Back in 1972, J. Don Brock and four other men decided to start their own company. The group had previously worked together designing and manufacturing specialized asphalt production equipment, but they wanted their own company that would design, engineer, manufacture and sell a complete line of processing equipment for the hot-mix asphalt industry. With this vision, Astec Industries Inc. was born.
From the beginning, Brock and his co-founders wanted to do business with honesty and integrity. To keep this vow, they made a pact that under no circumstances would they copy a competitor’s equipment or hire local competitors’ employees. They also had to use each of their own net worth to secure financing.
At that time, there were seven major manufacturers of asphalt plants in the country, so competition in the United States alone was pretty stiff. Despite this tough field, in just five months of operation, the team sold four complete plants. Within those first five months, nearly 50 orders were received, and all of those orders demanded a new design. The team came out with equipment with advanced features, efficiency, automation, durability and attractiveness. During this period, Brock and his team were completely committed to doing whatever it took to succeed, so they worked seven days a week and 24 hours a day to service customers and complete orders.
Their hard work paid off, and the company’s reputation for creating and developing superior equipment was recognized throughout the United States as well as overseas. Last year, Astec’s sales for the year were nearly a billion all from absolutely nothing in 1972. Today, Brock holds more than 100 patents on construction machinery and drying equipment that he personally developed. He’s also led the company through 12 acquisitions and currently serves as chairman and president of the company, which is also listed on the NASDAQ.
How to reach: Astec Industries Inc., www.astecindustries.com
Arnie Malham grew his business, cj Advertising LLC, from just two guys and a beat-up car on the street into a full-service advertising agency that services clients from New York to California.
The company has a specific niche that Malham noticed. He saw that there was not a clear way for injury lawyers to get their firms noticed, so he decided to change that. Now, cj Advertising caters to these firms and empowers them to focus on their businesses.
Malham’s employees are all about getting things done because that’s how he is. He operates with a mindset that it’s better to do it and get it wrong than to talk about it all day long and not accomplish anything. One example of this approach is through a new initiative that cj launched, which is a new entity that focuses on personal injury law and news. This didn’t even exist a year ago, and now it does because of their drive for trying new things.
Malham also teaches employees to strive for higher levels and to constantly reach that next big thing. For example, each quarter, employees are paid to read and discuss industry and business books. He says it’s the cheapest and most effective training that the company can offer, and he never misses a meeting of this book club.
Over the years, cj has grown to be the largest full-service advertising agency in the country, but it also continues to cater to personal injury lawyers. Malham’s long-term goal is to build and represent the top 50 personal injury brands in the country. While he offers traditional services of media placement and production, Malham’s firm also completes all of its clients’ marketing plans by offering Web services, public relations, database mining as well as yellow-page design, tracking and management.
How to reach: cj Advertising LLC, (615) 254-6634 or www.cjadvertising.com
M. Terry Turner had been with a big, regional bank for 17 years and had been quite successful. But as mergers and acquisitions swallowed up the regional banks, he found himself at a crossroads. He could either accept one of the multiple offers he had from large, established banks, or he could take a risk and start a financial firm from the ground up. He opted for the latter, and with that, Pinnacle Financial Partners was formed in 2000.
While few companies are able to create a workplace that people actually want to be a part of and, at the same time, is exceeding expectations in every key metric growth, client satisfaction and financial performance Turner has been able to do just that as a result of his vision, focus and discipline.
The president and CEO initially worked with his first two American colleagues, Rob McCabe and Hugh Queener, and recruited 12 prominent local business leaders to become founding investors. They secured a million-dollar line of credit during the start-up period prior to obtaining the necessary approvals for their banking and holding company chargers from the OCC, FDIC and the Federal Reserve. Most of the founding investors joined the new board, and Turner began recruiting an experienced management team from among banking colleagues. Just a few months later, Pinnacle raised several million dollars in its first initial public offering. After just eight months of all of this, the first branch opened for business in October 2000.
Since then, the business has continued to grow, and Turner has poured his heart, soul and resources into making sure that Pinnacle isn’t just a great bank now but that it will continue to be one for many years to come.
How to reach: Pinnacle Financial Partners, (800) 264-3613 or www.pnfp.com
Jerry Boyle saw an opportunity a few years ago after he received a phone call from a government entity. The company that had provided health care for inmates of the Kansas Department of Corrections wanted to be released from its contract. The department had a positive experience with Boyle in the past, so he was called. While he worked out a solution with the Department of Corrections, he envisioned a new organization to meet these kinds of needs, and Correct Care Solutions LLC was born in 2003.
But between founding the business and today, he faced many obstacles, such as creating an entirely new corporate entity, hiring 370 skilled health care professionals in a state several hundred miles away, obtaining a significant amount of start-up capital, acquiring malpractice insurance and performance bonds, establishing a home office support infrastructure in Nashville, creating a management team and being prepared to handle the health care needs for 9,000 state inmates on day one.
He had just 45 days to accomplish all of this, and he succeeded. The company, for which Boyle serves as president and CEO, now has more than 1,700 employees and is one of the largest companies in its industry. All of its growth over the past few years has been organic, but what may be more impressive is that CCS has always been the high bidder for the contracts that it has won, and those are all with city, county or state government entities, which normally are financially compelled to choose the lowest bidder. By ensuring its quality, services and reputation justify the cost, CCS has been able to win those contracts despite the higher price. While Boyle’s vision has been a leading driver in CCS’ success, he also credits his people, as his mantra has been, “the right people doing the right things at the right time.”
How to reach: Correct Care Solutions LLC, (800) 592-2974 or www.correctcaresolutions.com
Web-based solutions have become a critical component for any company to succeed, says Andrew Franklin, implementation manager at Arke Systems.
“Web-based solutions are a necessity in today’s business landscape,” says Franklin. “They are a means for your software, for your business applications, to be available through the Internet without having to lasso your employees to specific internal networks. Whether it’s a Customer Relationship Management solution to streamline your sales process, or developing an internal portal that your employees can access from anywhere in the world, the advantages of using the available software and customizing it to your organization are undeniable.”
Smart Business spoke with Franklin about how to implement Web-based solutions at your company that will truly benefit business.
What advice would you give leaders who say Web-based solutions wouldn’t work at their businesses?
If someone told me this wouldn’t work at their company, I would tell them to take a look at their business processes and answer that question again. Within every organization, there is a need to respond faster, to automate tasks and delegation, to access information remotely, to eliminate redundancies in manual processes and to streamline the business. Web-based solutions offer exactly those capabilities. No matter what your business may be, if you’re growing you’re innovating, and in today’s world, Web-based solutions offer the flexibility to fuel your innovation.
How can a company get started implementing a Web-based solution?
The first step to any well-planned project is to answer some preliminary questions, such as, ‘What is the main objective of the project? What problem is this going to solve? What benefit is it going to bring to the organization?’
There are ways to phase in these technologies and there are free trials or download versions that let you get used to the product before making a decision about it.
You don’t have to do it all at once, you can do it in baby-step fashion, but the thing to remember is that those baby steps are building toward a greater goal. You’re aiming for the vision of that long-term goal on the horizon and honing the process. Before you finish one step, you should know exactly where you’re going next.
How important is it to get help from a third party?
All too often, companies will overload their existing internal resources with a project like this, and nine times out of 10, they just don’t get the backing and support that are needed to flesh out an undertaking such as a Web-based solution. If you haven’t done a technology project like this before, talk to at least a half-dozen firms before choosing a partner. You need to find a firm that asks you challenging questions and demonstrates that it’s thinking 10 steps ahead.
Look for a firm that complements your processes and that you feel comfortable with. With the right deployment, the right objectives, the right technology and the right partner, you can streamline operations, support faster and stronger communication and benefit your company immensely, but the technology out of the box isn’t going to magically solve the woes of a business. If the vision is flawed, and you have the wrong partner, it’s not going to solve anything.
What are the benefits of investing in a Web-based solution?
Implementing a Web-based solution will benefit a company by facilitating communications both internally and externally. Internally, companies can centralize their knowledge bases, automate tasks and work flows, and create and sustain electronic records that no longer rely on filing cabinets and access to fax machines. Externally, companies are able to respond to their customers’ evolving needs with dynamic software that empowers them to engage their customers in new and exciting ways.
The consequences of not using Web-based software are real, as are the consequences of poor implementation. All too often, technology is treated as a panacea that will transform a business right out of the box. But this isn’t always true, as technology without expertise, guidance and support is not a wise investment. The decision to employ a Web-based solution is fundamentally a sound one, as long as business leaders understand that with that choice comes a responsibility to choose a partner that will help them leverage that investment for the greatest return.
The real payoff with an investment in a Web-based solution comes with solid preparation, solid vision and a partnership with a company that will help exploit your investment to its fullest.
Andrew Franklin is an implementation manager at Arke Systems. Reach him at email@example.com or (404) 812-3123 x160.
In recent years, people around the world have been affected by disasters, such as Hurricane Katrina, Cyclone Nargis and the 7.9 magnitude earthquake felt throughout much of China. Thousands of people were suddenly without the basic necessities: clothing, food and shelter. After those unfortunate events, the survival of those affected was largely dependent upon the generosity of others. Charitable contributions are a great way to simultaneously help those in need and give yourself a tax break.
Smart Business spoke with Brent Saunier, tax manager at Habif, Arogeti & Wynne, LLP, about the tax implications of charitable contributions.
Can a taxpayer take a tax deduction for a contribution made to any individual or organization?
Contributions must be made to qualified organizations to be tax deductible. The IRS prohibits deductions for contributions made to specific individuals, certain private foundations, foreign governments, political organizations and candidates. I would recommend researching the organization to verify it is recognized as a charity. Internal Revenue Service Publication 78 can help you find a list of organizations that do qualify for a charitable tax deduction. Most charitable organizations that qualify you for a deduction will have 501(c)(3) tax exempt status as provided by the Internal Revenue Code. The Web site address for the publication is www.irs.gov/app/pub-78/.
When can a charitable deduction be taken?
A donation to a qualified charity is deductible in the same year in which it is made. The contribution will be considered paid when you put the check in the mail or when it is charged to your credit card.
What type of documentation is required to substantiate a deduction in the unlikely event of an IRS audit?
Regardless of the amount of your monetary deduction, you must maintain a bank record or written communication from the organization containing the name of the organization, the date of the contribution and the amount of the contribution. A canceled check is no longer sufficient to substantiate a deduction.
In order to claim a deduction for contributions of cash or property totaling $250 or more, you must obtain a written acknowledgement from the qualified organization that shows the amount of the cash and/or a description of any property contributed. The acknowledgement must also indicate whether the organization provided goods or services in exchange for your gift.
Are there special rules for donating noncash items?
A taxpayer is allowed to deduct the full fair market value, not the cost, of donated assets that they owned for one year or more. If the donated property has a value greater than $500, IRS Form 8283 (Noncash Charitable Contributions) will need to be filed with their income tax return. Form 8283 provides details about the assets such as a description and their individual values. If the donated property has a value greater than $5,000, you would generally need to attach an appraisal, unless you are donating listed securities. Also, clothing and household items donated generally must be in ‘good used condition to better’ to be deductible.
As a tax practitioner, could you provide us with an example of a charitable contribution opportunity that taxpayers may not be aware exists?
In recent years, we have seen a dramatic increase in the use of conservation easements as an effective tax-planning tool. Conservation easements that qualify as a charitable deduction under IRS Code Section 170(h) are legally binding permanent restrictions on the use of the land being preserved. The benefits associated with conservation easements include impressive income tax deductions as well as estate tax reductions and exclusions. The value of the easement is deductible as a charitable contribution. For most ownership entities, the amount of the deduction is currently limited to no more than 50 percent of the donor’s AGI. Any excess contribution may be carried forward 15 years. At this time, the 50 percent deduction and 15-year carry forward apply to easements in place by the end of 2009, after which they will revert to the previous rules of a 30 percent deduction and a five-year carry forward. Provisions to make these greater tax incentives permanent are being promoted in Congress. Those interested in pursuing this strategy should seek assistance from qualified professionals experienced in this field.
Although many people donate out of generosity and philanthropic values, the IRS rewards taxpayers with deductions for charitable donations. Charitable giving provides taxpayers with an opportunity to reduce income taxes by leveraging tax rules while simultaneously expanding their philanthropic impact. Given our current state of economy and natural disasters, what may seem to be a small gift on your part could make a world of difference to someone in need.
Brent Saunier, CPA, is a tax manager at Habif, Arogeti & Wynne, LLP with more than 10 years of experience in accounting operations and financial management. He has worked extensively in industries such as distribution, health care, manufacturing, professional services, retail service and trucking. Reach him at (404) 814-4960 or firstname.lastname@example.org.
Dell Kubler, vice president of Swerdlin Benefits Co., has 29 years of experience as a career professional in employee benefit consulting and group insurance. The majority of his experience is serving as lead consultant by managing the cost and plan design of a wide array of benefits for large employer groups. Kubler’s background includes work with an international insurance company as well as direct work with employee-benefit-related Internet technology.
Q. Are plans with higher employee-paid deductibles a long-term solution to rising health care costs?
No. The primary goal of consumer-driven health care is to educate the consumer on the true cost of health benefits and have them get involved in the process. The higher deductibles with no co-pays tend to shock consumers into better awareness of the costs of their health benefits. However, higher deductibles are not lowering health care premiums as was originally anticipated. Employer promotion of health is a better solution.
Q. What can employers do to take an active role in the process?
Promoting good health effectively should lead to happier, more productive employees if not lower health care costs. The best place to begin an initiative in this direction is to make sure you are fully utilizing the wellness tools and services provided by the current health care provider. Wellness services are promoted aggressively during the sales process, but the employer must provide education and guidance on this program to enjoy the full benefits.
Q. Are there any areas of health care that are being overlooked today that might produce some savings to the employer?
We see two areas that can produce significant savings for the employer and employees.
Employers need to understand how to manage their risk, which creates tremendous opportunities for cost savings. The key is to design the risk sharing among the employer, the employee and the insurance carrier, based on the employer’s risk tolerance. New market tools provide the opportunity to substantially lower health insurance premiums and greatly reduce an employer’s overall health care budget. Also, focus on your pharmacy expenses. These expenses make up a significant portion of the total cost of your health plan.
When several people at a company are working with the same client, information can get lost and opportunities can be missed.
But with a customer relationship management (CRM) program, all of your data are in one place, keeping everyone who works with that client on the same page.
“When you have a lot of people interacting with customers, those people aren’t necessarily talking to each other every day and not everyone knows everything about the customer,” says Eric Stoll, director of technology at Arke Systems. “CRM brings it all together and makes all that information available to everyone who needs to look up that
Smart Business spoke with Stoll about how CRM can help you grow your business and the first steps to getting started.
What is the benefit of CRM?
CRM is software that allows businesses to manage their entire operation with a more customer-centric approach by employing a central database. The database tracks all of their customers’ information that’s relative to their business and also helps manage the business processes to interact with those customers.
A lot of people use it to focus in on sales and marketing and servicing those customers. Once you have your business focused on a CRM platform, you can go back and start analyzing how your business is doing and how effective you are at each of those stages and with your interactions with customers.
Can CRM work for a business of any size?
It is effective at all levels. Smaller
companies really gain a benefit in their sales because their resources are limited, and following up with every one of those leads and opportunities that they come across can be difficult. CRM keeps you honest and makes you accountable for following up with everyone. That makes a quick impact on increasing your revenue.
Larger organizations can really benefit from keeping track of everything in one place and having a more 360-degree view of the customer.
What is the first step to get started using CRM?
You can’t implement the entire thing in one step. First, you need to figure out where CRM is going to make the biggest impact in your business. A lot of people start in the sales area, building out and automating some of their sales processes.
Many companies already have a sales process and different stages in that process that define how they’ll follow up with each of those customers. Analyzing these processes will also help them project their sales pipeline.
You need to figure out which area is going to bring the most bang for your buck. To start, you want to collect that data and start using it to make sure you’re following up with customers and actually doing what you’re supposed to be doing in the business.
Is it time-consuming and expensive to get a system up and running?
It depends on how well the process has already been defined within the business. Some companies have a very well-defined sales process and they just happen to manage it on spreadsheets or a whiteboard. Moving something like that into a CRM doesn’t necessarily have to be expensive or time-consuming.
If a company lacks these front-end processes, it will need to invest time and money into developing them before the company will be able to implement them through CRM. The first 90 days of using CRM is the critical period. With everyone on board and using CRM, a company should be able to start to see the benefits of using CRM at about the 90-day mark. In the first 90 days, CRM may not affect every part and angle of business, but you should be able to see where it will have the most impact. You should re-evaluate how you are leveraging CRM to get more information out of it for your business.
How does CRM software help salespeople better target potential customers?
You can watch where your marketing is more effective, what verticals and industries you are getting more sales from, but you can also look from a service point of view and find out where the most repeat business is coming from. You can then make sure you’re focusing your sales toward the areas you’re better at servicing.
You can also look at where sales have traditionally been made faster or where you’ve had bigger sales and focus it on those areas.
Eric Stoll is the director of technology at Arke Systems. Reach him at (404) 812-3123 x130 or email@example.com.
It is not unusual for companies to do business in multiple states with a wide variety of operations. In addition to providing facilities for employees, companies may provide delivery services, installation and maintenance services, operate distribution facilities, sell merchandise over the internet and provide miscellaneous customer service offerings. As companies expand and grow into new markets and new businesses, state and local tax planning is critical.
Smart Business talked to John Corn, director of Habif, Arogeti & Wynne, LLP’s state and local tax service practice, about some of the tax planning considerations necessary for companies currently operating in and expanding into multiple states.
What are the different types of taxes that states can assess?
Different states assess different taxes, using various methods and rates. How many tax challenges the company will actually face depends on varying state rules. Examples of tax on interstate commerce include:
? Business income tax based on allocation of sales, in-state facilities a company owns and maintains, activities and offices of sales representatives, and even independent contractors operating on a company’s behalf
? Nonbusiness income tax on rents, dividends and interest
? Franchise tax on a company’s net worth and net income generated from business activities conducted within a state
? Sales tax on goods delivered in the state and sales of related product warranties or services, including drop shipping of merchandise to customers
Potential liabilities for tax on interstate commerce may require adjustment of pricing strategies to cover the company’s tax liability and remain profitable. It may actually be cost prohibitive to operate in certain states.
When is business significant enough for a company to become a taxpayer?
One of the first steps in multi-state tax planning is determining ‘nexus’ or connection with a state. Whether or not a company has nexus with a jurisdiction establishes if it is a taxpayer and required to meet certain obligations, including the payment or collection of state taxes such as income, franchise, or sales and use taxes. Most states have a ‘bright line’ test used to determine nexus. In effect, states specify the minimum physical presence required before a state can justify levying state income taxes against those companies operating in its jurisdiction.
In many cases even minimal business activity can trigger a filing requirement. In general, the standard for doing business encompasses the location of real or personal property, location of employees, where and how sales are solicited, and where revenue is sourced. If a business has nexus then it must comply with all state statutes and regulations, including registration, collecting and remitting taxes due to the state.
Often the frequency with which certain business activities occur will determine if nexus is established. Clear documentation of the company’s operations and an understanding of the company’s accounting system are very helpful when evaluating the level of tax exposure.
What are the various factors states evaluate when determining nexus for tax purposes?
Business situs. This includes states where you maintain company property (such as offices, data centers, wholesale store outlets, storage warehouses and distribution facilities), employ staff or work with other business representatives.
Physical presence. Even without an office or other facilities in a state, temporary presence of your employees, agents or property may subject you to a state’s taxing jurisdiction — for example, the use of company vehicles or personnel to deliver products and services into the state.
Commercial domicile. This is the state where your business is headquartered. You’re liable for taxes in your commercial domicile, when applicable, only on the business you conduct in that state and, if state law provides, on all of the nonbusiness income of the company (such as dividends and interest).
Corporate domicile. This is the state in which your company was incorporated or chartered, which may differ from your commercial domicile. You may be liable for all business taxes levied in your corporate domicile.
Economic presence. Even if you have no physical presence, some states may levy taxes based on ‘economic’ benefit or activity, such as on income-generating trademarks your company owns, business transacted through the Internet, or products shipped into the state, even if delivered by common carrier. Ohio’s commercial activities tax is a good example, imposing a low tax rate on ‘gross receipts’ from Ohio sources.
What else should businesses know?
Prepare for increased scrutiny. Be aware that simply qualifying the company to conduct business in a state may trigger tax obligations within that state.
To increase revenue, state governments are working to increase tax rates and dedicating more resources to collect taxes from businesses engaging in interstate commerce. To this end, states may employ staff to conduct Internet searches and use field auditors to discover noncompliant companies doing business in their states.
If a state determines that your company has failed to properly comply with registration requirements and proper payment of tax liabilities, your company may be assessed back taxes with costly penalties and interest. Companies should seek the help of experienced tax specialists who understand state and local tax policies, especially since state tax law is so complex and lacking in uniformity.
John Corn is the director of Habif, Arogeti & Wynne, LLP’s state and local tax (SALT) service practice. He provides tax consulting services to a variety of clients on SALT matters with regard to income/franchise tax as well as sales and use tax. He has served clients throughout the U.S. working with companies in various industries, including the manufacturing, technology, distribution, retail, tourism and financial services sectors. Reach him at (770) 353-5344 or firstname.lastname@example.org.
Even in a difficult economy, Jonathan D. Rosen says you can still steer with a steady hand if you’re always honest with your customers and employees.
“Sometimes that involves tough choices,” says Rosen, co-founder, chairman and CEO of Entaire Global Cos. Inc. “But if you have an honest dialogue … even if you’re delivering bad news, they’ll respect your perspective.”
Involving employees in every aspect of Entaire’s business, from vision planning to financial review sessions, has been a vital key to the company’s success. Since co-founding Entaire in 1997, Rosen has grown the company’s revenue to $16 million in 2008. The company, which works with business owners, medical practitioners and legal professionals to find solutions for their financial and retirement planning problems, has 33 full-time employees and 3,500 independent contractors.
Smart Business spoke with Rosen about how to create a plan that will allow your company to reach its goals and why you need to buy more lunches as your company grows.
Work backward toward your goal. The first step is dreaming about where you want the thing to be. If you look out five or 10 years into the future, what do you want that landscape to look like for your business? You draw on your internal resources and your external resources and your advisers, and you say, ‘If I were painting a picture, what would I want that picture to be?’
Then, you back up and you build pathing between where you are today and the end goal.
Along the way, you check and make sure you haven’t deviated from your course.
It’s a lot like navigation — you know where you are and you know where you want to go. It is a lot easier to make simple course corrections along the way than to get three-quarters of the way there and then realize you need to make a huge course correction.
You try to get more information sooner. Then you can create more landmarks, find more landmarks and get a real feel for where you are. So if it turns out that a course correction is essential, you can go ahead and make it now rather than later.
Get the data. The first way to make sure you’re maintaining your course is by looking toward actual data. Once you find that data, then you try to validate what the data tells you through anecdotal evidence. Then, you see what others tell you. It’s amazing the wisdom you can get when you walk around the office.
If you want to know what’s really going on, you walk out into the workspace. You would be amazed at what you hear and see and what it can teach you about your business. You’ll be looking around and you will discover, ‘Gee, we’ve got a huge opportunity,’ or ‘Uh oh, we have a major problem.’ You can discover those things merely by listening to what others have to say.
It’s tough to maintain that kind of an open-door policy as a business grows. So you have to create forums for dialogue.
As we’ve grown, it has become harder and harder to do that. One thing we’re doing this year is I’m buying a lot more lunches. Somebody on the staff came up with the idea that we would have team lunches with the CEO. It is simply three or four people, and we all go out to lunch. I’ve found that with a couple lunches a week, you can get there. It gives people a chance to actually ask their questions.
Let your employees participate. Another thing we do that I’ve found effective is to have financial review meetings. We have a sign-up sheet once a quarter for these.
People who want to come look at the financials of the business can sit down in the conference room with us and we’ll go through the statements and answer questions. We talk about what we did right and wrong and why we are where we are. It’s participation — you need to let them in.
Employees believe that management and leadership operations occur in this giant amorphous black box. One of the things I encourage them to do is say, ‘How’d you make that decision? What were you thinking when you did that?’
Then I give them an honest answer. You say, ‘Well, I struggled with this; I considered that.’ And if it was the right decision, you say, ‘And it looks like it benefited us.’ If it was the wrong one, you say, ‘I got that one wrong.’
Encourage your employees to speak up. At first they are reluctant to share. Then you find through their questioning you get an enormous amount of wisdom. What happens is, people will start to connect the dots and say, ‘Oh, that’s why we do that that way.’ Yes, it is.
And as you’re going through that dialogue with them, you’ll get snippets of information like, ‘Oh, now that I understand that is the objective; in customer calls, we get a lot of calls that look like this. How would you answer that question of the customer?’ Then you’d say, ‘Interesting. Didn’t know we were getting those calls. Here’s an answer I might give.’
Two or three weeks later, you’re walking down the hall and someone says, ‘I tried that explanation you gave us the other day. The customer really got it, and as a result, they referred a client.’
How to reach: Entaire Global Cos. Inc., (800) 871-4442 or www.entaireglobal.com