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Le Moyne programs help entrepreneurs, family businesses
SYRACUSE — The Madden School of Business at Le Moyne College is home to programs that focus on helping young entrepreneurs and the area’s family businesses. The Keenan Center for Entrepreneurship, Creativity, and Innovation is one of three “centers of excellence” within the business school, according to Le Moyne. The Keenan Center includes the Family […]
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SYRACUSE — The Madden School of Business at Le Moyne College is home to programs that focus on helping young entrepreneurs and the area’s family businesses.
The Keenan Center for Entrepreneurship, Creativity, and Innovation is one of three “centers of excellence” within the business school, according to Le Moyne.
The Keenan Center includes the Family Business Center (FBC). Founded in 2009, the FBC entered into a partnership with the Madden School in the fall of 2013.
No one agrees on a concrete definition of the term “entrepreneur,” says John Liddy, who has served as interim director of the Keenan Center since last November.
He has also served as the school’s entrepreneur-in-residence since late 2012.
In his mind, the word entrepreneur represents three elements. “It’s innovation. It’s business management, and it’s new venture creation,” he says.
The Keenan Center focuses on five areas to help Le Moyne students who are interested in entrepreneurship and pursuing the idea of starting a business.
The areas include a focus on curriculum so students understand the role innovation plays in entrepreneurship, says Liddy.
They also include involvement with co-curricular activities, including clubs and visiting local organizations.
The Keenan Center is also home to business-related programs, such as the Family Business Center; StartFast Venture Accelerator, LLC, a mentorship-based program for seed-stage software, mobile and Internet companies; and on-campus events such as those organized through the nonprofit Famous Entrepreneurs Series, Inc.
Established in 2006, the Famous Entrepreneur Series incorporated into the Madden School last fall.
Keenan Center activities also involve entrepreneurship coaching and mentoring of any student that might say “Hey, I have an idea. I want to consider moving it forward,” says Liddy.
When asked the most important advice any entrepreneur should follow in building a business, Liddy says, “Know what you know. Know what you don’t know, and that which you don’t know, go out and seek assistance to get that done.”
Liddy is a “big believer” in team work. In class, he says groups need to have “the hacker, hustler, and the hipster.”
“You have to have the subject-matter expertise. You’ve got to have the business expertise, and you have to have someone who’s going to design it so that the customers are going to want it,” says Liddy.
Ideas, he adds, are “worthless” without the execution.
Business plans are essential to understanding all the elements of what an entrepreneur has to accomplish, but the execution of that plan is “what’s going to matter.”
Liddy has 20 years of experience as an operations executive, most recently serving as general manager of Suburban Propane, a company serving the oil and energy industry.
His areas of expertise include strategic planning, operational efficiency, profit and loss management, financial analysis, and organizational development.
He began his professional life as an entrepreneur, helping develop and launch multiple start-up businesses and “transforming them into successful, profitable operations,” according to Le Moyne.
In addition to his work at Le Moyne, Liddy serves as director of the Student Sandbox at the Tech Garden in Syracuse, which helps young entrepreneurs put their ideas into practice.
The U.S. Small Business Administration also selected Liddy as an instructor for the organization’s se200 executive education program.
The center is named in honor of Kathleen Keenan, who graduated from Le Moyne in 1981, and her husband, Timothy Keenan. The Keenan Family Foundation’s $1 million gift in 2013 established the center.
Family Business Center
Founded in 2009, the Family Business Center (FBC) moved to Le Moyne in September 2013 after functioning as a stand-alone organization in the Tech Garden.
“Moving to Le Moyne made a lot of sense for the infrastructure, for the name recognition, and for the ability to collaborate with students and faculty,” says Tracy Cuoto, who became the FBC director in July.
Family businesses comprise between 80 percent and 90 percent of the national economy, and the FBC caters to the “unique” needs of a family business, says Cuoto.
The FBC offers programs to help family businesses deal with their business needs, but that’s not all.
“We [also] offer programming to help family businesses navigate the terrain of working with … your father or your son or your mother or your spouse … all of the different generations,” she adds.
The FBC views its emerging-generation peer group and a senior-generation peer group, both roundtable discussions, as the center’s “signature programs.”
“It’s safe space, a confidential space for members of that generation to come to talk about the issues that they’re having with their businesses with their families and for others to offer support and to ask some strategic questions to help them solve their problems,” says Cuoto.
The FBC has 35 member businesses, each of which averages between 20 and 100 employees and are “very well known companies within the region,” says Cuoto.
“Our biggest member is Welch Allyn, Inc.,” she adds.
Cuoto, who serves in a part-time capacity as the FBC director, also works as a grant writer in the Division of Institutional Advancement at Le Moyne and she continues in that role.
Cuoto is the daughter of Jack Webb, the former chairman and CEO of Alliance Financial Corp. before it merged with Norwich–based NBT Bancorp, Inc. (NASDAQ: NBTB).
Webb now serves as an executive vice president with NBT Bank.
Contact Reinhardt at ereinhardt@cnybj.com

OCC pursuing federal funding for mechatronics training
DeWITT, N.Y. — Development of the local workforce is part of the “critical mission” of a community college. “… to make sure that [we’re] training students for the kinds of jobs they can get here right at home,” said Casey Crabill, president of Onondaga Community College (OCC). OCC is among the community colleges of the
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DeWITT, N.Y. — Development of the local workforce is part of the “critical mission” of a community college.
“… to make sure that [we’re] training students for the kinds of jobs they can get here right at home,” said Casey Crabill, president of Onondaga Community College (OCC).
OCC is among the community colleges of the State University of New York (SUNY) that have applied for federal funding to provide training for mechatronics.
The office of U.S. Senator Charles Schumer (D–N.Y.) describes mechatronics as a “multidisciplinary field that incorporates engineering, mechanics, electronics, and other technical work.”
Crabill spoke Sept. 22 at the Byrne Dairy pasteurization plant in DeWitt, where Schumer offered his support for the SUNY application.
SUNY contends the field of mechatronics is “rapidly growing,” and Central New York could create more than 2,800 jobs in the industry by 2020.
But the region doesn’t have enough people trained in this field to make these potential jobs “a reality,” according to Schumer’s office.
The senator spoke at the Byrne Dairy pasteurization plant, a business he said could hire people with training in mechatronics.
“We have two things going on. On the one hand, here in Central New York, we literally have hundreds of jobs that don’t [get] filled because the people don’t have the skills for them. But second, we have lots of unemployed people, particularly our veterans, who are looking for work,” Schumer said in addressing reporters outside the Byrne Dairy plant.
TAACCCT funding
OCC is one of the 30 SUNY schools across New York that are collectively submitting an application for $15 million in funding from the U.S. Department of Labor’s Trade Adjustment Assistance Community College and Career Training (TAACCCT) grant program, Schumer explained.
The schools would use the TAACCCT program funding to establish a systemwide program that would train veterans and the unemployed in the mechatronics field.
Specifically, OCC would receive more than $517,000 in funding to start up the program on its campus, according to Schumer’s office.
OCC and other SUNY schools would then have the funding to train more than 1,200 eligible upstate New York workers in two-year programs to prepare them for careers in mechatronics and advanced manufacturing, Schumer said.
“The grant would buy them the equipment they need to train the people and pay for some of the teachers and professors to train the people, but they’d be training for jobs that were available and that were needed at Byrne [Dairy] and other places,” said Schumer.
Potential fields for these workers include maintenance and repair workers, industrial-machinery mechanics, technical-sales representatives, electrical and electronics-industry technicians; and inspectors, testers, sorters, and weighers.
These jobs can pay up to $34 an hour in some cases, according to Schumer’s office.
It’s not the first time OCC has pursued funding from the TAACCCT grant program.
The school also used a $1.2 million grant from the same program to develop a one-year, advanced manufacturing — machining program, which the New York State Department of Education approved in June, according to a June 25 news release from OCC.
If the U.S. Department of Labor awards the funding, OCC and 30 other SUNY schools would be able to partner with more than 70 employers in the advanced-manufacturing industry that are looking to hire workers in this “highly-skilled” career field, Schumer’s office said.
The other Central New York community colleges that are a part of the consortium include Cayuga County Community College, Herkimer County Community College, and Mohawk Valley Community College.
The more than 70 employers that SUNY has lined up as local-business partners are aiming to expand their workforces, Schumer’s office said. They want to hire employees with the mechatronics skills and certifications that the program will provide.
Some of the employers that OCC will be partnering with are Byrne Dairy in DeWitt, Corso’s Cookies in Geddes, Gear Motions in Solvay, and DeWitt–based Morse Manufacturing Co., Inc.
Each of these companies has indicated a willingness to help develop the program, train students, and hire qualified graduates, according to Schumer’s office.
Contact Reinhardt at ereinhardt@cnybj.com
Who should be making commitments in the sales process?
Are you in sales? If so, are you the one making commitments or is it the buyer? Who should be making commitments in the sales process? If you already follow a sales process, you may know the right answer to this question. Or you may be very surprised — without commitments and a sales process,
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Are you in sales? If so, are you the one making commitments or is it the buyer?
Who should be making commitments in the sales process?
If you already follow a sales process, you may know the right answer to this question. Or you may be very surprised — without commitments and a sales process, you are not in control. In fact, you’re very much out of control.
Traditional sales techniques make most salespeople think they are the ones responsible for making commitments, thus allowing them to be in control of the sales process. And yet they continue to get rejected or put off.
When salespeople are constantly delayed or rejected by their buyers, it becomes obvious that these buyers are in control of the sales process. The simple reason for this is that the prospects follow a proven buyer’s (sales) process. This particular buyer’s (sales) process puts them in control of salespeople, and the worst part is most salespeople don’t even realize it.
Salespeople have forgotten that their job is to prospect, qualify, and obtain commitments from buyers. If the buyer is not qualified, then it is the responsibility of the salesperson to reject the buyer while maintaining a relationship for referrals or future business. And if the buyer is qualified, it is also the salesperson’s responsibility to obtain commitment from the buyers on the next steps in order to obtain a clear future.
Let’s face it — there are only four possible outcomes to encounters with buyers:
So, let’s look at a clear future. Traditional sales techniques had salespeople committing to following up, to providing details, and the list goes on and on. The more you commit to the buyers, the more you put them into control. You are their servant. Is that what you want?
Sales professionals who follow a proven sales process know how and when to engage the buyer into making commitments. If the buyer makes a commitment, it puts you in control of the sales process and allows you to empower the buyer to buy.
Let’s understand commitment and the way it works. When you make a commitment, you own that commitment and must respect it. If not, you are not trustworthy. The same applies to buyers. If you get their commitment, you get a clear future and you know exactly where you stand — you are in control. If buyers get a commitment from you, they get a clear future and you have no idea where you stand. You are out of control, wasting time, and going for a “I hope I get a sale” situation.
There are a number of ways to engage and empower buyers into commitment. The key is in the way you ask the question that will empower the buyers with the reply you want to hear, so that in the end it is their answer, one that they own and are committed to keep.
Bob Urichuck is creator of the “Buyer Focused” Velocity Selling System and a virtual sales training platform, VelocitySelling.com. He has some 50 years of sales experience, ranging from door-to-door sales to corporate high-value boardroom sales. Urichuck is author of “Velocity Selling: How to Attract, Engage, and Empower Buyers to Buy.”
Learning About Ethical Leadership from College Students
Back-to-school season wasn’t just for those that headed back to formal classrooms. We should all take this opportunity to reset our minds to learning modes. But there is certainly great value that comes from classrooms. One of my favorite courses to teach at the Newhouse School at Syracuse University is ethics. The formal title of
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Back-to-school season wasn’t just for those that headed back to formal classrooms. We should all take this opportunity to reset our minds to learning modes. But there is certainly great value that comes from classrooms.
One of my favorite courses to teach at the Newhouse School at Syracuse University is ethics. The formal title of the course is “The Ethics of Advocacy,” and it’s open to upperclassmen who are starting to get serious about what their own careers might look like in the next few years. Most of them have had a few internships — many at very prominent firms in New York, Los Angeles, or Boston. They are at that point in their life where they really want to know how to succeed in the real world.
The course is structured around applying ethical decision-making to progressively more complex business problems. We begin by talking about our “personal frame” — our view of the world and what is right based on our upbringing, religious background, position in society, and experience. We debate consequences, alternatives, excusing conditions, and special obligations. We have great discussions.
As these 20-somethings debate how business leaders consider their decisions, they begin to understand the sometimes complex nature of doing the right thing. The big decisions are easy — don’t pollute the river with chemicals from your manufacturing process, treat your workers fairly according to labor laws, and be sure you pay your taxes. Where the real ethical dilemmas come from are myriad issues that are not defined by law; that are often not clear as to what is right or wrong. It’s at this intersection that the formulas we talk about in class help the students avoid simply acting with personal instinct, instead taking a bit of time to consider rationally all the sides of a situation before acting.
Leading these exercises with them, I am challenged myself. Their idealism of what is moral and right may surprise you — their expectations of leaders are high, and many of them have no tolerance for people who take shortcuts. I am encouraged every semester that the world is in good hands with these students who are trying to figure out how to behave and succeed.
So, the next time you are looking to learn a bit about leadership and the application of ethical decision-making, strike up a conversation with a college senior. You might just be surprised at what you hear.
Are you being heard?
Michael Meath is a senior consultant at Strategic Communications, LLC, which provides counsel for public relations, including media relations, employee relations, and community relations. Contact Meath at mmeath@stratcomllc.com
Become a Resource for Your Customers with Content Marketing
There is a reason we write so much about social media. It’s a key driver, if not the driver of content marketing. Content has graduated from buzzword to basic form of marketing. And just what is content marketing? It’s becoming a resource for your customers. It’s about connecting with clients on a deeper level. To
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There is a reason we write so much about social media. It’s a key driver, if not the driver of content marketing.
Content has graduated from buzzword to basic form of marketing.
And just what is content marketing? It’s becoming a resource for your customers. It’s about connecting with clients on a deeper level.
To grow what marketers call the “long tail,” you need to give valuable information away. You may need to reveal a few trade secrets. You definitely need to be patient.
Statistics show companies are investing more and more in content marketing and seeing results as well.
How do you make it happen for your brand?
1) Generate content
Content marketing does not start without, well, content. You have to tap into your expertise and understand your target customer base to deliver something of value to prospects and existing customers.
Remember, you’re not selling anything here, but rather building up an affinity and eventual loyalty to your brand and product.
You do that with words, visuals, and perhaps audio/video. You need ideas, talent, and skill to generate content.
The more you put out there and the more avenues you use, the larger your influence and reputation in your industry grows. And the better a resource you become to your customers.
No one knows your business or your ideal customer better than you. Bring the two together via blogs, webinars, presentations, guest articles in publications, ebooks, e-blasts, or whatever fits your audience best.
Create a resource center on your website and stuff it full of useful information current and potential customers may use. Share that information through your social channels like Facebook and Twitter.
Then, share it again on Facebook and Twitter. Share it again on any platform, really.
Your content should be more or less timeless, and your efficiently invested time should elevate your return on investment.
In general, it should all focus on your expertise, the talents of your people, and what your audience needs: how-to tips, white papers, and sharing and/or providing commentary on third-party content.
2) Strategize
There are dozens, maybe hundreds, of ways to get your content out there. It may start with a blog and then trickle into social channels for distribution. Then maybe those entries become an ebook someday or inspire a related video or podcast.
Think about these kinds of avenues when you generate ideas. A how-to of some kind might transfer well to multiple platforms.
Those ideas — and the means to communicate them — belong on a content calendar. Make it as simple or specific as you want, but plan out your marketing year by identifying dates that are important to your industry, topics that are important to your business, and even holidays relevant to your product.
A good content strategy needs to be as detailed as possible: topics, delivery, quantity, and quality. It all factors in.
3) Consider your options
So now that you have all these great ideas for content and a strategy for creating and distributing the material — how do you get it done?
First, look in-house. Utilize the existing talents of your staff.
Have a particularly good writer on the payroll? Have the individual contribute to or handle an e-newsletter or blog. Have a tech-savvy staffer familiar with various social-media platforms? Have him/her help execute the content calendar.
Don’t have any of that? Professional-development opportunities are everywhere. Pony up to send yourself or a team member to a seminar, webinar, or conference and get some content-generation training.
For a little polish or added professionalism, consider hiring a third party to help with any aspect of content generation — writing, video, photography, social media. There are freelancers and agencies available should your budget allow.
Becoming a resource can take some work, but in today’s competitive marketplace, it must be done in some form. Consider your expertise, how you’d like to communicate it, and how you can get it done.
Start growing that long tail to attract new customers and keep them and current clients coming back to you.
Shane M. Liebler is a content developer at ABC Creative Group. Contact him at shane@abcideabased.com
Refreshing Content Marketing with Webinars
Content marketing is what we are hearing about everywhere we turn. Content marketing and how brands use it to interact with potential customers, is reshaping business-marketing strategies. It allows you to follow potential customers all the way through the sales process, customizing content in each phase. Providing potential and current clients great content allows you
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Content marketing is what we are hearing about everywhere we turn. Content marketing and how brands use it to interact with potential customers, is reshaping business-marketing strategies. It allows you to follow potential customers all the way through the sales process, customizing content in each phase.
Providing potential and current clients great content allows you to show yourself as an expert within your industry. You can show that you’re the resource clients can turn to when they have questions. But, what is the best way to provide this content? Webinars are becoming one of the top choices of marketers for delivering content to prospects and customers.
Webinars are a vehicle to deliver B2B content to a larger audience with no geographic boundaries. It is a great way to engage an audience in real time.
This is not a new concept. In fact, webinars have been around since nearly the beginning of the Web. But they have never been so relevant.
Here are some of the benefits of webinars:
1. There are no boundaries. Because it is online, anyone from anywhere can attend a webinar, whether it is from their desk, home, or their mobile device. It makes attending a webinar much easier than trying to carve out time to physically attend at a specific location. It also saves money on travel and the expense of being out of the office.
2. A level playing field. Webinars allow even the smallest company to look big. If your presentation is done professionally and does not sound like a sales pitch, no one can tell the size of your company. It takes the idea of someone being bigger and better out of the equation.
3. Content comes alive. An interactive platform like this can allow content to be more exciting and real. It is not just words on paper; it is a live interactive discussion with real-time content delivery. You can attach files, show your screen or share any other relevant information to the attendees. Not only does a webinar allow you to interact with the presenter, but also allows you to hear what others are asking and doing.
4. Be a resource. Controlling content allows you to ensure your audience is hearing what you want them to hear. The educational aspect of the content will position you to be a resource for clients and prospects, now or when they need the type of service you offer.
5. A whole big world. In the past, your initiatives may have been more localized. Create an event in a city and invite people within that geographic reach. Today, webinars allow you access anywhere you want, at one time, providing a much more efficient and effective way to reach potential customers.
6. A focus group. Attendees of a webinar have now given you access to focus groups of your target market. Webinar tools allow you to ask in-depth questions and conduct behavior scoring, providing you with a wealth of information about this group.
7. A long life. Webinars are archived so that attendees can refer back to them. This is especially helpful to registrants that could not attend and allows others to discover it later on. This should continue to be a lead-generation tool, even after the webinar is complete.
As with any marketing efforts, it is crucial to measure the success and return on investment of each investment. Something like a webinar is easy to track because of its digital nature. Webinars, when done correctly, should have a good return for your company because the up-front costs are minimal, compared to many other content-delivery techniques. Before you decide to host a webinar, have a well thought-out plan. The plan should entail: content development, a marketing plan to promote the webinar (the who and what we are sending out), a sales strategy (how and with whom will we follow up), a tracking system to measure the success, an execution plan and finally, a follow-up plan. Don’t wait for the phone to ring. These registrants have now gone from cold to warm leads; take advantage of that.
Jenn Cline is a sales and marketing strategist at ABC Creative Group. She also consults with the Business Journal News Network. Contact her at jenn@abcideabased.com.
Why Can’t Many Working Americans Afford Medical Insurance?
In previous columns (see Sept. 5 and Sept. 19 issues of The Central New York Business Journal) we have explored the economics of health care based on the challenging questions from patients that Dr. Michael Kirsch, a practicing physician and newspaper columnist, has lamented that he has difficulty answering. This week, we address his question,
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In previous columns (see Sept. 5 and Sept. 19 issues of The Central New York Business Journal) we have explored the economics of health care based on the challenging questions from patients that Dr. Michael Kirsch, a practicing physician and newspaper columnist, has lamented that he has difficulty answering. This week, we address his question, “Why is it possible that so many working Americans can’t afford medical-insurance coverage?”
The question presumes that Americans who choose not to have insurance coverage do so because they cannot afford it. This is the same mistake that policymakers, who cry that we have a “health-care crisis,” have made for decades.
The idea of a so-called crisis in health care began long before President Obama. It came on the heels of the birth of the private health-insurance industry.
Accident insurance for injuries incurred while working on the railroad or on steamboats originated around 1850. The first insurance that covered medical expenses emerged in 1929 as part of the original Blue Cross plans.
In 1932, the Committee on the Costs of Medical Care published a report calling for universal health insurance. It said, “The committee recommends the extension of all basic public health services — whether provided by governmental or nongovernmental agencies — so that they will be available to the entire population according to its needs.”
Harry Truman called for government-provided health insurance in 1945, ironically coinciding with the health-insurance industry’s era of greatest growth. According to the BlueCross BlueShield website timeline, “The spread of health insurance coverage — from less than 10 percent of the population having coverage in 1940 — grows to nearly 70 percent in 1955.” By 2005, “BlueCross and BlueShield system-wide enrollment reaches 93 million Americans — nearly one-in-three,” and that is just one health-insurance provider.
Health-care options in the United States were by any accurate medical measure the best in the world and getting better. However, in 1966 the government instituted the incentives that have done the most to drive up health-care prices: pushing the people using most of the resources, the elderly, onto Medicare.
Before health insurance, patients had to decide how much medical care was worth to them. Even now, many patients ask, “How much are healthy teeth worth to me?” because dental insurance is not standard coverage under health-care plans. And last year, 38.4 percent of adult Americans decided dental care wasn’t even worth the cost of one dental visit and didn’t have one.
Alas, such cost-benefit analysis is a foreign experience for most health-care patients. With the third-party-payer system, people don’t have to ask those questions. They can presume their health is worth the cost because they are able to purchase health care for only a fifth of the price.
The positive outcome is that even those who are sick and poor can acquire care. But it carries the inevitable negative outcome of waste. The “I’m already over my deductible so why not get the procedure done” mentality makes our country spend more on health care.
This mentality is not just encouraged, it is the most strategic given the third-party-payer system. To avoid its waste, the payment scheme needs to be changed. And to undo the effects of the third-party payer system, we must first undo portions of our current legislation. Here are our proposals.
In short, we need to remove governmental force and monopolistic pressures and allow market forces to better allocate spending and control prices. We must return, as much as possible, to a fee-for-service approach to health care and restore the traditional doctor-patient relationship. And we need to assist low-income families directly without warping the supply-and-demand curves of the entire industry.
David John Marotta is president of Marotta Wealth Management, Inc. providing fee-only financial planning and wealth management at www.emarotta.com. Megan Russell studied cognitive science at the University of Virginia and now specializes in explaining the complexities of economics and finance at www.marottaonmoney.com

Envisage Information Systems (EIS) has promoted Robert Snyder to vice president of solutions and innovation from director of application development. Receiving his bachelor’s degree from Ithaca College, he joined

CXtec has promoted Kim Moore to regional sales manager, leading the enterprise cabling-solutions team, focusing on sales of the company’s CABLExpress data center cabling solutions.
The Syracuse Crunch have promoted Stephen Fiorella to senior director of new business development and special events. After joining the Crunch in 2011 as an
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