Business Today
May 1, 2011
By V. Tom Gardner
If you’ve bought food lately, you’ll notice your wallet feeling a little lighter. For restaurant owners, their bottom line is lighter.
According to the U.S. Labor Department, wholesale food prices rose 3.9 percent in February, the biggest monthly increase since 1974.
In addition, the U.S. Department of Agriculture is forecasting retail beef prices could jump up to 8 percent and pork by up to 7.5 percent. Not to mention that fresh vegetables are also expected to increase around 5 percent this year.
Normally, consumers can adjust to this by changing their shopping lists. But, local restaurant owners have a much more difficult task.
By increasing their prices, they could lose customers. If they don’t increase prices, worse can happen.
According to Galway Hooker owner Chris Boukedes, the price of food inflation is just part of the restaurant business. But over the past year, he has seen prices “go up substantially.”
When it comes to price increases, Boukedes says that he has to absorb the higher prices and claims that he hasn’t raised the prices on his menu in four years.
However, according to Boukedes, the hardest thing to account for is the drastic price fluctuations, “You learn how to take the highs and lows (of the prices),” he said.
Tony Stafford, owner of Ferrrucci’s Olde Tyme Italian Market, knows all about price fluctuations.
Since he places orders with his suppliers about four days a week, he can see the changes happen almost over night. Earlier this year, he saw the price of a case of tomatoes increase from $29 to almost $70 in the time of a couple weeks.
But when confronted with these types of price fluctuations, Stafford said “I try to hold back with (increasing) the price as much as I can,” and insisted that he tries to ride the fluctuation until it gets back to its normal level.
But even while managing price fluctuations, he’s seen the overall prices from his suppliers go up approximately 15 percent to 25 percent over the past year.
Double-digit price increases from suppliers is something that Al Updike, the owner and chef of Alton’s Kitchen, knows all too well.
During the past year, Updike has seen food prices increase by 15 percent to 20 percent. In addition, he has had to deal with increased surcharges on things like delivery fees.
However, when it comes to passing those increases along to customers, “I don’t think we’re in the position at the moment to increase prices,” he said; adding that small restaurants like his tend to feel the burden more than other larger restaurants that have an established market share.
As a relatively new restaurant — Alton’s has been around 16 months — Updike believes that price increases will reduce the incoming customers while he’s still trying to gain market share. “If I raise my prices, that means less people will come in.”
So, to keep his customers happy, Updike has had to absorb the higher costs, and not pass the increased prices along to his customers.
He’s been able to do this by constantly comparing prices from suppliers, finding greater efficiencies in his business and adding new dishes like pasta entrees and flat-bread appetizers.
Updike pointed out that due to price increases, many restaurants around the country have added the hanger steak to their menus. Because this cut of beef is cheaper than other cuts like prime rib or rib-eye, restaurants now serve it. Though it is cheaper, chefs have learned to prepare it so it’s still acceptable to customers.
However, Updike claims that the only thing on his menu that has changed, due to the increase in prices, is the Peninsula Special: A prix fixe menu that offers a salad, an entrée and a scoop of ice cream, for $14.
After the earthquake in New Zealand this February, Updike saw the prices of lamb skyrocket. So, he had to remove the braised lamb shank from the Peninsula Special, while keeping the prime rib, Idaho trout and chicken and rib entrees.
Here's the article: http://www.businesstodaync.com/Wholesale_food_prices_pinch_bottom_line_at_local_eateries-a-1535.html
Tuesday, July 5, 2011
Huntersville Town Center is Stuck in the Middle
Business Today
June 1, 2011
By V. Tom Gardner
The Huntersville Town Center took about six years to go from the initial concept to partial completion.
Once the first building and parking garage were built last year in downtown Huntersville, hopes were high that Tommy Norman and his company, HTCP Development One, would quickly complete the next phase of the Town Center and the revitalization of Downtown Huntersville would be well under way.
It hasn’t worked out that way.
The town spent almost $19 million to buy the land and construct the building that houses Discovery Place (on the first and second floor), city offices (on the third floor) and the parking garage. Huntersville Town Manager Greg Ferguson deems the project a success.
“From the town’s perspective we have a highly successful kids museum that serves the needs of the region and has already had over 110,000 visits in less that six months. And we have a third floor with 18,000 square feet that serves a great need — we didn’t have enough office space for employees,” said Ferguson. “From our perspective the project is doing exactly what we wanted it to do. We hope the private side comes forward, we’re confident that it will at some point, but the recession has not helped with that.”
Discovery Place Kids Huntersville
Nor does it look as if the economy — despite the fact that it is improving — will rescue this project anytime soon. A glut of office space, as well as competing commercial real estate dispersed throughout the Lake Norman region means the Huntersville Town Center has plenty of competition.
Merchants nearby are not enjoying a bump in business either, despite the town’s investment.
“It’ a shame that the taxpayers of Huntersville funded this $19 million project and even with its successes to date, no ‘downtown revitalization’ has occurred at all or even helping the existing businesses that had high hopes for this project,” said Ken Lucas, a member of the Huntersville Town Commission. He resigned from the commission last month.
Though Discovery Place pays only $1 for rent per year, there is an agreement to pay $30,000 per year for use of the parking garage.
In addition, Ferguson said that HTCP was supposed to pay for one third of the cost of the parking structure over a 20-year period. However, the city hasn’t yet received any of these payments because the Town Center development still has two empty lots. One is on Gilead Road just to the immediate east of the Discovery Place building, and the other is a grassy field adjacent to Discovery Place along Old Statesville Road across from the shops in downtown Huntersville. These lots were planned to be developed by HTCP.
The city won’t receive the $100,000 per year until a building is constructed on the Old Statesville piece of land.
Norcom is the parent company of HTCP. Tommy Norman, president of HTCP, says Huntersville Town Center as a “current project.”
During a very brief conversation with Business Today, Norman said that he was still moving forward with the Town Center. “Our leases are still intact and our tenants are still intact.” Norman did not respond to phone calls and emails asking for clarification.
Adventures in real estate
According to Davis Capital Group CEO Richard Davis, the property on Old Statesville is being foreclosed on while the land on Gilead is in default, and will eventually be foreclosed on.
Davis Capital Group (DCG) lent $1.2 million to HTCP. Now with interest and penalties, Davis says DCG is owed approximately $1.9 million.
But Norman also borrowed $330,000 in equity from investors, $300,000 from subordinated lenders, and $4 million from The Scottish Bank, now North Carolina Bank and Trust.
Norman borrowed “way more money than he needed for the deal,” said Davis.
The foreclosures have been in the works for some time. According to Davis, once a note has been defaulted on, the lenders can foreclose. Then the borrower is given a “cure period” of 90 to 120 days, to come to an agreement with the lenders and fix the cause of the default. But, “He has gone beyond that (time period) and hasn’t talked to me in year,” said Davis.
Huntersville’s adventure in real estate began near the top of the market. Tom McMahon, the managing director at Sperry Van Ness Commercial Real Estate Advisors in Cornelius, said he hasn’t seen the commercial real estate market this bad for this long. “It’s part of the real estate cycle, I’ve never seen the cycle dip as much as this one as it has for this time frame,” McMahon said.
Lucas called the Huntersville Town Center a “sad tale that ends tragically on the backs of the taxpayers because the Huntersville Town Commissioners decided to get into the land development business vs. allowing the expert private sector professionals to do just that.”
McMahon said the whole situation doesn’t surprise him “with the timing of the project and the timing of the economy collapsing.”
Davis is becoming the new driving force behind the completion of the Town Center. A Huntersville native, he attended Huntersville Elementary just down Gilead Road.
Davis is trying to work with North Carolina Bank & Trust in an effort to develop the empty lots in the Town Center. But when the economy went south banks have become far more conservative in their approach to real estate investments.
Davis has been trying to work out a new agreement with North Carolina Bank & Trust to gain control of the Town Center parcels. “They’re being unreasonable,” said Davis. “I really wish the bank would get on board with the revitalization of the downtown of Huntersville. I wish they (NCBT) had an interest in helping…. I wish they would be a team player. It will take a group effort to make this thing happen.”
Merchants are hopeful
Nearby business owners are hopeful that additional buildings brought in by the completion of the Town Center may help to increase business.
Bob Murdoch, owner of Studio 101, said the Discovery Place Building hasn’t helped jewelry sales.
Cathy Wiltcher, owner of Nanny’s Attic, said that she hasn’t seen any increase in the number of her customers since Discovery Place opened. In fact, business is down, she said, due to the economy.
Meanwhile, the town is forging ahead with its expectations. Ferguson said any new building at Huntersville Town Center would have to be made in the same style as the Discovery Place Building. “We anticipate that they (the developer) would build in the form that the present building has.”
Lucas said the “bottom line is this: DPK succeeded, and the Town gets $1 a year rent plus footed the entire cost of the parking garage plus the debt service associated with this multi-million dollar project! Bad deal in my opinion.”
Davis is hopeful. “I would love to see the re-vitalization project succeed. I think it’s an awesome location,” said Davis.
Wiltcher is also hopeful. “Anything that increases foot traffic, that’s a good thing,” she said.
Article can be found here: http://www.businesstodaync.com/Huntersville_Town_Center_is_STUCK_INnbspTHEnbspMIDDLE-a-1571.html
June 1, 2011
By V. Tom Gardner
The Huntersville Town Center took about six years to go from the initial concept to partial completion.
Once the first building and parking garage were built last year in downtown Huntersville, hopes were high that Tommy Norman and his company, HTCP Development One, would quickly complete the next phase of the Town Center and the revitalization of Downtown Huntersville would be well under way.
It hasn’t worked out that way.
The town spent almost $19 million to buy the land and construct the building that houses Discovery Place (on the first and second floor), city offices (on the third floor) and the parking garage. Huntersville Town Manager Greg Ferguson deems the project a success.
“From the town’s perspective we have a highly successful kids museum that serves the needs of the region and has already had over 110,000 visits in less that six months. And we have a third floor with 18,000 square feet that serves a great need — we didn’t have enough office space for employees,” said Ferguson. “From our perspective the project is doing exactly what we wanted it to do. We hope the private side comes forward, we’re confident that it will at some point, but the recession has not helped with that.”
Discovery Place Kids Huntersville
Nor does it look as if the economy — despite the fact that it is improving — will rescue this project anytime soon. A glut of office space, as well as competing commercial real estate dispersed throughout the Lake Norman region means the Huntersville Town Center has plenty of competition.
Merchants nearby are not enjoying a bump in business either, despite the town’s investment.
“It’ a shame that the taxpayers of Huntersville funded this $19 million project and even with its successes to date, no ‘downtown revitalization’ has occurred at all or even helping the existing businesses that had high hopes for this project,” said Ken Lucas, a member of the Huntersville Town Commission. He resigned from the commission last month.
Though Discovery Place pays only $1 for rent per year, there is an agreement to pay $30,000 per year for use of the parking garage.
In addition, Ferguson said that HTCP was supposed to pay for one third of the cost of the parking structure over a 20-year period. However, the city hasn’t yet received any of these payments because the Town Center development still has two empty lots. One is on Gilead Road just to the immediate east of the Discovery Place building, and the other is a grassy field adjacent to Discovery Place along Old Statesville Road across from the shops in downtown Huntersville. These lots were planned to be developed by HTCP.
The city won’t receive the $100,000 per year until a building is constructed on the Old Statesville piece of land.
Norcom is the parent company of HTCP. Tommy Norman, president of HTCP, says Huntersville Town Center as a “current project.”
During a very brief conversation with Business Today, Norman said that he was still moving forward with the Town Center. “Our leases are still intact and our tenants are still intact.” Norman did not respond to phone calls and emails asking for clarification.
Adventures in real estate
According to Davis Capital Group CEO Richard Davis, the property on Old Statesville is being foreclosed on while the land on Gilead is in default, and will eventually be foreclosed on.
Davis Capital Group (DCG) lent $1.2 million to HTCP. Now with interest and penalties, Davis says DCG is owed approximately $1.9 million.
But Norman also borrowed $330,000 in equity from investors, $300,000 from subordinated lenders, and $4 million from The Scottish Bank, now North Carolina Bank and Trust.
Norman borrowed “way more money than he needed for the deal,” said Davis.
The foreclosures have been in the works for some time. According to Davis, once a note has been defaulted on, the lenders can foreclose. Then the borrower is given a “cure period” of 90 to 120 days, to come to an agreement with the lenders and fix the cause of the default. But, “He has gone beyond that (time period) and hasn’t talked to me in year,” said Davis.
Huntersville’s adventure in real estate began near the top of the market. Tom McMahon, the managing director at Sperry Van Ness Commercial Real Estate Advisors in Cornelius, said he hasn’t seen the commercial real estate market this bad for this long. “It’s part of the real estate cycle, I’ve never seen the cycle dip as much as this one as it has for this time frame,” McMahon said.
Lucas called the Huntersville Town Center a “sad tale that ends tragically on the backs of the taxpayers because the Huntersville Town Commissioners decided to get into the land development business vs. allowing the expert private sector professionals to do just that.”
McMahon said the whole situation doesn’t surprise him “with the timing of the project and the timing of the economy collapsing.”
Davis is becoming the new driving force behind the completion of the Town Center. A Huntersville native, he attended Huntersville Elementary just down Gilead Road.
Davis is trying to work with North Carolina Bank & Trust in an effort to develop the empty lots in the Town Center. But when the economy went south banks have become far more conservative in their approach to real estate investments.
Davis has been trying to work out a new agreement with North Carolina Bank & Trust to gain control of the Town Center parcels. “They’re being unreasonable,” said Davis. “I really wish the bank would get on board with the revitalization of the downtown of Huntersville. I wish they (NCBT) had an interest in helping…. I wish they would be a team player. It will take a group effort to make this thing happen.”
Merchants are hopeful
Nearby business owners are hopeful that additional buildings brought in by the completion of the Town Center may help to increase business.
Bob Murdoch, owner of Studio 101, said the Discovery Place Building hasn’t helped jewelry sales.
Cathy Wiltcher, owner of Nanny’s Attic, said that she hasn’t seen any increase in the number of her customers since Discovery Place opened. In fact, business is down, she said, due to the economy.
Meanwhile, the town is forging ahead with its expectations. Ferguson said any new building at Huntersville Town Center would have to be made in the same style as the Discovery Place Building. “We anticipate that they (the developer) would build in the form that the present building has.”
Lucas said the “bottom line is this: DPK succeeded, and the Town gets $1 a year rent plus footed the entire cost of the parking garage plus the debt service associated with this multi-million dollar project! Bad deal in my opinion.”
Davis is hopeful. “I would love to see the re-vitalization project succeed. I think it’s an awesome location,” said Davis.
Wiltcher is also hopeful. “Anything that increases foot traffic, that’s a good thing,” she said.
Article can be found here: http://www.businesstodaync.com/Huntersville_Town_Center_is_STUCK_INnbspTHEnbspMIDDLE-a-1571.html
Sunday, March 27, 2011
After mis-step in Concord, Dressler's is Cooking
Business Today
March 1, 2011
After mis-step in Concord, Dressler's is Cooking
By V. Tom Gardner
Jon Dressler’s recipe for success includes the following:
Get a great chef, add friendly wait staff and toss in a solid manager. Place them in an easy-to-reach restaurant with a warm and inviting atmosphere while offering customers desserts made by Dressler’s mom and food that’s viewed as a great value. Repeat.
This is the recipe he has relied on to make Dressler’s restaurant a mainstay of Birkdale Village. It’s been there for over seven years; and while other restaurants have come and gone, Dressler’s has prevailed.
The restaurant represents his first foray as an entrepreneur. But the 47 year old Concord resident, and father of two, wouldn’t have it any other way.
Dressler got his first taste of the business in high school. His first job was at a Denny’s restaurant, where he washed dishes. It was a good deal: Dressler collected a pay check and got fed by the chefs.
After he began classes at Pennsylvania State University, he continued his restaurant experience by working for a small restaurant called Old Waterway. He was started as a bus boy, but soon worked his way up to become a waiter; a position which he enjoyed.
“I got to wear a nice shirt, take food to people, got fed by the chefs, worked in an air conditioned room, I got paid for it and I got tips too,” Dressler said.
After college, he moved to Chicago where he went to work for Morton’s Steakhouse. He started as a Day Manager, planning to be there for only a year. Six months into this job, he realized it would be a good training opportunity.
He learned everything he could. This included opening the Charlotte restaurant, where he met his wife, Kim, who oversaw the marketing. Eventually, Dressler decided to go out on his own and start his own restaurant.
After he announced his resignation on April Fools Day (most of his employees thought he was joking), Dressler got busy trying to find a suitable location.
When looking for a location for his first restaurant, Dressler picked Birkdale Village. It’s all about location. Not only did Birkdale have a well-recognized name, but as a mixed-use development with plenty of housing, it had the demographic that Jon was looking for: people over 20 with families and disposable income.
In addition, the development was centrally located in the Lake Norman area. By being a mere 20 minutes from Charlotte and Concord, immediately off I-77, Dressler thought the location was perfect.
And it has been. Dressler’s is a regional dining mainstay, despite the ups and downs of the economy.
But after having such a successful start, Dressler decided to open a restaurant closer to his home in Concord. He opened opened
Max’s Ally (named after his son and daughter) in the Afton Village development. Just off of I-85 at exit 54, the development was planned to be another mixed use area, with commercial and residential units.
Not only was the development supposed to have plenty of foot traffic, but Max’s Ally was across the interstate from a major shopping area.
In addition, it was between Charlotte and Salisbury in an area that doesn’t have much competition in the finer dining categories.
Dressler thought that this would be another success. It wasn’t.
The residential units were never developed because of the economy and Max’s Ally never developed the traffic that Dressler hoped for. In addition, its location never attracted the number of people from Salisbury or Charlotte that were expected.
While trying to make it work, Dressler was spending a disproportionate amount of time on Max’s Ally. Month to month, the bottom line varied-sometimes it was in the red, sometimes it was in the black.
So, after two years Dressler decided to cut his losses, and re-focus his attention on the Dressler’s brand.
“Max’s Ally was not as successful as I hoped it would be,” said Dressler. “(Selling it) reduced my stress load by 60 percent.”
As Dressler was selling Max’s Ally, he was also planning for another Dressler’s, this one in the Metropolitan development, just outside of Uptown Charlotte.
Again, for Dressler, the determining factor was the location. The Metropolitan is a mixed-use development with easy access to 277 as well as neighborhodds like Dilworth, Elizabeth and Meyers Park. At night, the restaurant is only about 20 minutes from Concord, Ballentyne and Gastonia.
Better yet, it features a good view of Uptown’s skyline.
Dressler, not wanting to take any chances on the new Metropolitan location, beefed up the marketing budget, about double what he spent opening in Birkdale.
By focusing his advertising campaign on print and radio, Dressler feels that he achieved the needed balance, and within the first year, his Dressler’s location at the Metropolitan posted a profit. “More than a dollar less than a half a million,” said Dressler.
Due to its location, Dressler admits the Metropolitan location feels more upscale than Birkdale to some people. The 20 foot ceilings, updated décor and skyline view give the restaurant an upscale feel.
The dinner menus are exactly the same (the Birkdale location doesn’t serve lunch), and his mother makes the desserts that are featured in both locations on an almost daily basis.
With so many restaurants to compete with, Dressler thinks his brand is still able to differentiate itself among a crowded field.
Having a great chef is indispensable — after all, there would be no customers without great food — but to him, offering good service, a personable staff, great value and a warm atmosphere, are the qualities that set his restaurants apart.
“I’m in a people-oriented business. We need to have the right people on the staff to execute (my) vision,” said Dressler.
Though he left Morton’s without a safety net, Dressler never regretted the decision to take the entrepreneurial route and start his own business. By becoming his own boss he shed the frequent conference calls and the accountability to somebody higher up.
“To me it’s not like a job; I watch people eat and drink,” said Dressler. “I host a party every night.”
Dressler has no plans to open a third restaurant. However, he has been mulling over the idea to eventually branch out into consulting.
Though he enjoys the day-to-day tasks associated with running two restaurants, consulting could be less stressful.
With 22 years of experience in restaurant industry and an MBA in finance, Dressler said, “It would be fun to share my knowledge with others.”
Monday, February 28, 2011
Plans for Polar Plunge Progress
The Charlotte Observer: Mooresville News
Wednesday, Dec. 29, 2010
Plans for Polar Plunge progress
Fundraiser and fun set for Jan. 1 at The Point
By V. Tom Gardner
Registration costs $100 per adult and $25 per child; veterans and teachers are free.
If you happen to be near The Point Lake and Golf Club in Mooresville this New Year's Day, you might see an unusual sight: more than 100 people in the frigid waters of
This event started almost two years ago, when Lou Ascanio, Dan Farley, Greg Jackson, Kevin Walsh and Michael "Bo" Watson plunged into
These five friends, all residents of The Point and in their mid-40s, decided to start the New Year with a new tradition: a plunge into
"New Year's Day 2009 was the start of a new year following the financial meltdown, and we looked at the 'plunge' as a nutty way to start 2009 off fresh. Some kind of 'cleansing' of sorts," said plunge founder Watson.
After the first plunge, the five friends warmed up over discussion of how fortunate they were and what they could do to help the community. Together they each donated $100 to Hope at the Point Foundation, a 501(c)3 charity.
Then, on New Year's Day 2010, the five took another plunge into
For the upcoming New Year's Day event, the Polar Bear group hopes to have 150 to 200 people participate and raise more than $25,000.
In addition, the Polar Bear Plunge is being organized by Hope at the Point and will benefit the Mooresville Soup Kitchen and Stop Child Abuse Now.
"If you are a person who is fun, daring, a little bit nutty and enjoy participating in a community-focused event, this is a great way to give back and a fun way to start the New Year," said Watson.
V. Tom Gardner is a freelance writer for Mooresville News. Have a story idea for Tom? E-mail him at vtomgardner@gmail.com.
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Excerpt Box:
Want to go?
The festivities start 11 a.m. Jan. 1 behind the Tavern at The Point Lake and Golf Club,
Details and to register: www.hope-point.org/2010/10/polar-plunge/.
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Tuesday, January 4, 2011
Charting the Future of the Trail
The article below is my first article to appear in the Mooresville News, where I am currently a freelance writer.
Charting the Future of the Trail:
Leaders seek input on path to connect communities
By V. Tom Gardner
11/24/2010
If you're interested in having new hiking or cycling trails through Mooresville, then it's time to make your voice heard.
Residents in southern Iredell can attend a public hearing 7-8:30 p.m. Nov. 30 at Pine Lake Preparatory School, 1639 Mecklenburg Highway, to provide input on the final design and location of the area's addition to the Carolina Thread Trail.
The Carolina Thread Trail is a network of interconnected greenways, trails and open spaces that will eventually connect up to 15 counties and 2.3 million people throughout N.C. and S.C.
Launched in 2007, the Carolina Thread Trail is the result of a partnership between the Foundation for the Carolinas and more than 40 community and business leaders who identified the trail as a great way to connect communities, protect green space and give those nearby access to new trails that can be used for hiking, bicycling and sometimes even paddling.
Earlier this year, a series of meetings held in Iredell County, including Mooresville, which drew approximately 120 people and resulted in 450 completed online surveys by those who wanted to learn more and help guide the development of this proposed greenway.
That input has helped to create a rough outline of where the trail will go. The Nov. 30 meeting will help develop a master plan to include where the trail will be, what materials will be used for paving, and the overall design and landscape of the path.
Once the master plan is developed, Iredell County and city governments will then find a way to fund the trail. In most cases, this part of the path is paid for by both public and private funds.
According to Carolina Thread Trail Development and Communications Director Dean Thompson, for every $1 raised from private funds for the trail, almost $3 dollars are generated in public funding.
The Iredell County Lowe's Charitable and Educational Foundation announced in July that it would award a $250,000 grant to the Carolina Thread Trail to support the development of Iredell County's section of this regional trail network.
This grant is designed to assist with land acquisition and trail construction for segments identified by the residents and leaders of Iredell County as part of the county's Greenway Master Plan.
Generally, those in the Mooresville area have been responsive to the idea of bringing the Carolina Thread Trail to the area.
"Folks were supportive," said Mooresville Transportation Planner Neil Burke describing this summer's Carolina Thread Trail planning meeting.
And according to Rebecca Harper, a planner with Iredell County, the biggest hurdles have been working with the community to ensure that the County doesn't "step on the toes" of property owners, and making sure that all relevant parties are kept aware of what's going on.
A public survey is available online for input via a link on the county's website at www.co.iredell.nc.us.
Once that information and public comments from the meeting are taken into consideration, Harper expects a final plan to be completed and submitted to the Iredell County Commission within six months.
Charting the Future of the Trail:
Leaders seek input on path to connect communities
By V. Tom Gardner
11/24/2010
If you're interested in having new hiking or cycling trails through Mooresville, then it's time to make your voice heard.
Residents in southern Iredell can attend a public hearing 7-8:30 p.m. Nov. 30 at Pine Lake Preparatory School, 1639 Mecklenburg Highway, to provide input on the final design and location of the area's addition to the Carolina Thread Trail.
The Carolina Thread Trail is a network of interconnected greenways, trails and open spaces that will eventually connect up to 15 counties and 2.3 million people throughout N.C. and S.C.
Launched in 2007, the Carolina Thread Trail is the result of a partnership between the Foundation for the Carolinas and more than 40 community and business leaders who identified the trail as a great way to connect communities, protect green space and give those nearby access to new trails that can be used for hiking, bicycling and sometimes even paddling.
Earlier this year, a series of meetings held in Iredell County, including Mooresville, which drew approximately 120 people and resulted in 450 completed online surveys by those who wanted to learn more and help guide the development of this proposed greenway.
That input has helped to create a rough outline of where the trail will go. The Nov. 30 meeting will help develop a master plan to include where the trail will be, what materials will be used for paving, and the overall design and landscape of the path.
Once the master plan is developed, Iredell County and city governments will then find a way to fund the trail. In most cases, this part of the path is paid for by both public and private funds.
According to Carolina Thread Trail Development and Communications Director Dean Thompson, for every $1 raised from private funds for the trail, almost $3 dollars are generated in public funding.
The Iredell County Lowe's Charitable and Educational Foundation announced in July that it would award a $250,000 grant to the Carolina Thread Trail to support the development of Iredell County's section of this regional trail network.
This grant is designed to assist with land acquisition and trail construction for segments identified by the residents and leaders of Iredell County as part of the county's Greenway Master Plan.
Generally, those in the Mooresville area have been responsive to the idea of bringing the Carolina Thread Trail to the area.
"Folks were supportive," said Mooresville Transportation Planner Neil Burke describing this summer's Carolina Thread Trail planning meeting.
And according to Rebecca Harper, a planner with Iredell County, the biggest hurdles have been working with the community to ensure that the County doesn't "step on the toes" of property owners, and making sure that all relevant parties are kept aware of what's going on.
A public survey is available online for input via a link on the county's website at www.co.iredell.nc.us.
Once that information and public comments from the meeting are taken into consideration, Harper expects a final plan to be completed and submitted to the Iredell County Commission within six months.
Thursday, August 19, 2010
Staying on Message Should Be Obama's "Top Priority"
According to the latest poll numbers, Obama's popularity has taken a tumble. His approval numbers are only about 40%, with his disapproval numbers over 50%. The average American has lost confidence in the President's ability to improve their lives.
But how did this come about? After all, his campaign inspired millions and independent voters flocked to him. What brought about this decline?
The factors are many, but one of the most damaging has been his inability to stay on message. And by message, I mean his "Top Priority."
President Obama has often declared that improving America's economy is his "Top Priority." Unfortunately, he has also said that the following issues are ALSO his "Top Priority." (Thanks to CBS news for compiling the info):
But how did this come about? After all, his campaign inspired millions and independent voters flocked to him. What brought about this decline?
The factors are many, but one of the most damaging has been his inability to stay on message. And by message, I mean his "Top Priority."
President Obama has often declared that improving America's economy is his "Top Priority." Unfortunately, he has also said that the following issues are ALSO his "Top Priority." (Thanks to CBS news for compiling the info):
- FREE TRADE AGREEMENTS: "...that's something that's going to be a top priority." (4/27/10)
- ENERGY SECURITY: "And that's why my energy security plan has been one of the top priorities of my Administration since the day I took office." (4/28/10)
- EDUCATION REFORM: "To train our workers for the jobs of tomorrow, we've made education reform a top priority in this Administration." (2/24/10)
- STUDENT LOAN REFORM: "This is something that I've made a top priority." (2/1/10)
- EXPORTS BY SMALL BUSINESSES: "This is going to be a top priority." (12/3/09)
- HEALTH ASSISTANCE TO 9/11 FIRST RESPONDERS: "I'm not just talking the talk, we've been budgeting this as a top priority for this Administration." (2/3/10)
- END HOMELESSNESS AMONG VETERANS: "I've also directed (Veterans Affairs) Secretary Shinseki to focus on a top priority: reducing homeless among veterans." (8/17/09)
- HURRICANE PREPAREDNESS: "Our top priority is ensuring the public safety. That means appropriate sheltering in place or if necessary, getting as many people as possible out of harm's way prior to landfall." (5/29/09)
- H1N1 FLU VACCINATIONS: "And throughout this process, my top priority has been the health and the safety of the American people." (5/1/09)
- SUPPORT FOR MILITARY FAMILIES: "These military families are heroes too. And they are a top priority of Michelle and me. And they will always have our support." (5/30/09)
- STRENGTHENING TIES WITH CANADA AND MEXICO: "We're going to make this a top priority..." (10/16/09)
- CONSUMER PROTECTION: "During these challenging times, the needs of American consumers are a top priority of my Administration." (2/11/09)
- ENVIRONMENTAL PROTECTION: "So this is going to be a top priority generally improving our environmental quality." (11/5/09)
By constantly touting different "Top Priorities," the President is sending conflicting messages to the American people. One one day, his "Top Priority" is the economy, but then a few days later those same voters hear him say that his other "Top Priority" is Student Loan reform -- this doesn't exactly inspire the average voter, or give them confidence that either issue is a priority.
This "Top Priority" mess could easily have been avoided if Obama's team had kept him on message. For example, if the president had spent six months focusing on the economy instead of pushing through health care legislation; I'd be willing to bet that his approval numbers would be higher -- and the economy might even be performing a little better.
Dictionary.com defines "top" as: :the part of anything that is first or foremost." Unfortunately, with so many issues occupying the top of the priority list the voters now think that their livelihoods are on the bottom of the priority list. However, their "Top Priority" will be seen this November.
Tuesday, September 15, 2009
Marketing and PR, It's all about the message...
Many people don't understand that marketing and public relations are essentially the same thing. It's all about finding a message that resonates with the targeted market. Whether it's an advertisement (expensive) or an article (less expensive), it's a waste of resources unless the message strikes a chord with the audience.
A recent Wall Street Journal article by Christina Binkley, details how high-end salespeople are now being trained to add a very emotional message to the sales pitch. My analysis below references the article: How to Sell a $35,000 Watch in a Recession, Christina Binkley, WSJ, Page D6, July 23, 2009.
Luxury goods in the U.S. are not exempt from the recent economic downturn. This includes luxury watchmakers. This past May sales fell 42%, from the same time last year, according to the Watch Federation. And few are feeling the pinch as hard as IWC Schaffhausen.
After years of double-digit sales growth, the IWC Schaffhausen store in Beverly Hills has decided to increase sales, and is now re-training its employees in the skills of marketing and sales. And to do this, they’re brought in sales consultant Jean-Marie Brucker.
Mr. Brucker has been a salesperson for quite a while, and over time, has moved up from selling Xerox copiers to become a chief executive of Pole Luxe; a Paris-based luxury consulting group. He is now teaching the salespersons how to sell when times are tight.
One of the first things he did was to change the vocabulary of the sales force. “Price” has been replaced by “value.” And when giving the value of the product, the salesperson is now supposed to sandwich the value between emotional characteristics. For example, instead of saying “This fine timepiece is $10,000, would you like to try it?” the salesperson is supposed to say, “This timepiece comes from our finest workshop and it has a value of $10,000. If you buy it, your children will enjoy it for generations to come.”
Salespeople are also appealing to emotion by suggesting a “Sorry gift.” This is when a customer is encouraged to buy another timepiece, this time for their spouse, so that they won’t be in as much trouble for spending several thousand dollars on a luxury item.
In addition, Brucker has insisted that an additional salesperson distract an accompanying wife, so that the initial salesperson can spend as much time as possible to close the sale with the husband. This is a marketing technique used by casinos in the 1950’s. In an effort to keep the male players at the tables, casinos invested in slot machines, so that the wives would stay occupied and wouldn’t encourage their husbands to leave.[1]
The last way Brucker is assisting in sales is by comparing the new product, to the customer’s current watch. When a customer enters and wants to see a watch, the salesperson will take the customer’s current watch, and place it between two brand-new sparking watches. The current watch will typically appear dingy, dark, and less shiny than the new ones; thereby encouraging the customer to buy a new one. It’s subtle, but it apparently works.
As Brucker puts it, “You’re selling pure emotion.” This certainly has its advantages in a down economy, as it’s hard to put a monetary value on emotion. However, these sales techniques are not just relevant for those who sell watches, or even just luxury items. By appealing to emotion, and making the customer feel welcome, all salespeople and marketers can learn from Bruckner’s techniques.
[1] History of Slot Machines, SLOTS.cd, http://www.slots.cd/history-of-slot-machines.html, 24 July 2009
A recent Wall Street Journal article by Christina Binkley, details how high-end salespeople are now being trained to add a very emotional message to the sales pitch. My analysis below references the article: How to Sell a $35,000 Watch in a Recession, Christina Binkley, WSJ, Page D6, July 23, 2009.
Luxury goods in the U.S. are not exempt from the recent economic downturn. This includes luxury watchmakers. This past May sales fell 42%, from the same time last year, according to the Watch Federation. And few are feeling the pinch as hard as IWC Schaffhausen.
After years of double-digit sales growth, the IWC Schaffhausen store in Beverly Hills has decided to increase sales, and is now re-training its employees in the skills of marketing and sales. And to do this, they’re brought in sales consultant Jean-Marie Brucker.
Mr. Brucker has been a salesperson for quite a while, and over time, has moved up from selling Xerox copiers to become a chief executive of Pole Luxe; a Paris-based luxury consulting group. He is now teaching the salespersons how to sell when times are tight.
One of the first things he did was to change the vocabulary of the sales force. “Price” has been replaced by “value.” And when giving the value of the product, the salesperson is now supposed to sandwich the value between emotional characteristics. For example, instead of saying “This fine timepiece is $10,000, would you like to try it?” the salesperson is supposed to say, “This timepiece comes from our finest workshop and it has a value of $10,000. If you buy it, your children will enjoy it for generations to come.”
Salespeople are also appealing to emotion by suggesting a “Sorry gift.” This is when a customer is encouraged to buy another timepiece, this time for their spouse, so that they won’t be in as much trouble for spending several thousand dollars on a luxury item.
In addition, Brucker has insisted that an additional salesperson distract an accompanying wife, so that the initial salesperson can spend as much time as possible to close the sale with the husband. This is a marketing technique used by casinos in the 1950’s. In an effort to keep the male players at the tables, casinos invested in slot machines, so that the wives would stay occupied and wouldn’t encourage their husbands to leave.[1]
The last way Brucker is assisting in sales is by comparing the new product, to the customer’s current watch. When a customer enters and wants to see a watch, the salesperson will take the customer’s current watch, and place it between two brand-new sparking watches. The current watch will typically appear dingy, dark, and less shiny than the new ones; thereby encouraging the customer to buy a new one. It’s subtle, but it apparently works.
As Brucker puts it, “You’re selling pure emotion.” This certainly has its advantages in a down economy, as it’s hard to put a monetary value on emotion. However, these sales techniques are not just relevant for those who sell watches, or even just luxury items. By appealing to emotion, and making the customer feel welcome, all salespeople and marketers can learn from Bruckner’s techniques.
[1] History of Slot Machines, SLOTS.cd, http://www.slots.cd/history-of-slot-machines.html, 24 July 2009
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