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Calico Gals sewing up online sales plans after e200 graduation
DeWITT — A Central New York quilt and sewing shop wants to patch into online sales. “Although I’ve stayed up with the social-media pieces and I do have a nice website, I’ve never had an online store,” says Janet Lutz, who owns Calico Gals, Inc. “Probably within the next six months we will have that, […]
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DeWITT — A Central New York quilt and sewing shop wants to patch into online sales.
“Although I’ve stayed up with the social-media pieces and I do have a nice website, I’ve never had an online store,” says Janet Lutz, who owns Calico Gals, Inc. “Probably within the next six months we will have that, maybe sooner.”
Lutz operates two brick-and-mortar Calico Gals stores. One is in the town of DeWitt at 3906 New Court Ave., where she leases 4,000 square feet of space from Robert Pomfrey. The other store, dubbed Calico Gals Harborview, is situated in Oswego at 199 W. 1st St., where she leases about 2,000 square feet from Anthony Pauldine.
The online store won’t be a small undertaking, Lutz says. She’s viewing it like a second business rather than an appendage sewn onto her physical stores.
Starting the online store will likely require hiring two part-time employees. That would bring Calico Gals’ total employee count to 31, including Lutz. Aside from Lutz, all of the company’s employees are part time. About 20 work in DeWitt, and nine work in Oswego.
Calico Gals caters to quilters and sewers, offering fabrics, sewing machines, support, and classes. It’s a destination that allows people to interact around their hobbies, which are often interactive in nature, Lutz explains.
But the business still needs to adapt to online retail, she says.
“The world of retail has changed so much in the last 12 years,” Lutz says. “We shop differently. Even my demographic shops differently. They do enjoy seeing and touching and looking at things, but the Internet has changed our lives, and it’s totally changed retail.”
Calico Gals generates revenue of just under $1 million annually, according to Lutz, and she would like to crack the $1 million sales barrier in 2013.
Lutz’s foray into online sales will come after she finished the Emerging 200 Initiative (e200) offered by the U.S. Small Business Administration’s (SBA) Syracuse district office. The initiative, which the Syracuse district schedules over eight months, aims to train small-business leaders so they can expand and hire.
The class helped Lutz put together a growth-action plan, she contends. Now she’s looking at her company’s financials strategically. Lutz is also evaluating her marketing and money-making operations.
“Part of my growth-action plan is to pull back and fine-tune what I have, and then go forward with growth,” Lutz says. “Although I did have a business plan before, I didn’t really have a strong growth plan. Every time I saw something I liked, I’d say, ‘Oh, that’s a good idea. Let’s try that.’ ”
Lutz also wants to work on the human-resources end of Calico Gals, she says. She plans to draw up an organizational chart, which she never had previously, and write job descriptions for her employees.
The business has prospered without those human-resources aspects because it’s what Lutz calls a “hobby job” for employees — they work there for enjoyment. Now, she says, it’s grown to the point where more definition is necessary.
If she hadn’t enrolled in the SBA’s e200 course, Lutz says she would have entered another training program.
“It was great timing for me,” she says. “What I learned is that my business, even though it’s a small business, [is] a real business. It’s just as important as any of the others. It’s just as important to me and the people who work here.”
e200’s future
The SBA’s Syracuse district graduated this year’s e200 class Nov. 7. It was the second class to graduate from the initiative in Syracuse and consisted of 17 business leaders.
The program will be back for a third year, according to Bernard Paprocki, SBA Syracuse district director.
“We’re very excited about that,” he says. “Not every city that had it this year was re-upped for next year, so we feel very good about the fact that our program was working very well and was recognized.”
Next year’s program will operate along the same timeline as this year’s, which started in the spring, Paprocki continues. The SBA is looking for approximately the same number of participants.
Interested business owners can contact Cathy Pokines at cathy.pokines@sba.gov or (315) 471-9393. The first year of the Syracuse district e200 was limited to companies in the city of Syracuse, but the SBA has since expanded it to accept businesses from areas surrounding the city.
Entrepreneur works to blast product to success
CLAY — The National Hockey League’s lockout isn’t doing one Central New York entrepreneur any favors. Rich Settembre, the founder of Way Cool Product Co., was hoping his products would be adopted by ice rinks that host NHL games, giving them visibility. But even with the top professional hockey league making no progress toward resuming
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CLAY — The National Hockey League’s lockout isn’t doing one Central New York entrepreneur any favors.
Rich Settembre, the founder of Way Cool Product Co., was hoping his products would be adopted by ice rinks that host NHL games, giving them visibility. But even with the top professional hockey league making no progress toward resuming play, he feels he has plenty of avenues for increasing sales.
“The San Jose Sharks and Carolina Hurricanes already have these,” Settembre says. “The NHL schedule has been screwed up this year. Meanwhile, I’ll still put them out there.”
Way Cool Product Co. makes products it calls Blasters, rubber-bladed tools that can push materials like snow, water, sludge, oil, or sediment. Blasters come in a range of sizes, typically from 24 inches to 48 inches, and Way Cool Product Co. puts together versions for clearing ice rinks, sidewalks, roofs, and waste.
Settembre developed the product in 2009 as a way to clear snow from his roof quickly and easily. Then he tried it for pushing snow from his driveway and decided it might be commercially viable. After patenting the product, he took it to the National Hardware Show in Las Vegas in 2010 to see if it would draw any interest from companies.
“The thing I learned was that there isn’t an easy way to get a product into the market,” Settembre says. “The shovel industry is basically shovels they make in China or an injection-molding house for a couple dollars. I didn’t think at the time it would be wise to pursue a consumer-type product. It would make more sense to pursue a commercial, high-margin, well-made product.”
Syracuse SCORE counseling led Settembre to try to market the product to hockey and ice skating rinks. And it generated interest.
“The speed is important to them,” Settembre says. “If they’re in a tournament, they have to clean the ice very quickly. There seemed to be a need for it in terms of safety and efficiency.”
From there, Settembre moved on to market the product for clearing sidewalks and other applications. He says he received positive feedback and orders after offering Blasters for trial at the wastewater-treatment plant in Syracuse, and an environmental company purchased some to clear oil from the inside of tankers. The product is also useful for companies that clear snow, he adds.
Marketing the Blasters to ice-skating rinks can be done in a targeted manner because they have a trade magazine, Rink Magazine, and a trade association, according to Settembre. The War Memorial Arena in downtown Syracuse, where the minor-league American Hockey League’s Syracuse Crunch play home games, will be purchasing some of the products, he says. Still, he was hoping rink managers would see Blasters at nationally televised NHL games and inquire about them.
Not that interest from the skating industry has been waning. The Blasters are distributed by 10 different companies, including two in Canada, according to Settembre. That’s after Way Cool Product Co. gained four distributors in September.
“We’re reaching that critical mass where people are calling in to distributors and ordering it,” Settembre says. “Right now, I’m designing special squeegees for the prison system.”
Settembre declined to share revenue totals for Way Cool Product Co. The company increased revenue by 30 percent year-over-year in the first quarter of 2012, he says. For the whole of 2012, it will likely grow revenue by 20 percent.
Way Cool Product Co. has one employee — Settembre. He runs the company from his home at 4305 Luna Course in Clay and contracts with local manufacturers to produce Blaster components. Then he assembles and packs small orders himself. He can contract larger orders out for packing.
Settembre created computer-aided design (CAD) drawings to ensure the components meet specifications and fit properly. Parts are manufactured more precisely than they could have been a few decades ago, he says.
“There were no CAD drawings 15, 20 years ago,” he says. “I would have done my own mechanical drawings. But there was no laser cutting, there was no water-jet cutting.”
The Blasters aren’t the first products Settembre developed. In the late 1970s he created a safety binding for cross-country skiers. He called the binding the Avant 1 and sold it through another company he started, Sett Nordic Systems. But the market moved away from the binding, which could fit a variety of boots.
“What happened was, every manufacturer of cross-country ski boots decided to make their own dedicated ski binding that only fit their boot,” he says.
Settembre says he was retired from Welch Allyn when he developed the Blasters. He still considers himself retired from being an employee, but not retired from being productive.
And he’s enjoying promoting his product.
“They have them now at Cornell University, Syracuse University, a list of rinks around the country,” he says. “We just had an order from Busch Gardens in Tampa, Florida for one of our 48-inch models. We’ve sold hundreds of these around the country and around the world.”
LaPage puts WellTrail on a path to growth
VAN BUREN — Kelli LaPage believes her corporate wellness company WellTrail, Inc. is ready to turn a corner. The firm will roughly double its revenue to $380,000 this year, and LaPage feels confident enough in its growth prospects to target $1 million in revenue in 2013. WellTrail also hired its first employee outside of New
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VAN BUREN — Kelli LaPage believes her corporate wellness company WellTrail, Inc. is ready to turn a corner.
The firm will roughly double its revenue to $380,000 this year, and LaPage feels confident enough in its growth prospects to target $1 million in revenue in 2013. WellTrail also hired its first employee outside of New York state in August — a full-time worker in Minnesota who gave it three full-time employees, including LaPage.
And if all goes as planned, LaPage wants to hire three more full-time employees by the middle of 2013.
“I feel that we are at that point where we have the process in place, we have the resources in place, we have the infrastructure in place,” she says. “It’s the perfect scenario for growth.”
WellTrail offers health risk assessments, biometric screenings, wellness credit programs, injury-prevention services, injury-management services, educational services, wellness challenges, customized progress reporting, and consulting services through people it calls WellGuides. WellGuides are health-care professionals who can assist employees following wellness programs with one-on-one guidance, support, and motivation.
That personalized approach is what makes WellTrail unique, according to LaPage. It actively helps employees participate, rather than being a passive service that requires them to find their own wellness solutions.
When LaPage founded WellTrail in 2008, the business only offered its WellGuide services. They’re still its foundation, but LaPage says she came to realize different companies she wanted to work with needed different levels of wellness programs. So she added other options, beefing up the company’s online offerings and adding options such as lunch-and-learn sessions.
The move has helped growth, she says. WellTrail is also expanding thanks to work it’s doing with Zeigler Cat, a Minneapolis–based Caterpillar construction equipment dealer with locations in Minnesota, Iowa, Wisconsin, and Missouri.
“Zeigler Cat, we’ve been with them two-and-a-half, three years now,” LaPage says. “It grew each year. Right now we’re targeting growth around Central New York and around Zeigler’s territories in the Midwest.”
Increasing work with Zeigler Cat allowed WellTrail to hire its employee in Minnesota, LaPage says. Before that hiring, the company was relying more heavily on independent contractors, she says. It will have used three contractors this year, down from eight in 2011.
In Central New York, WellTrail’s clients include the Syracuse–based law firm Hancock Estabrook, LLP and Syracuse–headquartered Anoplate Corp., which provides metal-finishing services to industry.
LaPage runs WellTrail from 425 square feet of office space at her home at 7421 W. Dead Creek Road in Van Buren. Although she expects to lease outside office space once WellTrail has 10 employees, operating the business from her home allows her to keep her overhead costs low for now, she says.
“One of my goals for the next three years is to lease or purchase a space that I call a wellness incubator where we can house seminars and do classes for my clients and also the community,” she says. “My goal is to be saving up so we can get that space and then expand into other territories.”
Make Mine a Million $ Business competition
LaPage’s growth aspirations are also being fueled by recent honors from a business competition in New York City.
The competition, called Make Mine a Million $ Business, is from the New York City 501(c)(3) Count Me In for Women’s Economic Independence and American Express Open. It had entrants give two-minute pitches on their businesses in front of a panel of judges that included small-business experts and previous awardees.
Winners received six months of coaching from a business-accelerator program from Count Me In, among other awards. LaPage was one of 30 contestants selected from 72 entrants in the competition.
“The business-accelerator class is one of the best but one of the hardest things I have ever done,” she says. “I expected it was going to be a crash course like an MBA. What it has been is a lot of self discovery as an owner.”
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Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.