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OUR ANNUAL GOVERNOR’S CUP GIVES A MONTH-BY-MONTH LOOK AT 2020’S TOP ECONOMIC DEVELOPMENT DEALS

economic development

OUR ANNUAL GOVERNOR’S CUP GIVES A MONTH-BY-MONTH LOOK AT 2020’S TOP ECONOMIC DEVELOPMENT DEALS

A debate that has gained some steam with the global pandemic is whether government agencies or nonprofits that seek to help stimulate national, state and local economies should give incentives to companies seeking to move into or keep from fleeing their jurisdictions.

With so many people out of work and, at the time of this writing, only a faint hope from a vaccination solution, it is small wonder that economic development entities and the incentives they offer have lost favor.

However, if we are ever to get back to some semblance of “normal,” we are going to need jobs to fill because heaven knows there are plenty of people desperately seeking employment.

Despite the pandemic, economic development efforts continued throughout 2020, as witnessed by the month-by-month breakdown that follows. Because not all the projects that follow made hard numbers available, we can only say that, should they all come to fruition, they will generate multi-billions of dollars in local economic activity and tens of thousands of jobs.

When you compare that promise with the amounts that were laid out to lure or keep the businesses, you may dare to consider them smart investments. Read on to see if you agree.

JANUARY: Global Aerospace and Defense Tech Giant Expands in Utah 

The Utah Governor’s Office of Economic Development (GOED) announced that Northrop Grumman will expand its global aerospace and defense operations by more than 1 million square feet in Weber County, which is promised up to 2,250 jobs and $380 million in capital investment over the next two decades.

Northrop, which is Utah’s largest security and defense company already, is eligible to earn back 30 percent of the new state taxes they will pay as part of a 20-year deal, which is expected to generate nearly $200 million in new tax revenues and jobs “for generations to come,” according to GOED Executive Director Val Hale.

The deal is a “significant win for Northern Utah,” says Theresa A. Foxley, president and CEO of the Economic Development Corporation of Utah. “. . . On a broader level, we as Utahans can be proud of what this means in terms of national defense and global security.”

Another Notable January Deal: LLFlex, a leader in packaging materials and industrial laminate solutions, will invest $7.6 million to locate a facility in High Point, North Carolina, that will create 46 new jobs in Guilford County, Governor Roy Cooper announced. The North Carolina Department of Commerce led the state’s support for the company’s decision, which was juiced by $90,000 from the One North Carolina Fund. Partnering with the state commerce department in the deal were the Economic Development Partnership of North Carolina, North Carolina General Assembly, North Carolina Community College System, City of High Point, High Point Economic Development Corp., Guilford County Economic Development Alliance and Greensboro Chamber of Commerce.

FEBRUARY: Sherwin-Williams Paints Downtown Cleveland Green

The Sherwin-Williams Co. revealed its plans for a new downtown Cleveland headquarters and a research and development (R&D) center in Brecksville, in a set of projects expected to bring hundreds of new jobs and a corporate investment of at least $600 million to Cuyahoga County, Ohio.

The paint company’s HQ is targeted at 1 million square feet, while the R&D center will be about half that size. The earliest Sherwin-Williams is expected to move into the new buildings is 2023. 

More than $760 million in incentives from JobsOhio and other cities, county and state agencies were used to keep the $51 billion, publicly-traded company (and its 6,000 jobs) in Ohio, where about 4,400 of those workers are located in the state’s Northeast region. The R&D facility should add just more than 300 jobs in Brecksville.

“We are pleased to be a partner with Sherwin-Williams on this highly competitive project,” Governor Mike DeWine said in the company’s news release. “The state of Ohio, JobsOhio and our regional and local economic development partners have been focused on keeping one of Ohio’s leading companies right here where they belong.”

Team NEO, the local economic development organization that serves as JobsOhio’s arm in the region; the Greater Cleveland Partnership, which is the local chamber of commerce; the Downtown Cleveland Alliance; and the Cleveland-Cuyahoga County Port all worked on the deal.

Another Notable February Deal: Publix broke ground on a new, 940,000-square-foot refrigerated distribution center in Greensboro, North Carolina, where up to 1,000 new jobs are anticipated to be created across the region by 2025. North Carolina Gov. Roy Cooper, North Carolina House Speaker Tim Moore, Greensboro Mayor Nancy Vaughan and Publix Super Markets CEO Todd Jones participated in the groundbreaking ceremony. “We appreciate Publix choosing to grow jobs and put down stronger roots in Guilford County and the Piedmont Triad with this new distribution facility,” Cooper said at the time. “North Carolina will continue to strengthen our workforce to attract more good jobs here in our state.” 

MARCH: USDA Offers FREE Money for Rural Economic Development

U.S. Department of Agriculture Deputy Under Secretary for Rural Development Bette Brand announced that USDA would accept the Fiscal Year 2020 applications for grants to help strengthen the rural economy.

Available under the Rural Community Development Initiative, the grants aim to help improve housing and community facilities and to implement community and economic development projects in rural areas.

Electronic applications that had to be filed by May 13, 2020, needed to show that aid seekers could provide measurable results in helping rural communities build robust and sustainable economies. The USDA also encouraged applicants to support Trump Administration goals to combat substance use disorder, including opioid misuse, in high-risk rural communities by strengthening the capacity to address prevention, treatment and/or recovery.

APRIL: Chewy Takes a Bite Out of the Pandemic in North Carolina

Despite COVID-19, the Rowan County Economic Development Commission could point to several successful projects in 2020, including the grand opening of online pet supply retailer Chewy’s new fulfillment center in Salisbury, North Carolina, on April 6.

The largest economic development project in Rowan County history would include a 700,000-square-foot facility, $55 million in capital investment and at least 1,200 new jobs. Chewy’s distribution center was the ninth in the U.S. but the first in North Carolina. 

“The combination of Salisbury’s great labor market and available real estate and positioning in the right part of the country for our network made it a great match,” said Gregg Walsh, Chewy’s vice president of fulfillment center human resources. “We’ve scaled the site from our first hiring group, which was 20 team members, and we’re now over 1,200. We’re expecting to hire another 200 or more positions.” 

MAY: Lightweight Auto and Aerospace Parts Supplier Lands in Indiana

Yajima Industry Co. Ltd., a Japanese specialty company in lightweight automotive and aerospace products and components, announced it would open its U.S. headquarters in West Lafayette, Indiana.

The Indiana Economic Development Corp. worked with Yajima on an incentive package, but the company was also attracted to its location in the Purdue Research Park and near one of its clients, Subaru of Indiana Automotive (SIA), the home of North American production for the Ascent, Impreza, Legacy and Outback models. 

“Yajima’s decision to make Indiana its U.S. headquarters supports the long-standing tradition of Japanese manufacturers choosing to grow in our state,” said Indiana Secretary of Commerce Jim Schellinger. “The establishment of Yajima USA in Purdue Research Park is the perfect match with its proximity to SIA, the Indiana Manufacturing Institute and other aerospace and automotive manufacturing companies. Yajima USA joins more than 300 Japanese business facilities in the state, and we’re excited to watch them grow their operations and workforce in West Lafayette.”

JUNE: Gulf Island Expands Shipyard Workforce in Louisiana

Discussions about the expansion that began this month between Louisiana Economic Development and Gulf Island Fabrication Inc. bore fruit in 2020, when Governor John Bel Edwards and company President and CEO Richard W. Heo made a joint announcement regarding Gulf Island’s Shipyard Division workforce near Houma. 

The company vowed to create 106 new direct jobs at an average annual salary of $48,000, plus benefits, to accommodate orders for marine vessel construction from clients that include the U.S. Navy and the National Science Foundation.

Louisiana Economic Development estimated the project would also result in 123 new indirect jobs, for a total of 229 new jobs for Terrebonne Parish and the Bayou Region. Gulf Island also is retaining 308 existing jobs at its Shipyard Division facility along the Houma Navigation Canal.

To secure the project, the state offered a competitive incentive package that included the Quality Jobs Program as well as the comprehensive solutions of LED FastStart, the nation’s No. 1 state workforce development program for the past 11 years. The company also is expected to utilize the state’s Quality Jobs Program.

“This announcement underscores the importance of working with our existing industry base to help them grow and add more good-paying, skilled jobs in our community,” said Matt Rookard, CEO of the Terrebonne Economic Development Authority. “Gulf Island’s investment will have positive effects through the local economy.”

JULY: Tesla Brings $1.1 Billion “Gamechanger” to Texas

Electric automaker Tesla’s announcement that it will build a $1.1 billion gigafactory in Travis County, Texas, not only brought the prospect of 5,000 new jobs that start at $35,000 annually but Business Facilities Magazine’s 2020 Deal of the Year Gold Award to the Greater Austin Chamber of Commerce.

“The chamber’s Opportunity Austin team worked tirelessly with Tesla and our government and community partners to make this deal a reality,” said Opportunity Austin Chair Gary Farmer. “Giga Texas is a true gamechanger for our region and is much deserving of this national attention.”

It certainly caught the attention of Texas Governor Gregg Abbott. 

“Tesla is one of the most exciting and innovative companies in the world, and we are proud to welcome its team to the State of Texas,” he said. “Texas has the best workforce in the nation, and we’ve built an economic environment that allows companies like Tesla to innovate and succeed. Tesla’s Gigafactory Texas will keep the Texas economy the strongest in the nation and will create thousands of jobs for hardworking Texans. I look forward to the tremendous benefits that Tesla’s investment will bring to Central Texas and to the entire state.”

The factory, which is being built on a 2,100-acre plot in southeastern Travis County, will produce Tesla’s Model T SUV and the upcoming Cybertruck electric pickup when it is at full capacity in 2023.

Other Notable July Deals: Business Facilities Magazine recognized multiple deals in 2020, but for some reason, several were bunched in July. Its Bronze Award winner was Fortune 500 healthcare insurance company Centene’s Regional Headquarters, a 1-million-square-foot campus that will bring 3,237 new jobs to the University City neighborhood of Charlotte, North Carolina, which was also Business Facilities’ 2020 State of the Year. The Centene project was a collaborative effort between the City of Charlotte, Mecklenburg County, the North Carolina Department of Commerce, the Economic Development Partnership of North Carolina, the North Carolina Community College System, Central Piedmont Community College, University of North Carolina Charlotte and the Charlotte Regional Business Alliance. Business Facilities also gave honorable mentions to two other deals in July: Tech consulting giant Accenture Federal Services’ opening of an Advanced Technology Center in St. Louis, Missouri, and an 820,000-square-foot Amazon fulfillment center coming to Pflugerville, Texas.

AUGUST: OmniTRAX Project Maximizes Chicago Area Intermodal

OmniTRAX, one of the fastest-growing railroads in North America and an affiliate of Denver-based The Broe Group, worked with the nonprofit Calumet Area Industrial Commission to launch its Rail-Ready Sites program at the Chicago Rail Link (CRL). 

The Rail-Ready Sites program connects customers looking to maximize supply chain performance with rail-served properties. The first project with Calumet focuses on two sites that total 156 acres and are ideal locations for automotive manufacturing, steel fabricators and finishers, food processing and distribution and building materials suppliers. But the partners say they plan to look at other nearby sites in the future.  

“The greater Calumet area has one of the best trained and most experienced workforces in the country, and has the lowest cost of doing business in an otherwise expensive region,” explained Ted Stalnos, president and CEO of Calumet Area Industrial Commission. “The CAIC can help companies navigate potential environmental incentives, financing and government regulations so they can find the rail-served facility of their dreams.” 

In 2020, OmniTRAX also worked with the Rockford Area Economic Development Council and the City of Peru to bring Rail-Ready to the Illinois Railway as well as the Greater Brownsville Economic Development Corp. of Texas to take the program to the Brownsville & Rio Grande International Railway. 

“Brownsville offers companies a great location with access to Latin America via rail, highway and sea, and has a cost of doing business that is 20 percent lower than the rest of the country,” explained Mario Lozoya, executive director and CEO of the Greater Brownsville Economic Development Corp. “Combine that with our young and skilled workforce, which includes participants in our award-winning ‘We Grow your Own’ training program, and the OmniTRAX Rail-Ready Sites program is sure to be a great success for Brownsville.” 

SEPTEMBER: Transmission Line Will Bring $8 Billion in Investment to Kansas

A new transmission line connected to the Grain Belt Express will bring thousands of jobs and $8 billion in investment to Kansas, Governor Laura Kelly announced.

“Kansas is uniquely positioned to be a regional and national leader in the development and expansion of clean and renewable energy,” Kelly said. “The Grain Belt Express will be instrumental in helping to power Kansas and other states, and will bring nearly 1,000 jobs and billions in economic investment and energy savings to our state. My administration is committed to rebuilding our foundation and supporting key investments that will continue to boost economic development, recruit businesses, foster a healthy workforce, and produce sustained growth.”

Invergy, the state’s partner on the project, produced an analysis that claims the 800-mile-long transmission line should bring 22,525 jobs over a three-year construction period and create 968 permanent jobs to the state. It’s also projected to save $7 billion in electricity costs to consumers in Kansas and Missouri through the year 2045. The Grain Belt Express will begin in Spearville, Kansas, and eventually make its way through Missouri, Illinois and Indiana. 

Other Notable September Deals: The Ohio Tax Credit Authority awarded Ultium Cells LLC, a joint electric car battery venture between General Motors and South Korea’s LG Chem, a 1.95 percent, 15-year job creation tax credit on $45 million in new payroll. The company expects to create 1,000 jobs by December 2026 at the $2.3 billion plant, under construction on 158 acres immediately adjacent to the automaker’s former assembly plant in Lordstown, Ohio. “In order to generate an acceptable rate of return and give the Lordstown location a competitive advantage, this JCTC (job creation tax credit) is a major factor in the company’s decision to move forward in Ohio,” said Tony Ciambrone with JobsOhio, the state’s private economic development agency, which successfully fought off a bid by Georgia to get the Ultium facility. Leisure Pools and Spas North America, Inc., a leading fiberglass in-ground pool manufacturer, revealed plans to establish operations in Marion County, South Carolina. The $6.1 million investment is expected to create 200 new jobs, according to the Coordinating Council for Economic Development, which approved has approved a job development project for the fiberglass swimming pool company.

OCTOBER: West Virginia Becomes Home of Virgin Hyperloop Certification Center

“Today is one of the most exciting days in Virgin Hyperloop’s history,” said Sir Richard Branson, founder of the Virgin Group. “The Hyperloop Certification Center is the start of the hyperloop journey for West Virginia, for the United States, and for the world. We’re one step closer to making hyperloop travel a reality for people everywhere.”

Business Facilities Magazine bestowed a 2020 Deal of the Year honorable mention to the Charleston, West Virginia, project that will create thousands of new jobs across construction, manufacturing, operations and high-tech sectors.

“For years, I have been saying that West Virginia is the best-kept secret on the East Coast, and it’s true,” said Governor Jim Justice. “Just look at this announcement and all it will bring to our state–investment, jobs and tremendous growth. It’s a true honor and privilege to be selected as the site for the Hyperloop Certification Center and lead the nation in this next step forward for transportation. When we approached Virgin Hyperloop, I told them that we would do everything we could to bring this opportunity to West Virginia. We look forward to working with the Virgin Hyperloop team to create a lasting partnership for years to come.”

Other Notable October Deals: Tennessee Governor Bill Lee, Department of Economic and Community Development Commissioner Bob Rolfe and General Motors officials announced that the automaker will invest nearly $2 billion in its Spring Hill manufacturing plant to build fully electric vehicles, including the all-new, luxury Cadillac LYRIQ. That added to the more than $2.3 billion GM has invested in the Spring Hill manufacturing plant since 2010. According to the Center for Automotive Research, GM’s employment in Tennessee produces a 6.8 employment multiplier, which means there are 5.8 other jobs in the Tennessee economy for every direct GM hourly and salaried job in the state. Motion Industries, Inc., a leading distributor of maintenance, repair and operation replacement parts, held a groundbreaking ceremony at the site of its planned shop facility in Irondale, Alabama. When completed, the $11.2 million 104,000 square-foot building will house Motion’s area fluid power shop, hose and rubber shop, and engineering department. 

NOVEMBER: Renewable Fuels Complex Comes to Louisiana

Governor John Bel Edwards boasted about Grön Fuels’ proposed renewable fuels complex in West Baton Rouge, Louisiana, having earned Louisiana Economic Development the No. 2 Economic Development Deal of 2020 from Business Facilities Magazine.

The governor earned those bragging rights: The $9.2 billion project, which would ultimately produce low-carbon diesel fuel from renewable feedstocks, is expected to bring with it 1,025 direct jobs—with an average annual salary of $98,595, plus benefits.

 “This Silver Award in Business Facilities’ Deal of the Year competition recognizes our commitment to next-generation projects that will meet the growing global demand for renewable transportation fuels,” Edwards said at the time. “We look forward to Grön Fuels’ final investment decision as Louisiana’s next significant climate-forward project.”

Business Facilities was not the only magazine to recognize the Grön Fuels’ project, which received a national CiCi Award for Corporate Investment from Trade & Industry Development.

Other Notable November Deals: This time, both deals are in the same state (New Mexico) and industry (defense and aerospace). Group Orion announced plans to build on 4.1 million square feet and employ 1,000 at Albuquerque’s Aviation Center of Excellence, a former north/south runway that was decommissioned in 2012. And the U.S. Air Force is preparing to build MaxQ at Kirkland, a new mixed-use development on Kirtland Air Force Base. “We like to say, ‘Albuquerque is the Place for Space,’” says Danielle Casey, president and CEO of Albuquerque Economic Development. “The global space economy is expected to grow to $3 trillion by 2045. No other region has the assets that greater Albuquerque does, and we are ready and excited to see the sector grow. And of course, the region boasts miles and miles of wide-open space for people to explore and enjoy, a new top consideration for skilled workers in the COVID era, who can work from anywhere and select their ideal quality of place.”

DECEMBER: New Industrial Terminal Aims to Make Georgia a 2021 Dealmaker

The new SeaPoint Industrial Terminal Complex in Savannah, Georgia, offers 

one mile of deepwater frontage on the Savannah River’s main shipping channel as well as direct rail, quality roads and existing infrastructure. 

The sustainable, multi-use, multi-tenant industrial facility will be a major long-term economic driver for Georgia, creating 1,700-plus new high-wage jobs in a Federal Opportunity Zone and generating an estimated annual economic impact of nearly $1 billion, according to SeaPoint officials.

The complex has also been designed with environmental responsibility as a core value, they add as they point to these attractions:

-More than 600 developable acres of land providing exceptional opportunities for national and international manufacturers and logistics-dependent operations. 

-A multi-tenant model that promotes synergies between companies that result in more sustainable and efficient operations. 

-Solar, steam, compressed air, electricity, security and other services available on-site.

-A Cleantech Campus @SeaPoint project that aims to transform an existing 60,000-square-foot R&D building onsite into a creative hub for companies and organizations focused on clean technologies related to manufacturing, warehousing and logistics. 

business

GT Magazine’s Good Reads

-The New (Ab)Normal – Reshaping Business and Supply Chain Strategy Beyond Covid-19 by Yossi Sheffi, the Elisha Gray II professor of Engineering Systems, professor of Civil and Environmental Engineering and director of the Center for Transportation & Logistics at MIT. The New (Ab)Normal paints a compelling picture of how the Covid-19 virus is changing many facets of human life and what our post-pandemic world might look like, making the book a must-read for logistics and supply chain professionals. 

-Eurasia Group’s Top Risks for 2021, the New York-based global political risk research and consulting firm’s annual prediction of the 10 greatest threats to the trajectories of nations, global politics, industries and institutions. Co-written by Eurasia Group President Ian Bremmer and Chairman Cliff Kupchan, the report finds Joe Biden’s presidential victory as the No. 1 risk in the world due to half of America’s voters believing he was elected illegitimately. Other top risks of 2021 include U.S.-China tensions that include disagreements over trade and climate policy that could place bifurcation pressures on the clean energy supply chain. Find the full report here: www.eurasiagroup.net/issues/top-risks-2021.

-“Expanding Your Business Into Mexico,” a new business guide from global recruiter Leap29. The guide covers employment laws and regulations, key tax and labor authorities, the immigration process and more. Find it here: info.leap29.com/mexico-business-guide

Blackcat360.com, a new business development and international trade listings website that was developed to assist businesses in finding what they need in specific countries or regions of the whole world. Totally free, the website has listings available for 50 categories of products and services to cover every sector of the economy. “[T]he only exclusions are pornography, hate, spammers, scammers and anything illegal,” states the company. “The focus is very much business to business but for example, a hotel or bar may wish to list to develop more business in the corporate sector.” 

Charlotte

Charlotte on the Board Again with $5.8 Million Corporate Expansion

InterContinental Capital Group announced that it is expanding its presence in Charlotte, adding 500 new employees and investing $5.8 million to expand its corporate office in North Carolina’s most-populated city.

Headquartered in Melville, New York, InterContinental Capital is a direct mortgage lender that specializes in providing home financing for single-family residential properties. The company currently employs about 180 people in Charlotte’s Montford area.

InterContinental Capital’s expansion comes on the heels of the previously mentioned Centene Corp. project from July and fintech firm Retirement Clearinghouse’s August announcement of a 300-job expansion at its Charlotte location. 

“Even amidst a global pandemic, Charlotte continues to prove it is an attractive market for businesses to expand and relocate due to our strong talent pool, low cost of doing business and our commitment to creating a great place for both people to live and do business,” says Fran West, assistant director for Economic Development/Business Recruitment. 

The project was a collaborative effort between the City of Charlotte, Mecklenburg County, the North Carolina Department of Commerce, the Economic Development Partnership of North Carolina, the North Carolina Community College System, Central Piedmont Community College, University of North Carolina Charlotte and the Charlotte Regional Business Alliance.

logistics partner

ASKING GOOD QUESTIONS CAN LEAD YOU TO A GREAT LOGISTICS PARTNER

The critical importance of your supply chain has never been more apparent. Business conditions are changing rapidly, making it imperative that logistics services be both reliable and flexible. Many of the processes that worked well just last year may no longer be viable, and new ways of moving products are being explored like never before.

If you are looking for new or additional logistics partners to handle your evolving needs, there are several key questions to ask as you conduct your search.

1. Are potential partners interested in the specific needs of your organization?

It’s important to determine early on if a logistics provider will be able to keep up with your changing business needs. Unless they show a willingness to develop an alignment with your culture, products and people, it is unlikely they will be able to provide strategic insights that will strengthen your supply-chain operations. Partner-minded providers are going to be transparent and open to collaboration to handle challenges as they occur.


You should expect such a partner to have created an environment that welcomes and nurtures its team, leading to strong client retention rates. Invest time in understanding this with your prospects.

2. Is the logistics partner focused both on your current needs and what you’ll be needing in the future?

A long-term partner must have the ability to scale with your growth, and to develop innovative solutions that will support the changes your customers require. Base your evaluation on how likely a logistics provider would be relevant to your company in three to five years. You don’t want to get one year down the road and find you’ve outgrown them.

Engage them to determine if they look at the bigger picture, wanting to know what to expect down the road. Take a good look at their network (size, locations, capabilities) to know if they can handle the type of growth you envision.

3. What is their value?

Cost is important, but so is value. There are a number of ways to determine a potential partner’s value:

-Industry experience, and experience within your fulfillment requirements—Ask for case studies or relevant examples of who a provider has managed with needs similar to your own.

-Growth rate during the past five years—This can tell you if the organization has ambition, and if it has successfully managed through growth challenges.

-Level of interest in your organization—Are they willing to visit your facilities, meet your team, and observe your business in motion? Do they want to be hands-on; does it seem as if they will care about their relationship with you from the start? Do they talk about your business as though they are part of it?

-Innovation—Look for a logistics partner who has taken some risks and implemented advanced technology within their own facilities. Even if that technology is not applicable to your needs, it demonstrates that they have implementation experience, that they can determine ROI, and—above all—that they can take your business to the next level. Technology has become a key differentiator as it has become more difficult to attract labor, and as speed-to-market has become a fundamental necessity.

-Fulfillment capability—To meet as many of your needs as possible, any candidate logistics provider should have a strong retail fulfillment and compliance record and offer DTC fulfillment through various channels. Whether you are currently offering e-commerce or traditional retail channels now, it’s likely that your customers will demand both in the future, so look for providers who can handle both. This will eliminate the potential need for two separate providers, each handling one of these two channels. We have seen instances where that structure results in stranded inventory at one site, while stock-outs are occurring at another site.

4. Do they ask the right questions?

Look for the partner who is genuinely interested in asking about you, your team, and your business. It might seem intrusive, but you will benefit most from a logistics partner who wants to know as much about you as you want to know about them. This will enable them to understand all the details about your specific operations so they can be confident that your business is a good fit for their capabilities. The proposals that result from this level of engagement will incorporate all the components necessary to fulfill your needs and reduce the risk of failure.

This approach also demonstrates a commitment to transparency that will make your ongoing business relationship much stronger.

5. Are you going to be fair?

Look inward to evaluate if your company will be a good and fair business partner. If not, it’s difficult to expect the same of a logistics partner.

You will, of course, view price as an important factor. When you do side-by-side proposal comparisons, however, step back and consider what each provider’s prices says about them. Is it “too good to be true?” Or, is one provider’s price so different from the others that it raises questions? If so, it might be worth giving qualified candidates an opportunity to explain their price. Their response can demonstrate a unique and valuable strategic outlook and equip you to make a better decision. It might also prompt you to ask others to fill in gaps in their evaluations.

Your time spent at this stage is worthwhile. This decision will have long-lasting consequences and, if made correctly, sets up your business for long-term success.

6. Is the provider’s recent history of onboarding new clients successful?

Early go-live success is key to keeping your business fluid, even during the transition to a new provider. Your customers should either not recognize that a change has occurred or, even better, comment favorably on improved supply-chain results.

Don’t be surprised if your new partner aggressively drives the implementation timeline and even makes some reasonable push-back on issues that risk the success of your go-live period. If they have a developed plan with clear details that outlines integration testing and validation, the likelihood of a successful implementation and go-live is much greater.

Ask to see their implementation plan and any documents they will provide prior to client onboarding. Knowing this in advance will help you plan and reserve the resources you’ll need to support an effective process.

If you devote the effort and take the time to engage prospective logistics partners in a transparent, thorough and strategic proposal process, you will find the effort to be worthwhile. That’s even more important today when so much uncertainty creates additional pressure to satisfy your customers’ rapidly changing needs. With a strong and flexible provider of logistics services, your chances for success in this dynamic time will be greatly improved.

___________________________________________________________________

Casey Nofziger is the director of Business Development at ODW Logistics, a Columbus, Ohio-based 3PL and warehousing services company with facilities in that state as well as California, Illinois and Missouri.

employees

5 EFFECTIVE WAYS TO IMPROVE EMPLOYEE PERFORMANCE

One of the things you will undoubtedly want to do as a leader is to improve the productivity of your employees. While technology has certainly made things a lot easier over time, employees are actually spending more and more time in the office and the typical workweek of 40 hours is getting rather stretched. So how can you improve the productivity of your employees and get them to save more time? Here are a few tips I learned while working at AssignmentMasters and a few other places.

Delegate

It might seem obvious that you should delegate, but a lot of leaders and managers somehow find themselves in the micromanagement trap. It’s actually quite difficult to train yourself to delegate more in practice. You will often feel that your company and business is your baby and that you want to have full control over everything that goes on at the workplace

There is nothing wrong with wanting to see everything going according to plan. It is, after all, what guarantees that no one will hijack your ideas and that your business will be successful. However, you don’t have to check every little detail of what’s going on at your company while you’re at it. You are better off delegating as many things as you can to other qualified people. If you try to do every little thing yourself, you’ll just end up wasting everyone’s time. 

The most important thing you will have to develop is trust in your employees. Start by employing only people who are well qualified at what they do, and then trust them to do it well. You will not only take a huge load off of your back, but you will also give your employees the chance to put their skills to work, to learn problem-solving, to learn how to work independently, and also to learn some important leadership skills. These skills can then later be used to grow your company even more than you could ever have managed to do yourself.

This is actually common in the most successful companies. Zipjob, for example, is very large on delegating and as a result, can even afford to have a lot of employees working remotely. 

Think back to when you first hired your employees. You saw a lot of potential in them and that’s why you brought them on board. Now, give them the opportunity to prove your judgment correct!

Tasks Should Match Skills

While we’re on the topic of delegating, it’s also important to know what to delegate to whom. You should have an intimate knowledge of all of your employees’ skills and their different levels of skill. That way, you will be more efficient in your delegation of tasks to the employees. Some are extroverted and creative, who can think on their feet and are very charming. Allowing these employees to pitch to your clients makes a lot more sense than giving that work to your more introverted and methodical employees. On the other hand, if you have any work that is big on following the rules, then you’re better off delegating that to the more shrewd and methodical employees.

At AustralianWritings, different employees with diverse skills are hired and the work delegated to them according to their skills. As a result, this company has consistently beaten its rivals.

It would be unreasonable to expect your employees to do everything perfectly. Instead, always ask yourself who is best suited to what task before you delegate the tasks. If you can’t find them among your existing employees, then you can either hire someone new or outsource that piece of work to someone else.

Communication is Key

We all know about the importance of communication. It makes the workforce productive overall. With technology, it’s even easier to communicate in the modern office. However, just because more channels of communication are available to us doesn’t mean that communication has become more efficient. Sending emails, for example, takes up more than a quarter of the average employee’s day. That’s a huge portion of the day to dedicate to sending emails!

As a leader, you should look for the most efficient way to communicate with your employees. There are numerous technologies on the market, including collaboration software and scheduling software with direct video conferencing and voice to voice features. You can use these to carry out quick meetings or a speedy paper review and communicate with your employees. That way you will make sure that no more time is used on correspondence than is necessary and your employees have more time to do what you actually pay them to do. 

Have Clear Goals

The whole essence of efficiency is that you are trying to be efficient while trying to achieve some goal. Your employees can therefore not be efficient if they do not have a goal to work toward. You need to give them something to aim for. 

If you don’t define your goals clearly enough, and make them reasonable enough to be achievable, your employees will not be as productive as they actually can. This applies both the goals of the individual tasks you assign to employees and the overall goals of the company as a unit. 

You should always let your employees know, in no unclear terms, what your expectations of them are and what kind of impact the assignments you are giving them will have on the overall goals of the company.

There is a mnemonic for the perfect kind of goal: SMART. 

-Smart

-Measurable

-Attainable

-Realistic

-Timely

Your goals should not only be clever and attainable, but also realistic, easy to measure, and achievable within the given timeline. Always check if your goals meet these criteria before you assign any tasks to employees.

Best Essays and EssayWritingLab are two companies known for this. They pin their weekly goals on the bulletin boards for all employees to see and act accordingly. Each employee is also assigned individual goals so they know what to aim for.

Train Employees

Your employees are one of your greatest assets, if not the greatest assets themselves. You should, therefore, be eager to train and develop them, making sure they get all the skills they need to do their jobs even better. While it might seem like a good idea to cut costs on training and forcing your employees to learn on the job, it has a massive potential to backfire.

Take some extra time and invest some extra money to train your employees in the skills they require to do their jobs. That way, they will be even more independent and competent with the tasks you assign them. 

To prepare training material, you can outsource the work to a writing service like AussieWritings or AssignmentMan to do it for you expediently.  

By making your employees more productive, you maximize the value you get from your business and improve your bottom line. The tips on this list are certainly not exhaustive, but they are a good starting point on the road to making your employees and company more productive. 

This guest post is contributed by Kurt Walker who is a blogger and college paper writer. In the course of his studies he developed an interest in innovative technology and likes to keep business owners informed about the latest technology to use to transform their operations. He writes for companies such as Edu Birdie, XpertWriters and uk.bestessays.com on various academic and business topics.

Three Risks of Buying a Business & Profiting off the Opportunities they Create

Why start from scratch when you can get a great deal on what someone else started?

In today’s sexy startup culture, buying an existing business has lost its vogue. But every year thousands of entrepreneurs become millionaires by buying and growing businesses without the startup headaches of venture capitalists, zero revenue, and no business processes.

If you like the idea of being the sole business owner, improving an okay business and taking things from good to great, buying a business is probably the best opportunity for you. Since every reward comes with risk, I have put together the top 3 risks I see first-time small business buyers face, the profitable opportunities they present, and the diligence to find these opportunities.

Risk 1: The business owner IS the business

The risk:

The owner of the business is a lynchpin. They make all the sales. They manage all the customer relationships. The employees depend on their expertise and training. If you remove the owner, the business struggles and collapses.

The opportunity:

Use this as a negotiating point when bargaining for the deal. If the business IS the business owner, then that person needs to be part of the deal. Structure the buy-out to include an employment contract or consulting agreement, as well as an earn-out. That way the ex-owner is incentivized to hand-off their knowledge and help you succeed.

The diligence:

Interview customers, vendors, and employees. Listen to if they mention the business owner’s name more than the business name itself. Ask employees questions about their job and see if they know the answer, or if they look to their boss for the answer. Review the org chart for an ops manager and sales person who have been in the business a long time.

Risk 2: The employees will flee after change of ownership

The risk:

You buy the business and all the good employees get scared and quit.

The opportunity:

Use the change in leadership to inspire hope and motivate. Or, determine who is holding the organization back and needs to go. Firing bad employees will make the good ones optimistic of a turnaround. For the good ones, challenge them to help grow the company and incentivize them to stay through promotions, profit sharing, or equity.

The diligence:

Work with the current owner to identify key employees. Be your own judge of this, in case the owner is downplaying any key people. Sales, engineering, and operations are typically critical areas. Meet with key employees in advance, if the owner permits, to discuss their ongoing role in the organization and align expectations. You’d be surprised how simply listening to and reflecting the feelings of employees will make them feel more comfortable and taken care of! Ask about the company culture and decide what parts to keep. They may also give you keen insights about the strengths and weaknesses of the company.

Risk 3: Running out of cash

The risk:

You base your purchase price, valuation, loans, and cash forecast off historical financials, only to find out a few months into owning the business that the numbers were all wrong and you are losing cash.

The opportunity:

Negotiate a better price on your deal with findings in a due diligence report. Use the cash forecast in the report to secure better terms on your business loan or lock the owner into seller financing. You can even persuade the seller to pay for the cost of accounting clean-up or bad inventory.

The diligence:

Hire financial professionals to help with your due diligence. This team will research key areas like unpaid payroll taxes, incorrect accruals, bad inventory accounting, and other ways owners can exaggerate their financials, either intentionally or by accident.

Turn these risks into opportunities by performing smart diligence, and you too may become one of the small business millionaires without starting from scratch.

LJ Suzuki is a fractional CFO with CFOshare, an outsourced finance and accounting department for small businesses.

 

 

Bad Data Visualization is Expensive: How to Present Clear and Effective Data

Want to hear a dirty little secret I learned while consulting with Fortune 500s? There were people inside this company that knew the metrics they were responsible for were on a downward trend – so they purposefully avoided showing the data clearly. They kept the data buried in complicated spreadsheets and posted a screenshot of dense data tables on the slides they showed in their weekly operational review meetings. They knew from experience how that meeting would go. Can you picture it?

You probably can, because you’ve been in those meetings looking at confusing, jumbled slides like this:

Your colleague leans over to ask you “what is this even saying?” You put your glasses on to better squint at the tiny font. Now you can see the numbers, but you don’t know what to make of all of them. The colleague sitting on the other side of you has already checked out and moved on to answering emails on her phone. The boss asks the presenter to walk her through the data and it takes the presenter 15 minutes to explain the various metrics on the slide and how the numbers were calculated. And you still haven’t gotten to the purpose of the meeting – which is to use the data to take some action.

You can probably relate to this scenario, even if you and your colleagues are not trying to obfuscate reality in a sea of numbers. The culture in many organizations is to slap a table of numbers on the slide and call it a day. But that method of presenting is incredibly expensive.

First, bad data displays waste time. In the scenario above, simply digesting this slide took a total of about 20 minutes. If we calculated the hourly rate of the executives sitting in that meeting once a week, we are talking about thousands of dollars wasted each year just in trying to decipher spreadsheets on slides.

Secondly, the longer we spend deciphering the slide, the more we put off crucial decision-making that is supposed to be informed by the data. We delay the release of new products, we continue inefficient processes, and we are slower to implement change when we spend our precious time on decoding, rather than deciding.

Finally, perpetuating a company culture that allows employees to just show numbers creates inertia. When we prioritize showing insights, rather than tables, we create a culture that respects one another’s time and attention, putting actionable decisions at the top of the priority list.

As I discuss in detail in my latest book, Effective Data Visualization, it is embarrassingly easy to present data clearly, once you know how to get started. You don’t even have to leave Excel or PowerPoint to do it. The first step is to establish a new expectation that presenters will know their data and (bravely) state their insights at the top of the slide. Then display the visual evidence that supports that insight (and only that data – ditching the numbers that aren’t essential to this particular insight). The answer to “what are we looking at here?” will be evident almost immediately.

Of course, you’ll want the table of numbers as backup, in case anyone asks you for details. But the spreadsheet on a slide is never what people first want to see. When we visualize our data effectively, our conversations are clearer, our decision-making is more efficient, people are happier – and all of that is worth its weight in gold.

ABOUT DR. STEPHANIE EVERGREEN

Dr. Stephanie Evergreen is an internationally-recognized speaker, designer, and researcher. She is best known for bringing a research-based approach for better communication through more effective graphs, slides and reports.

Dr. Evergreen has trained researchers worldwide at major companies including Mastercard, Verizon, Head Start, American Institutes for Research, Rockefeller Foundation, Brookings Institute and the United Nations. She writes a popular blog on data presentation at StephanieEvergreen.com. Her two books on designing high-impact graphs, slideshows, and reports both hit #1 on Amazon bestseller lists weeks before they were even released. This Spring Dr. Evergreen is publishing the second edition of one of those bestsellers and a brand new sketchbook with templates for making infographics and dashboards.