Keep Milwaukee, just give me that countryside
Alpine Valley, Lake Geneva, Lake Delavan, and severe weather. Walworth County is Southeast Wisconsin’s tourism mecca, even if it does seem to receive more than its share of nature’s fury. But, from an economic standpoint, there are no storm clouds on the horizon.
The overall economic picture of Walworth County is sunny indeed, and one that is underscored by ongoing development of its population centers, says George Kovacs, the director of planning, zoning and sanitation in Walworth County.
The region’s natural resources, such as lakes Delavan and Geneva, have historically drawn visitors from Milwaukee and Chicago. Kovacs predicts that the preserved beauty of the area will become more attractive to residents of larger metropolitan areas, as urban and suburban development increases and drives people in search of open spaces.
Another factor drawing people to put down stakes in Walworth County is its improved road system. Kovacs theorizes that with more convenient travel routes, more people are willing to commute further distances to Milwaukee and northern Chicago-area businesses than they were in the past.
East Troy, for example, is seeing significant residential and commercial growth, thanks, in large part, to the development of I-43 alongside those towns, which at one point were simply served by two-lane state highways, rail lines and the old interurban.
East Troy, by the way, continues to get mileage off the old interurban, using seven miles of the line to serve industrial customers with the East Troy Electric Railroad, and using another part of it as a tourist attraction complete with electric trolley rides.
The biggest challenge for the county in the upcoming years will be to study and develop a land-use plan to control the growth and development of the area. So far, the urban development has been slowly increasing from 7.5% of total Walworth County land in 1963, to 10.6% in 1990.
According to a report by the Southeastern Wisconsin Regional Planning Commission (SEWRPC), Walworth County’s population could increase from 75,000 in 1990 to either 85,000 (low-growth), 98,000 (medium-growth) or 115,000 (high-growth) by the year 2020. Housing would increase, respectively, from 27,600 in 1990 to 34,500 (low), 38,100 (medium) or 43,000 (high) by 2020.
Kovacs says Walworth County is likely to adopt SEWRPC’s recommendation of land uses, but it will involve the local cities and townships to get feedback on quality of life issues and their appetite for growth in order to develop the most palatable plan for as many residents and businesses as possible.
Kovacs’ office functions as a “clearinghouse” for economic development within the county, as opposed to a direct advocate. If a business is looking for a site, the Walworth County Park and Planning Commission’s (WCPPC) job is to pass it along to the chambers of commerce or economic development offices located within the county. The chambers of commerce are then responsible for their own business recruitment.
The biggest pressure on the WCPPC will be finalizing the land-use plan for the next 20 years, a process which will include trying to synthesize each community’s own land-use ideas into a county-wide approach. This will be a matter of balancing preservation of farmland and natural resources with the quest for expanded commercial development and tax base.
“Sometimes you have to make tough choices,” says Kovacs. “We need to direct and manage growth, keep population density low in some areas and direct the growth to the established communities that can expand for sewer and water. We want to maintain open spaces and provide balance. The key is to have a plan in place for the development of this region.”
Directing the growth toward established communities is fine if your community is one of the infrastructure “haves” – with sewer, water and electric utilities that can be offered to prospective developers and businesses. But what if your community is a “have not?” Should all development be funneled into a few larger communities, thus giving the benefits of a larger tax base and more jobs to those communities alone?
While Whitewater and Elkhorn, through their business parks, have seen a surge in economic development, some smaller communities have been growing at a snail’s pace, seemingly unaffected by the economic boom.
The Village of Sharon is one such community. Nestled in the southwestern portion of Walworth County, close to the border of Illinois, Sharon is self-described as “the town that time forgot.” The chamber of commerce reports that only two businesses have moved to Sharon in the last four years. But according to Frances Williams, of the Sharon Chamber of Commerce, there are no real plans or strategies in place to attract more businesses.
“We’d like to attract more businesses to expand our tax base,” Williams states, “but we haven’t really been active [in recruiting].”
Another problem: the industrial park is full and the village doesn’t even own it. “We’d have to buy another tract of land,” Williams says.
According to Jim Caldwell, president of First Citizens State Bank of Whitewater and a founding director and original chairman of the Whitewater Community Development Authority: “No community stays the same. It either moves forward, or falls behind.” Caldwell and the WCDA believed that if Whitewater didn’t become proactive in its economic development approach, it could fall hopelessly behind.
Sharon, on the surface, is facing many of the same issues that Whitewater and Elkhorn had 10-20 years ago.
One problem with many smaller communities is that everyone is caught up in trying to run his or her own business, much less organizing and attracting new ones to the area.
“We’re wandering sheep,” says Mark Rousch, former VP of the Sharon Chamber of Commerce.
Sharon, and other small communities sprinkled within Walworth County, could benefit from county-provided development guidance, Rousch says.
On the other hand, a do-nothing stance could actually help a small town like Sharon remain attractive. As Kovacs points out, smaller, rural communities may become even more desirable as other counties and cities become over-developed.
Kovacs doesn’t rule out a larger, more proactive role for the county in helping smaller communities. But first things first. The land-use plan must be developed and adhered to in order to achieve the urban and rural balance that has attracted people to the county for decades.
July 1998 Small Business Times, Milwaukee

Gregg Tushaus’s enterprises are on the fast track
In 1979, at the of age 15, Gregg Tushaus wrote a computer program to keep track of bowling league scores and standings. The teenager made a few dollars with it, but never tried to develop the program into a serious business.
But, the entrepreneurial seed had been planted.
Today, at age 34, Tushaus owns two successful Wauwatosa-based computer services businesses with 88 employees and combined yearly revenues of $12 million.
Before going into business for himself, Tushaus worked for M&I Data Services in software development and programing. Five years ago, he developed an idea for his own business.
“I always wanted to start my own company, and I felt the need for another computer services business in this market,” Tushaus says. “I’d been thinking about owning my own computer business since I was 15.”
Thanks, in part, to the fact that his wife Laura had a good job and was supportive of his ideas, Tushaus Computer Services officially opened its doors on Dec. 6, 1993, with Tushaus serving as the business’s founder, owner, and only staffer. Two months later, Tushaus hired his first employee. The business has grown steadily ever since, and currently has approximately 55 employees.
“We’ve been very fortunate to hire good people,” Tushaus says. “We have no bad eggs as far as I’m concerned.”
Laura Tushaus formally joined the company 2-1/2 years ago and is now its general manager. Tushaus credits her with being an instrumental part of the company’s success, describing their working relationship almost in terms of a yin and yang coexistence.
“We complement each other with our different skills,” Tushaus says. “We each bring something different, yet equally necessary, to the business. She has strong management abilities while I’m strong in the technical areas. You can’t have one and not the other and still expect your business to be successful.”
Tushaus Computer Services claimed $300,000 in revenue at the end of its first full year. Five years after its inception, Tushaus Computer Services is at about $10 million in annual revenue.
Not long after the company was founded, another opportunity arose when a cabling firm Tushaus had been working with closed its Milwaukee office. Working with a few people who had lost their jobs when the office closed, Tushaus formed Advance Cabling Solutions in April of 1995. The business handles data and voice cabling for networking.
That business, which started out with four employees and reached $200,000 in revenue in 1995, now employees 33 people and will surpass last year’s earnings of $2 million, Tushaus says.
Tushaus Computer Services was selected as a “Future 50” company by the Metropolitan Milwaukee Association of Commerce in 1996, ’97 and ’98 – an award which recognizes fast-growth, up-and-coming companies in the area. Advance Cabling is a first-time winner of the honor this year.
So it isn’t all that surprising that Tushaus, who also is the membership chair for the Milwaukee chapter of Young Entrepreneurs’ Organization, was selected to participate in the Birthing of Giants program. The Birthing of Giants program is sponsored by the Young Entrepreneurs’ Organization, Inc. magazine, and the Massachusetts Institute of Technology’s Enterprise Forum.
Tushaus was one of only 60 people selected to participate in the program from around the world and the only person from Wisconsin chosen.
According to Richard Bright, marketing and communications director for the Young Entrepreneurs’ Organization, Tushaus fit the Birthing of Giants profile well.
“Gregg owns businesses of substantial size, and there seems to be a great possibility that those businesses will continue to grow at a continued quick pace,” Bright says.
Tushaus is flattered by the selection, but retains the down-to-business attitude that got him where he is today.
“Some people might look at a guy like me and say I’ve had it easy or been lucky,” Tushaus says, “but it takes hard work, commitment, and persistence to make it as an entrepreneur.”
Having experienced the first session of Birthing of Giants, which seemed a cross between a college course and a grueling business seminar – the days on the MIT campus in Boston lasted from 7:45 a.m. to 10 p.m. with breaks only for lunch and dinner – Tushaus found it an effective learning experience.
Entrepreneurs in attendance ranged from a printing company owner to the head of a supermarket chain to a coffee bean distributor from Guatemala. The list of speakers included George Naddaff, the founder of Boston Chicken (now Boston Market); Audrey Daniels, author of Bringing Out the Best in People; and Jim Wood of Inc. magazine, and an in-depth case study on Kevin Harrington, a.k.a. the Ginsu Knife man.
Tushaus says he gained some valuable knowledge that he hopes to apply to his business.
“This year’s focus was on leadership, and as our company grows I have to move myself to the next level as a leader,” Tushaus says. “I have to start acting more as a CEO and less as just an owner. As your business moves to each new level, a whole new set of problems appear and the business dynamics change. Leadership skills also need to change. That’s what I hope to apply from the program.”
Tushaus wants to grow both companies and open other branches throughout Wisconsin. He won’t say whether national or even international expansion is on the horizon for Tushaus Computer Services and Advance Cabling Solutions, but he will say that the future looks bright.
July 1998 Small Business Times, Milwaukee

To succeed today, find out what your firm really sells
Business, historically, has competed on price, quality and service. But there’s a practical limit to those attributes – a limit reached when you realize that your firm’s product is just a commodity.
When you allow your firm to remain commodity-focused, cost becomes the overriding principle which controls your business; you, in turn, lose control.
You can regain control by getting a better picture of what your business really does, and what its niche is.
The charm of niches is that they offer the potential of margin, quality requirements and service obligations – which you control and profit from.
The value of a niche, in economic terms, is that demand exceeds supply.
The ideal niche market is one where you are the only provider of a service or product. The trick to getting there is to adjust your thinking and redefine your firm – what your service or product does – such that you also redefine, or create the niche you exclusively supply. Whenever competition sticks its ugly head in, you redefine yourself again. You always stay the leader.
A case example of that type of redefinition is the transformation of an $8 million producer of labels. Label production, as with most printing, is a commodity business, competing on low price, high quality and competitive service.
In working with the firm’s owners, I learned they wanted to take the business to “the next level.” That’s a common desire of business owners. But what I believe they really wanted was a way out of the commodity-driven business environment.
The cost of sales, the cost of ever-lower price quotations, and the cost of competitive quality and service have so eroded margins that simple survival of the label producer was in question.
The above-mentioned company, like so many other small companies, was full of bright, able and willing people. The only problem is that they all share a view of what they do based on work effort and experience. They shun change with the powerful attitude of “we’ve always done it this way.”
Over the course of 45 days, I was able to facilitate leadership and the marketing/sales groups to rethink and redefine their organization.
Forget the commodity game
The first requirement was to help them realize that playing the commodity game was not a success strategy. Once they got past that barrier, they quickly recognized a world of opportunity. That awareness started the real process of rethinking and redefining the firm.
We facilitated a process of self-analysis, including a critical look at what they thought about themselves, what they said about themselves -including their company name and their past sales efforts and initiatives. Additionally, we undertook an analysis of what their customer was actually buying, and what the products and services actually did – as opposed to what they physically represented.
They came to realize that, even though they produced labels, that’s not what their company actually was in business for.
What they discovered was their role in the communications business, but not just any communication – they were in the identification business. And, even more, they came to the conclusion that they were experts in tangibles identification.
Since part of their service included distribution of hardware and software providing bar-code reading and data acquisition, the further refinement to “tangibles identification and management” emerged as their true specialty.
The result of that new framework was astounding.
Within days they discovered opportunities for their new business framework that, prior to that time, were not even imaginable. One opportunity announced itself when they were asked to help a very large industrial customer solve a high-overhead maintenance cost problem. The client’s extensive physical campus had more than 500,000 locks of all sorts. Whenever someone couldn’t get through a lock, that person would call maintenance. Maintenance would pull an associate off important work and send that person to help open the lock. As was most often the case, maintenance did not know the combination or have the key. Hence, the maintenance person would go back to the department and spend valuable time researching how to get through the lock.
The cost burden of that problem was enormous.
Because of the new business framework, the label company – now an identification company – was able to propose a better approach to its problem.
The outcome for my client was the realization of margins that exceeded all expectations. More importantly, the firm discovered and created a market niche that never before existed.
New markets opened
That redefining of what the firm did opened entirely new niches and development opportunities in other areas as well. For instance, instead of making $6,000 for producing 500,000 labels for a client, the organization received a $125,000 identification and database management contract to manage a specialty tangible for the customer.
As Gary Hamel in Sloan Management reports, “I believe that only those companies which are capable of reinventing themselves and their industry in a profound way will be around a decade hence.
The question today is not whether you can re-engineer your processes; the question is whether you can reinvent the entire industry model.”
It’s only a beginning. Wal-Mart, Intel, Microsoft and The Home Depot did not become what they are by playing the game by the rules. They rewrote the rules. And so can you.
In the coming months in this series, we’ll discuss other barriers to business success and we’ll offer suggestions to overcoming them.
William Kraemer, Ph.D., is president of The Total Source, with offices in Mequon, Chicago, San Francisco and Knoxville, Tenn. He can be reached via e-mail at kraemer315@aol.com.
July 1998 Small Business Times

The following firms have been named the “Future 50” by the Metropolitan Milwaukee Association of Commerce. The firms are recognized as the area’s fastest-growing companies.
AmeriVoice Telecommunications*, Milwaukee; Louis Miller, CEO/president; founded 1992; Voi ce messaging & telecommunication services.
Building Innovative Designs*, Nashotah; Thomas Luck, CEO/president; founded 1992; general construction.
Celtic Advertising*, Brookfield; Martha Smith, CEO/president; founded 1992; advertising.
Charleston/Orwig Inc.*, Hartland; Lyle E. Orwig, CEO/president; founded 1992; marketing communications.
Creative Business Interiors*, West Allis; Gary Zimmerman Jr., CEO/president; founded 1991; interior design and construction.
Eagle Technology Group*, West Allis; Raymond Holden, CEO/president; founded 1993; permanent or contract employees in technical fields.
Ecker Envelope*, Mequon; Scott Ecker, CEO/president; founded 1989; envelope printing.
Enders Development Corp.*, Slinger; James Blise, CEO/president; founded 1991; construction/design and management services.
FlexBen Corp.*, Mequon; Kent Smith, CEO/president; founded 1989; employee benefits consulting and administration.
McCloud Construction*, Brookfield; Robert McCloud, CEO/president; founded 1993; general contractor/construction management.
Quad Tool & Design*, Kewaskum; Vernon Jung Jr., CEO/president; founded 1993; aluminum diecast and plastic injection molding.
Southwest Metal Fabricators*, Milwaukee; John Morin, CEO/president; founded 1993; prototype and production of truck frame components.
Stark Images*, Milwaukee; Kenneth Stark, CEO/president; founded 1992; lithographic film negatives and Internet services.
Sycamore Group*, Milwaukee; Bruce Barchus, CEO/president; founded 1994; information technology consulting.
Tri-Phase Automation*, Pewaukee; Matt Miller, CEO/president; founded 1992; distributor/automation and industrial control products.
Tushaus Computer Services*, Wauwatosa; Gregg Tushaus, CEO/president; founded 1993; computer services.
Wild Promotions Inc.*, New Berlin; Jim Budzinski, CEO/president; founded 1991; promotional merchandise and offset printing.
American Disc Corp., New Berlin; Geoffrey Fox, CEO/president; founded 1992; software production, duplication and packaging.
Choice Construction Companies, Menomonee Falls; Dominic Stroik, CEO/president; founded 1994; general construction.
Converted Products, West Allis; Christopher Gorenc, CEO/president; founded 1993; contract conversion of paper/film/tape/plastic materials.
Doral USA, LLC, Mequon; Gregory Borca, CEO/president; founded 1994; managed dental-care services.
HealthReach Rehabilitation Services, Brookfield; William Born, CEO/president; founded 1994; physical rehabilitation consultation and services.
Fred Kinateder Masonry, Inc., Waukesha; Fred Kinateder, CEO/president; founded 1990; brick, block and glass block installation.
Pattern Technologies, Waukesha; Timothy Jason, CEO/president; founded 1994; tooling for foundry die/cast/plastic injection molding.
Performance Freight Systems, Milwaukee; Gregory Fox, CEO/president; founded 1990; transport of less-than-truckload commodities.
Postal Products Unlimited, Milwaukee; Brian Nelson, CEO/president; founded 1989; mailing services and equipment.
Quality Air Forwarding, Cudahy; James Cyganiak, CEO/president; founded 1992; air freight forwarding services.
Quality Color Graphics, Pewaukee; Patrick Bodus, CEO/president; founded 1989; commercial printing and color separations.
Sonag Company, Menomonee Falls; Brian Ganos, CEO/president; founded 1987; general contracting, asbestos abatement.
Techna Tool & Machine Co., Hartland; Bruce Wm. Behling, CEO/president; founded 1990; design/distribution of machine tool components.
United Mailing Services, Brookfield; James KoIb, CEO/president; founded 1990; mail barcoding/pre sorting/fulfillment.
Advance Cabling Solutions**, Wauwatosa; Gregg Tushaus, CEO/president; founded 1995; cabling services.
Anthony Construction**, Pewaukee; Joseph Wendelberger, CEO/president; founded 1992; construction of custom homes.
Capital Data**, Milwaukee; Paul Eberle, CEO/president; founded 1989; computer services.
Central File**, Brown Deer; Dan Chaudoir, CEO/president; founded 1991; direct mail marketing services.
Damage Control & Restoration**, Milwaukee; Phillip Isenhour, CEO/president; founded 1994; general contracting specializing in insurance restoration.
Electronic Printing Systems**, Milwaukee; Robert Kraft, CEO/president; founded 1996; direct mail print production and database management.
Graphic Solutions**, Milwaukee; Marc Tebon, CEO/president; founded 1989; graphic design services.
Great Lakes Cable Communications**, Waukesha; Paul Braam, CEO/president; founded 1991; cable TV installation.
Ideal Financial Services Corp.**, Brookfield; Ronald Walters, CEO/president; founded 1993; mortgages and home equity/construction financing.
Internet Connect**, Wauwatosa; Alec Ellsworth, CEO/president; founded 1994; dedicated Internet access.
Preferred System**, Hartford; Jeff Otto, CEO/president; founded 1995; coating and laminating equipment for printing industry.
Professional Account Management**, Mequon; Robert A. Szymczak, CEO/president; founded 1988; receivables management/medical billing/cash processing.
S.J. Mechanical**, Milwaukee; Richard J. Fisher, CEO/president; founded 1989; heating, ventilation and air conditioning.
Taylor Made Express**, Cudahy; Timothy McDonald, CEO/president; founded 1994; transportation/expedited freight.
TKO Doors**, Sussex; Kurt Kellogg, CEO/president; founded 1993; overhead sectional loading dock doors.
Tracer Corp.**, Milwaukee; William Morales, CEO/president; founded 1993; aircraft parts.
Wakeman Equipment**, Brown Deer; Donald Wakeman, CEO/president; founded 1992; auto collision repair equipment.
Wisconsin Machine Tool Corp.**, West Allis; Patrick F. Cherone, CEO/president; founded 1993; custom-engineered machine tools and related products.
World Class Wire & Cable**, West Allis; James Lindenberg, CEO/president; founded 1994; electrical/electronic wire and cable.
* Three-time Future 50 or Master Mettle Award winner
* * First time on Future 50 list
July 1998 Small Business Times, Milwaukee

Answering the following questions should help disclose whether you really want to host a meeting or event:
1) What’s the purpose? Why are you hosting this meeting or event? Is there another way to accomplish this objective? Do key players in your organization understand and support this activity?
2) Who is the audience for this event? How many people do you expect to attend? If the targeted audience includes non-staff people, who are they? Developing categories of participants allows you to decipher who your guests should be.
3) What does your audience want or expect? Addressing this issue assists in defining content based on needs and expectations. How do you identify audience expectations? Ask. Identify key prospects in each category, then talk to them.
4) What resources – staff and budget – are you willing to pledge to this project? Remember, you get what you pay for. Are you willing to spend the money necessary to effectively host this event?
5) Location. Location. Location. Are you looking for Flagstaff event venues with access to public transportation? Do you need a distraction-free environment? Are children welcome at your chosen venue? Will the event be casual or elegant. Formal or informal?
Source: Linda Jackson Cocroft, I Am Events Planning, Shorewood
July 1998 Small Business Times, Milwaukee

Cultivating convention business pays off for area firms
In making plans for President Bill Clinton’s appearance in Milwaukee two years ago, the White House florist had available to her any national floral company as well as several larger floral chains in the Milwaukee area.
But she commissioned a small downtown Milwaukee business to do the job. Private Gardener had made its presence known to the Greater Milwaukee Convention and Visitors Bureau and to its peers, and therefore when the need arose, its name came up in several circles.
Private Gardner owner Victoria Vonier knew that convention and meeting planners come into a city and look for referrals, and she made sure that her business stuck in the minds of anyone doing any referring.
Conventions bring more to the greater Milwaukee area than people. Conventions bring business, and not just business for hotels and restaurants. From florists to group transportation services to printing companies, local businesses have found a niche in convention trade.
Brian Dunn of Limousine Services, an airport transportation business on South Third Street, knows that conventioners often fly to Milwaukee, and therefore he determined that a need existed in the convention sector for airport transportation. His business often supplies conventioners with discounted prices, and transportation to events around the city in addition to airport transportation.
CVB is a crucial link
By making his business known to the Greater Milwaukee Convention and Visitors Bureau (GMCVB), Dunn gets the word out about his business to conventioners and meeting planners.
“It’s a very helpful organization,” Dunn says of the GMVCB. “They want to get convention trade into Milwaukee and they’re very supportive of the businesses that make the effort to get involved with the bureau.”
Making the effort is the key phrase here. It’s no good simply to join GMCVB, pay your membership dues and disappear. In order for GMCVB to let conventioners and meeting planners know what your business has to offer, you must first market your business to GMCVB.
“Convention and meeting planners come to the city not knowing much about the city or the available businesses and depend on us to make referrals,” says Gloria Gappa-Grundman, GMCVB membership manager. “Stay in touch with the bureau and be aggressive in letting us know that you want convention business.”
Membership dues for GMCVB start at $310 per year and average about $500 per year, says Gappa-Grundman. The dues depend on several factors such as the size of the business, type of services offered and proximity to the convention center. For that fee, however, GMCVB members receive the Master Convention Calendar which contains a two-year listing of all the conventions coming to Milwaukee, the services they require, and contact people. The calendar is otherwise confidential, so the only way to get one is to join GMCVB.
Additionally, GMCVB members are listed in the GMCVB Official Visitors Guide, Membership Directory, which is distributed to convention planners, Group Tour Planner and Meeting Planners Guide, as well as on the Destination Milwaukee Website.
Furthermore, the GMCVB Convention Services Department receives leads from meeting planners listing what types of services are needed for various meetings and conventions and forwards those leads to GMCVB members, who then are responsible for marketing themselves to the planners.
“We call people listed on the convention calendar and send them letters of information about the services we offer,” says Mark Powell of Audio Visual of Milwaukee, a business which has provided all the audio-visual equipment and personnel for such conventions as the Milwaukee Journal-Sentinel Sports Show and the Central States Conference on the Teaching of Foreigners. “I would recommend that all businesses interested in convention trade take advantage of [GMCVB]. They turn a lot of leads over to us directly.”
A to Z Printing got the business of the Christian Missionary Convention through contacts at GMCVB. The company, a full-service printer, produced the convention’s newsletter for all seven days it was in Milwaukee. Says A to Z’s Greg Christensen, the company’s flexibility helped get it the convention’s business.
“We only had about six hours turnaround time to get the newsletter out every day, but since our plant has overnight capabilities, we did the job overnight for the conventioners,” Christensen says. “We wouldn’t do that on a daily basis, but we did it for the conventioners because it was a need they had.”
Word of mouth
Sometimes, word of mouth referrals are still the best way to get business. That’s how Private Gardener on North Broadway in Milwaukee’s Third Ward got the White House’s business. Private Gardener provided all the floral arrangements when President Clinton came to Milwaukee.
“It wasn’t because we called the White House and asked for their business,” says Vonier, whose business also is doing the floral arrangements for the Midwest Express Center’s opening gala. “The White House florist called a restaurant and a hotel in Milwaukee and both recommended me. When you want to get convention business, not only do you have to get involved with the Convention and Visitors Bureau, you also have to make your business known to other businesses so that when conventioners scout the city and look for business, your company’s name comes up. Anyone can be a reference for you.”
For instance, in addition to working with GMCVB to get convention business, Dunn also communicates with hotels to find convention information.
“Sometimes the smaller conventions are held in hotels and are set up through the hotels rather than through the [GMCVB],” Dunn says.
Although it may be tempting for a small business to assume that convention and meeting planners only want to give their business to the big corporate names, Gappa-Grundman suggests that small businesses which play aggressively might have an advantage when it comes to getting convention business.
“Small businesses often are more likely to take advantage of our leads than the big companies who think convention business will just come knocking at their door,” Gappa-Grundman says. “We do the referring, so if we know your business, we’ll tell the meeting planners about it. Be aggressive. It’s what the meeting planners want.”
July 1998 Small Business Times, Milwaukee

The City of Milwaukee has approved financing for the $3 million second phase of the North Avenue Commerce Center, the first business park in the central city.
The 55,000-square-foot, second phase of the central city business park which Mayor John Norquist approved will begin construction in the fall. Once completed in the spring and leased, it is expected to be home to up to 100 new jobs.
The North Avenue Commerce Center is located on 15 acres in the heart of the central city on long-vacant land between North 24th and North 27th streets, on the north side of West North Avenue once cleared for freeway construction.
Goodwill Industries leases the $2.4 million first phase of the commerce center, where it employs 50 to 70 workers in a new 57,600-square-foot building that opened two years ago. Its Goodwill Commerce Center, 2620 W. North Ave., houses a textile recycling business and an employment training program connected with the W-2 initiative.
That Goodwill facility will ultimately employ 110 workers in addition to the 100 expected to work in the business park’s second phase, which has not yet been leased.
Irgens Development Partners, LLC, of Wauwatosa, which is developing the business park under an agreement with the city and the Redevelopment Authority, will build the second phase on land just to the east of the first phase.
“The commerce center’s success is leading to this major expansion, and we look forward to building a third phase in the future,” said Mark Irgens, Irgens Development president.
The city will provide nearly $1 million in city equity and other financing for the expansion.

The 10 finalists for 2004 Better Business Bureau Serving Wisconsin Torch Awards have been named. The finalists are: Badger Meter, Inc., Milwaukee; Batzner Pest Management, New Berlin; Kelmann Corp., Wauwatosa; Kolb+Co., Milwaukee; Lakeland Supply Inc., Waukesha; Personally for You Invitations & Accessories, Madison; SmokeStacks LLC, Brookfield; Stowell Associates-Select Staff Inc., Milwaukee; The Swiss Colony Inc., Monroe; and Thomas Fence & Deck – Waukesha. The awards honor honest and ethical businesses that provide exceptional customer service, uphold a strong commitment to the community and continue to be innovative in their industry.The winners will be announced at the Torch Awards ceremony, which will take place at the Italian Community Center in Milwaukee on Wednesday, Oct. 13, from 11:30 a.m. to 1:30 p.m. Curt and Craig Culver, both of whom are leaders of successful Wisconsin companies, will be the keynote speakers at the event. Curt Culver is the president and chief executive officer of MGIC Investment Corp., Milwaukee. His brother, Craig, is the president and co-founder of Culver Franchising Systems Inc., the Prairie du Sac-based parent company of the Culver’s restaurant chain.
Wisconsin Gov. Jim Doyle also is scheduled to speak at the Torch Awards ceremony. The awards will be given to businesses in four size categories: 1-10 employees; 11-99 employees; 100-999 employees; and 1,000 or more employees. Admission fees for the event are $40 for Better Business Bureau members and $45 for non-members. Corporate tables of eight are available for $400. To register for the event, contact Sarah Wilson of Small Business Times at (414) 277-8181, ext. 129, or Carole Milos at the Better Business Bureau at (414) 847-6064. Small Business Times is a media sponsor for the program.
September 17, 2004, Small Business Times, Milwaukee, WI

Question:
In my meetings and discussions with professional colleagues, I’m hearing about the importance of human capital. Can you offer some suggestions on how a company can do a good job regarding its human capital?
Answer:
Human capital is one of the emerging buzzwords in today’s business literature. Some of you may not be familiar with the term and may be wondering, "Just what is human capital?" Put simply, human capital is another way of saying, "Employees . . . the people who work here . . . the collective contributions that our people have to offer."
Why is human capital becoming an important factor in today’s business climate? There are several factors.
First, we are living in a fast-paced Information Age. Intense competition and the need to excite your customers each and every time are driving forces. This means organizations must focus on managing change and moving ahead. To do so, they must deploy employees who are able to adapt, grow and add value.
Second, despite higher unemployment over the past few years (which means more people to select from), many employers are confronted with the dilemma of finding strong candidates when job vacancies occur. Additionally, it is no secret that the Baby Boomers are aging and beginning to exit the workforce.
There are fewer Generations X and Y employees following in their footsteps. Put simply, an employee shortage looms on the horizon.
Third, employees today are more mobile than ever. This is especially true of younger employees. Employees today are making more frequent job changes. This will only accelerate as Generation Y employees enter the workforce in large numbers. In comparison with their predecessors, younger employees tend to be more self-directed. They are more inclined to define success on their own terms. For them, the psychological contract underlying employment is not principally based on loyalty or company allegiance. Rather, it is based on WIIFM – "What’s in it for me?"
So, in light of these and other trends, employers today have to focus on maximizing their human capital. The idea is to attract, retain and harness the full potential of all of your employees, especially those with high potentials (i.e., "high pots"). It simply makes good business sense, especially when you step back and consider that up to 40% of a company’s overhead can attach to the people that it has on the books.
How do you feel about the people you have on-board? How many of them are "keepers?" How many are not?
Three initiatives are critical in developing the human capital of your organization. They are: (1) Talent assessment; (2) Talent evaluation; and (3) Talent development. Let’s take a brief look at each of them.
1. Talent assessment
The first step in developing a strong human capital focus is to make sure you are doing a good job in assessing talent. This means developing an employee selection system that looks beyond demographic characteristics (e.g., current employer, current job title, school, program of study, etc.).
It means looking at the underlying success factors or competencies. What does the person know? What is he/she able to do? What attributes does he/she possess that have yet to be fully developed? These are the best predictors of who is going to succeed and who is not. So, you must make sure that your talent assessment program measures them.
To do so, follow these steps:
á Identify the competencies attached to each job.
á Develop an assessment approach (e.g., interviews, work samples, tests, assessment centers, etc.) that measures the competencies that have been identified
á Track your "hit rate" by comparing assessment data with performance indicators (e.g., productivity data, performance appraisal, peer review, etc.)
2. Talent evaluation
The second step in developing a strong human capital focus is to develop a sound performance management program. As the old adage goes, "What gets measured, gets done." So, you need to be sure that you are measuring the things that matter.
If you are emphasizing responsiveness to change and an overriding customer service focus, then those need to be factors that individuals, work areas/teams/departments and the organization as a whole measure and track each and every day.
Doing so links and aligns the efforts of all organizational members. To do a better job of evaluating individual talent, follow these steps:
á Based on the competencies that have been developed, formulate operational definitions that are job-specific (e.g., how is customer service demonstrated in Job A? Job B? And so on).
á With the operational definitions in hand, identify what the data and criteria to document the performance.
á Develop a structured program of performance monitoring and meetings in which managers and employees get together regularly and document what is working and what is not. Emphasize the links between the goals and efforts of individuals, the work team and the organization.
3. Talent development
The third step in developing a strong human capital focus is to build and deploy a comprehensive learning program. If there is one rule of thumb to developing the full potential of your employees it is this: "Unleash learning!" To do so at an optimal level, the learning must be organizationally sponsored and monitored.
Too often, learning is something that employees do on their own, on a hit-or-miss basis.
Identify and make available appropriate learning resources (e.g., tuition reimbursement at colleges/universities, Internet and intranet materials, face-to-face sessions, mentoring programs, book clubs, etc.) that encompass the learning needs of the organization.
Most importantly, emphasize that managers must be "career coaches" on behalf of their employees. They need to be helping employees move further and further along in their careers.
By attending to these three elements, you will do a better job of harnessing your company’s human capital. In doing so, your employees will be better able to pursue process improvements. They will be better able to provide exciting service to your customers. Ultimately, as a result, your company will be better able to meet its strategic and financial objectives.
Daniel Schroeder, Ph.D., of Organization Development Consultants, Inc. (ODC) in Brookfield provides "HR Connection." Small Business Times readers who would like to see an issue addressed in an article may reach him at (262) 827-1901, via fax at (262) 827-8383, via e-mail at schroeder@odcons.com or via the internet at www.odcons.com
May 28, 2004 Small Business Times, Milwaukee, WI

Personnel file
Dirk A. Mlachnik and Kyle Wasserman have joined The Starr Group, Greenfield, as account executives for commercial insurance. Mlachnik brings 12 years of experience in the insurance industry, specializing in manufacturing and construction. Mlachnik has a bachelor’s degree in business management from Cardinal Stritch University. Wasserman has 10 years of experience in the insurance industry (loss control and prevention) and 10 years in risk management for private industry. He has a bachelor’s degree in safety management and a master’s in industrial relations.
Octane, Milwaukee, has named Michelle Pape a senior account executive. Prior to joining Octane, Michelle served as a senior account executive at Hoffman York, Milwaukee, for the past five years. Pape received her bachelor’s degree in journalism from UW-Madison.
Heath Corp., Brookfield, has added Dan Seidner as account executive. Seidner has more than 20 years experience at the executive level. Prior to joining Heath Corp., Seidner served as a partner for Grant Thornton and held management positions with Xerox Corp. and Square D.
The Bentley Company, Milwaukee, has elevated senior project manager, Robert L. Hawkins, to the position of vice president. Hawkins, with Bentley since 1999, has 26 years combined architectural design and construction experience managing over $200 million in corporate, industrial, retail, financial, hospitality, health and religious projects.
Wallner Builders, Elm Grove, announced the addition of Ron Klassen to its design and project management staff. Klassen has a diverse background of more than 22 years of marketing and project management experience. Founder Leo Wallner has partnered with Klassen in the expansion of Wallner Builders.
FoodSpot.com, Elm Grove, haws hired Lisa Leinfelder as its promotions coordinator. Before joining FoodSpot.com, Leinfelder freelanced with K-Kom and Voila Media Group working on a variety of sales and marketing projects.
Integral Pro, Milwaukee, has added Jill M. Blazek as director of operations. Blazek brings more than 20 years of progressive experience to the Integral team. Blazek will be responsible for management of the Milwaukee and Phoenix offices.
Jim Tretow has joined the Milwaukee Mile staff as director of public relations. Tretow comes to the Milwaukee Mile with 16 years experience in event coordination, promotions and marketing with Lakefront Communications and its radio stations.. He earned his degree in mass communications from UW-Milwaukee in 1988.
Layton State Bank, New Berlin, announced that Eric Hall has joined the commercial lending team as assistant vice president. Hall comes to Layton State Bank with more than 10 years of financial experience. He is a graduate of Marquette University’s College of Business Administration with a bachelor’s degree in finance.
Tari Gorsalski has joined the design team at Creative Business Interiors, West Allis. Gorsalski has worked in the design industry for the past 10 years and has a broad spectrum of project experience.
ASQ, Hartland, has added Georgia Fitzwilliams as account executive and Jean Hohenwald as project manager. Both positions are within ASQ’s client services department. Fitzwilliams has more than 25 years experience in property/casualty insurance. Hohenwald has more than 30 years of insurance industry experience including insurance systems technology development, implementation and management.
Vince Halaska has been named account coordinator at Scheibel Halaska, Milwaukee. Halaska graduated in 2003 from the UW-Madison with a degree in political science.
Meyer & Wallis, Milwaukee, has added Lindsay Matthews as an account executive. Matthews joined the agency from Hoffman York, Milwaukee, where she was also an account executive. Matthews has three years agency experience and is a graduate of the UW-Milwaukee with a bachelor’s degree in journalism and mass communication.
A new IT consulting firm, JellTech Consulting, Brookfield, has added two new employees. Pam Ertl is manager of recruiting and Erv Raasch is director of new business development.
Stephens Trzinski Advertising, Brookfield, has added Rob Balge as vice president of new business development. Prior to joining Stephens Trzinski, Balge was general sales manager at WMYX/WEMP/WXSS for nearly 22 years.
Balestrieri Environmental & Development, Elkhorn, promoted Beth A. Nethery to the position of inside project manager. Nethery has been an employee of BE&D for more than three years.
Robert Boschke has joined The Disciplined Investor Group, Brookfield, as a financial consultant. Boschke had been at RW Baird and has several years of experience in the financial services industry. Boschke is a graduate of UW-Whitewater.
Great Lakes Media Technology, Mequon, has hired Kimberly Walker as purchaser. Walker brings with her seven years of experience as a purchasing agent in the digital and print media industries and is also experienced in graphic arts and production.
USA Funding, Brookfield, has added two account executives. Kris Barnes has been named account executive for southeastern Wisconsin. Barnes brings 11 years of managerial and financial skills to USA Funding. Matt Bunyan has been named account executive for the Fox Valley area of Wisconsin. Bunyan came from Country Side Mortgage.
Meyer & Wallis, Milwaukee, has promoted Chris Dresselhuys to account supervisor. Dresselhuys joined the agency as a senior account executive in 2002. Prior to Meyer & Wallis, he held account management positions at Cramer-Krasselt and Hoffman York. A graduate of UW-Madison, he has 10 years of advertising agency experience.
Jamie Henley has been named executive producer in the advertising, marketing, design and media team of Mader Communications Group (MCG), Milwaukee. Henley has more than 15 years of experience, including work with M2 OnStage, Revolution Creative and Sorgel Studios.
Marcus Fink has joined Welch Hanson Associates, Delafield as a civil engineer. Fink earned his bachelor of science degree in civil engineering at UW-Platteville, graduating magna cum laude.
Christopher S. Gray Sr. recently joined EPIC of Wisconsin, West Bend, as a writer, producer and technical consultant on all educational and marketing projects related to golf course maintenance. Gray is a 10-year veteran as a golf course superintendent and is a published author. Most recently, Gray supervised the construction and grow-in of Lost Marsh of Hammond Golf Course.
Zeppos & Associates, Milwaukee, has announced Kris Lueneburg Naidl has been promoted to executive vice president; Brenna Kriviskey Sadler has been promoted to vice president; and Brian Knox has been promoted to director of strategic services. Naidl joined Zeppos & Associates in 1994 and most recently served as vice president of the firm. Naidl has more than 13 years of experience in public relations. She graduated from UW-Madison with degrees in journalism and political science. Sadler joined the firm in 1995 and most recently served as director of client services. Sadler has prior experience in newspaper, radio and television news. Sadler graduated with a bachelor’s degree from Northwestern University’s Medill School of Journalism. Knox joined the firm in 1998 and most recently served as senior account executive. Knox has more than 10 years experience in broadcast journalism. He has a bachelor of science degree in communications from Middle Tennessee State University.
Dec. 26, 2003 Small Business Times, Milwaukee

Datasyst expands lab space
Datasyst Engineering & Testing Services, a 15-year-old family-owned business in Delafield, has acquired an additional 10,000 square feet of laboratory space adjacent to its facility at 33511 Hwy. 18.

The additional space will allow the company to move forward on business expansion plans. The first phase involves expansion of environmental testing capabilities that include the simulation of temperature, humidity and corrosive environments for mechanical and electrical components. Additional chambers are being installed that will accommodate test units up to 80 feet by 17 feet.

Connex Logistics is established
Connex Logistics has been formed by the owners of two existing area companies to serve commercial shippers with third-party logistics support.
The company was formed by Mark Kurziak, owner of Grafton Transit, and Tom Haering, owner of Bridge Logistics. Grafton Transit is a common carrier established in 1989, serving the US except Alaska and Hawaii. Bridge Logistics, of Cedarburg, provides warehousing services.
Charlie Schloemer is handling operations for the new company, which is at W60 N171 Cardinal Ave., Cedarburg, and on the Web at www.connexlogistics.com.
"With the downturn in the economy, many companies have cut back and no longer have the expertise to handle certain parts of their shipping operations," Schloemer said. "But they still need to get the goods to their customers on time and at the lowest cost. We use our experience to make it happen for them."

State awards training grants for planning
Several area entrepreneurs have been awarded $637 grants to attend UW-Small Business Development Center courses to help them develop business plans.
The following summarizes the successful proposals:
George F. Englehardt, Union Grove, to evaluate the feasibility of starting a roofing and siding maintenance and repair business;
Rachel E. Falaschi, Racine, to evaluate the feasibility of starting a rough framing construction company;
Harley L. Fellion, Racine, to evaluate the feasibility of marketing bioshelters for pets;
Jennifer L. Johnson, Cedarburg. to evaluate the feasibility of opening a women’s clothing store;
Joseph T. Klein, Milwaukee, to evaluate the feasibility of starting an alternative telecom infrastructure in urban areas;
Amy L. Kurtz, Franklin, to evaluate the feasibility of expanding a travel agency;
Vincent P. Lambrechts, Kenosha, to evaluate the feasibility of making and selling egg rolls;
John I. Parker, Racine, to evaluate the feasibility of starting a siding-and-windows installation business;
Beverly L. Pilarzyk, Milwaukee, to evaluate the feasibility of opening a yarn shop;
Harry Ticknor Sr., Racine, to evaluate the feasibility of starting an Internet coupon business.

Swimtastic now offering franchises
Swimtastic Swim School of Waukesha has developed Swimtastic Complete Franchise Mix, offering proprietary curriculum and software, plus ongoing
training and support, said Sue Wainscott, Swimtastic’s founder and president.
Swimtastic has facilities in Waukesha and the Fox Cities, offering year-round lessons to students of all ages. The company has taught more than 25,000 children since its founding.
The company will discuss its franchise opportunities during meetings Aug. 8 and 22, 6-8 p.m., at the Waukesha site at 900 Tesch Court.

Stone Creek Coffee opens seventh location
Stone Creek Coffee has opened its seventh location in the Milwaukee market, at 2266 S. Kinnickinnic Ave., Milwaukee. The Milwaukee-based company has cafes in the Shops of Grand Avenue, at Water Street and Wisconsin Avenue in downtown Milwaukee, and in Wauwatosa, Whitefish Bay and Oconomowoc.

Milwaukee gets brownfields clean-ups funds
The City of Milwaukee will receive $1.8 million in Environmental Protection Agency funds to clean up contaminated brownfields around the city. Among the planned uses of the funds is the clean-up of the long-vacant Milwaukee Road depot site in the western part of the Menomonee Valley. The city will receive $250,000 in cleanup funds to be used as part of a $1 million allocation for the area on both sides of the 35th Street viaduct.
A 100-acre industrial park is planned for the property, which the city is acquiring.
Another $200,000 will be used to clean up a 40-acre former railroad site in the Menomonee Valley between the Mitchell Park Domes and Miller Park.
The grants also include $250,000 toward a $10.7 million, three-story mixed-used building on Dr. Martin Luther King Drive and Hadley Street. The development will include 18 units of subsidized housing.
The city will receive $400,000 to test gas stations and tax-delinquent lands in the city for contamination.

State updates county profiles on Web site
The Wisconsin Department of Commerce has updated the economic profiles of each of the state’s 72 counties on its Web site, www.commerce.state.wi.us.
"These profiles are a valuable economic tool," said Cory Nettles, department secretary.
The profiles incorporate the latest available federal and state data on demographics, income, quality of life and other measures.

New farmers market opens
A new farmers market has been started in Milwaukee, a joint venture of the Milwaukee Alliance and the Hunger Task Force of Milwaukee. The market is at the northeast corner of Mitchell Street and Muskego Avenue. The market is hosting 15 area growers, grocers and bakers. It is open Thursdays and Sundays from 8 a.m. to 3 p.m. through the end of October, and is accepting WIC and senior nutrition program vouchers. Live music and special events are also planned.
Meanwhile, South Shore Farmers’ Market has returned to Milwaukee’s Bay View neighborhood for the fifth season. The market will be open through Oct. 18, extending an extra week from the traditional 13-week season due to increased popularity and demand. The market will be in operation from 8 a.m. to noon each Saturday. Organizers of the market have expanded the "special event" hour of each week’s market to include two hours of special events and live music. From 9 to 10 a.m., there will be presentations on community information, discussions with visual artists, storytellers and more. From 10 to 11 a.m., local entertainers will fill the lakefront air with music.

Web site aims to link former Marines, jobs
The United States Marine Corps has established a new transition program called "Marine For Life."
The Marine For Life program annually helps some 27,000 Marines nationwide who have recently received an honorable discharge transition back into civilian life.
Wisconsin’s share stands at approximately 400 such Marines. Details are can be found at www.marineforlife.com.
The program combines the efficiency of the Internet with the personal input of two local Wisconsin Reserve Marines called "Hometown Links."

Aug. 8, 2003, Small Business Times, Milwaukee