Category Archives: Business

More Employers Questioning Need to Offer Health Insurance

Some of the insights shared at a recent Winston-Salem Chamber of Commerce meeting about the state of the health care industry won't shock anyone who’s been paying attention the last few years:

Keith Kiser, a senior vice president for BB&T Insurance Services, said his group is fielding more questions from employers about the justification for providing health insurance to employees, besides as a carrot to hire and retain quality workers.

“Chief executives and chief financial officers are fully engaged in these conversations these days,” Kiser said, considering the cost of providing health insurance typically ranging from $8,000 to $10,000 for each employee.

The 2011 Kaiser Family Foundation study on employer health benefits, out in September, found 99 percent of large companies — 200 or more workers — offer health benefits, but only 48 percent of those with three to nine employees do and 59 percent of those with 3 to 199 workers do.

Three-quarters of small firms (3-199 employees) not offering health benefits believed their employees would prefer a $2 an hour increase in wages rather than health insurance, Kaiser said.

Kiser said the reality that 1 in 5 consumer dollars goes to health-care costs “does keep you awake a night.”

This trend will likely get more prominent as the new federal health regulations, aka Obamacare, go into effect:

The federal health-care overhaul will allow employers to stop providing health insurance — beginning in 2014 — with their employees going into a government-controlled exchange.

However, employers with 50 or more workers that don’t offer coverage will be required to pay $2,000 for each full-time employee in its full-time work force. The fee begins if at least one employee enrolls in a plan through a health-insurance exchange and receives a federal subsidy. Two part-time workers are considered as one full-time employee.

The top executives at Blue Cross Blue Shield N.C., Novant Health Inc. and Wake Forest Baptist Medical Center said they empathize with businesses’ concerns about health-care costs since they are large employers as well as providers.

So, should you spend $8-10,000 insuring your employees or pay the government $2,000 for not insuring them?  An interesting question, especially when you consider that companies only started offering health insurance in general during World War II as a way to entice workers in a highly competitive hiring market.  It’s a relatively recent phenomenon in American history for companies to provide health insurance to their employees and over the years it became a kind of “least common denominator” in terms of employee benefits packages.  That began to change when health care costs started to explode, and now it looks like health insurance is returning to it’s original role – a very nice perk that can act as a set of “golden handcuffs” for valued employees.

The Waffle House Index

Talk about a brand identity.  FEMA has what they call the "Waffle House Index" to gauge how severely an area has been impacted by a natural disaster:

Green means the restaurant is serving a full menu, a signal that damage in an area is limited and the lights are on. Yellow means a limited menu, indicating power from a generator, at best, and low food supplies. Red means the restaurant is closed, a sign of severe damage in the area or unsafe conditions.

"If you get there and the Waffle House is closed?" FEMA Administrator Craig Fugate has said. "That's really bad. That's where you go to work."

Waffle House Inc. has 1,600 restaurants stretching from the mid-Atlantic to Florida and across the Gulf Coast, leaving it particularly vulnerable to hurricanes. Other businesses, of course, strive to reopen as quickly as possible after disasters. But the Waffle House, which spends almost nothing on advertising, has built a marketing strategy around the goodwill gained from being open when customers are most desperate…

In a recent academic paper, Panos Kouvelis, a business-school professor at Washington University in St. Louis, pegged Waffle House as one of the top four companies for disaster response, with Wal-Mart Stores Inc., Home Depot Inc. and Lowe's Cos.

I definitely recommend reading the full article.  Great look at the power of planning and adaptation.

Teenage Labor Force

Our oldest, Michael, was interviewed for Richard Craver's story in the Winston-Salem Journal about the difficulty teens are having finding work.

Being an early weekend riser wasn't exactly what Michael Lowder had in mind when he began pursuing a part-time job for the summer before heading to UNC Charlotte this fall.

But after filling out dozens of online applications and getting only two responses, Lowder, 18, said he felt fortunate to be hired for the 6 a.m. to 2 p.m. weekend shift for the breakfast buffet at Embassy Suites

Lowder's experience is all too familiar to working-age teens and adults trying to find temporary or permanent employment in the tight job market.

Like many adults with jobs, Lowder landed his position primarily because of networking, in his case a neighbor who is in management at Twin City Quarter.

When asked his advice for other teens, Lowder said don't be afraid to ask a neighbor or a friend's parent who runs a business if they need help.

"Honestly, I got lucky," Lowder said. "It seems, at least from the combined experiences of my friends, that small businesses are your best bet for employment."

I have to say I've been proud of Michael for dragging himself out of bed at 5:15 every Saturday and Sunday morning, and now that school's over, several days in between. It's not easy, but at least he has a job and that makes him one of the lucky ones.

Sad That This Is Considered ‘Pioneering’

In an interesting article in the Wall Street Journal about Apple's retail strategy I came across this:

Still, Apple is considered a pioneer in many aspects of customer service and store design. According to several employees and training manuals, sales associates are taught an unusual sales philosophy: not to sell, but rather to help customers solve problems. "Your job is to understand all of your customers' needs—some of which they may not even realize they have," one training manual says. To that end, employees receive no sales commissions and have no sales quotas.

"You were never trying to close a sale. It was about finding solutions for a customer and finding their pain points," said David Ambrose, 26 years old, who worked at an Apple store in Arlington, Va., until 2007.

Apple lays its "steps of service" out in the acronym APPLE, according to a 2007 employee training manual reviewed by The Wall Street Journal that is still in use.

"Approach customers with a personalized warm welcome," "Probe politely to understand all the customer's needs," "Present a solution for the customer to take home today," "Listen for and resolve any issues or concerns," and "End with a fond farewell and an invitation to return."

Read more: http://online.wsj.com/article/SB10001424052702304563104576364071955678908.html#ixzz1PNc5

I find it sad that a business is considered a pioneer because it asks its front line employees to listen to customers, help them solve a problem and warmly invite them back.  I'm not shocked, hey I saw Glengarry Glen Ross too, but I am saddened.  I know many small businesses that do what Apple is being lauded for in this article, but when the Journal of Big Business Wall Street Journal points out that this is different from what you see in corporate retail America I think that's a pretty good indicator of how lots of large companies treat their customers – as raw meat for the sales mill.

Short Term Thinking Not Good for Non-Profits

Before I leapt into the role of being a full time manager of a single non-profit I spent years consulting with non-profits and publishing companies.  One of my clients was a trade association with a mission of providing education and services to professionals with a particular role within corporations.  As with many trade associations there were essentially two kinds of members: those who comprised the "core" membership, in this case people who were consumers of the educational and service offerings of the association, and associate members, companies that sold products and services geared towards the core members.  Not surprisingly there were several competitors in just about every service/product category, and since my main function was managing the association's relationship with the associate members and selling them advertising, sponsorships and space at the trade show, I was keenly aware of who competed with whom.

As it happened there were several consulting companies that were competing for contracts with the multitude of core members, and in order to get in front of those members the consulting companies tried very hard to be selected as speakers at the annual conference and instructors at various seminars oranized by the association.  One consulting company in particular spun off a training company and literally created a certificate program for its graduates.  That same company agreed to allow the association to market and produce a couple of two day seminars that were taught by the company's principals and had titles that were trademarked by the company. The seminars were highly profitable for the association, but you can probably guess what kind of feedback I was getting from that company's competitors.  You can also guess how many times I had to defend the association when it was accused of "playing favorites."

Today I just read that my former client has partnered with that same company to provide a professional certificate program for its members.  I can only imagine the reaction from some of that company's competitors, but in my imagining I do hear lots of screaming.  Since I'm not in touch with anyone involved with the association I really don't know what the factors were in this decision, and for all I know it could be the right decision, but I get nervous whenever I see an association get into exclusive arrangements with companies that have services to sell to the association's members. It may just be me, but I'm not comfortable with giving any provider some level of "ownership" of one of the association's core service offerings.  I wouldn't have a problem with a company being a "sponsor" of a class or seminar because that's an opportunity that can be made available to any provider, but literally sharing the service or product ownership is, to me, a big problem.  So these would be the questions I'd ask about the relationship:

  • In the case of dissolution of the agreement who owns the course?  Who owns the copyrighted work, trademarks, etc.?
  • Does anyone on the association's board of directors have a stake in the company?  If so, did they recuse themselves from the vote?
  • What happens to the relationships with the company's competitors?  Did they have the opportunity to bid on the partnership, or do they get the opportunity to engage in similar partnerships with the association in the future?
  • Is the offering something that the association is absolutely unable to provide itself under any condition, or is it simply something that the association can't currently provide due to budget/staff constraints? If it's the latter did the association consider putting together a plan showing what would be required to offer the certification itself and then approach all of the companies to see if they'd be willing to underwrite it in some fashion – most likely long-term sponsorships or grants?

Honestly I think that last question is the most important.  If the association made the move simply because it was more convenient in the short term then I feel rather strongly that it was an erroneous decision.  I can't think of any organization that is successful in the long term when it signs away the right to one of its core products and at the same time risks relationships with some long time, key supporters of the organization.

Again, I don't know the specifics of this deal and I don't know what all the variables the board of directors faced in making the decision, but given what I know about the organization's background I really have a hard time buying that this is the best thing for the organization long-term.  Maybe it's necessary for short-term survival, but let's just say I'm glad I'm not selling ads or sponsorships on their behalf right now.

Free Business Idea Worth What You Pay For It

I've done absolutely zero research on this idea, but I'm thinking it could be a winning business concept.  Find items that come in variety packs, say Tootsie Pops, and buy a bunch and package all of the same kind together and each kind separately.  Personally I much prefer the red Tootsie Pops over the others so I'd love to be able to buy a box full of just red Tootsie Pops.  If the Tootsie Pops folks don't go for that idea how about letting me buy boxes, pull out all the brown ones, and sell brown-less boxes?

This same concept could work with other confections as well.  Jelly beans? You bet.  I'm one of four people in the US who likes black jelly beans and so every Easter my family is on the lookout for bags of black jelly beans.  They used to be easy to find, now not-so-much.

Now you can't say I've never given you anything.

The Cat Effect

Bob Leak writes at the Winston-Salem Business Inc. blog:

With good reason, the Caterpillar advanced manufacturing project in Winston-Salem has drawn much attention. The facility is under construction and the expected boost to local employment and the area economy is certainly the development story of the year here. However, the real impact is yet to come.

Let’s call it the “Cat” effect. It’s the wave of activity and interest in Winston-Salem created by such a major global manufacturer having shined a spotlight on what the area has to offer. Cat’s exhaustive process of selecting Winston-Salem allows site consultants and business leaders to see more clearly the advantages and unique qualities that make the area ideal…

Where does the “Cat” effect lead? With the Cat facility groundbreaking complete, there’s still a long way to go. And in this economy, there are few, if any, certainties. But, Winston-Salem is certainly looking good in the spotlight.

Nice VW Ad Found Via Guerrilla Communication Blog

Guerrilla Communication Blog is one of my favorite business-y blogs to follow and it earns bonus points because Winston-Salem is its current home.  Here's a New Zealand VW ad that they pointed to and is that increasingly rare breed of advertising that can be called good:

 

Sam Peacocke | VW 'Milk Run' from Rokkit on Vimeo.