ties, such as pointing your toes toward head, clenching yourfists, and raising your shoulders to your ears. Separately,tighten each muscle grouping for 30 seconds and thenrelease, feeling the difference between tensing and relaxing.Once you stop tensing, your body wants to relax and willassist you in helping these specific muscles to relax, whichalso promotes overall body and mind relaxation.

Draw circles. By any chance do you find yourself get-ting frustrated while sitting in a meeting and are not in themood to think positively, can’t leave and go for a walk, andhave already tried the breathing and are still frustrated?One last resort before blowing your cool is to just take yourpen to paper and draw circles. The process of activelydoing something in your control plus the symbolic repre-sentation of the circle (i.e. wholeness and completeness)should be enough to get you through to the end of the

meeting. Of course, after the meeting it is suggested youtake a walk, remembering to breathe deeply in order toprocess out the built up stress effects from the meeting.

As you can see, stress management can be simple. Nowthat you know these five helpful stress management tech-niques, you only have one decision to make. You can eithercommit to a few minutes a day of conscious practice of thesestress management techniques or you can continue to avoidacknowledging your Yellow Flags that indicate you are notmanaging your stress levels. You have a choice to stayhealthy and happy in the fast lane with green lights ahead orcrash and burn from hitting stress alert - Level Red and suf-fering through the related consequences. It is your choice.Please choose wisely. ▼

Editor’s Note: Dr. Julia M. Rahn is a clinical psychologist and founder of FlourishStudios™ – a multi-faceted learning center. In addition to running Flourish Studios™ andworking individually as a therapist with her clients, she is a speaker and consultant. To findout more about Dr. Julia and Flourish Studios™, please visit www.icanflourish.com or call773.281.8130.


SMCNEWS

Legislative Report

PoliticalGames — HowWars Are Wonand Lostby Eileen Anderson

“People who respect lawsand sausage should watchneither being made.” Q. What is the emotion felt when a criti-cal piece of legislation to reauthorize thePA Health Care Cost Containment Council(PHC4) is scuttled because our state lead-ers spend more time playing brinksman-ship than working to get things done?

A. Outrage. The Governor signed many billsinto law, but this session will be rememberedmore for what it didn’t pass: MCARE malpracticepremium subsidies for physicians and hospitalsand most important to SMC, Reauthorization ofPHC4.

MCARE is a fund to keep physicians inPennsylvania by subsidizing medical malpracticeinsurance premiums, which are excessive com-pared to other states, and was on track to expireMarch 31.

PHC4‘s enabling legislation was set to expireJune 30 unless reauthorized by the Generalassembly and Governor. PHC4 is an importanttool to control the spiraling growth of health carecosts. Since 1986 PHC4 has been a nationalleader in collecting, analyzing, and publishingdata about the cost and quality of health care.They have been issuing reports, comparing hos-pitals in terms of their profits, their infectionrates, etc. and they have produced dramaticreports illustrating how widely payments varyamong different hospitals for doing the same pro-cedure, same outcome. This kind of informationis critical for health care reform in Pennsylvania.

Q. It is unthinkable that PHC4 reauthori-zation legislation that passed both Housesunanimously by votes of 50-0, 201-0, wasstopped dead in its tracks. How did ithappen?

A. Short Answer - Governor Rendell and leg-islative leaders failed to reach a consensus onhealth care for the uninsured primarily because ofa disagreement over the cost of the program andthe source of the funding.

Unfortunately, MCARE medical malpracticesubsidies and reauthorization of PHC4 werecaught in the middle of the battle. The Governorand House refused to continue the MCARE sub-sidy without passage of his health insurance planbecause they wanted surplus money from theMCARE fund used to cover the uninsured. TheSenate refused to pass the health insurance legis-lation or to reauthorize PHC4 without an agree-ment from the administration to extend theMCARE subsidy for physicians.

B. Long Answer - In a senseless game ofbrinkmanship the agency critical to health carereform in Pennsylvania will be out of business asof November 30. Everyone lost except for thepowerful hospital association, which has beentrying to get rid of PHC4 for years.

Reauthorization of PHC4 has been a centralcomponent of SMC’s health care agenda.

March 2008 - Our push to reauthorizebegan last spring. Several health care reform billswere brought to the floor by House Democrats,including Governor Rendell’s Cover AllPennsylvanians and PHC4 Reauthorization,whose enabling legislation at that time was set toexpire June 30. SMC urged House lawmakers toreauthorize PHC4.

In December, the Governor said that if hismajor expansion of state subsidized health insur-ance was not passed he would not reauthorizeMCARE subsidies. The stage was set. MCAREreauthorization became the Governor’s bargainingchip and lever to force action by the legislatureon his plan to cover the uninsured.

The House Democrats’ revised and passedGovernor Rendell’s insurance plan and the billwent to the Senate and stalled. Governor Rendellmade good on his December threat to stop pay-ing malpractice insurance premiums for doctorson March 31. The PHC4 reauthorization bill didnot come to a vote in March.

May /June 2008 - SMC members visitedthe offices of more than 50 legislators in an effortto build support for the PHC4 Reauthorizationsince the June 30 deadline was quicklyapproaching. We urged the Senate to supportPHC4 and encouraged members to contact theirlegislators. Prior to June 30, the House reautho-rized PHC4 for another 10 years. The Senatereauthorized it for five years and added anMCARE subsidy amendment onto the bill to helpthe physicians and hospitals, unanimouslyapproved the legislation, and sent it to the House.

When lawmakers have a problem getting apiece of legislation acted on, it is a common tac-tic to attach it as an amendment to a piece of leg-islation that is a sure bet and absolutely has topass. This was the Senate’s strategy to getMCARE separated from the Governor’s insuranceplan. Only this time it backfired. The Governor,who was not opposed to any of the three initia-tives, threatened a veto because it jeopardized hisinsurance bill, and the House Democrats refusedto bring the Senate bill to a vote. The Governorand House Democrats arrived at a classic stale-mate with the Senate over legislation to reautho-rize the agency.

In a roller coaster week, the Governor abrupt-ly shuttered PHC4 offices on June 30. On July 9,after the legislation appeared to be dead, theGovernor issued an Executive Order puttingPHC4 back in business through November 30.Lawmakers broke for summer recess.

September/October 2008 - SMC andmembers once again pushed for passage of thetwo PHC4 reauthorization bills in the Houseawaiting a final vote. Now lawmakers had to passthe Governor’s health insurance plan in order toassure passage of the MCARE subsidy andReauthorization of PHC4. Ultimately they wereunable to agree on the revised health insuranceplan.

In a terrible game of one upsmanship andhostage-taking everyone ended up losing….thepublic, purchasers and consumers who losttheir ability to make better and more informedhealth care decisions that restrain costs and savelives, SMC companies, physicians, and PHC4.The renowned state agency so critical to healthcare reform in Pennsylvania will close onNovember 30 absent any executive action by theGovernor. ▼

Editor’s Note: Eileen Anderson is vice president of RedClay Tile Works, an SMC member-company, and SMC’sGovernment Relations manager. She can be reached via e-mail [email protected] or by phone 412.342.1606.

Special Meeting onWorkforce Developmentwith Representative Mike TurzaiTuesday, November 25, 2008The ChadwickRichard Road, One Wexford SquareWexford, PATime: 9:00 – 11:00 A.M.By reservation ONLY; No Walk-InsR.S.V.P. www.smc.org

Join us for breakfast and a roundtable discussionof manufacturers’ workforce issues withRepresentative Turzai, members of the PA House of Representatives GOP Policy Committee,and experts in workforce development.


Central Region Newsby Lois A. Snell

Editor’s Note: Lois A. Snell is a Member Services manager,SMC Business Councils, in the Central Region office. Call TollFree 877.762.4748 or e-mail [email protected].

Attention SMCmembers withCapital BlueCrossmedicalinsurance!

As a reminder, our renewal date has changed.Member companies that used to renew everyNovember will now renew on March 1, 2009.

This affects those member-companies that receive amonthly insurance invoice from the SMC ServiceCenter. Look for more information early in 2009!

Mark Your Calendar!

Wednesday, December 3, 2008

Holiday MixerDuke’s Riverside Bar & GrilleWormleysburg, PA5:00 – 7:00 p.m.Cost: $5 per person for SMC members and theirguestsSMC's annual Mixer will feature appetizers, drinks,and good cheer as we celebrate the Holiday Season.

Saturday, January 17, 2009

SMC Hockey MixerThe Giant CenterHershey, PADinner – 5:30 p.m.Game – 7:00 p.m.Cost: $36 per person for SMC members and theirguestsCome out and cheer for the Hershey Bears as they takeon their archrival, the Philadelphia Phantoms. Enjoy agreat buffet dinner in a private room that overlooks thehockey rink. After dinner, enjoy the game from yourfantastic floor seats.

To make reservations for both events, please e-mail [email protected]. ▼

News for Manufacturersby Carol Winterhalter

Coming Next Month – “TheBusiness Quick Guide”

At many meetings this year, the Manufacturing Committee expressed frustration that theycould not find a comprehensive listing of funding sources available for workforce trainingand other business development programs. Several years ago, the Southwestern

Pennsylvania Entrepreneurial Assistance Network published a quick reference guide of businessrelated, not-for-profit assistance agencies that provided these services. That comprehensiveguide is now out of print and no longer available.

SMC staff approached network members – The Duquesne University Small BusinessDevelopment Center and the Pittsburgh Regional Alliance – about forming a partnership to recre-ate this document and bring it up-to-date; we have been working on this project since May andare now in the final stages of completion.

Next month the re-titled “Business Quick Guide” will be a part of this magazine and willidentify not-for-profit organizations whose missions include assistance to existing and prospec-tive businesses. In it you’ll find listings for more than 150 agencies serving SouthwesternPennsylvania including Allegheny, Armstrong, Beaver, Butler, Fayette, Greene, Indiana,Lawrence, Washington, and Westmoreland Counties. The intended use of the “Business QuickGuide” is to provide a quick reference of agencies that offer the most services with the least num-ber of calls required from the inquiring individual.

The listings have been categorized into four key areas. We offer below a very brief look atwhat’s contained in each area: ■ Management Assistance – Business Plan Assistance; Market Research; Human

Resources■ Funding Sources – Working Capital; Equipment and Gap Financing; Venture Funding■ Specialized Services – Technical Assistance; E-Commerce; Education & Workforce

Training.■ Business/Trade Organizations - Industry Information; Insurance; Incubator Facilities ▼

Special Program — “TheNew Energy Economy”

Imagine a world without lights, without television and radio, without industry, without cars andtrucks – without energy. Our society would come to a halt. It has been taken for granted fordecades that energy is plentiful and cheap, but that situation is changing. Pennsylvania has the

potential to be a major center of the energy industry moving forward, but only if it has theworkforce to carry it there.

The Advanced Manufacturing Career Collaborative will present a program onThursday, November 13, 2008, at the Penn State Greater Allegheny StudentCommunity Center, Ostermayer Room, 4000 University Drive, McKeesport, PA,from 9:00 a.m. to Noon.

You are invited to come and learn about this new economy. For directions to the campus:http://www.ga.psu.edu/Information/19324.htm?cn716. For additional information, contactMarisol Wandiga at New Century Careers, e-mail:[email protected]. ▼

Editor’s Note: Carol Winterhalter is staff liaison to the Manufacturing Council and advertising manger of DynamicBusiness. She can be reached via e-mail, [email protected].


▼ PEAK PERFORMANCE SELLING

In a complex sale one of the mostcomplicated tasks is uncoveringthe prospect’s decision-makingprocess. In a software or servicessale, 65 percent of all “losses”fall into the category of the clienttaking no action whatsoever. Yetsales people may have investedthousands in the sales process —including phone calls, visits, webdemos, proofs of concept, andmultiple iterations of proposals.

I have routinely run sales workshops with20 very bright and capable individuals whocollaborated for 15-20 minutes, brainstorm-ing every possible decision making processquestion and still missed 3-4 crucial ones.They simply had no organized way to collectthe information.

Here’s my advice. Take a look at theclient’s decision-making process as a seriesof steps.

The first step includes a broad under-standing of the process, as opposed to justthe specific people involved. These are ques-tions like, “In the past when ABC Companywent about justifying a new application in thebudget range of $500K, help me understand,what were the steps of the process?”

Pay attention not only to the steps, butalso to the intermediate decisions to be madeat each step. And don’t have “happy ears” – ifthe prospect did not mention a step thatshould have been included ask for example, “Ididn’t hear you mention any involvement fromthe user community, is this for a reason?”

Once you understand the steps and thedecisions at each step then move into who isinvolved. This is the “cast of characters” andincludes the likes of:

■ The ultimate signer.■ The economic buyer.■ The technical buyer.■ The users.■ The white knight (or your inside sales

person).■ The black knight (or your competitor’s

inside sales person).■ Outside consultants.■ The competition (including those inside

the company).■ The incumbent.

Next, it’s important to understand the cri-teria being used in making the decision.When speaking about criteria, always be sureto have the prospect prioritize.

An example of a criteria question cansound like, “Let’s suppose I wasn’t invited toparticipate in the proposal process, and it wasjust between Competitor A and B. Basedupon what you know so far whom would youselect? Why? What do you like about them?Why not the other one? What is it that youdon’t like about them? Back to A….nobody’sperfect, if A could do anything differently orbetter, what would it be?” This question notonly gets criteria on the table, but also canserve to isolate the true competition.

The next step includes timelines for thesedecisions. An example. “Let’s suppose thesoftware was up and running and working,when would you want to be live with the usercommunity? What has to happen betweennow and then to get there?” Besides gettingyou great information, this timeline frequentlyadds urgency to the process.

Finally do not ignore showstoppers.Showstoppers include questions like:■ “Is doing nothing an option?”■ “Is doing it in-house an option?”■ “Why not stay with the incumbent?”■ “What if nothing changes?”■ “What haven’t we discussed that could be

a showstopper?”

Amateurs frequently bungle away theopportunity to get necessary and importantinformation to truly qualify an opportunity.This gets a “no” after many months and dol-lars have been invested. The professionalgets their “no” upfront. They are looking toclose the sale or close the file.

Editor’s Note: John Rosso is president of PeakPerformance Management, Inc., a sales force trainingand development company that helps businessesincrease close ratios, increase margins, and shortenselling cycles. For information:www.superiorselling.com or phone 412.928.9933.

Understanding the Decision Process in a Complex Saleby John Rosso

SMCNEWS


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New Members

Pittsburgh and Western Region

Admit Medical TestingAdmit Medical TestingMr Dean A. CarteDrug and Alcohol Testing3401 Brodhead RoadAliquippa, PA 15001-1280Phone: 724 770-0710Fax: 724 770-0609E-mail: [email protected]

Allegheny Mortgage Corp.Mr Terry JohnstonMortgage Banker2001 Lincoln WayWhite Oak, PA 15131Phone: 412 672-8710E-mail: [email protected]

Alliance Cost ContainmentMr Kevin W. MooreExpense Reduction/Cost ContainmentConsulting(Alliance Cost Containment)1845 Menold CourtAllison Park, PA 15101-2832Phone: 412 548-3921Fax: 412 366-1442E-mail: [email protected]://www.alliancecost.com

Barr's InsuranceMs Robyn McMunn-GuthInsurance257 Seneca StreetOil City, PA 16301-1303Phone: 814 677-3012E-mail: [email protected]

BrandMillMr Stephen WayhartMarketing Consultancy325 East Main Street, Suite 200Carnegie, PA 15106-2773Phone: 412 401-0555E-mail: [email protected]

Career Development CenterMs Cheryl S. Finlay, Ph.D.Career Assessment, Vocational testing,Marketing your jobcampaign, Interview practice, Access tothe CDC job bank,Resume writing, Successful interviewingtechniques,5743 Bartlett StreetPittsburgh, PA 15217-1515Phone: 412 422-5627Fax: 412 422-9540E-mail: [email protected]

Carnegie Supply CompanyMr Edward ApplebaumHardware Store528 East Main StreetCarnegie, PA 15106-2051Phone: 412 279-4646

Clearpoint Advisors, LLCMr Eric RaderInsurance2591 Wexford Bayne RoadSewickley, PA 15143Phone: 412 559-8275

Corvel Corp.Mr Joe RenaudManufacturing661 Anderson DrivePittsburgh, PA 15220-2700Phone: 412 922-4077Fax: 412 922-4285E-mail: [email protected]

Dove Contracting, Inc.Mr Marc ColemanConstruction management, Generalcontracting, Retailfixturing/Millwork302 Bridlewood CourtCanonsburg, PA 15317-4924Phone: 724 678-2499Fax: 724 746-6807E-mail:[email protected]://www.doveconsultinggroup.com

ELG MetalMs Valerie DelmerScrap369 River RoadMcKeesport, PA 15132-3882Phone: 412 672-9200E-mail: [email protected]

Environmental Planning &DesignMs Susan SimmersDesign Firm100 Ross Street, 5th FloorPittsburgh, PA 15219-2013Phone: 412 261-1000E-mail: [email protected]

ExOne Corp, LLPMr Rick ClarkService Organization8075 Pennsylvania AvenueIrwin, PA 15642-7704Phone: 724 765-1352E-mail: [email protected]

Fisher & LudlowMs Kimberly HolzerManufacturing2000 Corporate DriveWexford, PA 15090-7611Phone: 724 934-5309E-mail: [email protected]

Gateway FinancialMs Melissa IppolitoFinancial444 Liberty AvenuePittsburgh, PA 15222-1220Phone: 412 497-1787E-mail: [email protected]

The Gateway Clipper FleetMs Suzanne G. KrugCharters, Cruises, Events, Meetings350 West Station Square DrivePittsburgh, PA 15219Phone: 412 355-7990Fax: 412 355-7987E-mail: [email protected]://www.gatewayclipper.com

The Goldman OrganizationDavid GoldmanBusiness and Personal DevelopmentCoaching and SpeakingP.O. Box 15893Pittsburgh, PA 15244-0893Phone: 412 771-7447Fax: 412 771-7443E-mail: [email protected]://www.goldmanorg.com

Pete GroszMr Pete GroszFinancial PublishingPMB 124, 4017 Washington RoadMcMurray, PA 15317-2520Phone: 724 941-3827E-mail: [email protected]

Gupta Permold Corp.Mr. L. P. GuptaContract Manufacturing234 Lott RoadPittsburgh, PA 15235-4025Phone: 412 793-3511Fax: 412 793-1055http://www.guptapermold.com

Harvest Financial Corp.Mr Frank D. RuscettiTwo Gateway Center, 17WPittsburgh, PA 15222Phone: 412 391-1466Fax: 412 391-1406

Jon P DzurkaMr Jon P. DzurkaIndustrial Chemical Supplies178 Brownsdale LaneGeorgetown, PA 15043-1099Phone: 724 650-6388Fax: 724 573-4193E-mail: [email protected]

Kennywood EntertainmentMr John RodgersAmusement, Theme and Water Parks4800 Kennywood Blvd.West Mifflin, PA 15122-2316Phone: 412 461-0500Fax: 412 461-1825E-mail: [email protected]://www.kennywood.com

Klingensmith HealthcareMr Kirk MontgomeryHealthcare404 Ford StreetFord City, PA 16226-1230Phone: 724 763-8889E-mail: [email protected]

Lakeland Dairy FarmMr Jeffrey McFarlandDairy Farm272 Angel RoadNew Wilmington, PA 16142-1710Phone: 724 946-3282Fax: 724 946-8865E-mail: [email protected]

LaMarca ConstructionManagement, Inc.Ms Judy PollackHospitality and Retail Renovations526 East Bruceton RoadPittsburgh, PA 15236-4577Phone: 412 943-1700Fax: 412 943-1702E-mail: [email protected]

Mailing Services ofPittsburghMs Diane RattayBusiness mailing155 Commerce DriveFreedom, PA 15042Phone: 724 774-3244Fax: 724 774-6996E-mail: [email protected]

Matrix Property SettlementMr Blane PuskaricSettlement2933 Jacks Run RoadMcKeesport, PA 15131-2544Phone: 412 664-8000E-mail: [email protected] InternationalMr Jeffrey TownsendManufacturing125 Sisler StreetKingwood, WV 26537-1026Phone: 304 329-1105E-mail: [email protected]

MetaFitnessMs Paula FranettiMetabolism-based fitness, techniques &consulting1036 East End AvenuePittsburgh, PA 15221-3432Phone: 412 247-4957Fax: 412 247-1120E-mail: [email protected]

MJS Foods, Inc.Mr Mike WalkerGrocery Stores917 ButlerPittsburgh, PA 15223-1303Phone: 412 487-1460E-mail: [email protected]

Nutrition, Inc.Mr Don BakerFood service202 S. Third StreetWest Newton, PA 15089-1360Phone: 724 787-7887E-mail: [email protected]


PTC AllianceMs Renee KerrSteel Tube Manufacturer605 Wallace Road Ext.Wexford, PA 15090-2629Phone: 412 299-2644Fax: 412 299-2629E-mail: [email protected]

Patintelligent, LLCMr Craig WallerManagement Consulting409 Broad StreetSewickley, PA 15143Phone: 412 663-1121Fax: 412 399-1318E-mail: [email protected]://www.paintelligent.com

Peter Habib & AssociatesMr Joseph HabibArchitects5 Hot Metal Street, Suite 202Pittsburgh, PA 15203-2354Phone: 412 432-1120E-mail: [email protected]

Pittsburgh Property &CasualtyMr Ed LomisInsurance180 Fort Couch Road, Suite 335Pittsburgh, PA 15241-1024Phone: 412 854-4111E-mail: [email protected]

Pony League BaseballMr Brent LiberatoreBasball/AthleticsP.O. Box 255Washington, PA 15301-0255Phone: 724 225-1060E-mail: [email protected]

Precision BalanceMr William WolkanSmall Manufacturing & FabricatingMachine Shop. We havemanual and CNC Lathe and Millcapabilities.300 Valencia RoadEvans City, PA 16033-7704Phone: 724 586-7178Fax: 724 586-2087E-mail:[email protected]

Quest Fore, Inc.Mr Ken CuccinelliWebsites, Strategic Planning, GraphicDesign, Market Research, Marketing,Public Relations2100 Wharton Street, Suite 500Pittsburgh, PA 15203-1972Phone: 412 381-6670Fax: 412 381-6680E-mail: [email protected]://www.questfore.com

Quintech ElectronicsMr Robert AllenElectronics250 Airport RoadIndiana, PA 15701-8944Phone: 724 349-1412E-mail: [email protected]

Randi Haimovitz InsuranceRandi HalmovitzInsurance and Financial Products2713 Murray AvenuePittsburgh, PA 15217-2419Phone: 412 697-3560Fax: 412 697-3564E-mail: [email protected]://www.allstate.com

Richard DowneyMr Richard DowneySpecialty Chemicals & IndustrialSupplies2346 Lambeth DrivePittsburgh, PA 15241-2450Phone: 412 427-7476E-mail:[email protected]

River's Edge Alliance Group,LLCMr Scott MashudaMergers & Acquisitions, BusinessValuations and BusinessBrokerage.P.O. Box 24553Pittsburgh, PA 15234-4553Phone: 440 915-3082Fax: 412 592-0929E-mail:[email protected]://www.riversedgealliance.com

Robert Morris University-CaresZbigniev CzajkieviczEducation research product developmentfunding technologysolutions6001 University Blvd.Moon Township, PA 15108-2574Phone: 412 397-3692E-mail: [email protected]://www.rmu.edu/cares

Sabika Austrian CrystalJewelryMs Charlotte KaltenbaughStunning, handmade, designer,Swarovski crystal jewelry,made by woman for woman. This is theonly direct salePittsburgh based jewelry on the market.I am available forhome parties, fundraising events, andindividual consultant.113 Beacon Hill DriveCranberry Township, PA 16066-6801Phone: 724 584-3666E-mail: [email protected]://www.mysabika.com

Shults FordMs Linda SternerCar Dealership10401 Perry HighwayWexford, PA 15090-9712Phone: 724 934-2388E-mail: [email protected]

Spa-NiqueMr Reed TrippMobile Day Spa2492 Richard RoadWexford, PA 15090Phone: 724 272-5004E-mail: [email protected]://www.spa-nique.com

Stahl DFCMr George Vudrogovic, IIIFulfillment Center1 Stahl DriveMasontown, PA 15461-2585Phone: 724 583-1176E-mail: [email protected]

Steel City WirelessMr Karl ShandorWireless Phones & Services3607 Library RoadPittsburgh, PA 15234-2230Phone: 412 892-9229Fax: 412 892-9220E-mail: [email protected]

Store ExpressMr Steve MitnickStorage Units100 Hafner AvenuePittsburgh, PA 15223-2225Phone: 412 449-0123E-mail: [email protected]

Tomo Technology, Inc.Mr Mike FermicaDevelop, Manufacture Laser, CamerasTo Scan Objects4156 Kenneth Drive, Suite 200Gibsonia, PA 15044-5324Phone: 724 443-8324

Vocollect F08Mr Tom MalleyManufacturing703 Rodi RoadPittsburgh, PA 15235Phone: 412 349-2510E-mail: [email protected]

Warwood SchoolsMr Andy GarberTeaching150 Viking DriveWheeling, WV 26003-7028Phone: 304 243-0394E-mail: HYPERLINK"mailto:[email protected]"[email protected]

Harrisburg and Central Region

206 DesignMr Gregg SheibleyGraphic Design, Advertising, Graphic Art5264 East Trindle RoadMechanicsburg, PA 17050-3551Phone: 717 796-9849Fax: 717 796-9850E-mail: [email protected]

LIA Services, LLCMr Robert GallmannLife Insurance Appraisal and AdvisoryServices6551 Windmere CourtHarrisburg, PA 17111-6839Phone: 717 712-4341Fax: 425 790-4341E-mail:[email protected]://www.lifeinsuranceappraisers.com

MA CompressorMr Mark LewisProvides Maintenance on IndustrialEquipment10610 Enfield RoadFelton, PA 17322-7866Phone: 717 845-9689

Rick Menet PaintingMr Rick MenetPainting Contractor156 Skyline DriveReading, PA 19606-8531Phone: 610 621-9390Fax: 610 779-8473E-mail: [email protected]

Mt. Pleasant Church of GodMr Thomas MyersReligion (non-profit)146 South York RoadDillsburg, PA 17019-9514Phone: 717 697-2488E-mail:[email protected]://www.mtpleasanterc.egge.org

The Red LancersMr Charles RobinsonModel Soldiers, Sales of antiques,primarily model soldiers14 Broadway StreetMilton, PA 17847-1127Phone: 570 742-8118Fax: 570 742-4814E-mail: [email protected]://www.redlancers.com

Karen Steyers dba AFLACMs Karen SteyersInsurance Sales2405 Park Drive, Suite 205Harrisburg, PA 17110-9313Phone: 717 234-5100Fax: 717 234-7271

Congratulations

Anthony GrecoSalesperson of the Month

for July/August 2008

Special EventWednesday, November 26, 2008

PICPA Thanks forGiving Luncheon“A Tribute to Myron Cope”Heinz Field, Pittsburgh11:00 a.m. – 1:30 p.m. Fee: $95 per personR.S.V.P. PICPA’s Western Regional Office -412.261.6966 or [email protected] event, sponsored by the PennsylvaniaInstitute of Certified Public Accountants as part ofthe Pittsburgh 250 Homecoming Weekend, willpay tribute to Pittsburgh’s legendary sports broad-caster and journalist, Myron Cope. Art Rooney,president of the Pittsburgh Steelers will be the fea-tured speaker. Steeler alumni, Pittsburgh sports fig-ures, and local celebrities will share Cope storiesand anecdotes. Elizabeth Cope, Myron’s daughter,is the honorary chair of the 2008 Thanks forGiving Luncheon. Net proceeds of the luncheonwill benefit the Autism Society of Pittsburgh andAllegheny Valley School.

Tuesday, December 9, 2008

Holiday MixerFrick Art Museum and Clayton5:00 – 8:00 p.m.Fee: TBDMembers will enjoy cocktails and hors d’oeuvres inThe Frick Art Museum, and tours of Clayton, theFrick Mansion, throughout the evening. Thegallery exhibit will feature “A Century of ItalianDrawings.”R.S.V.P.: www.smc.org

Planning AheadMark These Dates . . . Exciting DetailsWill Follow

Thursday, January 15, 2009

Post Holiday Mixer forElected OfficialsSheraton at Station Square5:30 – 7:30 p.m.Fee: TBD

Sunday, February 8, 2009

SMC Hockey Game &GatheringPittsburgh Penguins vs. Detroit Red Wings3:00 p.m. Fee: $175 per person for members; $200 per per-son for non-membersR.S.V.P.: www.smc.org

Thursday, March 12, 2009

Wine Tasting PartyPalate Partners2013 Penn Avenue - (across from PA Macaroni)5:00 – 7:00 p.m.Come out and sample Dread Nought WinesFee: Members: $25 per person until March 5; $35after that dateNon-Members $40 per person

Friday, March 20, 2009

E-Magnify “Building aWorld Class Business”ConferenceWestin Convention Center HotelFull Day ProgramInformation: www.e-magnify.com

SMCCommittee

MeetingsAmbassadors/

Membership CommitteeThursday, December 18, 2008

at 12:00 p.m.R.S.V.P.: Gerri Corvino, E-mail [email protected]

Benefits CommitteeTuesday, December 16, 2008

at 12:00 p.m.R.S.V.P.: Kim Flowers, E-mail [email protected]

Communications Committee

Monday, December 15, 2008at 11:30 a.m.

R.S.V.P.: Mary Heindl, E-mail [email protected]

Education CommitteeDate to be Determined

Information: Eileen PetroneE-mail [email protected]

Government RelationsCommittee

Date to be DeterminedInformation: Eileen Anderson

E-mail [email protected]

Manufacturing CommitteeDate to be Determined

Information: Carol WinterhalterE-mail [email protected]

All Committee meetings are held at SMC Headquarters,

Westinghouse Research &Technology Park

1382 Beulah Road, Building 801Pittsburgh, PA 15235

Editors’ Note: SMC Members arecordially invited to attend any meeting of

their choice. Committee meetings are heldat SMC Headquarters. We ask that youplease let us know if you’re planning to

attend as food is served. Members in theCentral Region can participate via our

teleconferencing system. Ask Lois Snellin the Harrisburg office for details. Phone:

877.762.4748 or e-mail [email protected].


ComingEventsSmall Business Calendar

YOU are cordially invited to join an SMC Committee . . . In order to make association service more meaningful to volunteer members who serve on SMCCommittees, all future Committee meetings will be restructured so that 40 percent of the meeting will bedevoted to association topics and 60 percent of the time will be spent on business topics related tomembers’ stated interests. Topics could range from the economy to human resources and tax questions,or maybe even advice on how to solve a problem one of the members is having within his/her company.Initially, several Committees have asked their members to submit marketing, financial, or HR problems forgroup discussion. At the next meeting, the Committee as a whole will brainstorm and discuss the topicwith the goal of finding a creative solution to a member’s problem.

Just e-mail the staff liaison person listed on the business calendar if you want further information aboutthe duties of each SMC Committee or are interested in participating as a volunteer leader of SMC. Welook forward to welcoming you soon.

Jim PaparielloStudios, Inc.

412.831-8478

DBMarketplace

SMC ONLINE

Your Site For...SMC Membership Information;Up-to-date Legislative Reports;

Buy and Sell* Notices;Dynamic Business Electronic Edition

CHECK OUT OUR WEBSITE TODAY!

www.smc.org * Call Joe Palermo for details at 412/371-1500.


■ Low out-of-pocket cost means anefficient media buy for your business.

■ Both display and classified ad spaceis available.

■ 81% of our readers are CEOs andPresidents.

■ Over 63% have household incomesover $75,000.

CALL CAROL WINTERHALTER AT DYNAMIC BUSINESS MAGAZINE412/371-1500

KEY REASONS TO AD VER TISE IN

Purchasing InfluenceOur Readers purchase over $900 mil-lion in goods and services each year:■ 69% buy health care benefits■ 67% buy banking services■ 65% buy printing products■ 60% buy computers

DYNAMICBUSINESS

ComingAttractionsin DYNAMIC BUSINESS

Ad Space ArtworkClosing Date Date Due

December 2008Forecast Issue Oct. 22 Nov. 4

January/February 2009Banking/Marketing Dec. 19 Jan. 22

For More Information, Contact CAROL WINTERHALTER,

ADVERTISING MANAGER,412-371-1500, x1611

or [email protected]


▼ LAST WORD

Financial woes on Wall Street lead to more employee concernsabout the stability of their retirement plans. Here are a fewtips on how employers can help employees maintain confi-

dence in their company and assurance about their benefits plan.Don’t give employees financial advice. Employers can give

employees the resources they need to make decisions, but shouldnot give employees advice on selecting stocks and where theyshould invest their money.

Educate employees on their options. Companies should talkwith their employees on restrictions and penalties if they want towithdraw money from their 401(k). Employees need to be educatedon the mechanics of their plan.

Bring in investment advisors to meet with employees.Companies should enlist their plan vendor to work with employeeson their individual investment strategies. Employers need to makesure their employees are engaged in a conversation with financialand investment advisors about their 401(k).

Help employees avoid looking at their 401(k) performanceevery day. Employers need to reinforce to employees that a 401(k)is a long-term investment and help them understand they areinvesting for retirement.

Release a benefits statement to all your employees.Employees often underestimate the value in their hidden paycheck.Employers should share with their employees all the benefits theyoffer to help them learn the value of their paycheck and what vaca-tion and holidays are worth.

Reassure employees that their money is safeguarded.Employers should make sure their employees know their 401(k) isaudited and heavily regulated by the Department of Labor and IRS.Employees need to be reassured the money they are investing issegregated from the company’s general operating funds. ▼

Editor’s Note: Lynn Unsworth is regional manager of Capital Associated Industries, Inc.,the largest employers’ association in the state of North Carolina. Information:www.capital.org.

Wall Street Crisis: Six Ways to Manage EmployeeConcerns About Their 401(k)by Lynn Unsworth

Inspiring Entrepreneurship - Part IIIby Jill Weisbrod

The September and October issues of DynamicBusiness detailed the accomplishments of a group ofPennsylvanians (Christian East-African and

Equatorial Development Trust) to start a coffee farm inUganda to create jobs, self-sustaining income, managerialtraining, and up-lifting enterprise in a suffering third-worldcountry. The result is 40 new jobs, life-giving water wells innumerous villages, the funding of a Village Clinic’s operatingtheater, and the undertaking of a new bio-diesel projectinvolving a non-food organic product that operates dieselengines. (For the full story, refer to the post-gazette.com//pg/08286/918660-28.stm).

This is all funded by the sale of premium Ugandan Goldcoffee (see UgandanGold.com for a video of the farm andother information). You can help this outstanding outreachproject by sending coffee to individuals on your corporate andpersonal Christmas gifts list this year. We suggest using thegift box illustrated on the website for this purpose. Followingis an order form for use when ordering gift boxes. We hope youare inspired and uplifted in your own business by this story. ▼

Editor’s Note: Jill Weisbrod is manager of Ugandan Gold Coffee. Information:www.ugandangold.com.

▼ COMMENTARY

My Name: __________________________________________________________Organization ________________________________________________________Address ________________________________________________________________________________________________________________________________Phone # ____________________________________________________________E-mail ______________________________________________________________

Make checks payable to: CEEDMail to: CEED Attn: Jill WeisbrodP.O.Box 1362Wexford, PA 15090

UGANDAN GOLD COFFEE ORDER FORMNumber of gift boxes purchased __________ @ $ 32/each $_________Orders of 25 or more purchased __________ @ $ 30/each $_________Number of gift boxes to be mailed __________ @ $ 9/each* $_________

Total $_________

❏ I will e-mail you the recipients’addresses in label format by December1, 2008 for all boxes to be mailed.

❏ I will provide you mailing labels byDecember 1, 2008 for all boxes to bemailed. Please include your returnaddress on the label.

*Any boxes being shipped to Canada will be charged the actual cost.

Any Questions? Call Jill Weisbrod at 412-889-6642 or e-mail [email protected]

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