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N.Y. manufacturing index “remained subdued” in December despite rise
The Empire State Manufacturing Survey general business-conditions index edged up 0.6 points to 3.5 in December, but “remained subdued for the seventh consecutive month.” The December reading, based on firms responding to the survey, indicates “business activity was little changed in New York,” the Federal Reserve Bank of New York said in its Dec. 16 […]
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The Empire State Manufacturing Survey general business-conditions index edged up 0.6 points to 3.5 in December, but “remained subdued for the seventh consecutive month.”
The December reading, based on firms responding to the survey, indicates “business activity was little changed in New York,” the Federal Reserve Bank of New York said in its Dec. 16 report.
A positive reading indicates expansion or growth in manufacturing activity, while a negative index number points to a decline in the sector.
The survey found 28 percent of respondents reported that conditions had improved over the month, while 25 percent indicated that conditions had worsened, the New York Fed said.
Survey details
The new-orders index edged down 3 points to 2.6, indicating little change in orders.
The shipments index slipped 3 points to 11.9, indicating that shipments increased “modestly,” the New York Fed said. The unfilled-orders index fell 6 points to -13.8, indicating that unfilled orders continued to decline.
Delivery times shortened, and inventories held steady.
The index for number of employees was unchanged at 10.4, indicating that employment expanded for the fourth straight month.
The average-workweek index was 0.8, a sign that the average workweek was unchanged. Input price increases continued to “decelerate,” with the prices-paid index moving down 5 points to 15.2, “a multi-year low.” The prices-received index was little changed at 4.3.
Indexes assessing the six-month outlook suggested that optimism about future conditions improved for a second consecutive month.
The index for future business conditions climbed 10 points to 29.8. Unfilled orders are expected to increase in the months ahead, and delivery times are expected to lengthen.
The capital-expenditures index rose 7 points to 26.1, and the technology-spending index jumped 12 points to 27.5.
The New York Fed distributes the Empire State Manufacturing Survey on the first day of each month to the same pool of about 200 manufacturing executives in New York. On average, about 100 executives return responses.
United Way appoints two new members to its board
UTICA — The United Way of the Valley and Greater Utica announced it has appointed Ross Bernston and Jennifer Adjodha-Evans to its board of directors. Bernston is president and chief operating officer at Indium Corporation and has been with the company since 1996. Most recently, he lived in Singapore for two years, learning much about
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UTICA — The United Way of the Valley and Greater Utica announced it has appointed Ross Bernston and Jennifer Adjodha-Evans to its board of directors.
Bernston is president and chief operating officer at Indium Corporation and has been with the company since 1996. Most recently, he lived in Singapore for two years, learning much about the daily activities in Southeast Asia and China while serving as executive VP and president of Indium’s Asia holdings. Bernston is a graduate of Cornell University with an MBA and a bachelor’s degree in chemistry.
Adjodha-Evans is an assistant professor of anatomy and physiology at Herkimer County Community College and an adjust instructor of human anatomy and physiology at SUNY Polytechnic Institute. She serves on the Community and Behavioral Health Advisory Board at SUNY Poly and is president of the Adventist International Medical Missionaries. Adiodha-Evans received a Ph.D. in biology from the CUNY Graduate Center.
The history of the Syracuse Chilled Plow Company
The advent of the Syracuse Chilled Plow Company began on June 5, 1876 when Harry Wiard brought his process for making agricultural plows to Syracuse, and was hired by the Robinson Chilled Plow Company as factory superintendant. Harry came from a long line of plow makers. His paternal grandfather, Thomas Wiard, a blacksmith, made wrought-iron
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The advent of the Syracuse Chilled Plow Company began on June 5, 1876 when Harry Wiard brought his process for making agricultural plows to Syracuse, and was hired by the Robinson Chilled Plow Company as factory superintendant. Harry came from a long line of plow makers. His paternal grandfather, Thomas Wiard, a blacksmith, made wrought-iron plow points in Geneseo, in the early 19th century. Thomas’ eldest son, and Harry’s father, William, established the first iron-plow foundry in the Candian province of Ontario, in 1820.
Harry Wiard began his plow-making career working in a relative’s plow factory down in Louisville, Kentucky in the 1850s. In 1858, Harry returned to East Avon, New York, where he joined his uncles at the plow factory established there by Thomas Wiard. Two years later, Harry partnered with his brother, George, to form their own plow business in 1860 — the Wiard Plow Company. Harry later bought out George to become the sole owner. He improved upon his plow shapes and designs, as well as the iron’s hardness and strength. Harry first moved the business from Oakfield, New York to Albion, then to Canandaigua, where he began to make the improved chilled plow in January 1876.
The plow received much attention at the Centennial International Exhibition in Philadelphia from May to November 1876. That June, Harry Wiard joined the Robinson Chilled Plow Company at South Geddes & West Fayette Streets in Syracuse. As factory superintendent, he began to make chilled plows and other agricultural implements. The first plow was finished and sold on Aug. 2, 1876. By July, 1877, Robinson Chilled Plow Company had made and sold almost 7,000 plows. Harry Wiard continued to improve the chilled plow and made other agricultural implements. He is credited with originating the method of chilling the iron, a process he called carbonized or white iron.
The chilled-iron plow got its name from the process by which the plow blade was created in the foundry. Molten iron was poured into molds filled with sand, which had been imprinted in the shape of an iron blade. However, before the molten iron was poured into the mold, a piece of cold steel was placed against the sand impression. When the iron made contact with the cold steel it cooled faster. Once the iron hardened, the blade was removed from the mold and allowed to further cool. This type of chilled iron was much more durable than other cast iron or steel. It was used to make plowshares, the part that cuts through the ground, dashing into rocks and roots that would break weaker metals. In 1936, the Syracuse Herald Journal newspaper boasted of the quality of the Syracuse chilled plow: “Syracuse deep-chilled iron has proved to be the most suitable material for plowing [ground permeated with rocks and roots]. It is the hardest metal used in plow construction. Not only does it wear longer than other material, but it also scours well.” One significant characteristic of the chilled-iron plow was its resistance to rusting. While steel plow blades became rusty and pitted, the chilled-iron blade could be exposed to the extremes of weather for several months without becoming damaged.
Once the iron blades were sufficiently cooled, the working parts were ground to a finely polished surface. Then, company employees attached the polished blades to other parts of the plow on the assembly line. Quality-control personnel checked the entire plow for any defects, and if they discovered any, sent the whole plow back for reassembly. Once deemed free of any imperfections, the plow was painted. Hoisted onto cranes attached to a track system, the plows were dipped into large vats of red, yellow, or green paint. Workers wiped off the parts that should not remain painted and allowed the plow to dry. Once dry, the plow was varnished and stored in a warehouse until it was sold.
In September 1877, John S. Robinson, owner of Robinson Chilled Plow Company, dissolved his association with the company. Almost two years later, in January 1879, the company was incorporated as Syracuse Chilled Plow Company. The business purchased additional property at the corner of Wyoming & Marcellus Streets from C.C. Bradley, another local agricultural implement company, named for Christopher Columbus Bradley, in July 1881, and opened a new office at that location.
For the Columbian Exposition held in Chicago in 1893, officials asked the Syracuse Chilled Plow Company to make a unique plow to display at the fair. Company administrators decided to plate a plow with gold, but could not find a plating company willing to undertake the project. Plating companies thought the gold would exfoliate from the iron. Eventually, the Toothill Plating and Art Metal Works in Rochester agreed to plate a plow if it were first constructed of brass. Plating the brass plow cost $3,000 (over $85,000 in 2019 dollars). After the Columbian Exposition closed on Oct. 30, 1893, the gold-plated plow traveled to Europe, Africa, and South America, before making another American appearance at the New York World’s Fair in 1939.
Syracuse Chilled Plow Company enjoyed great manufacturing success during the late 19th and early 20th centuries. The New York Industrial Recorder for 1898 described the company’s achievement thusly, “Syracuse is the seat of such colossal industries as that of the Syracuse Chilled Plow Company whose manufacturing plant is one of the largest and most prosperous of any in the city. The plant covers two entire blocks in the heart of the city and contains a floor space of between 10 and 12 acres and steady employment is given to from 300 to 400 skilled hands.”
In the 1890s, the company made a variety of implements to turn the earth on level surfaces and hillsides, including sulky, walking, swivel, and shovel plows; harrows; cultivators; and road scrapers. Financial figures from 1900 to 1914 illustrated that the company steadily increased its gross sales (from $708,000 to $1.1 million) and net profit (from $50,400 to $73,000). In the early 20th century, the company’s manufacturing numbers peaked at more than 100,000 implements per year, sold to American farmers and to those around the world. Company slogans included “Syracuse Plows – Best on Earth” and “The Sun Never Sets on a Syracuse Plow.”
In May 1911, Deere & Company of Moline, Illinois, acquired the Syracuse Chilled Plow Company. Deere & Company (aka, John Deere) was interested in expanding its plow line to include a quality chilled plow and sought Syracuse Chilled Plow Company for its outstanding product. Syracuse Chilled Plow Company president, Carleton A. Chase, and William W. Wiard (Harry’s son), company VP, principal owners of the company, met with George Mixter, John Deere’s great-grandson, superintendent of all of Deere & Company manufacturing. After some rather quick negotiating between officials from both companies, the deal was settled. Deere & Company gave the Syracuse executives a $400,000 bank check as a down payment toward the purchase. Wiard and Chase each received $28,000 in Deere stock, plus payment for their Syracuse company stock. The two men also remained managers of Syracuse Chilled Plow Company, which became a subsidiary of Deere & Company. At the time, about 700 employees worked at the Syracuse factory.
Agricultural implement production remained strong at Syracuse Chilled Plow Company throughout the first half of the 20th century and the factory had the reputation of making one of the best, if not the best plow on the market. The company’s footprint increased from two to three city blocks and from 12-15 acres. About 10,000 sales agencies sold the equipment around the world. The company prided itself on its employee-benefits package, which included sick time, paid vacation, and other amenities, along with an employee-owned camp in Baldwinsville. Some members of local families spent their entire careers working for Syracuse Chilled Plow Company, often continuing from one generation to the next.
However, the sprawling plow factory was showing its age by the early 1950s. The age of the buildings and equipment from one of the oldest continuous manufacturing plants in Syracuse, combined with the diminishing need for horse-drawn plows, and the market for other products shifting to the middle and far west, led Deere & Company executives to come to the inevitable decision to close their Syracuse factory in 1955. Company executives stated that the buildings were out of date and inadequate for making existing and future lines of equipment. One building dated back to 1860 and the manufacturing equipment was at least 50 years old. Executives praised the employees for their quality workmanship and provided severance pay equal to their years of service; some employees received as much as $3,770 (equivalent to $35,450 in 2019 dollars) when the plant closed.
In 1959, William Delevan, Sr. purchased the former Syracuse Chilled Plow Company factory and converted it into a multi-tenant complex that became known as the Delevan Center. His son, William, Jr., assumed management of the complex in 1971 and still manages it today. He has retained the multi-use function of the original Delevan Center, and today the former plow factory offers space to artists and office space for businesses.
The Onondaga Historical Association has a Syracuse chilled plow in its collection, along with trade cards and catalogs, and other company ephemera.
Thomas Hunter is the curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
Syracuse design-build firm, AnCor, opens Arizona office
SYRACUSE — AnCor Inc., a design/build and general contracting firm headquartered in Syracuse, has opened a 2,000-square-foot office in Tempe, Arizona. The company says it opened the new space to support its growth and expansion in the southwest market. The office opened in early September, says Katherine Woods, the firm’s marketing coordinator. AnCor is headquartered
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SYRACUSE — AnCor Inc., a design/build and general contracting firm headquartered in Syracuse, has opened a 2,000-square-foot office in Tempe, Arizona.
The company says it opened the new space to support its growth and expansion in the southwest market. The office opened in early September, says Katherine Woods, the firm’s marketing coordinator.
AnCor is headquartered in a space that covers half of a 24,000-square-foot building at 831 James St. in Syracuse. The company focuses on private, commercial projects that include new buildings, fitness centers, retail, large office spaces, hotels, and mall additions.
AnCor was working on a group of projects with a couple of different clients in Arizona when it started thinking about the possibility of an office in that state, says David Stewart, COO and general counsel at AnCor.
It was working on a couple Pilot travel centers and a couple of EoS Fitness projects, he adds. Both Stewart and Woods spoke to CNYBJ on Dec. 16.
“We’ve worked in Arizona for years but we’ve always managed the projects from this office, which is a challenge … [with] the different time zones, our project management is running projects that are three hours behind us, so they’re getting calls at [the] dinner [hour],” he notes.
AnCor started thinking about an office in Arizona back in 2018. “I think we realized how much opportunity there was out there at that time [in 2018],” Woods says.
As a smaller company, the firm’s principals spent time analyzing the market because to allocate resources toward such an initiative is a “big move” for the firm.
“We want to make sure we’ve tested the market; that we feel comfortable that there’s going to be opportunities out there; that we’re going to be able to expand out there,” says Stewart.
Robert Picciott, Jr., AnCor’s director of corporate development, sought information from some contacts he had in the Arizona market and explained that the company was looking for office space, says Stewart.
AnCor currently has about 10 “core” clients in Arizona, including EoS Fitness, Pilot, and Gold’s Gym.
“Those are companies that have something that’s going on every year. It’s predictable for us,” says Stewart “They’re always going to have something going on.”
The firm also has additional one-time customers that need just a single store, center, renovation, or office building.
Stewart declined to disclose specific dollar figures for AnCor’s annual revenue. When asked how much of the company’s 2019 annual revenue will result from its work in the western states, he replies, “I would probably say 25 percent is currently on the west coast.”
AnCor has four people working in the Tempe office, including two new hires and one employee who transferred to Arizona from Syracuse. It has a current employee count of 42 companywide.
Brothers Tom and Joseph Anthony launched AnCor in 1985 and both remain equal owners in the company, according to Stewart.
“Given the amount of growth we are seeing in the southwest region of the country, strategically it makes sense to have a physical location to support our existing clients and new clients who reside and develop out there. We are thankful for our clients who have trusted us with their work across the country, and look forward to further nurturing these relationships, and creating new ones with this exciting opportunity,” Joseph Anthony, CEO of AnCor, said in a statement.
Synergy Athletics to open new Binghamton location
BINGHAMTON — Synergy Athletics, which provides personal athletic training for its members, is hoping to begin operations in the building located at 1429 Upper Front St. in Binghamton in January. The business recently purchased the 4,700-square-foot building where renovation work started Nov. 30, says Joe Hashey, president of Synergy Athletics, who spoke with CNYBJ in
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BINGHAMTON — Synergy Athletics, which provides personal athletic training for its members, is hoping to begin operations in the building located at 1429 Upper Front St. in Binghamton in January.
The business recently purchased the 4,700-square-foot building where renovation work started Nov. 30, says Joe Hashey, president of Synergy Athletics, who spoke with CNYBJ in a phone interview on Dec. 13.
He’s hoping to finish the project in mid-January.
Pritchard Property Development of Binghamton is handling the renovation work. The project cost, which includes the building purchase and the build-out, will total about $850,000, according to Hashey.
Synergy Athletics has been operating in a 2,000-square-foot space at 65 Pennsylvania Ave. in Binghamton. “That’s our smallest location,” says Hashey.
The company also has gyms in Endwell and Vestal, he adds.
When asked if Upper Front Street is replacing the Pennsylvania Avenue location, Hashey replies that Synergy won’t make a decision on that question until the end of 2020.
“It depends on how many [clients] end up switching over. The newer, bigger facility is far enough away that I think we’ll still have a decent membership at 65 [Pennsylvania] Ave.,” says Hashey.
Synergy has operated at the Pennsylvania Avenue space for two years. It’s been operating the locations in Endwell and Vestal for about a decade, he adds.
The Upper Front Street gym is in an area where a lot of Synergy members live or work, so they would usually drive to the company’s site in Endwell. But in the exercise business, Hashey says, a closer location is better for motivation.
“In the gym world, if you’re more than six miles away from a gym, studies show that your habits fade away. We wanted to provide something a little closer,” says Hashey.
He was familiar with the Upper Front Street location because he’d drive by it on his trips to and from Colgate University, where he attended and graduated. The structure had been home to a few companies but also had been “empty for a while.”
“I just always thought it would be a great spot for a gym and it worked out,” Hashey says.
He says he bought the building from a man who lives in Vermont.
Synergy Athletics has 10 employees total. Two trainers will work at the Upper Front Street gym. “We’ve actually already hired two more that are in our on-the-job training program now that’ll be up for positions at this new location,” he says.
Synergy Athletics has about 750 members (customers).
Hashey and his wife, Melanie, launched the business on Oct. 8, 2008 from the garage of their home. Hashey was teaching high school social studies and economics but says he had a “passion” for fitness because he had played athletics while at Colgate.
He says his father’s death in his 50s due to heart failure was further motivation.
“We wanted to help people live longer and healthier lives,” says Hashey.
Heartsome Handicrafts opens in New Hartford Shopping Center
NEW HARTFORD — Heartsome Handicrafts formally opened in the New Hartford Shopping Center on Nov. 21. The arts and crafts store held a ribbon-cutting event and reception that evening with the New Hartford Chamber of Commerce. Heartsome Handicrafts first opened its doors to the public on April 1 of this year. The store says it
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NEW HARTFORD — Heartsome Handicrafts formally opened in the New Hartford Shopping Center on Nov. 21.
The arts and crafts store held a ribbon-cutting event and reception that evening with the New Hartford Chamber of Commerce.
Heartsome Handicrafts first opened its doors to the public on April 1 of this year. The store says it sells a variety of items ranging from jewelry to furniture, wreaths, floral, baby items, t-shirts, signs, maple syrup, CDs from local musicians, and more. It features many items that are handmade by local artisans.
Sandi Gentile is the business owner of Heartsome Handicrafts. On her LinkedIn profile, she wrote: “After much encouragement I decided to follow my dream of opening a store that I could share my love for handmade items with others. I now am the blessed owner of a small, local business that provides a place for local artisans to showcase their work and a place for others to purchase these items that are made with love.”
Construction wraps on $12.8M Cicero housing development
CICERO — Construction on a $12.8 million housing development in the town of Cicero finished with a formal opening ceremony in early December. Spring Village consists of 50 new “energy-efficient” apartments for adults 55 and over, the office of Gov. Andrew Cuomo announced Dec. 4. Ten apartments include support services to help individuals with developmental
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CICERO — Construction on a $12.8 million housing development in the town of Cicero finished with a formal opening ceremony in early December.
Spring Village consists of 50 new “energy-efficient” apartments for adults 55 and over, the office of Gov. Andrew Cuomo announced Dec. 4. Ten apartments include support services to help individuals with developmental or intellectual disabilities live independently.
CDS Housing, Inc., which is headquartered in Webster in Monroe County, developed the project.
New York State Homes and Community Renewal (HCR) funding for Spring Village comes through federal low-income housing tax credits, which leveraged $7.8 million in equity and $3.4 million through the Housing Trust Fund. In addition, the New York State Office of People With Developmental Disabilities (OPWDD) provided $1.8 million and NYSERDA (the New York State Energy Research and Development Authority) contributed $50,000. The CDS Wolf Foundation also provided $75,000.
The CDS Wolf Foundation “seeks donations to help support the growth and expansion of CDS Life Transitions’ community services and unfunded areas of need,” per its website.
Spring Village includes a newly constructed, two-story building with one- and two-bedroom apartments. Five of the 50 homes are “fully accessible” for residents with physical disabilities, and two homes are adapted for persons with visual or hearing impairments.
Spring Village is near a Centro bus route with “easy access” to shopping and community services, Cuomo’s office said.
The complex includes an elevator, laundry room on each floor, lounge, fitness room, computer stations, and individual storage units. Appliances and light fixtures are Energy Star-rated as are windows and doors. Spring Village takes part in NYSERDA’s low-rise new construction program. Most apartments are affordable to households at or below 60 percent of the area median income.
CDS Housing is partnering with the Cayuga Centers of Auburn to provide on-site case management and service coordination for residents of the 10 apartments that OPWDD funded.
MVHS breaks ground for construction of downtown Utica hospital
UTICA — Officials with the Mohawk Valley Health System (MVHS) have formally launched the construction project at the site of the upcoming hospital in downtown Utica. “A project of this magnitude that promises to be so transformational is a once-in-a-lifetime opportunity, and it happens only because leaders have the vision to see beyond what is
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UTICA — Officials with the Mohawk Valley Health System (MVHS) have formally launched the construction project at the site of the upcoming hospital in downtown Utica.
“A project of this magnitude that promises to be so transformational is a once-in-a-lifetime opportunity, and it happens only because leaders have the vision to see beyond what is to what can be,” Darlene Stromstad, CEO of MVHS, told the gathering on Dec. 12. MVHS streamed the Utica event on its Facebook page.
Milwaukee, Wisconsin–based Hammes Company is the project-management firm for the new hospital project. Gilbane Building Company, which is headquartered in Providence, Rhode Island, is the construction manager. Seattle, Washington–based NBBJ is the architectural firm designing the facility.
MVHS previously said that it expects crews to complete the project by 2022.
CHA Consulting, Inc., an Albany–based engineering consulting firm, is evaluating the potential repurposing of the existing hospital buildings. The firm is conducting an evaluation of the potential reuse of all three campuses (Faxton, St. Luke’s, and St. Elizabeth).
It’s anticipated that the Faxton Campus will stay open and continue to house the MVHS Cancer Center, urgent care, outpatient dialysis, outpatient rehabilitation, and other ancillary services.
CHA’s report and recommendations are due early in 2020, MVHS said.
The new hospital will be a $480 million, 373-bed, 672,000-square-foot, nine-story facility. Its campus will also include a central utility plant and parking garage on 25 acres, MVHS said in a Dec. 12 news release.
“Today is the culmination of a lot of hard work by many people and organizations and I am so excited to be here today breaking ground on our future medical center,” Stromstad said, according to the release. “This medical center will not only transform the way we deliver health care to this community, but it will help continue the redevelopment and resurgence of downtown Utica. Health care is a rapidly changing industry and it’s crucial for a health system to keep up with the advancements being made so that we are able to deliver the best care possible. This new facility will give our wonderful employees the space and technology needed to provide the state-of-the-art care that is needed in our region.”
As her remarks at the groundbreaking event, Stromstad also acknowledged the work of Robert Scholefield, who is executive VP of facilities and real estate at MVHS.
“He lives and breathes this project along with Sharon Palmer, our vice president of support services. There is not a detail about this project that these two people don’t know,” said Stromstad.
She also thanked Mohawk Valley EDGE, the Greater Utica Chamber of Commerce, the Genesis Group (a Utica civic organization), and the Community Foundation of Herkimer and Oneida Counties Inc.
Stromstad touted the project location and how it could spur economic development.
“This location provides accessibility to our patients who travel here from over three counties. And it also serves as an economic driver for the downtown [area],” Stromstad noted in her remarks.
Moving services
MVHS says it plans to move all inpatient acute-care hospital and emergency-room services — currently available at the St. Luke’s and St. Elizabeth campuses — to the new hospital. This will include emergency services, trauma services, radiology and clinical laboratory services on the first floor.
The second floor will include an “surgical innovation center” (operating rooms), cardiac catheterization and interventions, electrophysiology labs, interventional radiology, and endoscopy.
In addition, the new hospital will have critical and intensive care on the third floor, maternity and a special care nursery on the fourth floor, intermediate care on the fifth floor, medical and surgical services on the sixth and seventh floors, pediatrics and medical and surgical services on the eighth floor, and behavioral-health services on the ninth floor, per the release.
MVHS also notes that the services on each medical and services floor — such as orthopedic care, heart services and specific surgical specialties — will be “further defined as the building project progresses.”
Five Strategies That Can Take Your Business From Pretender To Contender
“By failing to prepare, you are preparing to fail.” That quote, attributed to Benjamin Franklin, summarizes why some businesses and other endeavors fall short and end up in the scrap heap of lost dreams. The importance of preparation for success in business is much like it is for professional sports teams trying to win a
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“By failing to prepare, you are preparing to fail.”
That quote, attributed to Benjamin Franklin, summarizes why some businesses and other endeavors fall short and end up in the scrap heap of lost dreams.
The importance of preparation for success in business is much like it is for professional sports teams trying to win a championship.
Every single significant opportunity in life is a Super Bowl if you really want to be successful. [Teams] don’t reach the Super Bowl if they don’t practice with purpose every week, watch countless hours of video, and rise above the inevitable pain and struggles that come with high-level competition.
Being prepared for every situation along the way leads to earning their biggest opportunity, and it’s the same way for a business looking for big opportunities to grow. The key to mastering the art of preparation is constant practice.
Here are five strategies for businesses to take their preparation to the next level:
Become a disruptor. You want your business to stand out from the competition. To do that, ask yourself, “How can my company disrupt the industry? How do we position ourselves in the marketplace so that people will go out of their way to do business with us?”
Attract the right talent. Picking the right person — one who can be a long-term employee vital to the company’s success — should be a slow and strategic process. For a business owner, hiring people is very much like investing. Before you offer someone a job, do research, check references, and ask many questions. Do people you are considering have the attitude and motivation to succeed? Would they be a good fit with your existing culture?
Establish a winning culture. “A business culture is created at the top and cascades downward. It takes great effort and dedication to build a winning business culture where everyone feels valued as contributors. It goes beyond the professional relationship to the personal — showing compassion for employees in times of need, and recognizing exceptional efforts with tangible rewards.
Befriend Murphy. As in Murphy’s Law — “Anything that can go wrong, will go wrong.” Although all businesses encounter problems in a variety of ways, a strong organization can properly prepare in a way to withstand them and solve them quickly. Because Murphy is going to show up in any number of forms when preparing to do anything, there has to be a list of solutions in place before a problem ever happens.
Recognize and seize opportunities. The key to capitalizing on an opportunity is identifying a need greater than your own — that of your customer. Imagine you meet someone who can help you solve a need because he or she has the tools and experience to give you what you really need. Think about what real-estate agents do for home buyers. They ask specific questions about what the clients are looking for, relate to their excitement about finding the right kind of home, and create a vision of that.
Preparedness is the key in any and all situations. The only way you learn and grow as an individual, and as a business, is to perfect your unique abilities and a team’s winning strategies through repetition.
Paul Trapp is a founding owner and CEO of EventPrep, Inc. (www.eventprep.com), a full-service meeting planning and management company that supports 16 franchises across the U.S. Stephen Davis is a founding owner, president, and COO of EventPrep. Trapp and Davis are co-authors of the book “Prep for Success: The Entrepreneur’s Guide to Achieving Your Dreams.”
Jefferson County hotel occupancy rate dips 2.5 percent in October
WATERTOWN — Hotels in Jefferson County were slightly less full in October than in the year-prior month, according to a recent report. The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county declined 2.5 percent to 57.3 percent in October, according to STR, a Tennessee–based hotel market data and analytics
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WATERTOWN — Hotels in Jefferson County were slightly less full in October than in the year-prior month, according to a recent report.
The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county declined 2.5 percent to 57.3 percent in October, according to STR, a Tennessee–based hotel market data and analytics company. It was the third straight monthly decrease in occupancy. Year to date, hotel occupancy in the county was down 0.9 percent to 55.1 percent.
Revenue per available room (RevPar), a key industry gauge that measures how much money hotels are bringing in per available room rose 1.2 percent to $55.67 in October. Through the first 10 months of the year, the county’s RevPar increased 2.5 percent to $56.37.
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