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Le Moyne’s Madden School of Business forms partnership with Family Business Center
SYRACUSE — Le Moyne College on Nov. 4 announced a partnership with the New York Family Business Center (FBC) that will involve a number of ongoing activities and collaborative initiatives to benefit both organizations. The school made the announcement at the 4th annual Family Business Conference held at Beak & Skiff Apple Orchards, Inc. in […]
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SYRACUSE — Le Moyne College on Nov. 4 announced a partnership with the New York Family Business Center (FBC) that will involve a number of ongoing activities and collaborative initiatives to benefit both organizations.
The school made the announcement at the 4th annual Family Business Conference held at Beak & Skiff Apple Orchards, Inc. in LaFayette.
Le Moyne College and its Madden School of Business are working to help the FBC “rebrand” itself, says James (Jim) Joseph, the incoming dean of the Madden School of Business.
“Our goal is to make this the Upstate New York Family Business Center,” Joseph says.
The organization’s website currently refers to itself at the “Upstate New York Family Business Center at the Madden School of Business at Le Moyne.”
The organization moved into offices at the Madden school in early October after having previously operated at the Syracuse Tech Garden at 235 Harrison St.
The partnership doesn’t involve a lease arrangement at the Madden School, Joseph says.
In addition to providing office space and facilities to host events at Le Moyne, the Madden school will work in conjunction with the FBC on a number of initiatives, including requests for external funding and recruitment of new members, the college said.
Le Moyne faculty will also serve as consultants to members, in addition to offering seminars and workshops on topics affecting family-owned businesses, says Joseph.
The Family Business Center provides “meaningful content” to its members, including CEO roundtables, which the organization conducts every month, Joseph says.
The FBC will now host the events on campus where students can watch the CEO’s “grappling” with the issues of the day, he adds.
The FBC currently has about 30 member businesses throughout Central New York. Its website lists The Central New York Business Journal among the supporting members.
But the plan is to “broaden” its scope outside the region and double its membership in the next few years, Joseph says.
“Our focus is going to be Buffalo, Rochester, Syracuse, Utica, Albany, and all cities and towns and villages in between,” he adds.
Besides the programming efforts, Joseph has joined the FBC board of directors, he says.
The school modeled its partnership on similar relationships that focus on serving family businesses, noting that a college or university either operates or hosts more than 90 percent of family-business centers nationwide, Le Moyne said.
About 50 Family Business Centers operate in locations throughout North America and 46 of those centers are housed at a college or university, according to Joseph.
“Housing it at an institution of higher education makes all the sense in the world,” says Joseph.
Origin of partnership
The Family Business Center in the spring of 2012 requested two marketing interns from Le Moyne to help in promoting certain programs, functions, roundtables, and speakers, Joseph said.
“I went down to visit them and it opened my eyes to this whole Family Business Center world,” he added.
Joseph had joined Le Moyne not long before the FBC had made the request for interns.
Eventually, Joseph had lunch with Donna Herlihy, executive director of the FBC, and discussed the possibility of Le Moyne housing the FBC.
Joseph also attended the 2012 Family Business Conference held at The Lodge at Welch Allyn in Skaneateles Falls to learn more about the organization and spoke with a representative from FBC member Syracuse Glass Co.
Discussions continued over the next several months. Then, Le Moyne and the FBC in the summer of 2013 signed a memorandum of understanding, and the FBC moved into the Madden school in October, Joseph said.
Founded in 2009 as the New York Family Business Center, the organization supports the needs of family-owned businesses through a variety of activities and programs.
It gives family-owned business owners and managers opportunities to interact and learn from each other and from family-business professionals by providing tools, resources, training, interaction, and education in a “nurturing and confidential” environment, according to its website.
FBC members drive its activities, enabling participants to gain “intimate insight into key elements” that create a successful, multi-generational family business, the school said.
Thomas Donahue, president of Donahue Financial Management Group of Skaneateles, is among the FBC’s founders and serves on its board of directors, according to Le Moyne College.
Launched in 2012, the Madden School of Business at Le Moyne includes seven majors and a master’s program in business administration.
The Association to Advance Collegiate Schools of Business (AACSB), the highest standard of achievement for business schools worldwide, has accredited the school, Le Moyne said.
The school also includes three centers of excellence. Among them are the Center for Reflective Leadership and Business Ethics; the Keenan Center for Entrepreneurship, Innovation and Creativity; and the Center for Global Business.
Contact Reinhardt at ereinhardt@cnybj.com
CenterState CEO, Brookings roll out metropolitan business plan
SYRACUSE — CenterState CEO and the Brookings Institution on Nov. 7 released a metropolitan-business plan that identifies five “key” findings with “clear” implications for “redefining the region’s economic profile.” That’s how the organizations described the report, titled “CenterState Agenda for Economic Opportunity,” which they released during an event at Syracuse Stage. The report, which was
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SYRACUSE — CenterState CEO and the Brookings Institution on Nov. 7 released a metropolitan-business plan that identifies five “key” findings with “clear” implications for “redefining the region’s economic profile.”
That’s how the organizations described the report, titled “CenterState Agenda for Economic Opportunity,” which they released during an event at Syracuse Stage.
The report, which was “developed collaboratively,” follows research conducted over the past year-and-a-half, Robert Simpson, president of CenterState CEO said during his remarks.
Simpson provided an “overview of some of the lead initiatives that we think we need to be working on … in fact, we already are working on to implement … that we think can help drive the community forward.”
The report found the region holds “strong potential to excel” in new technology fields and that growth in global markets can boost the region’s exports, CenterState CEO said in a news release about the report.
It also found the region’s innovation ecosystem is still emerging and requires new investment, and that the region must retain and expand a skilled workforce, grow economic opportunity, and develop employer-driven approaches to align workers and jobs.
The report also found that the present-day economy requires modernizing local government.
Based on the findings, the report also recommends eight strategies that are designed to drive growth, build synergies, and create “a new center of gravity for the next economy,” the organizations said in the news release.
They include positioning the region as a global center for data-to-decisions (D2D) firms, people, and ideas. That effort will include establishing the Data to Decisions Innovation Alliance to “catalyze growth through research, product, and market development and attraction of world-class talent,” CenterState CEO said.
D2D firms are working in a sector that’s a $145 billion global market that’s going to grow by another $100 billion over the course of the next five years, Simpson said.
“And our companies here, whether they be medical-device companies, environmental-technology companies, [or] cyber-security companies can compete effectively in that field,” he said.
The task of the upcoming Data to Decisions Innovation Alliance is to identify market opportunities and to understand who those customers are, who are demanding goods and services, and to connect our companies locally into those markets and into those business opportunities, Simpson said.
The strategies also include efforts to “strengthen the region’s position as a leader” in cybersecurity, thermal, and environmental-control systems, and agribusiness.
Additionally, they include efforts to grow exports and foreign-direct investment and to implement the Metropolitan Export Initiative to double regional exports in five years, the report said.
“We know this region, our 12-county geography, [with its] $8.7 billion in exports … about 11-and-a-half percent of our total economic output is coming in the form of exports,” Simpson said.
The figure is still “underperforming” the national average, which is closer to 13 or 13-and-a-half percent, Simpson said.
Since CenterState CEO started working on this initiative just a couple years ago, exports out of the Syracuse metro area have increased 28 percent increase, he adds.
The strategies also include an effort to build out an ecosystem for innovation and entrepreneurship and launch a regional seed and venture fund that would offer investment support for the region’s emerging companies.
Simpson points to the Syracuse Technology Garden, which is “100 percent occupied,” but also the ongoing work at Syracuse University and all the college and universities in the CenterState CEO footprint
Despite the demand for entrepreneurship coming from students and mid-career professionals, those involved in economic development continually stumble upon the same problem, Simpson said.
“Our region does not attract the venture funding that we need to support the long-term growth of our entrepreneurial and our innovation assets,” he added.
Simpson believes the region needs to create its own seed and venture fund because Central New York has a “growing pool of investment-ready companies,” which could benefit from such a fund to connect them to talent and markets around the globe.
The strategies also include developing employer-driven approaches to align workers and jobs; setting priorities for infrastructure investments and improvements; cultivating “opportunity-rich” environments by developing market-rate housing; and building “effective” public and civic institutions and culture, including the development of a commission on government modernization, according to the report.
CenterState CEO listed 18 organizations, including itself, Syracuse University, Mohawk Valley EDGE, and the Central New York Community Foundation, that provided financial support for the report.
The full market analysis that produced the report is available at www.centerstateopportunity.com, according to CenterState CEO.
Contact Reinhardt at ereinhardt@cnybj.com
Upstate consumer sentiment falls to lowest level in two years
The shutdown of the federal government, which lasted 16 days in October, was enough to sour consumers across upstate New York and reduce their willingness to spend money. For the entire state, the confidence level dipped to its lowest point in nearly two years. Consumer sentiment in upstate New York fell 6.5 points to 65.2
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The shutdown of the federal government, which lasted 16 days in October, was enough to sour consumers across upstate New York and reduce their willingness to spend money.
For the entire state, the confidence level dipped to its lowest point in nearly two years.
Consumer sentiment in upstate New York fell 6.5 points to 65.2 in October, according to the latest monthly survey the Siena (College) Research Institute (SRI) released Nov. 8.
Upstate’s overall-sentiment index of 65.2 is a combination of the current-sentiment and future-sentiment components. Upstate’s current-sentiment index of 73.1 is down 6.9 points from September, while the future-sentiment level decreased 6.3 points to 60.1, according to the SRI data.
The Upstate figure was 4.4 points below the statewide consumer-sentiment level of 69.6, which was down 6.6 points from September, SRI said.
At 69.6, the state’s consumer-sentiment level is at lowest level since December 2011, according to SRI.
New York’s consumer-sentiment index was 3.6 points lower than the October figure for the entire nation of 73.2, which was down 4.3 points from September, as measured by the University of Michigan’s consumer-sentiment index.
The shutdown of the federal government made October “like a month of two halves,” says Douglas Lonnstrom, professor of statistics and finance at Siena College and SRI founding director.
The shutdown lasted about half of the month, and consumer sentiment “went in the tank,” Lonnstrom says.
“We got a little bit of a bounce back after the government reopened [Oct. 17] and people weren’t worried about us defaulting on our bills … but certainly not enough to overcome that dismal first half,” he adds.
The SRI survey even found a decline in the consumer sentiment among New York’s various demographic groups.
They include men, women, higher income (annual salary of $50,000 or higher), lower income (annual salary of less than $50,000), under age 55, age 55 or older, Democrats, and Republicans.
“Every number on the board is negative this month,” Lonnstrom says.
For instance, the overall sentiment among older New Yorkers, women, and high-income consumers was down over eight points, according to the SRI data.
And for the highest-income consumers (those with annual salaries over $100,000), the current-confidence component dropped over 10 points.
“I can’t remember seeing a 10-point drop in one month,” he says.
When compared with the previous three years, the state’s overall-confidence sentiment of 69.6 is down 9.1 points from Oct. 2012, up 10.5 points from Oct. 2011, and has increased 3.7 points compared to Oct. 2010, according to the SRI data. The sentiment index measured 51.6 in Oct. 2008.
Besides determining consumer sentiment, SRI’s monthly survey also examines respondents’ plans for buying big-ticket items in the next six months.
In October, buying plans were down 0.3 points to 35.5 percent for consumer electronics; decreased 1.2 points to 22 percent for furniture; slid 0.6 points to 5.1 percent for homes, and fell 0.9 points to 16.4 percent for major home improvements. Buying plans remained unchanged for cars and trucks at 12.9 percent, according to the SRI data.
Gas and food prices
In SRI’s monthly analysis of gas and food prices, 59 percent of upstate respondents said the price of gas was having a serious impact on their monthly budgets, which is down from 71 percent in both September and August.
In addition, 51 percent of statewide respondents indicated concern about the price of gas, down from 57 percent in September, according to SRI.
Gas prices statewide have been a “bright spot,” Lonnstrom says, noting they’ve decreased, on average, between 20 cents and 30 cents in most places.
The percentage of Upstate respondents fell 12 points in October, and the percentage of New York respondents decreased six percentage points.
The figures still represent “significant” concern about gas prices, “but certainly a nice, big drop in one month,’ he says.
When asked about food prices, 67 percent of Upstate respondents indicated the price of groceries was having a serious impact on their finances, down from 71 percent in September. About 65 percent of statewide respondents expressed concern about their food bills, down from 66 percent in September.
SRI conducted its survey of consumer sentiment in October by random telephone calls to 750 New York residents over the age of 18.
As consumer sentiment is expressed as an index number developed after statistical calculations to a series of questions, “margin of error” does not apply.
Buying plans, which are shown as a percentage based on answers to specific questions, do have a margin of error of plus or minus 3.6 points, SRI said.
Contact Reinhardt at ereinhardt@cnybj.com
How to Take Control of Your Online Reputation
Social media isn’t new anymore. Just about everyone uses Facebook, Twitter, YouTube, LinkedIn, blogs, photo-sharing sites, and more. And it’s not new for organizations to use these sites for two-way communication with many different audiences. Does your organization have an official presence on social media? You might be surprised to find what you think is
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Social media isn’t new anymore. Just about everyone uses Facebook, Twitter, YouTube, LinkedIn, blogs, photo-sharing sites, and more. And it’s not new for organizations to use these sites for two-way communication with many different audiences. Does your organization have an official presence on social media? You might be surprised to find what you think is the answer to that question may not be true.
Whether or not your company has created an official page or account on one of the many social-media platforms, these pages and accounts may exist anyway. For example, is there a Facebook fan page for your organization that you didn’t create? A LinkedIn company profile? Or, how about a YouTube video or even an entire YouTube channel that references your business, but isn’t accurate? And if you’re not controlling these accounts and pages, then who is?
It’s no longer a choice for organizations to decide whether they want to be active in social media, the choice is now whether you will take control and manage your reputation.
Where most organizations make a mistake — after ignoring these social-media conversations — is diving right in without first doing some research to understand which and how many social-media platforms, individual pages, and accounts are talking about them.
This is called a social-media audit and in addition to revealing some eye-opening information, it helps to pave the way for you to build a proactive social-media plan and take control of your brand online. Are you being heard?
Crystal Smith is director of integrated media for public relations at Strategic Communications, LLC, which says it provides “trusted counsel” for public relations, crisis communications, government relations, and business strategy. Contact her at csmith@stratcomllc.com
On Customer Service, Do Your Employees Really Hear You?
Knowing my passion for excellent customer service, my neighbor shared his recent service experience with me. He took his white truck in to be serviced. When he dropped the truck off, the service adviser was busy on his computer. He looked up, told him to leave the keys, and he would call when it was
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Knowing my passion for excellent customer service, my neighbor shared his recent service experience with me.
He took his white truck in to be serviced. When he dropped the truck off, the service adviser was busy on his computer. He looked up, told him to leave the keys, and he would call when it was finished. The service adviser gave my neighbor the impression this was an interruption in his morning work.
My neighbor’s secretary picked the truck up when the service was completed.
On Monday morning, as my neighbor approached his truck, he stopped in his tracks. There was a message from the mechanic who worked on the truck.
On the bottom of the door of his white truck were four large, greasy, oily handprints the mechanic had left. On the other side of the truck, in case he missed seeing the driver’s side, he left an identical set of handprints. How thoughtful. (Remember when your kids brought home a white sheet of paper with multicolored handprints on it saying, “I love you”? This is the less-lovable version of that.)
What do you think my neighbor’s impression was? The same as yours if this was your vehicle. Lousy service.
As a business owner, you decide what the customers say about your product or service to the world. The customers can say:
“It is OK,” and they will tell no one.
“It is lousy,” and they will tell everyone.
“It is great,” and they will tell many.
If you were to look at the website of this business or watch its ads, you would hear about how it takes care of customers. My guess would be the business spends more than $20,000 a year to build a loyal customer base.
Do you think there is a disconnect from what the ad says and what the employees actually do? There is a big disconnect.
What about your business? Are you telling customers one thing and your employees are actually doing something else? When customers feel you and your people don’t care, the customer has no loyalty to you. If there is no loyalty, the customer goes directly to whoever has the lowest price. As a business, there is no profit for you at the lowest price. In my years of sales training with hundreds of employees, I have found the majority of employees want to do a good job — yet they need direction and training. What can you and this particular service business do to fix these disconnects?
1. Bring your people together and look at all of your marketing and advertising. What is it saying? Ask how your customers want to be treated. Make a list of the answers. Explain to your employees why this is important to them and the customers. Ask them to share times when they have experienced lousy service and how that made them feel. Would they take their business elsewhere?
2. With their input, set up written procedures to give customers great experiences that will bring them back and build customer loyalty. Customer loyalty equals additional profits.
3. When customers enter the work area, all employees should stop what they are doing, give them a smile, a warm friendly hello, and see how they can help them.
4. Visit with your customers. Ask them how they viewed the service/sales process and describe the experience they had with your employees. How they answer will indicate how well you and your employees are doing.
5. Now inspect what you expect. As the boss, visit with customers and your employees to make sure the procedures agreed upon are being followed.
Remember, as the owner, you decide what the customers say about you — OK, lousy, or great.
James McEntire is a business and sales coach. Contact him at james.r.mcentire@gmail.com or (315) 225-3536.
What Big Retail Chains Really Took
If you look around our cities and towns, you have to know that big retail chains destroyed a way of life. Today you shop in malls instead of small stores — in supermarkets instead of corner groceries. Department stores died. Eventually Walmart will offer everything from brain surgery to funerals — and all that. The
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If you look around our cities and towns, you have to know that big retail chains destroyed a way of life.
Today you shop in malls instead of small stores — in supermarkets instead of corner groceries. Department stores died. Eventually Walmart will offer everything from brain surgery to funerals — and all that.
The big retailers drove out many of the types of people who once led and inspired our communities. I mean owners of significant retail businesses. Of big department stores. And hardwares. Clothing stores. Groceries and pharmacies. Car dealers and hotel operators. Small-town bankers. Furniture dealers. Movie theater operators.
Some remain, but most are gone. These were people who funded endowments of churches and hospitals. They propped up charities, symphonies. They rescued libraries. They led Rotaries and Lions and booster clubs. They served in city and town governments. They put their United Ways over the top year after year.
They were invaluable on boards of all sorts. Because they knew budgets, numbers, financial discipline. They knew how to run businesses. Their knowledge helped every group they served to pull up their socks.
Big retail chains decimated the ranks of these independent retailers. A few are left. Most are gone from our communities. ‘Tis doubtful their like will ever return.
The chains even wiped out leaders in their own ranks. Used to be that managers of Sears and JCPenney were pillars of their communities. Their firms encouraged that. Allowed them budgets for local charities. Tell me, who manages your Walmart today? Your Walmart that does 50 times the business your Sears of ole did.
I think of what we have lost when I buy gas at my village convenience store. It is part of a big chain. Years ago there were two gas stations in the village. Their owners contributed to all the little charities in the area. They bought ads in the high school yearbook. They kicked in to buy uniforms for the school band. They gave to their churches. They were generous to Scouts.
The convenience store chain gives zip to local organizations. It takes in 50 times the money those gas stations did. It gives back nada, in leadership or money. The same is true all the way up the chain, with most of the big box retailers. In all the communities of this state, this country.
Walmart may give a few thousand to some charities. But as a percentage of their sales in a community? Their contributions are nothing compared with the donations that flowed from the many stores they replaced.
I am not chastising the big retailers. My point is that communities used to get more back from retailers than they do now. Retailers behaved like responsible members of communities. Because their owners were. We have lost much of that.
Here is something that would replace some of that largesse of the past: Imagine if every Walmart, every supermarket, every Lowe’s and BJ’s kicked in a nickel for every transaction. Kicked in a nickel to a community fund. One nickel for every customer, every transaction, every day.
As a percentage of the dollars they take in? The tiniest of pittances. As a token of their responsibility to the communities of the customers who enrich them? Long overdue. Long overdue.
It is easy for me to conjure such an idea. I would love to see some of our leaders get behind it and suggest, encourage, push, embarrass, shame — if necessary — our retail chains to step up to the plate on this or something like it. Their haul from us is gigantic. They ought to give back more. This is an easy way to do it. And, believe me, they would never feel it.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta, in addition to his radio shows and new TV show. For more information about him, visit his website at www.tomasinmorgan.com
Give active military a tax break
Our all-volunteer military is the most effective in the world because of the men and women who risk their lives every day to protect us. Their service is essential to our nation’s security, but it places an enormous burden on them and on their families as well, and we owe them our support and our
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Our all-volunteer military is the most effective in the world because of the men and women who risk their lives every day to protect us. Their service is essential to our nation’s security, but it places an enormous burden on them and on their families as well, and we owe them our support and our gratitude.
Part of the burden for New York families of active-duty servicemen and women is a property-tax bill that can run into thousands of dollars a year. This can pose a tremendous hardship for New Yorkers who are struggling to make ends meet while their primary breadwinner is defending our country.
That’s why my office has drafted a program bill — the TRAMS Act, Tax Relief for Active Military Service — to provide a real property-tax exemption of 10 percent of assessed value to active-duty military members serving during wartime, plus an additional 10 percent for those serving in a combat zone.
There is precedent for giving this break to military families: New York state already grants a 15 percent property-tax exemption to our military veterans. There is no reason that we shouldn’t allow men and women who are currently serving to claim this benefit as well.
Money in pockets
This exemption means real money in the pockets of military families. Veterans who qualify under the existing law save hundreds of dollars on their property-tax bills every year — and the savings are even greater when both spouses have served in the armed forces.
As a state senator, I fought to extend this tax benefit to all combat veterans who own a home in New York — regardless of where or when they served. When it comes to critical veterans benefits, there should be one set of rules for everyone.
It shouldn’t matter where you served or when — just that you served.
As attorney general, I have worked with local tax officials, who administer the exemption, to clear up confusion about who should be covered by the law.
As with federal veterans’ benefits, New York classifies all military service over the last 23 years as having taken place during the “Persian Gulf War” period. So my office has issued a letter to county property-tax officials across the state making it clear that veterans of our armed forces who have served during the last 23 years, including in Iraq and Afghanistan, do indeed qualify and instructing them to grant the tax exemptions.
This will help ensure that any veterans who were improperly denied will not end up paying thousands of dollars they didn’t really owe.
Now, I want to make life a little easier for active-duty service members and their young families, rather than making them wait until after they leave the service. There is no reason the brave men and women who put themselves in danger to protect our security, our rights, and our way of life should have to wait for the benefits of homeownership.
Veterans Day reminds us all of the enormous debt we owe to those who serve in our armed forces. It is in recognition of their sacrifice, and a measure of the gratitude that all New Yorkers feel toward our servicemen and women, that we should help ease the burden they carry for keeping us safe.
Eric T. Schneiderman is the New York state attorney general.
Cuomo announces FuzeHub initiative to help manufacturers grow
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NY State of Health says 48,000 have enrolled
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Upstate Medical finance executive, Brady, retires amid state probe of compensation
SYRACUSE — Steven Brady, senior vice president for administration and finance at the State University of New York (SUNY) Upstate Medical University, retired on Wednesday,
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