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EMA Energy + Sustainability group targets growing sector
SYRACUSE — Eric Mower + Associates (EMA), the largest advertising agency in Central New York, this summer launched a new specialty group within the agency that aims to help energy providers and manufacturers of energy-efficient products to promote their services. Syracuse–based EMA has clients that specialize in work that falls into this group “…whether [they’re] […]
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SYRACUSE — Eric Mower + Associates (EMA), the largest advertising agency in Central New York, this summer launched a new specialty group within the agency that aims to help energy providers and manufacturers of energy-efficient products to promote their services.
Syracuse–based EMA has clients that specialize in work that falls into this group “…whether [they’re] utility companies, manufacturers of green-building technology, or green-building products,” says Stephanie Crockett, the leader of EMA Energy + Sustainability.
The advertising agency decided in early 2012 to eventually brand its work with clients in this sector, Crockett says.
EMA created the energy and sustainability specialty group to communicate internally about the industry research that its employees are conducting, but also to leverage what the firm has learned from its work with different clients and share that information with their colleagues on other client teams, Crockett says.
“This specialty group really is also a way for EMA to take advantage of the fact that energy and sustainability [are] obviously becoming more and more of a hot topic, an important topic in basically all businesses,” she adds.
The group represents a “strategic initiative” for EMA to harness the opportunities and the “momentum that’s there” in the energy and sustainability sector, Crockett says.
The Energy + Sustainability group is one of a “handful” of specialty groups that EMA uses for work with its clients, she adds. Those groups focus on contractors, health care, and new moms, according to the EMA website.
Besides Crockett, the specialty-group leadership includes John Lacey, public-affairs management supervisor; John Leibrick, senior strategic planner; and Wally Stoneman, creative director.
“We’ve represented about 12 or 15 [EMA employees] that cross a wide variety of basically all of our disciplines across all the offices,” Crockett says.
Many of the EMA employees in the specialty group work “almost exclusively” on energy and sustainability-related client work, says Lacey.
The firm didn’t initially add any employees for the specialty group, Crockett says.
EMA’s Energy + Sustainability group includes employees who focus on insight and analytics, creative ideas, design and branding, public relations and public affairs, social media and strategic planning, the company said.
The team conducts research studies, interviews industry experts, and shares insights through articles, blog posts, webinars, and videos.
EMA employees conduct work for the specialty group in all seven of the firm’s offices, she says.
EMA’s Energy + Sustainability specialty group has a client roster that includes companies such as Fairfield, Conn.–based General Electric Co. (NYSE: GE), Charlotte, N.C.–based Nucor Corp. (NYSE: NUE); Baltimore, Md.–based Constellation Energy Group, Inc. (NYSE: CEG); Bilbao, Spain–based Iberdrola, S.A.; and Albany–based Transmissions Developers, Inc.
TDI is working to site a power-transmission line that would bring Canadian hydropower and wind down to New York City, Lacey says.
“We help TDI make the case why this is a superior project, why it should go forward, why it should get approval,” says Lacey.
EMA, which has worked with TDI since 2008, handles the firm’s website-design work, public-meeting advertising, and press-related materials, he adds.
EMA worked with Nucor, which describes itself on its website as “North America’s largest recycler” to highlight its recycling activities in publications such as The New York Times, and The Wall Street Journal.
“Print advertising, online advertising, emails … that really talked about Nucor’s commitment to sustainability and recycling their steel products and using recycled materials,” Crockett says.
The Syracuse headquarters of Eric Mower + Associates operates in a 35,000-square-foot space in the Jefferson Clinton Commons building at 211 W. Jefferson St.
EMA also has offices in Buffalo, Rochester, and Albany, as well as Atlanta, Charlotte, and Cincinnati.
The firm currently employs more than 250 people companywide, including about 90 people in Syracuse.
The Syracuse employee count includes two part-time employees. The firm generated $36 million in revenue in 2012.
Contact Reinhardt at ereinhardt@cnybj.com
We hear so much about maximizing our resources — and for good reason. Perhaps you have a list of relationships you are reviewing to ensure satisfaction. Great idea, and don’t forget to put your CPA on the list. Really. CPAs are much more than number crunchers or tax-return machines. Your CPA can help you when
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We hear so much about maximizing our resources — and for good reason. Perhaps you have a list of relationships you are reviewing to ensure satisfaction. Great idea, and don’t forget to put your CPA on the list. Really. CPAs are much more than number crunchers or tax-return machines. Your CPA can help you when business growth is the objective and when you are ready to sell.
Since every business deals with income-tax returns, let’s start with tax consequences. Your CPA can help you understand, for example, the tax impact of purchasing equipment. A CPA can also assist in identifying cash-flow impact of a purchase or sale. After the deal is done is too late for these conversations. Be sure to work with your CPA in the planning stages.
No doubt your CPA is preparing income-tax filings for you. Perhaps you have also engaged her to prepare or review payroll or sales-tax returns. And maybe the CPA handles your financial statements for those of you whose financing arrangements carry a reporting requirement.
While timely filing of tax reports and completion of financial statements are the backbone of the client-CPA relationship, there should be so much more. After all, your CPA is a trusted adviser to you and your business and has a wealth of knowledge to share. I would challenge you to look at the role of your CPA much like that of your family doctor. We all know it is unwise to limit contact with your doctor to those moments when you already have sinusitis, poison ivy, or pneumonia. Annual check-ups and preventive medicine are key, whether you are talking about your physician or CPA.
So what might you consider discussing with your CPA?
Financial and operational reporting systems
Financial statements are important tools, and it is wise to take steps to ensure yours are useful from both internal and external reporting perspectives. Beyond the traditional balance sheet and income statement, your CPA can assist in determining the key business indicators which drive your business and define metrics to help you stay on the pulse of operations. A highly functioning computer system is just the tip of the iceberg. A system will only give you what you ask for, so spend some time with your CPA to determine what information will be useful in a snapshot format. Many organizations refer to this as a “dashboard,” which is just a concise framework to provide reporting of key performance indicators.
Cost of doing business
Interestingly enough, many business owners do not have a clear understanding of the cost of doing business. CPAs are expert in financial analysis and can help you make sense of direct costs, indirect costs, overhead, break points, and profitability trends. Your CPA can evaluate existing cost structures and identify products that carry higher margins and potentially greater profitability or products that make no positive contribution to the bottom line.
Compensation structures
Sale of products or services inevitably includes the use of salespeople. Compensation structures may involve a combination of base pay, commission, and bonus. In addition, a clear understanding of employee/subcontractor relationships is critical. Your CPA can help you and your team understand the ramifications of various compensation models so that everyone benefits.
Succession planning
All — and I do repeat all — businesses should have a succession plan in place. One can never predict when opportunity or tragedy will strike. The best way to prepare for either eventuality, and ensure smooth operations in the present, is to document systems and procedures, and to establish formal buyout/continuation plans. This combination ensures that both the buyer and seller understand what the transaction includes and how the company will continue to operate (which often affects cash flow to the exiting party).
Your CPA should be your sounding board. Your business partner. Your trusted adviser. Not just at tax time. Of course, there are costs associated with consultation, but far less than the cost of cleaning up the mess that can result from misinformed decisions.
Gail Kinsella is a partner in the accounting firm of Testone, Marshall & Discenza, LLP. Contact her at gkinsella@tmdcpas.com
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Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.