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Communiqué founder, Linn, rolls with the punches
ITHACA — In the 1930s, the term “killer instinct” was added to the American lexicon, based on the fighting spirit of heavyweight-boxing champion Jack Dempsey. Today, the term describes someone determined to succeed in everything. Add Laurie Linn to the list, even though her avoirdupois puts her in the bantamweight category. You can find Linn […]
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ITHACA — In the 1930s, the term “killer instinct” was added to the American lexicon, based on the fighting spirit of heavyweight-boxing champion Jack Dempsey.
Today, the term describes someone determined to succeed in everything.
Add Laurie Linn to the list, even though her avoirdupois puts her in the bantamweight category. You can find Linn every morning at 5:15 weightlifting, shvitzing from a cardio-workout, or in the boxing ring sparring with her trainers at Black Irish Athletics in preparation for another day at the agency she owns and manages.
Linn is celebrating the silver anniversary of Communiqué Design and Marketing, Inc., a firm she founded in Ithaca and serves as president. “I took the name from a song released by Dire Straits [in 1979],” reflects Linn. “The lyrics made me think of the need to communicate clearly to engage a target audience, stakeholder, or bring about change in the community. My goal is to offer integrated marketing that moves the needle for our clients, both for-profits and nonprofits. The key is our ability to innovate and create, inspiring people to action. We are a core staff of five plus multiple partners, who offer advertising, public relations, web development, and digital media that is always solutions-oriented.”
Standing out from the crowd
Linn has plenty of competitors trying to beat her to the punch. “What separates us from the competition is that the company started out as an integrated-marketing firm when the concept was still cutting-edge,” avers the company president. “I was a believer long before the clients understood the power of this new, marketing tool. Integrated marketing creates a unified message that reinforces each of the communication components. Another key difference from our competitors is our networking strength and the leadership roles we take in the community. I have always seen our role as being immersed in the Tompkins County community, and that means connecting with CEOs. How else would we understand a client’s business and strategy, unless we worked with top management. It also means cultivating professional relationships with the media and other partners in order to target our clients’ news so they can communicate effectively.”
Linn’s current leadership roles include selection to the Tompkins County Chamber of Commerce board of directors, including the executive committee; Tompkins County Area Development (TCAD) board; United Way of Tompkins County board and chair of its marketing committee; president of Friends of Ithaca College; and Tompkins Trust Co. business-development board. Past roles included co-chairing the Tompkins County Chamber, co-chairing the annual United Way campaign, and serving as the president of the Tompkins Cortland Community College Foundation board. Linn has also volunteered to spearhead a female-empowerment program at South Hill Elementary School, coach soccer, serve on the committee to elect Ithaca’s current mayor, and support Tompkins Connect and Tompkins County’s Young Professional Organization.
Linn returns to the primary trait that sets Communiqué apart. “We are innovators with a reservoir of creativity,” she intones. “The team acts as entrepreneurs, bringing fresh perspectives to a problem. That’s how we generate ideas. The office is laid out as open-architecture just so the staff can easily share ideas. Count on us to develop big-picture, marketing strategies designed to increase the bottom line. We create a marketing culture with a core pulse that beats throughout a client’s organization. And when we present a message, it’s always at the forefront, while good design is invisible. Put it all together; that’s how we create a program to reinforce a company’s brand, the tool that converts a buyer into a loyal follower.”
Linn says some of Communiqué’s most creative ideas occur on “whiskey Friday,” a 4 p.m. weekly, informal session when the staff, partners, and clients mingle to spark new ideas. “My staff suggested whiskey Fridays, and now my clients and colleagues eagerly anticipate the end of the work week,” affirms Communiqué’s president. “It’s an amazing time when adult beverages and creativity both flow.”
Clients
Over the past 25 years, a number of clients have subscribed to the Communiqué message, including Borg Warner, Cayuga Medical Center, Cornell University, Eureka Tent Co., Ithaca College, the regional airports for Ithaca and Binghamton, Nice N Easy Grocery Shoppes, Tompkins Cortland Community College, TCAD, Eastern Managed Print Network, Incodema, Woodhouse (a national timber-frame company), Audrey Edelman/Realty USA, Warren Real Estate, Coltivare Farm-to-Bistro, Wells College, and the Tompkins Trust Company. The firm has garnered a number of accolades along the way for its creativity in package and logo design, video excellence, marketing concept and execution, publication and brochure design, fundraising support, and higher-education marketing.
Personally, Linn has been recognized for her leadership and community involvement. The Tompkins County Chamber of Commerce has twice bestowed on her the title “Small Business Person of the Year” and crowned Linn thrice as the “Key Person of the Year.” The chamber board of directors cited her for exceptional service with the “Outstanding Leadership” award. The National Association of Professional & Executive Women named her the “Woman of the Year.” The Boy Scouts dubbed her the “Distinguished Citizen of Tompkins County,” and she was awarded the Patricia E. Stage trophy by the United Way of Tompkins County as the “Outstanding Volunteer of the Year.”
Tough start
Launching Communiqué was a struggle recalls Linn. “I started the business during the recession of 1991,” she acknowledges, “probably not the most … auspicious time to throw my hat in the ring. While I was a true believer in the concept of integrated marketing, it took a few years to educate our clients. In the early 1990s, the Internet was starting to come into its own. Clients were frankly confused on how to use it effectively, and so, again, we spent considerable time educating them. Like all start-ups, it wasn’t uncommon to work 80-hour weeks and then search for coins so I could buy milk … I grew up in a family where all of my relatives ran businesses, so I wasn’t surprised by the obstacles that needed to be overcome to be successful. Or to use my boxing jargon, I knew how to roll with the punches. Besides, I always had plan-B. If the venture didn’t work out, I knew I could get a job.”
Communiqué picked up two big clients in 1993. “These clients gave the firm financial stability, which allowed us to begin growing,” recalls Linn. “At one point, the company had 15 employees. I found myself spending too much time as the human-resources director and not enough face time with the clients. We were adding national accounts, which meant I would have to do more travelling. At the time, my daughter was young, so I decided not to travel more than 150 miles from Ithaca. I also decided to take off every Friday afternoon to be with her. That’s when I downsized the organization and created a group of partners with whom I could work to supplement the agency’s business. I consider our partners an extension of the Communiqué team.”
In 2013, Linn began the process of certifying Communiqué as a woman-owned business enterprise (WBE). “The certification has opened doors to us that were [long] shut,” asserts Linn. “New York State mandates that all state entities reserve a percentage of their purchases for women- and minority-owned businesses. Recently, Gov. [Andrew] Cuomo raised the level to more than 30 percent. This has been a game-changer by bringing us more opportunities. We have secured several New York State contracts, and now we are building relationships with those institutions and agencies.”
Career beginnings
Linn began her career in the 1980s working for Tom Yaegel Associates (TYA), a marketing-services firm located near Philadelphia and an early adopter of integrated marketing. TYA was an international marketing company, which included global-financial institutions. “I spent 80 percent of my time travelling to clients,” she avers, “and a lot of my trips were on red-eyes. I convinced the vice president to whom I reported that I should be closer to her; that’s when I moved to Ithaca. This also put me close to my hometown — Syracuse — to help my ailing mother, who had cancer, and to support my family. At that point, most of my time was spent with Citibank in New York City. Tom Yaegel was very supportive in helping me start my own company.”
At age 54, Linn makes the Energizer bunny look sluggish, which is to say she has no plans to slow down.” My daughter is getting ready to go off to college, so I feel more comfortable accepting national accounts again,” she announces, “even knowing it means more travel. I also want to empower women to seize the opportunities out there. When I started in business, it was totally a male-dominated environment. I wanted to be at the table, which meant I couldn’t be mute. As a woman, I needed to shine through innovation, ideas, and execution. Today, I want to be an inspiration to women; we can change the world. I haven’t thought a lot about succession at Communiqué: some day I could merge or sell the business or groom an employee. Right now, I’m having too much fun. I just love business.”
Albert Einstein is quoted as saying, “Creativity is intelligence having fun.” He must have been thinking of Laurie Linn, who keeps on wanting to move the communication needle. If Jack Dempsey, the man with the killer instinct, were watching Linn in action, he would say, “She’s definitely not ready to throw in the towel.”
G&C Foods readies $18 million project to acquire, expand, upgrade facility
VAN BUREN — G&C Food Distributors & Brokers, Inc. (G&C Foods) plans to acquire its Van Buren food-distribution facility, expand and upgrade it, and add 85 employees over the next 18 to 24 months. The facility is located at 3407 Walters Road. G&C Food is a Van Buren–based food service re-distributor of refrigerated, frozen, and
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VAN BUREN — G&C Food Distributors & Brokers, Inc. (G&C Foods) plans to acquire its Van Buren food-distribution facility, expand and upgrade it, and add 85 employees over the next 18 to 24 months.
The facility is located at 3407 Walters Road.
G&C Food is a Van Buren–based food service re-distributor of refrigerated, frozen, and dry food. It currently leases the 276,000-square-foot warehouse that P&C Foods previously used.
“It’s an $18 million project which includes acquisition, expansion, equipment for manufacturing, and some conversions of existing refrigeration into freezer space,” says Richard (Rich) Chapman, company president.
Chapman spoke with CNYBJ on Jan. 15.
He anticipates G&C Foods closing on the acquisition during the first half of 2016 and the manufacturing will likely start up during the second half of the year. The expansion of the dock and the warehouse will happen over the next six to 18 months.
“We don’t really have an exact time frame for that yet,” says Chapman.
The company has been thinking about these moves for the past 12 to 18 months, he adds.
G&C Foods will “self finance” the project, says Chapman, noting the company might also take out some loans.
The company has applied for partial property tax exemptions via a payments in lieu of taxes (or PILOT) agreement through the Onondaga County Industrial Development Agency, he notes.
Expansion details
G&C Foods plans to acquire the facility, which it has leased since 2010. The firm’s owner plans to purchase it from NIP Owner I, LLC, a Los Angeles, California–based, real-estate company. Dwight (Kip) Palmer of Rochester, who also owns Palmer Food Services of Rochester, owns G&C Food Distributors and Brokers.
G&C started operations in the former P&C facility in February 2011.
“When we moved in here in 2011, we thought this was all the space we would ever need. Fortunately, our business continues to grow at a pretty substantial pace. It’s just time to expand again,” says Chapman.
G&C Foods currently employs about 270 people total, including 217 in the Central New York area, according to Chapman.
The firm also has a location in Rochester, according to its website.
The company plans to add about 50,000 square feet of additional space to the facility.
“We’ll be doubling the size of our current, refrigerated dock,” says Chapman.
G&C Foods is soliciting bids for a prospective general contractor and designer on the project, he adds.
The company, which primarily focuses on food distribution to retailers and wholesalers in 27 states, also plans to add a manufacturing line.
Its Van Buren distribution facility is “broken up” into six different rooms. The firm will use one of those rooms for a new packaging line.
“We’re converting that into a packaging line where we’re going to be packaging frozen fruits and vegetables,” says Chapman.
He called that part of G&C’s business “extremely small” a few years ago. But the company believes packaging can be a “big part” of its operations moving forward.
Daughter for Hire formally opens new office in Clinton
CLINTON — Daughter for Hire LLC, a Mohawk Valley in-home, elderly assistance firm, formally opened its new office at 6 Williams St. in Clinton on Jan. 20. Daughter for Hire, which moved to its new home in November, needed to expand and relocate to accommodate its growth in caregivers needed to look after its growing
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CLINTON — Daughter for Hire LLC, a Mohawk Valley in-home, elderly assistance firm, formally opened its new office at 6 Williams St. in Clinton on Jan. 20.
Daughter for Hire, which moved to its new home in November, needed to expand and relocate to accommodate its growth in caregivers needed to look after its growing client base of senior citizens.
The business previously operated from co-owner Kathleen Rutishauser’s spare bedroom in her home in Whitesboro. The new office fits three people comfortably, says co-owner and longtime friend Denise Flihan. The company’s caregiver employees do most of their work outside of the office at clients’ homes, so a large office isn’t necessary, she notes.
Since 2014, Daughter for Hire has doubled its number of clients from 100 to more than 200, says Flihan. The company has since added 12 more part-time employees, bringing the total to 38.
Daughter for Hire’s services include helping with household chores, assisting with doctor’s appointments, running errands, handling outside tasks such as snow removal, or handling financial matters like banking, according to its website.
After completing a career in banking and finance, Rutishauser spent her free time assisting senior citizens she knew. What started as running a few errands and helping with scheduling became a thriving business that launched in late 2012.
“We are thrilled we have this space and thank the community for believing in our services,” Flihan says, regarding the new Clinton office.
New York manufacturing index plunges in January
But MACNY leader says it “doesn’t necessarily reflect” what members say The Empire State Manufacturing Survey general business-conditions index plummeted 13 points to -19.4 in January, declining for a sixth consecutive month. But at least one observer of the regional manufacturing sector finds the measurement a bit surprising. The survey reading “doesn’t necessarily reflect” what
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But MACNY leader says it “doesn’t necessarily reflect” what members say
The Empire State Manufacturing Survey general business-conditions index plummeted 13 points to -19.4 in January, declining for a sixth consecutive month.
But at least one observer of the regional manufacturing sector finds the measurement a bit surprising.
The survey reading “doesn’t necessarily reflect” what the Manufacturers Association of Central New York (MACNY) is hearing from its members, says Randall Wolken, president of MACNY.
“They haven’t expressed a lot of change from prior conversations in terms of what they’re experiencing, what they expect for 2016 in terms of their markets and their customers. So, I haven’t seen a significant shift in either direction. It’s a little hard for me to reconcile what I’m seeing,” says Wolken.He spoke with CNYBJ on Jan. 20.
The January survey found business activity for New York manufacturers fell “at the fastest pace since the Great Recession,” or early 2009, the Federal Reserve Bank of New York said in a report issued Jan. 15.
A reading below zero represents a decline in manufacturing activity while a positive number shows expansion.
Inside the report
The new-orders index plunged 17 points to -23.5, indicating a “substantial” decline in orders.
After rising above zero last month, the shipments index retreated 19 points to -14.4, indicating a “sizable” drop in shipments.
The unfilled-orders index advanced 5 points to -11.0, and the delivery-time index fell 5 points to -13.0, signaling “shorter” delivery times.
The inventories index, up 6 points to -6.0, suggested that the reduction in inventory levels was continuing, although at a “slower pace than last month.”
The indexes for both prices paid and prices received were positive, the first such occurrence since August 2015.
The prices-paid index climbed 12 points to 16.0, representing the “fastest rise” in input prices since early last year.
After declining for the prior four months, selling prices increased slightly, with the prices received index rising 8 points to 4.0.
Labor-market conditions continued to “deteriorate.”
The index for number of employees was negative for a fifth consecutive month, though it edged up 3 points to -13.0.
After posting a “steep” decline last month, the average-workweek index moved up, but it remained negative at -6.0.
Indexes for the six-month outlook fell sharply this month, suggesting that optimism about future business conditions “weakened considerably.”
The index for future business conditions plunged 26 points to 9.5, its lowest level since 2009.
The indexes for future new orders and future shipments also fell sharply.
Only small improvements in labor market conditions were expected in the months ahead, with the index for expected number of employees falling to 4.0.
The capital expenditures index held steady at 15.0, and the technology-spending index was unchanged at 9.0.
The New York Fed distributes the Empire State Manufacturing Surveyon 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.

Metro Fitness Health Club adds muscle to DeWitt property
DeWITT — The owner of Syracuse–based Metro Fitness Health Club had only intended to offer advice about a property in DeWitt. Then, his company ended up with a second location. In the middle of 2015, one of business owner Randy Sabourin’s personal-training clients asked him to meet with one of his business partners. “That’s when
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DeWITT — The owner of Syracuse–based Metro Fitness Health Club had only intended to offer advice about a property in DeWitt. Then, his company ended up with a second location.
In the middle of 2015, one of business owner Randy Sabourin’s personal-training clients asked him to meet with one of his business partners.
“That’s when I was first introduced to the situation … with this facility,” says Sabourin, referring to 6800 East Genesee St. in DeWitt, the property across from the Wegmans location.
He spoke with CNYBJ on Jan. 14.
Several tenants had used the space, including Aspen Athletic Clubs and the Koinonia, Fayetteville Athletic Club, says Sabourin. He contends that most people remember the location as the Track & Racket / Fitness Forum Club.
Koinonia was serving as a temporary operator for the club, says Sabourin, but the property owners were not willing to make necessary repairs until they had a signed lease and a “significant” tenant.
Despite his initial intent to offer just his personal-training services at the Koinonia club, it became evident the property owners had another outcome in mind.
“Basically it came to what’s it going to take to get Metro Fitness in and operating this club,” Sabourin recalled in describing how his firm became a tenant in the building.
Metro Fitness East is operating under a five-year lease. The website of the Onondaga County Office of Real Property Tax Services lists 6800 East Genesee St., LLC as the entity that owns the property.
“I am proud and excited to announce that the lease is official, and the high quality of service and programs that have been a part of the history going back to the former Track & Racket/Fitness Forum will be revitalized and thrive to a new level,” Tom Kennedy, one of the principal owners of 6800 East Genesee St., said in a Jan. 5 Metro Fitness news release.
“I understand and connect with the nostalgic history [of this location] going back to when it was Track & Racquet / Fitness Forum. My mission is to re-establish that,” says Sabourin.
New life
Metro Fitness on Dec. 15 started operating in the space that Koinonia, Fayetteville Athletic Club previously occupied. Koinonia has moved to a different space in the same building, according to its Facebook page.
Koinonia operates a juice bar in the building, which Sabourin called a “great amenity” for people using his health club.
The company is calling its new 24,000-square-foot location Metro Fitness East. Metro Fitness also has a 13,000-square-foot location at 205 S. Salina St. in downtown Syracuse.
The DeWitt location is undergoing renovation work.
Edgewater Management Co., Inc. is handling the renovation work on the space. Macknight Architects is doing the design work on the space’s reception area.
Crews have sanded and refinished the studio floor and also repaired the steam room and ceiling.
In that space, Metro Fitness inherited equipment that was broken and “not worth salvaging” and other pieces that needed repair, says Sabourin.
Metro Fitness also had Syracuse Fitness Store assess all the equipment.
“We worked out a budget for the repairs and they shipped the largest shipment of parts across [the] country [that] they’ve ever shipped,” he says.
Metro Fitness East isn’t the only business operating in its space. Onondaga Physical Therapy has a 2,000-square-foot office in Metro Fitness’s location but operates under a separate lease agreement, says Sabourin.
Metro Fitness secured a $50,000 business loan from M&T Bank to open the new location. The company used $15,000 to purchase new equipment for the location, says Sabourin.
About Metro Fitness
Launched in 1995, Metro Fitness currently employs about 40 people in a mix of full- and part-time capacities.
The employee breakdown includes 15 trainers and instructors and seven clerical workers at the downtown Syracuse location, along with 11 trainers and instructors, six clerical workers, and one custodian at the DeWitt location, according to Sabourin.
Metro Fitness has 700 members in its Syracuse location. It opened with 300 in its first month at the DeWitt location, but Sabourin anticipates adding another 100 members by February.
Sabourin didn’t provide a specific figure but noted the company’s gross revenue in 2015 increased by $100,000 over its 2014 results.
Metro Fitness East is open from 4:30 a.m. to 10 p.m. weekdays, 7 a.m. to 8 p.m. on Saturday, and 8 a.m. to 7 p.m. on Sunday, according to its release.
The company has a grand-opening event scheduled for Jan. 29.
Business Council unveils 2016 legislative agenda
The Business Council of New York State, Inc. contends that its 2016 legislative agenda focuses on the core improvements needed to improve the business climate throughout the state. “Gov. Cuomo and the state Legislature have made tremendous strides in recent years in improving our state’s business climate and the perception that New York is not
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The Business Council of New York State, Inc. contends that its 2016 legislative agenda focuses on the core improvements needed to improve the business climate throughout the state.
“Gov. Cuomo and the state Legislature have made tremendous strides in recent years in improving our state’s business climate and the perception that New York is not business-friendly,” Heather C. Briccetti, president and CEO of the Business Council, said in a news release.
“Five-consecutive on-time, low-growth budgets have restored fiscal discipline and a general feeling of competency. Despite these successes, considerable work is still needed. Our state’s Tax Foundation ranking remains woefully inadequate and many of our longstanding regulations and taxes make it unnecessarily difficult to keep and create jobs in New York state. We look forward to working with the governor and the legislature throughout this year’s legislative session to enact smart, pro-growth policies that improve the lives of all New Yorkers.”
The Business Council’s legislative agenda includes focusing on the following goals:
Maintain budget discipline — Adopt a sixth-consecutive, on-time state budget that keeps state operating spending growth under 2 percent. “New York’s fiscal discipline has allowed the state to adopt important tax reforms and avoid the significant budget challenges — and pressures for new or increased taxes — faced by a number of other states,” the Business Council says.
Small-business tax reform — Following on state and New York City corporate tax reform adopted in 2014 and 2015, adopt business tax reductions for small businesses organized as pass-through entities, including Sub-S corporations, LLCs, and partnerships, by increasing the business income-tax exemption under the personal income tax and decreasing the corporate franchise tax rate for small businesses.
Workers’-compensation reform — Fully realize the cost savings of duration caps on permanent partial-disability benefits, by generally starting duration caps at two years after an injury. Finalize and implement administrative updates to medical guidelines on scheduled loss-of-use awards, and mandate the use of panel providers for the first 90 days of medical treatment. Reform indexing of maximum benefits to reflect regional average weekly wages.
Infrastructure investments — Dedicate the nearly $2 billion in remaining financial settlement “windfall funds” to infrastructure programs, including roads, bridges, water, and sewer projects. Assure a fully funded road and bridge program in conjunction with adopting a five-year MTA capital plan. Increase funding for the Environmental Protection Fund to support important programs including pollution prevention, agricultural business projects, and green energy.
Energy assessment — Repeal Section 18-a energy gross-receipts assessment, effective Jan. 1, 2016, avoiding the collection of an additional $200 million from business and residential ratepayers. Adopt measures to provide price protection to large energy consumers from energy assessments. Adopt a self-directed energy program with a cap on percentage energy assessments as a percentage of energy assessments.
Education and workforce development — Maintain the state’s commitment to enhanced education standards, continue to expand the New York State P-TECH program, provide funding for current employment training, and continue to develop CTE (career technical education) and STEM (science, technology, engineering, and math) education initiatives.
Scaffold law reform — Reform the “antiquated” Scaffold Law by adopting a standard that assigns comparative negligence similar to that in place for other forms of liability.
Reject wage/benefit mandates — Oppose new pay mandates, including significant additional increases in the minimum wage; authorization for municipal-level minimum wages; extension of public works prevailing wage to private-sector activities; new paid-leave mandates.
The Business Council of New York State says its membership is made up of thousands of businesses, as well as local chambers of commerce and professional and trade associations.
CNY ATD announces 2016 leadership team
SYRACUSE, N.Y. — CNY ATD has announced its 2016 leadership team. The leaders are: • President: Steven Maloney, International Wire Group, Inc.; • President Elect: Amy Bartolotta, The Hartford; • Past President: Ingrid Gonzalez-McCurdy, Elmcrest Children’s Center; • VP Membership: Cynthia Doss, SUNY Syracuse EOC; • VP CNY BEST: Peggie Chan, O’Brien & Gere; •
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SYRACUSE, N.Y. — CNY ATD has announced its 2016 leadership team.
The leaders are:
• President: Steven Maloney, International Wire Group, Inc.;
• President Elect: Amy Bartolotta, The Hartford;
• Past President: Ingrid Gonzalez-McCurdy, Elmcrest Children’s Center;
• VP Membership: Cynthia Doss, SUNY Syracuse EOC;
• VP CNY BEST: Peggie Chan, O’Brien & Gere;
• CNY BEST Vice Chair: Susan Kolceski, Excellus BlueCross BlueShield;
• VP Professional Development: Bob Gabor, Dynamic Training & Coaching;
• VP Programs: Linda Jones, Gillespie Associates;
• Programs Vice Chair: Brent Danega, SUNY Cortland;
• VP Curation: Mark Britz, The eLearning Guild;
• VP ELW: Linda Maher, POMCO;
• ELW Vice Chair: Diane Viviano, Haylor, Freyer & Coon;
• CPLP Chair: Steven DeHart, Progressive Insurance;
• Scholarship Chair: Michelle Cooper, Oneida Nation Enterprises;
• Scholarship Vice Chair: Kim Gessini, Suburban Propane; and,
• Managing Director: Brenda Grady, ACME Planning.
CNY ATD is the Central New York chapter of the Association for Talent Development.
Four Tips to Execute your 2016 Marketing Plan
Executing a marketing plan is like keeping a New Year’s resolution. It always starts off with a bang and a determination like nothing could ever knock you off track. But, let’s be realistic. According to the Journal of Clinical Psychology, only 64 percent of Americans will make it past one month of their New Year’s
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Executing a marketing plan is like keeping a New Year’s resolution. It always starts off with a bang and a determination like nothing could ever knock you off track.
But, let’s be realistic. According to the Journal of Clinical Psychology, only 64 percent of Americans will make it past one month of their New Year’s resolution.
In the business world, it’s worse. Top management can only rely on colleagues and employees to execute their strategies 59 percent of the time, according to Donald Stull’s research for the Harvard Business Review. To top it all off, studies by the Bain Consulting Group show that 7 of 8 companies fail to execute their strategy.
The marketing plan is a critical document to have for an organization’s future success. It outlines how a company plans to reach its target audiences, communicate its products/services, and effectively grow the business and its bottom line. So, it’s important that your 2016 marketing plan doesn’t fall through the cracks so you too can achieve success.
Here are four tips you can use in executing your marketing plan.
#1: Keep a schedule
A marketing plan should come standard with a timeline for its execution, but that timeline is often very general and could be labeled only by quarter or month. An effective schedule should be broken down week-by-week. Giving an assignment a deadline is one way to put emphasis throughout the company that these marketing tasks need to be completed and they need to be finished on time. As soon as you slip once and let an activity get pushed because it wasn’t completed on time, you open a Pandora’s Box for everything else to be delayed. Set the precedent early and often that this marketing plan is to be completed on schedule.
#2: Set realistic goals
You want to double your sales, increase followers to your LinkedIn page by 75 percent, and do all of these other things that, if you think objectively, probably won’t happen. Your marketing plan may end up a failure just because you didn’t hit the out-of-this-world goals you set at the beginning of the year. Take a look at the goals you’ve set (if you didn’t set goals, that’s a bigger problem), and ask yourself: Is the time, money, and personnel we’ve allocated to marketing realistically able to achieve these goals?
#3: Hold each other accountable
Someone in the company needs to be responsible for your marketing plan. Whether that’s the marketing director, the company president, or someone else, there needs to be a degree of accountability. When something doesn’t get done, who is the person you turn to and ask “why?” Accountability doesn’t mean fear of losing a job because that blog post didn’t go out on time, but it does mean that someone should be responsible for that blog post not going out on time, and he/she should be actively finding solutions to remedy the situation. The last thing you want to have is someone say, “That’s not my job.”
#4: Celebrate milestones
It’s part of human nature to want to feel successful. No employees come to work every day because they want to feel unappreciated and like they haven’t done their job well. It’s important that whether you do it privately or publicly, celebrate milestones within your company, especially in marketing. Did you just hit 500, 1,000, or 2,000 followers on Twitter? Make a company announcement. Did you hit your quarterly sales goal a month early? Say something in a staff meeting. Did your billboard increase direct traffic to the website more than expected? Tell your marketing director if he/she is doing a good job. It seems tedious and petty to celebrate the little things, but that keeps the momentum up, morale high, and employees motivated to continue reaching for success.
Best of luck in executing your 2016 marketing plan.
Zachary Clark is director of business development at Cowley Associates in Syracuse. He is a graduate of St. Bonaventure University and recently completed his MBA, with a focus in marketing, from Syracuse University. Contact him by email at zclark@cowleyweb.com or call (315) 475-8453 ext. 231.
New Year’s Resolution: Business Goals for a Better Year
We all have made them. We all have broken them. New Year’s resolutions are a change in behavior, a new beginning, or a healthy lifestyle. You name it, most people have resolved to make changes over the years, but what makes people actually stick with their resolutions? Change is often difficult or challenging for
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We all have made them. We all have broken them. New Year’s resolutions are a change in behavior, a new beginning, or a healthy lifestyle. You name it, most people have resolved to make changes over the years, but what makes people actually stick with their resolutions?
Change is often difficult or challenging for some people. Sometimes the changes are too drastic or too far-fetched.
Too many small-business owners have become stuck in the same old, same old, due to lack of time or resources. You might be OK with what you are doing with the business, but maybe you are not. So what do you do? Well, you make a resolution. How do you keep that resolution? The answer is simple — by making your changes small, obtainable, and realistic.
Set your goals for your new year. When considering the goals to set, see if they are making the way of doing something more cost effective, increasing revenues, and/or boosting customer awareness. And more importantly, ask yourself — will you be able to stick with the resolutions this year? If they are small and obtainable, the answer is probably yes.
Some sample goals for the New Year in running a business are:
Goal #1: Utilize social media
Why social media? Simple — it’s easy and free. Most people have access to it and most people are familiar with some form of social media. It does not matter what platform you use — Facebook, Twitter, Snapchat, Slack, or LinkedIn — just use something. Take advantage of it.
Goal #2: Update your website or create a website
If you haven’t done it in awhile, take the opportunity to do so now. Tell your story about your journey from the beginning until now. People love following stories or hearing what path people have taken in this world that has led to one place or another. A website can be a simple way to give the public the information about you and your business. Reality sells. Use that to help sell your services or products. Then always make sure to link to your social media.
Goal #3: Join a networking group
Meet other small-business owners through networking groups. Others who are in the trenches with you will sometimes be the best sources for ideas for revamping your business or spreading the word about your venture. Referrals and word of mouth are most often the best way to generate sales. Make connections, create partnerships, and rely on your peers to help drive business your way. One Million Cups is a great resource in Syracuse where small-business owners come together to give suggestions, advice, and offer mentorship to other small-business owners. Any little bit that you are seen in the community helps to make people aware of you and your business.
Goal #4: Go to small-business assistance events
Free resources are available everywhere for small businesses. You just have to make yourself aware of them. Seek out your local economic-development agencies and see what events they have planned for small businesses. Sign up to be on their mailing lists, check out their websites and watch their social media for event listings. There are always classes that are being offered through local resources such as QuickBooks, marketing assistance, and social-media training sessions. Use your local resources; they are normally free and can be well worth your time and energy.
Goal #5: Give back to your community
Giving back feels good. Many times, we as small-business owners are asking for sales, promotion of our products, and referrals. Donate your time, your facility, your expertise, or whatever you feel comfortable offering. It doesn’t have to be a monetary act; it could just be a symbol or gesture, but do it through your business name. Actions speak louder than words, and if you are willing to help and support others in your community, most of the time the favor is returned by others in the purchase of your service or product. Putting your business on the radar as one that cares about its community speaks volumes to potential clients.
Making resolutions offers a great way to better yourself and your business. Take advantage of this time of year to try something new, reinvent your business image, or implement a new task daily that you haven’t used before. Resolve to better your business in the New Year. It’s a fresh start.
Melissa Zomro Davis, a former small-business owner in the equine industry, is a New York State-certified business advisor at the Small Business Development Center at Onondaga Community College. Contact her at m.l.zomro@sunyocc.edu or call (315) 498.6066.
We often hear politicians whine about too much money in politics. Next time you hear one, I want you to scream two words at the television: term limits. If anyone ever acted on those two words, you would see less money in politics. I’m talking about the big slush buckets of money. The huge dollars
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We often hear politicians whine about too much money in politics. Next time you hear one, I want you to scream two words at the television: term limits.
If anyone ever acted on those two words, you would see less money in politics.
I’m talking about the big slush buckets of money. The huge dollars that pay for the campaigns. The million-dollar bundles, the $50,000-a-plate dinners, Goldman Sachs money, and Warren Buffett and Koch brothers bucks. I’m referring to the teachers unions’ and Teamsters moolah.
All of it would shrink if we deployed those two little words.
To understand why, ask yourself: Where does the money go?
Some goes into the pockets of crooked politicians. We will only stop that when we stop the earth from spinning.
The rest of the money goes into campaign coffers — to pay for the next campaign. And the next campaign is pretty much all the time. For members of the House of Representatives, it really is. Their terms are only two years. Many of our politicians run continual campaigns. They pay pollsters and PR guys, consultants, and organizers continuously.
Congressman Steve Israel (Democrat from Long Island) retired recently. He said when he arrived in Washington, DC, the big boys told him he had to raise $10,000 a week, if he wanted to get re-elected. He did.
Who gives the money? People who want to be heard. The really big donors expect to be obeyed. Now you can tell yourself the big boys don’t really buy votes. They don’t really buy policies from politicians. What you tell yourself is as much a fairy tale as what I read to my grandson.
Of course, they buy votes. And influence, policies, and tweaks in the legislation that favor their cause.
How do they get away with this? By providing what the pols desperately need: Money for their next campaign. The pols need money like junkies need drugs. Enter the pushers.
Now, how would term limits help? Suppose six years in Washington was the max. And going to work for lobbyists after those six years was illegal.
Term limits would take away most of the need for campaign money and begging for bucks. The politicians would have less to sell — because they would soon be gone from the scene.
Special interests would not be so interested in them. Magnates would not waste their money on them. These birds spend millions to get a decent return. They don’t toss checks into coffers of politicians because they like their looks. They do it because they want something the pols can deliver.
Term limits would give the pols less to deliver. Term limits would make the pols less attractive to the guys with the bucks. And term limits would make the pols less needy for those bucks.
Term limits would give us citizen lawmakers. People would interrupt their careers to come to Washington. They would work a few years and go home. This would get rid of career politicians who spend their working years in Washington muck.
Would this weaken our Congress? After all, experience counts for something.
I don’t think so. The biggest companies on earth do all right with CEOs who stay for five or six years.
Term limits would lessen the need for the drug called campaign money. They would lessen the influence the big guys can buy.
Nothing is perfect in politics and mates. But term limits would probably do more than any other reform. And that is why they are probably the most dreaded two words in Washington.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta, in addition to his radio shows. Contact him at tomasinmorgan@yahoo.com
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