Jeaneen Barnhart and Doreen Dehar

Executive Summary Questions

Answers from Jeaneen Barnhart and Doreen Dehart

Q1) What time of the day you are most productive?

D. I am most productive from 9:00 a.m. to noon, but creative thinking/ concepting can happen anytime of the day or night.

J. My creativity usually starts to flow after lunch and can continue through to the late evening.

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2) What type of music do you like?

D. I like just about everything from Sarah Brightman to Led Zeppelin. I love really good creative dance mixes to keep my blood flowing when I work out. I have my dad’s massive collection of vinyl albums and when I clean the house, I play them. My favorite is “Frampton Comes Alive.” My parents used to listen to it all the time.

J. Depends on the mood. I need music to keep me moving…like the drawing itself. DJ mixes of ethereal trance and electronic lounge work well, along with romantic classical to rock.

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3) What do you stress over?

D. Everything. I stress over the details in graphic design that most people don’t even notice. I stress over how much I can get accomplished in a day.

J. It is always a challenge to grow as an artist and continue to bring my art to another level. I constantly struggle with the balance of art and life. It is easy to get overwhelmed by continuous urge to better myself while facing the distractions of everyday life.

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4) What big decision are you contemplating?

D. Whether to take a break from my career and get back into clay relief and other areas of art that I used to do before I became a graphic designer. There is a lot of creativity inside of me that has not surfaced.

J. Right now… how to paint my Gallopalooza horses!

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5) What do you do to wind down?

D. I wind down with a glass of red wine (or two). Sometimes I’ll read my son’s Social Studies textbook from school (since it skims the surface of world history). I did not realize how much I had forgotten.

J. I don’t wind down often. Perhaps after projects are complete or I have created something successful, I like to kick back with full-bodied red wine and listen to music.

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6) What is the biggest business mistake and lesson learned?

D. I can’t separate work from my personal life. Stressful projects really can take their toll on my family. And working at home doesn’t help. I have not learned my lesson yet, but I am working on it.

J. Working too much interferes with my personal life and the time I spend with family and friends – still learning this lesson.

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7) What was your “I made it moment?”

D. Graduating from college “Magna Cum Laud” was the first. I had two senior shows with a double concentration in painting and graphic design. I don’t know how I managed to work so much, yet still had time to teach aerobics and attend toga parties. The second moment was winning my first LGDA gold award with a project I designed while working at Stewart Lopez-Bonilla & Associates. “Twinspired” is my latest “I made it moment”.

J. I have “I’m making it moments,” like when a gallery owner actually tries to solicit my work instead of the usual “artist seeking gallery” scenario. Feels good!

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What business tool can you not live without?

D. My 17-inch Powerbook; my vision; my creativity.

J. Charcoal; pastels; and oil paint.

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9) What is something about you that few know?

D. I was a competitive bodybuilder in my teenage years (both of us were). It all started when we used bodybuilding magazines for references to draw the human figure. Somehow we took a great interest in it. Our dad opened a gym in South Florida and we entered our first competition at the age of 13. We even gave out trophies at a competition with Arnold Schwarzenegger as the guest MC. Jeaneen and I were “guest posers” at competitions by the time we were 16. By senior year of high school, we were done (burned out). It felt like another life.

J. I used to be a DJ for a dance club 4 nights a week.

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10) What is your smartest business move?

D. Working 10 years as Art Director for Abney-Huninghake Design Group, where I gained incredible experience from some wonderful people. When I ventured out on my own with “Twinspired,” it was an easy transition. They gave me confidence and insight.

J. Not to move. Louisville has been a great place to live, network and excel as an artist.

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11) When you are away from work, what do you like doing?

D. I love working out. It takes me back to my bodybuilding days; makes me feel young. When it’s warm outside, I love walking through St. Matthews with my dog. It’s a great place to live.

J. I like catching up with my family and friends; enjoy sunny warm days; visit art galleries; meet people!

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12) Is there anything else that you would like to add?

D. I have been married for over 14 years and my son Dane is the greatest gift of all.

Jeaneen and I are proud to be a part of the Louisville community.

J. I could not have accomplished all that I have without my sister.

Stephanie Ringer (Owner) of Creative Workshop has made strategic planning fun!

WorkShop! As economic upheaval and international competition have affected everyone’s bottom line, there is one thing businesses have learned during the past year; that new problems demand new solutions. Business leaders are now taking this realization to the next inevitable step – namely, that new solutions require new ways of thinking.

“Strategic planning requires you to envision a future that is unbounded by what exists today. Doing this inside of your own office building with all of the reminders of what is today can be difficult. In my experience, the WorkShop has been the most productive space for strategic planning, because the fun, creative, and happy environment really invites participants to believe any future is possible,” Rita Ernst, facilitator/coach stated.

For years, WorkShop has been the target destination for companies who need a place to meet creatively and collaboratively. WorkShop takes pride on the dedicated service and cutting edge management techniques that’s made them Louisville’s foremost corporate education and meeting facility.

WorkShop, located at 2005 B Frankfort Avenue in Louisville, Kentucky, currently occupies second-floor walk-up space with four creative meeting spaces that could easily be mistaken for a day care center.

The creative work spaces contain toys, books, stereos, and puzzles to get the creative juices flowing. And everywhere you turn, there are whiteboards, flipcharts and markers to capture the innovative ideas your team provides.

Aaron Evans of Humana says WorkShop has what he needs, when he needs it. Aaron discovers more items to use and wrap into the facilitation session each time he brings in a team. The last time he attended, he found the container full of costumes and props useful. This added a whole other dimension to their time at WorkShop and greatly increased the learning about their team members and their work.

Environment contributes to the outcome of a meeting by allowing teams and work groups to be comfortable and relaxed, while at the same time, stimulated and productive. At WorkShop, each meeting space provides the comforts of home paired with the tools of business.

“The atmosphere was energizing and the enthusiasm was contagious,” according to Karen Finlinson of Park Community Federal Credit Union.

WorkShop has facilitators that can help companies improve on skills such as team building, communication, process change, clarifying their goals and working through the process of strategic planning. All facilitators are welcome at WorkShop; even your own trainer or outside facilitator will find the environment inviting and productive.

As a seasoned facilitator, Whitney Bishop has held strategic planning sessions at many different locations. Whitney says that the meetings she facilitates at WorkShop are among the most productive, energetic and inspiring. “I attribute this to the environment, the staff and the all-inclusive nature of the experience. Everything I need to do the best job I can is within reach,” says Whitney.

Fritz Busch of Anthem brings his staff to WorkShop from 5 states. “We ALWAYS come to Louisville because we love the WorkShop. The opportunity to spin plates, wear funny hats, and play 70’s music is worth every penny. Beats a sterile conference room by a mile.”

Now more than ever, businesses have to spend some valuable time developing a strategic plan. New energy is needed, new sparks are being searched for and teams are very much in need of a little motivation.

Barry Younkie of Maker’s Mark takes his team to WorkShop and says, “If you ever do a meeting where you really want team members to come together, not feel inhibited and generate business-generating results, WorkShop is THE place.”

They pose the question, “Does your team share your vision?” That is an important question which CEOs face. Employees are being influenced negatively by watching the news, listening to talk radio and seeing a downward spiral in print. Companies are finding it necessary to try and think of ways to motivate their teams.

Strategic planning at WorkShop allows the company leader to use the whiteboards to: 1) Invite the team members to share their thoughts of what an “ideal year” would be; 2) Invite the team members to rate the board of visions to identify what is most important to them; and 3) Give the team members an opportunity to create a plan to reach each of the top three targets. A “shared vision” is ultimately established; the employees feel like they are a part of it; they understand their roles and responsibilities; and most of all, they agree to hold each other accountable for what they commit to do – thus, instilling ownership in the “Shared Vision.”

“Strategic planning is hard work for everyone involved and it can be unproductive to disrupt the energy and flow of the group to attend to logistics. At the WorkShop, they take such great care of the environment, allowing you as the facilitator to focus on the content and process of the work. From the well-stocked fridge and candy jars, to the timely and unobtrusive delivery of meals, the staff at the WorkShop is the perfect extra pair of hands that every meeting leader needs,” says Rita.

There are many different approaches to strategic planning, but creativity is the key. Creativity cannot be found in hotel meeting rooms, private conference rooms nor offices. WorkShop is a cost-effective solution to offsite meetings. You will find complimentary snacks and beverages included with every meeting space rental. We have thought of everything. All you need to provide is yourself, your team and a willingness to work a bit differently. It may be more cost-effective to train and rejuvenate your current employees than it is to hire new, retrain and develop trust.

Coaching, Facilitation, Retreats and Team Building. WorkShop has it all. www.creativeworkplace.com.

When you walk up to Muth’s, you walk up to a piece of history. As you walk in, pictures with historical information can be found on the left. Once you are in, you smell the ‘melt in your mouth’ candies made by the family business which began in the year of 1921.

The dreams of Muth’s became a reality when Rudy returned from WWI. With the support of family and friends, he was able to establish his candy shop on East Market Street in Louisville, Kentucky. The fact that there were already good candy makers, made Rudy determined for his to be the best. Rudy uses only the finest ingredients. Not only do they make the finest candies, but they have also made a business whereby their employees have felt like family and their customers like friends. By achieving this, they have many family members and friends who have loved working for them throughout the years. Because of this atmosphere, Rudy and Bell’s store has endured being one of Louisville’s “oldest and finest.”

Muth’s has a combination package that is specific to Louisville. They start by molding a horseshoe of the finest milk chocolate, accompany it with Louisville’s own Modjeskas – Muth’s unique confection (a marshmallow covered by their unique blend of rich cream & butter caramel), and pair it up with a Muth’s famous Kentucky Bourbon Ball made with 100 proof Very Old Barton Bourbon. Each one is placed in a cello-bag and tied with royal blue and gold ribbons.

Each piece of candy is made by hand and topped with a design that is specific to the type of candy it is. As I watched the employees, I saw the attention to the detail and love of what they do.

Muth’s provides many options of sweet gifts for your clients and employees. They have boxes that can be embossed or a candy bar that can be wrapped in a customized wrapper. One local business has business cards made of milk chocolate. As seen in the photo, you can have your insignia formed into a mold to share with customers, such as Eclipse Bank located in St. Matthews, Kentucky.

This was my first time to visit Muth’s, and it won’t be the last. I realize as I am writing this article, I am treating myself to some Muth’s candy. Delicious!!

1) What time of the day you are most productive?

I am most productive first thing in the morning (you know that time before everyone is awake and at the office and the phones aren’t yet ringing).

2) What type of music do you like?

I received an IPod for Christmas and it wasn’t until I was downloading my “playlist” that I realized what a variety of music I like…I love everything from Van Morrison, Ray Charles, Frank Sinatra, to Norah Jones, Maroon 5, Usher, INXS, Alicia Keys, OneRepublic, Blue October to Rihanna…and just about everything in between…I love music; it just makes me feel good.

3) What do you stress over?

I used to stress over everything and then I realized it was making me and everyone around me miserable; I have moments here and there when I stress over a deadline or a big presentation, but truly I work at trusting my gut instincts, my family, my friends and my staff; that way I don’t need to be stressed.

4) What big decision are you contemplating?

In this economy, I am hearing that there are a number of stellar designers and sales people looking for new jobs; and, while my business is steady, do I take the financial risk of hiring the talent now while I can, or do I wait until my business grows to the level where the hire is more justified – surround yourself with good people to go get the work…or go get the work and then find the right people?

5) What do you do to wind down?

Go home, turn on some music, have a glass of wine and cook dinner with my boyfriend; take my dogs for a walk and workout.

6) What is the biggest business mistake and lesson learned?

I have had moments when I get too comfortable in doing the same routine; pursuing the same type of clients; or even worse, spending too much time on existing business and not striking the right balance between prospecting and marketing for new business. I have learned that I must ALWAYS be selling – to my existing clients and prospecting for new; during the lean and the fat times.

7) What was your “I made it moment”?

I don’t think I will ever be able to say “I made it,” because I find myself always wanting more…needing to go after that next great “thing”…once I get there…I just set my sights higher; some day I will “make it,” but for now, I’m enjoying the ride there.

What business tool can you not live without?

My staff; I know they are not technically a “tool,” but put the cell phone, computer and email aside and we can still do business, a little slower, of course, but without the right people, none of the others really matter.

9) What is something about you that few know?

I am a bi-centennial Valentine’s baby.

10) What is your smartest business move?

Hiring a sales coach – it has made the world of difference to my outlook, the way I handle new business opportunities, and the way I earn my business.

11) When you are away from work, what do you like doing?

I love to travel; last year I made the time to catch up on the vacation time I just never seemed to take the four years prior; I made it to San Diego, CA, Scottsdale, AZ, and Las Vegas. It is just nice to disconnect, get away and re-energize.

Some of the key ingredients of being a business owner include having the passion for business and loving what you do. This is obvious in the history of Nanz & Kraft Florists. In 1850, Henry Nanz started the business. I would guess that none of us remember the opening of the business, but he certainly found a niche. According to a product catalog dated in 1896, Henry Nanz began growing his own products in a 10’ x 50’ greenhouse. The business grew as Louisville grew. Henry Nanz sold shrubs, ornamental and fruit trees, cut flowers, and hothouse plants. He described himself primarily as a florist, though in those days, that title often had a different meaning beyond what we think of as a florist today. Most modern florists sell cut flowers, potted plants and small gift items that they buy from other suppliers. Florists in the late 1800’s often operated their own greenhouse facilities and grew all their plant products themselves.

In approximately 1871, Henry Nanz acquired a partner, Carl Neuner, thereby changing the name to Nanz & Neuner. They sold flowers and bouquets for everyday requirements and floral wreaths and crosses. Unlike modern floral businesses, Nanz & Neuner also offered vegetable and flower seeds, bedding plants, fruit and ornamental trees and roses. In other words, they had become what we would consider a full-service nursery, or as they described it, a floral bazaar.

In approximately 1873, there was a change in partners. The name of the company was changed to Nanz, Neuner & Company, and the three partners became Henry Nanz, Alfred Neuner, and Edward Wachendorff.

In 1878, the company name changed once again, becoming simply Nanz & Neuner, with Henry Nanz and Alfred Neuner as partners. Along with the change in partnership, four more greenhouses were built to keep up with the demand. The company was doing a great deal of mail order business by this time, and the proximity of both rail and river transport assisted with this expansion. Catalogs were issued twice yearly, in the spring and fall. The florists also did both wholesale and retail, with roses as a specialty.

From 1893 to 1958, the name changed a few more times with new partners, and the company grew to 60 greenhouses at the St. Matthews nursery.

In 1958, the name of the firm was changed to Nanz & Kraft Florists; and in 1967, ownership passed to Edward Ramsey Kraft. The 1945 building and subsequent additions were completely destroyed by fire on November 22, 1976. The next day, the family leased temporary space in the front part of the Rasmussen & Son’s greenhouse on Hubbards Lane and there immediately reopened for business.

Currently pictured on the front cover of the magazine are the owners from left to right: David L., Edward R., and Michael A. Kraft.

Technology has played a large part within the business for Internet purchases; almost 20% of their business is conducted over the Internet. Technology has also saved time with their order entry, bookkeeping and driver delivery routes.

The Kraft brothers have many avenues of giving back to the community, some of which include: the Helping Hands program and raising money to fight breast cancer through the Louisville affiliate of Susan G. Komen for the Cure.

When I go into a business to consider a spotlight, one of the things at which I look is the level of customer service. At Nanz & Kraft, I witnessed wonderful customer service and they perform multiple checks to make sure each order is prepared correctly. I will be back to Nanz & Kraft Florists.

Have you ever thought of owning your own business? Do you have a business with hopes of one day franchising and having locations throughout the country or even the world? FranchiseMart can help!

FranchiseMart has been brought to Kentuckiana by Brian and Maggie Harlow. The Harlows are not new to Kentuckiana businesses. They have been a franchise owner of Sign-A-Rama Downtown located at 909 E. Market Street, Louisville, KY since 2003. Their store processed over $1.2 million in sales during their first year, a franchise record for a new location. The Harlows have been honored with several franchise awards, including the 2008 President’s Award, Outstanding Achievement in 2006 and 2004, along with the 2004 Rookie of the Year award.

Maggie and Brian established Signs of Support, a grant program open to nonprofit organizations in the community. The business gives approximately $20,000 a year in signage services and products to charitable organizations in the area. Previous recipients have included Project Women, Home of the Innocents, St. Joseph’s Children’s Home, and Highlands Douglass Neighborhood association (HDNA). Additionally, Maggie serves as president of the Louisville chapter of the National Association of Women Business Owners.

“We understand what is involved in opening a franchise and operating it successfully, and we will bring the experience and understanding to the table whenever we meet with potential clients,” said Maggie.

FranchiseMart is a revolutionary resource for those interested in a more efficient and effective way to research before investing in a franchise. The concept was developed by UNITED FRANCHISE GROUP, a $500-million company with 30 years of franchising experience and 1,400 franchise locations in 50 countries. The key to FranchiseMart’s success is the state-of-the-art showroom and free one-on-one assistance in a relaxed atmosphere with a broad selection of more than 100 franchise opportunities from home-based to large retail ventures. There are resources such as videos, brochures and seminars provided by franchise professionals. Financial experts are also ready to assist you with all of your financing needs.

If you are a current business owner and would like to explore options of franchising, FranchiseMart can assist you and market your business in their many locations.

FranchiseMart Louisville is the only location in the areas of Kentucky, Indiana and Ohio; they also have the rights to sell in other cities. The Harlows already have plans to open a second location in the Louisville area in the near future.

FranchiseMart Louisville will offer free seminars for prospective franchise owners on two Wednesdays, November 12 and December 10, 2008. The seminars will feature speakers from a variety of business-related industries who will showcase the many facets of a successful business to include public relations/marketing, accounting, consulting/coaching, insurance, lawyers, etc.

Owners: Maggie Payette Harlow and Brian Harlow, 502-585-4099

Location: 909 E. Market Street, Suite 300, next to the Harlows’ Sign-A-Rama Downtown location

Grand Opening: Wednesday, November 5, 2008

Website: www.FranchiseMart.com

Before I sat down to write this article, I sat down with two of my children and watched the 1994 version of the movie “Miracle on 34^th Street”, a John Hughes production based on the 1947 classic. This version starred Richard Attenborough, Elizabeth Perkins, Dylan McDermott and Mara Wilson. What a wonderful movie; it provides twists, turns, sadness and happiness. In the end, it gets you excited about the holidays.

You may ask, what does this have to do with Huber’s Orchard, Winery, & Vineyards? Prior to spending time with Ted, Greg and Dana Huber, I saw a regional icon where friends and families from all over gather together for reunions, birthdays, anniversaries, or just to enjoy some family entertainment; I saw a place with fresh apples, strawberries, pumpkins and other produce that you can pick yourself or a place where you can purchase what has already been picked. Businesses can rent out a variety of venues for company picnics; and loved ones can get married under the stars with a vineyard in the background behind the minister.

You may ask again, what does the movie have to do with Huber’s Orchard, Winery, and Vineyards? After I spoke with Ted, Greg and Dana Huber, I saw decades and decades of outstanding twists, turns, sadness and happiness as had been seen in the movie. In movies, diversity builds the storyline and creates or deepens the plot.

Simon Huber came to Starlight, Indiana in 1843 and settled the tract of land where Huber’s Orchard, Winery, & Vineyards stands today. The family that remained on the original tract of land to continue the tradition of farming was Carl and Marcella Huber. Pictures of Carl and Marcella hang over the mantle today, celebrating their roots. Carl and Marcella began working in the dairy business which includes the dairy barn that now houses Huber Winery. This barn was built in 1938. The family encountered similar economic times to that of today. The war began shortly after they started their business, causing what many people encounter when taking a risk to start a business. They had to fall back to what they knew best, which was raising fruits and vegetables. This was a twist, turn and possibly sadness for what Carl and Marcella envisioned for their business. The direction at this time was to continue the wholesale of fruits and vegetables.

Carl Huber was the 4^th generation and brought up the 5^th generation of seven children in the hard labor of harvesting all of the fruits and vegetables raised on the farm. Carl Huber passed away in 1966, causing the 5^th generation to continue managing the business along with their mother Marcella. As in many family businesses, the next generation had “other ideas” to make money. This was the start of the “pick your own” product.

Two brothers from the 5^th generation, Gerald and Carl, stepped forward to express their interest in continuing to own and manage the original property. Gerald and Carl were like most small businesses and had a tight budget. Word of mouth became the best form of marketing.  Word of mouth developed yet another twist in the fantastic journey. The twist created family traditions of traveling to Starlight and picking your own fruits and vegetables, which in turn, increased sales. The brand that Gerald and Carl created was, and is, the brand that is known today. Gerald, Mary Jeanne, Carl and Linda Huber, all created the brand of high quality produce and their outstanding hospitality. The Hubers realized that becoming a large seasonal business called for them to begin to diversify into planting strawberries, peaches, pumpkins and even Christmas trees. How creative and forward thinking from my point of view, but their point of view was to bring the customers back season after season.

The 5^th generation diversified a step further when they took advantage of an initiative to open a winery in the state of Indiana. The state of Indiana assisted in getting into the winemaking business. In 1978 when Huber Winery opened, the company became Huber’s Orchard & Winery. The first bottle of wine was strawberry; and today, Huber Winery annually produces over 50,000 gallons of wine.

The view of the 5^th generation was to build the business for future generations. Again, another twist and much more diversity developed when a cheese factory, ice cream shop and a family farm park were built. What a forward thinking generation to look at what they had before them, then to build upon it for generations to come.

Ted and Greg Huber of the 6^th generation, who worked in the business their entire lives, began working full-time in the mid to late ‘80s and worked with the 5^th generation for 10 years, side by side. Ted and Greg were then appointed co-owners of the business in 1991.

Ted and Greg understood that diversifying makes sense if the plan matches your business model. The thought of becoming a distillery also seemed to fit well in the business model. They did a tremendous amount of research and traveled around the country. They found that one of the advantages they have is that they control the manner in which fruit is grown and harvested. They found that they were the first ones to pursue a distillery and winery license in Indiana. It took over a year, but the license was granted after a lot of time spent with legislators and laws were written. The Starlight Distillery opened in 2001, and now with several thousand cases sold, their portfolio consists of many award winning brandies, infusions, ports and grappa. The brandies are made of self grown apples and grapes without the use of artificial additives or flavorings.

To build and grow the wine leg, Huber’s Orchard, Winery, & Vineyards started Indiana’s first wine trail – The Indiana Uplands Wine Trail, www.indianauplands.com. Along with seven other wineries, they joined forces to take advantage of cooperative opportunities and to market the quality of wines produced in the state of Indiana. In 2005, Huber’s Orchard & Winery was named “Master Winemaker” by the Indiana State Fair Masters and was recognized by Lt. Governor Becky Skillman.

To grow the activities for families, they expanded the Family Farm Park to include a mountain slide, a jumping pillow, tile and bamboo mazes, miniature Kubota tractor rides, and pedal karts.

And, finally to grow the special event planning of Huber’s Orchard, Winery, & Vineyards, Ted and Greg built Plantation Hall in 1998. This facility seats up to 1200 people in three different rooms. All menus are prepared on-site by the Huber team and Huber’s has hosted many weddings, receptions, company outings, and other special events since it’s opening. Plantation Hall was one of the biggest steps toward diversity for the 6^th generation owners.

Huber’s Orchard, Winery, & Vineyards have had their share of twists, turns, sad and happy times. I asked Dana Huber a series of questions:

Ø  What hurdles, if any, have been dealt with in the past years?

·         “Our business can be affected by the weather, the economy and gas prices; although over the past few years, we have seen an increase in the number of visitors that appear to be staying closer to home or the “one tank trip” families. We consider ourselves to be one of Indiana’s premier agritourism destinations. A place where you can bring the entire family – there’s something for everyone. A hurdle is to always keep our eye on quality and never let our business plan stray us from our goal of “outstanding customer service and high quality products.” Sometimes diversity can also be our challenge or hurdle, many things to do and manage. A hurdle would be to diversify our business in ways that only match our business plan.“

Ø  Schools have taken tours of Huber’s Orchard, Winery, & Vineyards – how has the business changed?

·         “What started out in the late ‘60s and early ‘70s with a few school tour groups touring the farm to pick an apple or pumpkin, has grown to over 11,000 children who book tours each year to participate in our Johnny Appleseed Tour or Fall Harvest Day. The business has grown and includes not only local schools in Clark and Floyd counties, but a tremendous number of schools from Jefferson County in Kentucky and other Indiana counties; a side of our business that is truly made possible through local support from our public and private school systems.“

Ø  How many family members work at Huber’s?

·         “Full- time: 6 family members, Part-time-seasonal:  a bunch!  Brothers, sisters, mother-n-laws, father-n-laws, first cousins, neighbors, good friends, and the list goes on……“

Ø  How has technology played a role in the business?

·         “Technology has played a huge role in the success of the 6^th generation. Without the ease of the internet, it would be close to impossible to respond timely to the requests that we receive each and every day. Our business requires that we interact with people from all over the world – Germany, France, Italy, California, and many other places in the US. Technology helps us to get there timely to stay competitive in today’s market.“

Ø  How is Huber’s Orchard, Winery, & Vineyards involved in the community?

·         “At Huber’s Orchard, Winery, & Vineyards, we value the importance of community service. We try to support our local businesses, schools, churches, and other service organizations whenever possible. Both Ted and Greg serve on a number of local boards which include: One Southern Indiana, Community Bank, Providence High School, Federal Reserve Bank Agritourism Council, Floyd Memorial Foundation, and the Indiana Wine & Grape Council.

Ø  If readers want to contact Huber’s Orchard, Winery, & Vineyards what is the best way?

·         Media Contact:

Dana Huber

19816 Huber Rd.

Borden, IN  47106

Dana.huber@huberwinery.com

(812) 923-9463

www.huberwinery.com

Huber’s Orchard, Winery, & Vineyards has experienced twists, turns, sadness and happiness as in the movie “Miracle on 34^th Street”, but one thing is certain, a visit to Huber’s is not only for the holidays! While at Huber’s I saw hundreds, if not thousands of people enjoying all the different aspects of the business. I stood in front of the winery and saw so many diversifications, it was amazing. The Ice Cream and Cheese Shop, Huber’s Farm Market with fresh produce, cheese, fudge, and the smell of bread just taken out of the oven all just about knocked me off my feet. Other sights I saw included painted pumpkins, tractors pulling trailers of people to the pumpkin patch to get their pumpkins, pedal karts, wine tasting, a café where you can grab a bite to eat, people preparing for a wedding reception, and Sean and Natalie Peak having wedding pictures taken.  What an awesome venue for your next special event!

            My Career Network began in 1999 with the focus of finding college graduates a career anywhere in Kentucky or Southern Indiana. In 2002, Collie knew that there needed to be changes. The company was not going the direction the leaders wanted it to go. The focus changed to the approach of solving recruitment problems for employers. Since the change, the company has grown and acquired several clients.

            Businesses need to be willing to review where they currently are and where they are going. Are they getting the ROI needed to grow, rather than becoming stagnated? Are they following the purpose for which they began their business or evaluating their business plan and using it as a guideline? My Career Network is a great example of what could happen once a business refocuses; growth can occur.

            Speaking with Collie King, president of My Career Network, Collie mentioned, “… the most important item in keeping employees satisfied in the workplace is to pay them right.” Employees will be more focused on their job or tasks at hand, rather than how they are going to pay a bill or buy groceries. My Career Network employees also receive very nice benefits and are inspired to create new ways to satisfy their clients. If an employee comes up with an implemented idea, they are compensated for the idea. If the idea is such that it would actually eliminate their job, (i.e., automation versus a manual process) My Career Network will place them elsewhere in the company.

            Collie hired an outside PR company to interview their employees and the results were such that the employees became confident and made to feel important, which empowered them to complete the needed tasks in order to ultimately take care of their client. Collie has also had success with rewarding the team with a bonus when items are completed in or ahead of time.

“Be honest with employees,” said Collie. “My Career Network takes care of the employees and the employees take care of the company.”

Collie said, “Small business is the greatest opportunity that America has.” In one instance, Collie was interviewing a person that had the qualities for which he was looking, but the individual wanted to start a business. Collie saw the opportunity to hire him for his expertise and also coached him in starting his business. It turned into a win/win situation.

Energy Tech 21 has been serving Kentuckiana for five years. Energy Tech 21 found its niche when they realized the need to conserve energy and to create an end result of saving their clients hundreds and sometimes thousands of dollars per year.

In speaking with Chris Kanemitzu, president of Energy Tech 21, all sizes and industries benefit. The businesses that seem to get the largest reward and the quickest ROI are businesses that have the facilities that are eight to ten years of age and have little downtime. Such companies have seen less than one year ROI.

            The effects of having your workplace reviewed will prove not only to add money to your bottom line by saving on your electric bill, but the whiter color of light being closer to the light projected by the sun than older styles of lighting, will also prove an increase in productivity, higher moral and lower absenteeism. Whether in a production environment or in an environment that looks at various color variations, you are able to see much better with the whiter light.

            Some of the products that Energy Tech 21 has used to save clients money include timed lights; sensors that not only detect movement, but that also detect body heat; bulbs (aka lamps); fixtures; and ballasts. A new product they now carry is great for office buildings that have a cubical environment. A motion sensor which detects motion can activate light under the cabinets and utilize a small amount of volts, yet provide the needed amount of light. Energy Tech 21 also provides outside lighting, building sconces, signs, and lighting for flag poles.

            Something I learned, of which many in the business industry need to be made aware, is that the common T-12 bulb (lamp) which is approximately 1 ¼” in diameter, will not be available after May 2010. Energy Tech 21’s clients are making proper changes and some of those making that change include small retail outlets, office buildings, manufacturers, the Better Business Bureau in Louisville, Ivy Tech in Indiana and various locations of major department stores, to include JC Penney.

            When I asked Chris what territory he services, some of the cities mentioned included Evansville and Muncie, Indiana, along with Paducah, Dry Ridge and Lexington, Kentucky and everywhere in between.

            I had the opportunity to drive around with Chris as he pointed out areas whereby he would be able to assist businesses. I saw offices providing lights that were various shades of yellow; and manufacturing locations which demand zero injuries on the job, showing many dark or shadowed areas caused by lack of proper lighting. This doesn’t even touch the fact that energy efficiency saves money and has a direct correlation to the bottom line.

By Martin Padgett, MBA, FACHE, president and CEO, Clark Memorial Hospital

“I felt like I was at a luxury hotel.”

“I honestly did not encounter one person who did not act highly professional, yet take the time to show great kindness.”

“We will not go anywhere but Clark Memorial.”

“I will voice my praise of CMH to all who will listen.”

Letters praising Clark Memorial Hospital, like the examples above, are common. I believe it is because we have built a culture at our hospital that is uncommon.

There’s something different about Clark Memorial Hospital. I hear this from physicians, patients and team members. But this difference is not accidental. It’s a strategy that we have been planning and executing at Clark for nearly a decade.

I like to think about our physicians, patients and team members as legs for a three-legged stool. All three are needed, and all three provide equal weight and support. If I had to choose one to concentrate on more fully, however, I would choose our team members. It is our team members that hold the hand of a frightened patient, or share in the joy of the birth of a baby. These same team members respond quickly and efficiently to a doctor’s orders, or to a patient’s concerns. To succeed, we must keep these team members engaged and willing to choose Clark Memorial Hospital as their place of employment each and every day.

Research told us that money plays a supporting role in the host of reasons people choose a place of employment. Good leadership, open and honest communication, a supportive culture and co-workers who are held accountable are probably more important.

So how do you make these intangibles tangible? At Clark Memorial, we divided these things into six pillars of success:  People, Service, Quality, Finance, Growth and Community. We broke service down into systems that can be taught, and we invested a great deal in education. We set goals in each of these areas and measured our achievements. We made sure these goals were tied to national benchmarks, which means we measured ourselves against the best of the best. Then we held each leader accountable to these measurements through a report card system.

Our strategy seems to be working. But you don’t have to take our word for it. Over the years, we’ve posted some outstanding results:

·         Our patient satisfaction scores are in the 90^th percentile, which means we ranked higher than 90% of other hospitals and are the highest in a 100-mile radius. These scores are measured by Press Ganey, a leading national patient satisfaction measurement firm.

·         Physicians list Clark Memorial Hospital in the upper 25% of hospitals. Our physicians particularly liked the skill and competence of our nurses, our technology, and the communication with team members.

·         Clark Memorial Hospital has been awarded the eighth best place to work by the Indiana State Chamber of Commerce. We also have turnover rates in nursing and other areas well below national averages for healthcare.

·         We have had a 20% increase in gross revenue over the past three years, and posted a $14 million financial turnaround from 2005 to 2006. Our culture sustained the turnaround and a change in leadership the year before.

·         We have reinvested in services to the community by providing more primary care physician offices and a diagnostic imaging and urgent care facility in Sellersburg. We are now employing more specialty physicians, allowing Clark Memorial Hospital to concentrate on practice management and physicians to concentrate on patient care.

·         This all seems to matter to our patients. Clark County inpatient market share has increased from about 48% to 50%.

·         We continue to serve the community through health fairs and other prevention services. Our men’s and women’s health fairs in June and September offer thousands of free screenings. A new initiative, HeartAware, offers an on-line assessment of risk for heart disease. Anyone can log on and in seven minutes be better educated about their risks and what they can do to prevent heart disease. Logon to www.clarkmemorial.org to learn more.

·         Our food services department has even won Taste of Jeffersonville two years in a row, quite a feat for a hospital cafeteria.

I’m proud of Clark Memorial Hospital and all the things we’ve accomplished. But I know it’s not enough. Each day, competition increases. Team members have a lot of choices when it comes to choosing a place to work. Patients have many choices of hospitals from which to receive care. And doctors have choices on where to practice medicine. Each and every day I will continue to work toward our vision to be the best community hospital in the United States so that you can feel comfortable choosing Clark Memorial Hospital, just as you have for the past 86 years.

Whether you are a physician, fellow team member or patient, I know I speak for everyone at Clark when I sincerely say thank you for choosing Clark Memorial Hospital.