Look for Escape Enterprises Inc. to up the ante in development this year through franchise incentives and forays into new venues at home and abroad.
The company sweetened the pot in September 1998 when Franchise Mortgage Acceptance Co. of East Brunswick, N.J., agreed to offer a $35 million preferred finance program to Steak Escape franchisees.
This agreement has encouraged more franchisees to sign with Escape, says Robert Bruff, vice president of franchise development, because it allows them to concentrate on finding good locations and opening restaurants more quickly because theyre not spending time securing financing. Six franchisees took advantage of the opportunity within a month of the announcement.
Bruff expected the company to have 156 stores open by the end of 1998. Hes estimating another 60 in 1999twice the openings of last yearand 80 more in the year 2000. The company will back up its expansion with more corporate staff for franchise support.
Escape Enterprises will continue to build on the success its found diversifying from mall stores to sports venues, strip centers, travel plazas and college campuses. A first attempt at a free-standing unit, opened by a franchisee late last year in Charleston, W.Va., has the potential of netting twice the annual sales of mall locations, Bruff says. Two more are planned this year and deals with international developerssealed in the Middle East and pending in France and Malaysiawill open even more avenues for growth.
Also watch for the introductionlikely in the first quarter of this yearof an improved cheesesteak sandwich.
All these investments, Bruff says, should lead to system-wide sales increases in excess of 35 percent in each of the next four years.
If Escape Enterprises continues reinvesting to support this growth, expect it to exceed those projections.
Escape Enterprises Inc.
222 Neilston St., Columbus
Top local officer: Ken Smith, chairman
Employees: 29 corporate, plus 200 store
1997 revenues: $55.8 million
Estimated 1998 revenues: $66.7 million
Revenue growth, 96 to 97: 9.5%
PeopleServe Inc.s subsidiary, EduCare-America, has acquired The Citadel Group Inc. The Citadel Group, an Austin, Texas-based company, helps people with behavioral challenges and serious and chronic mental illness be active members in their communities. PeopleServe, formerly known as VOCA, is a Dublin-based company that provides services to people with disabilities. EduCare-America specifically helps people with mental retardation and developmental disabilities become self-efficient and gain job skills to enter the workforce.
Dublin-based Interstate Gas Supply has purchased a 45 percent share in Columbus-based Hopco Resources Inc.
Norman Jones Enlow & Co. has merged with Henretta & Associates of Linworth.
Therma Seal Inc. has broken ground at its new 24,000-square-foot corporate headquarters in northeast Columbus.
Home Depot Inc. has hired Dublin-based Gioffre Construction Inc. to build its West Broad Street/I-270 location, and Toyota Direct has hired Gioffre to perform $350,000 in renovations at its Morse Road location.
Sevell + Sevell Inc. has added to its client list New Jersey-based Johanson Manufacturing Inc.
Worthington-based Midwest Communication Technologies Inc. has merged to become a wholly owned subsidiary of Lawrence, Pa.-based Black Box Corp.
St. Anns Hospital has broken ground for a new medical office building on its existing hospital campus.
Red Roof Inns Inc. has opened locations in Stockton, Calif., Fresno, Calif., and Clarksville, Tenn.
RMD Advertising has added the National Association of Home Builders Remodelors Council to its list of clients.
The International Association of Administrative Professionals Columbus chapter has honored Genuine Parts Company/NAPA Auto Parts central division offices, distribution center and Columbus company-owned stores for demonstrating support for office professionals.
Westerville-based M-E Cos. Inc. has opened an office in Canton.
Dover Elevator Co. has received an honorable mention from Elevator World Inc. magazine for elevators it provided for The Longaberger Co.s home office building.
The Building Industry Association of Central Ohio has honored 12 area builders and architects, including Dean Wenz Architects, Best Whole-House Renovation; J.S. Brown Co., Best Kitchen; Owens Construction Contracting, Best Historic Renovation; Wyscarver Builders, Best Family Living Space; Kresge Contracting, Best Use of Existing Space; R.J. Landis Design & Construction, Best Creative Use of Space; Georgetown Builders, Best Architectural Innovation; and Fry Contracting, Best of Show. Goldthwaite and Co., Renovations Unlimited, Rob Ruhl Contracting and Brice/Downey Inc. were also honored with Outstanding Entry Awards.
The Ohio Board of Regents has approved Ohio University Lancasters agriculture science certificate program, which will coordinate with several agricultural-related degree programs offered by The Ohio State Universitys Agricultural Technical Institute in Wooster.
Custom Coach Corp. has opened a sales office in Orlando, Fla.
Brown/Calabretta Architecture Inc. has purchased the building at 1165 West Third Ave. for new office space with the assistance of National Realty Services Inc.
Reitter Stucco has been awarded a contract with TCWeiser Construction Co.
The Ohio Staffing Services Association has received the Superior Merit Award from the National Association of Temporary and Staffing Services.
Prologue Research International Inc. has relocated to the Smith Bros. Building.
Bill Patterson, formerly of HMS Partners, has formed a new public relations firm, Reputation Management Associates.
Finding time to grow professionally while serving your employers, customers, family and community is no small task in today's business environment. Any working person knows how difficult it is to keep up with the information flow of computers, faxes, e-mail and voice mail. Then you have to factor in sales goals, project deadlines, budgets, family commitments, religious obligations, etc. It's a balancing act that requires constant evaluation of your priorities.
The 38th Distinguished Sales and Marketing Awards banquet, presented by the Columbus Sales Executives and Small Business News, recognizes individuals who have achieved professional success in the area of sales and marketing, while balancing other aspects of their lives.
There are three categories of winners: Executive Awards, Top Five Sales and Marketing Professionals, and Honorees.
The Executive Awards honor prominent local business people for their roles as Statesperson, Innovator and Communicator of the Year. The connecting thread is that these executives help create a positive image of Greater Columbus and embody a belief that it is a great place to live, work and do business. Nominations are sent to the Columbus Sales Executives by co-workers, business associates or family members. The nominations are reviewed and selected by the Awards Committee.
The second category singles out the Top Five Distinguished Sales and Marketing Professionals in Central Ohio. Chosen professionals are recognized for their leadership, innovation, creativity and community involvement. The awards committee selects 10 finalists, with the Top Five announced the evening of the banquet.
The Honoree category gives Columbus companies a public forum to recognize individuals for their efforts. The sponsoring company determines the criteria for selecting their recipient, basing it on performance measures such as gross sales, percentage of quota, all-around contribution to the company's development, or other criteria justifying an employee's receipt of this prestigious honor.
It takes self determination and hard work to achieve goals. On any day, a successful business person can experience a whole range of emotions: the thrill of winning a highly competitive contract; the satisfaction of helping a customer solve a problem; the frustration of doing more with less; the hurt of a lost order. But on this special night, Feb. 10, friends, family and co-workers join with the Columbus Sales Executives so all honorees might feel pride, gratification and respect.
Ron Cameron, president of Camac & Associates, is president of Columbus Sales Executives, an affiliate of the Greater Columbus Chamber of Commerce and Sales and Marketing Executives International.
- Education: I attended William Rainey Harper college. I studied marketing and communications.
- First job: It was with Culligan International in Chicago. It was a sales promotion type position.
- Why I chose this career: I kind of fell into it. I had planned to go into special education. I went and got a job ⊃ and decided that I was going to attend school. I ended up going into marketing and advertising. It was one of those right place, right time scenarios.
- Greatest achievement: Learning the meaning of determination, perseverance and survival. It has earned me an 18-year marriage, a wonderful son, a second-degree black belt in taekwondo, some professional awards and achievements and a successful business.
- Best business decision: Offer employees stock ownership in the business. Greencrest Marketing was my dream, but it belongs to the employees who make it the company it is today. What fun is success if you can't share it with other people? In addition, get the best professional advice you can afford to establish good company policies. Then stick to those policies.
- Worst business decision: Going against my better judgment and trusting someone else's opinion ⊃ and it happened more than once. You often hear people talk about an entrepreneurial hunch or following your gut reaction. If it doesn't feel right, it probably isn't the right choice. It seems like every time I don't follow my own instinct, I end up in trouble.
- Biggest professional challenge: To keep the business growing and keep it exciting. That is a full-time job in itself. It's being a good planner. It's being able to recognize things, to be able to walk away from business that doesn't feel good, to keep Greencrest Marketing growing and keep employees challenged, to exceed customers' expectations, to be innovative in our approach to resolving marketing, advertising and public relations problems, to understand and utilize the latest technology in every area of our business.
- Most important professional lesson: You do have a choice of with whom you choose to do business. Don't do business with people that don't appreciate your efforts. It's a lose-lose situation. If someone doesn't recognize your need to make a profit, walk away from the business and replace it with someone who wants you to be successful at what you do.
- Advice to aspiring leaders: The principle I live by is if I can look in the mirror and like the person looking back at me, I've done something right. Honesty and integrity are still the most valuable company cornerstones. Never allow anyone or anything-employee, client, prospect, vendor, shareholder, spouse, opportunity or money-to alter your values. If you remain true to your founding principles, work hard and genuinely care about other people's success, you will succeed.
- Unfulfilled dream: I don't think I will be in this business forever. I guess that my dreams are to travel the world [and] write books. [The book] would probably be things that were important to me in my life, maybe more of a business how-to book or how to run a business. I also have a real desire to help people and mentor people. I think I would like to do more of that in emerging countries or Third World countries.
About her company
Greencrest Marketing Inc.
120 Northwoods Blvd., Columbus
Annual revenue: Would not disclose
Line of business: Marketing, advertising and public relations
When Jeffrey Chernoff learned he had been selected a Consumers' Choice Award winner, he knew of the program's prestigious reputation, but was hesitant all the same. After all, the program required him to pay a fee for the right to advertise his win.
"I was skeptical," says Chernoff, who at the time owned a veterinary practice with retail pet stores in Canada. "So I met with the principals, met with the agent for the survey company, asked intelligent questions and got honest answers."
He was impressed. The fact that the award put his business in a league with AT&T Canada and the Hoover Co. didn't hurt, either.
"That was another proof for me," says Chernoff, who won the award five times before selling his business and becoming involved in marketing the Consumers' Choice Awards.
Not everyone warms up to the Consumers' Choice Award program as wholeheartedly as Chernoff, though. When the program was introduced in Columbus last spring, only about half the winners were willing to fork over mandatory participation fees. Fees originally ranged from $950 to $4,300, Chernoff says, but have been lowered to $300 to $3,900.
Although organizers lost money because of the participation rate, it wasn't totally unexpected, Chernoff says. It was the first time the awards had been presented in the United States and, given his own initial skepticism, Chernoff probably knew what questions might be running through business owners's heads. Clearly he had a sell job to do here, one that will continue this year as the program gears up for its second survey this spring, followed by an awards program in June.
That sell job may have been made harder last year when apparent inconsistencies surfaced in conjunction with the Consumers' Choice Award. In April, media were given a list of "top award recipients"-which included the Hyatt on Capital Square, Wendy's, Cord Camera and Three-C Body Shop-at an introductory breakfast explaining the program.
In June, when the paid program participants were announced, Cord and Three-C were not listed, even though the April release said "all winners" would be officially announced that month at a gala award presentation. Chernoff says the April list was a sampling of recipients, not a reflection of any ranking, and that those who did not pay for the program were still considered winners, although they would not be recognized as such publicly.
That's a new approach for local business owners used to programs such as Ernst & Young's Entrepreneur of the Year Awards, the U.S. Small Business Administration's Small Business Awards and the Better Business Bureau's Business Integrity Awards, which do not charge winners a fee to publicize their honors.
To clear up confusion surrounding the Consumers' Choice Award program, SBN contacted area business owners and program organizers for additional information. Here's what we learned.
Why do business owners have to pay to publicize their awards?
"It's important for people to understand the two components: the [award] survey and the promotional program," Chernoff says. "They're kept independent to maintain the legitimacy and the authenticity of the program."
Business owners can participate in the promotional program-which does not alter the ranking established by the award survey, he says-on various levels.
For example, business owners can pay the base price of $300 to obtain only the sociodemographic results of the survey used to determine the winners, but that doesn't allow them to publicly promote their win. For publicity rights, the business owner must spend at least $950. The full promotional package costs $3,900 and includes survey results as well as media advertising, inclusion in a paid television broadcast coordinated by Consumers' Choice, award decals for the winner's use, lapel pins for sales staff, invitations to networking breakfasts after the event, promotion on the Consumers' Choice Award Web site and invitations to the awards gala.
Those who opt not to buy the promotional packages, however, cannot use the Consumers' Choice Awards name or logo in their advertising efforts.
Refectory owner Kamal Boulos, whose business was named the gold Consumers' Choice Award recipient in the "Fine Continental Cuisine" category, sees the program as part of his regular marketing and promotion. He would not disclose how much he paid to participate, but said he did not purchase the full promotional package.
"We opted to participate on a level that made us feel comfortable with at least just acknowledging the fact we had been selected and at the same time extending them some courtesy for their efforts," he says.
What happens if an award recipient chooses not to participate in the promotional program?
Chernoff says the ranking of the recipient will not change. For example, if the gold winner in a category opted not to participate and the silver winner did, Chernoff says, the silver winner still would receive the silver award.
That happened in the "Carpet and Rug Cleaners" category, in which Master Clean, the silver winner, participated in the promotional program but the gold winner, Stanley Steemer, did not. Nevertheless, a print advertisement for Master Clean included in a coupon circular last year carried a gold-trimmed Consumers' Choice Award logo with no indication that the company was not the top award winner. Chernoff says such designations are not necessary and that although participants receive promotional materials, such as stickers, in colors corresponding to the award level they won, color print advertising could include the generic Consumers' Choice logo, which has a gold-toned border.
Other categories, such as "American Family Restaurant," in which the top three winners-Bob Evans Farms, Max & Erma's and Cooker-did not participate, were dropped from the promotional program.
Chernoff says that in coming years, he will send to all recipients, regardless of program participation, a certificate denoting their ranking in the survey results.
How are businesses selected for the Consumers' Choice Award?
The organization hires an independent polling company to conduct a two-part telephone survey.
First, approximately 15 percent of the 1,550 respondents were asked to name a favorite business in some of the 241 categories such as fine continental cuisine and pharmacy, says Steve Valigosky, associate director of services/sales for Opinion Research Corp. International, the Maumee-based firm used for the Columbus survey.
Calls were made to consumers, executives of small and medium-sized businesses and executives from construction and automotive businesses, with certain category questions presented to each, Chernoff says. Jewelry, for example, was a consumer category, while duct cleaning was a construction category.
The most mentioned companies in each category were then compiled into a list and presented to the remaining 85 percent of the sample in the form of closed-ended questions.
The number of businesses from which respondents could choose during the closed-ended questioning varied from three to 10, depending on the category, Valigosky says.
How were award winners ranked?
Using a formula to compare percentages of responses, Opinion Research provided to Consumers' Choice the results of the survey, with businesses ranked first, second or third, says Scott Chambers, Opinion Research project manager.
Chambers explains that even though one business might receive more votes than another, a tie would be called if the results may not have enough of a "significant difference" theoretically and statistically.
That happened in Columbus in the jewelry category, in which International Diamond & Gold's 15.9 percent share of the vote was not significantly different enough from J.B. Robinson Jewelers's 13.3 percent to make either individual winners. Both, Chernoff says, were awarded gold rankings, while Diamond Cellar, which garnered 11.4 percent of the vote, received a silver ranking. Chernoff says business owners were notified if there was a ranking and/or a tie in their category, and that it would be noted on the business's contract should they enter the promotional program with Consumers' Choice Awards.
Despite this, International Diamond & Gold-which opted to participate in the promotional program, while the others did not-ran radio spots advertising itself as coming in first and the others as second and third. Chernoff says he was unaware of the ads and would clarify the rankings with International Diamond & Gold.
Business owners who were unaware of the ranking process and promotional program policies were left with a negative impression of the program.
"They had come to us and said, 'Gee whiz, you won. You were the Consumer's Choice for the jewelry category. If you spend so much money on these packages, you can publicize that,'" says R. Andrew Johnson, president of the Diamond Cellar, whose company was initially listed on the "top award recipients" list under the jewelry category in the April media release.
"We asked for more credibility, ratings and rankings because we didn't want to get involved in anything that wasn't 100 percent ethical," he continues. "They were a little bit reticent to get into that, and we said basically we can't get involved in that because it didn't meet our qualifications for ethics and things."
Chernoff says the final rankings showed that International Diamond & Gold received the top number of votes, and the selection of the Diamond Cellar for the company listed on the first release was arbitrary-a situation he called "unfortunate."
"For the sake of clarity, I probably should not have released it as early as I did, but we wanted to get as much publicity as possible," he says. "Next year there will only be an announcement after the final tabulations are made and we know everyone's ranking."
In addition, Chernoff says he will not release winners names in the future, only the promotional program participants.
IDG president Uziel Haimoff says he also was skeptical of the program at first, but he participated at the highest level after talking with Chernoff, seeing the statistical rankings and learning that Consumers' Choice invested in excess of $50,000 in the independent survey.
"The concept is good for the consumer. It doesn't say the other people are no good. It highlights people the consumer felt were the best," Haimoff says. "Most people come to buy jewelry in a place they trust. In our case, it has been very positive along those lines. It gives people confirmation that they're in the right place."
How did the Consumers' Choice Award program fare financially last year?
Chernoff says the 1998 participation did not cover the $250,000 it cost to get the program started in Columbus, but declined to say how short of the break-even point revenues fell.
Chernoff says he was pleased, however, with the participation rate of nearly 50 percent.
"Typically the program sees a dramatic increase in participation as the community at large becomes more aware of the nature of the program," he says, noting that in Canada's major markets, participation is 70 percent or better.
In Columbus, Chernoff says, a 75 percent participation rate would pass the break-even mark for the program, which was supported financially here by business sponsor Eddy Rajczyk, president and co-owner of Columbus-based Lighting Unlimited Inc.
Rajczyk became involved in the program after he saw it in Canada and was impressed that the results were backed by a survey.
"The legitimacy aspect of that got me very excited about the program," he says. "It gives the clout and advertising power to go out and say, 'We're No. 1.'"
The Columbus Society of Communicating Arts honored Out of the Box Designs with three Awards of Excellence and an Award of Merit in interactive multimedia and an Award of Merit in visual communications logo/identity design.
The Ohio Job Creation Tax Credit Authority has approved tax credits for Advanced Bus Industries LLC to consolidate and expand operations in Delaware, for Tigerpoly Manufacturing Inc. to expand operations in Grove City and for Superior Production Partnership to expand operations in Columbus.
Whalen & Co. CPAs has merged with Mathless & Mathless CPAs Inc.
The Greater Columbus Convention & Visitors Bureau received a Middy Award of Excellence from the Ohio Association of Convention and Visitor Bureaus for its new promotional video, produced by Mills/James Productions.
The Dublin Convention & Visitors Bureau won the Ruby Award from the Ohio Travel Association for a magazine ad and a Middy Award from the Ohio Association of Convention and Visitors Bureaus for its 1997 annual report. Both pieces were designed by David Browning of Browning Design.
Ross Cleaners has received $60,000 in tax-exempt financing through the Clean Air Resources Center to install a new dry cleaning machine that reduces emissions by 75 percent.
The Associated General Contractors of Ohio has presented Build Ohio Awards to Corna/Kokosing Construction Co., for the Gothic revival style church it built in the Ohio Historical Society's Ohio Village, and to Construction Systems Inc., for the synthetic plaster system it used on The Longaberger Co.'s corporate office.
Gerbig, Snell/Weisheimer & Associates Inc. won 13 Awards of Excellence at the 1998 Rx Club Awards Show in New York City.
RMD Advertising won two national Communicator Awards for broadcast work completed on behalf of Worthington Mall.
A team of employees from Liebert Corp. has been awarded the Governors Award for Team Excellence in Manufacturing.
Commercial Movers Inc. has been awarded a bid to perform services in Tblisi, Georgia, in the former Soviet Union, for a branch of the U.S. State Department.
Team ITG has partnered with Time Warner Communication's Road Runner Business Solutions division.
Greencrest Marketing Inc. signed Columbus Community Hospital to its client list.
Profitworks Ltd. has added Macloud Financial to its client list.
The Prevention Institute has been awarded a statewide Prevention Exemplary Program Award from the Ohio Department of Alcohol and Drug Addiction Services for its Leadership Fellows Program.
Columbus Car Audio & Accessories has been named the exclusive dealer in Central Ohio for Alpine's Navigation and Information System.
The Piggly Wiggly grocery store chain has purchased a motor coach customized by Grandview-based Custom Coach Corp.
Mills/James Productions has introduced a mobile satellite service called World Link.
Vorys, Sater, Seymour and Pease has been ranked seventh in The American Lawyer magazine's national "1998 Associate Survey." Porter, Wright, Morris & Arthur came in at 43rd.
Intimate Brands Inc. has launched a new venture, Intimate Beauty Corp., in New York City to develop and build a portfolio of distinctive beauty brands.
Intra Corp has broken ground on new offices being built by Dublin Building Systems.
Bueter & Associates and Columbus Hardware Co. have signed lease agreements with National Realty Services Inc. Bueter & Associates is expected to occupy new offices on East Campus View Boulevard and Columbus Hardware has moved to West Third Avenue.
Michael L. Ball
vice president, Karlsberger Cos.
Years in marketing: 22
First job in this field: The firm [NBBJ] called it marketing, but basically it was lead generation, business development.
What I learned from that job: The whole ability to listen and assimilate the culture of the client and understand how the firm could best respond.
Biggest marketing project: I have worked on projects in the $200 million range both domestically and overseas.
Best response from a marketing campaign: The very first project I ever marketed was for a hospital in Cincinnati. The client asked all of the usual questions, which typically results in a huge volume of material in response. We boiled down our response to five pages. When I delivered that proposal response, the client just looked at me and he said, "Is this it?" and I said, "Yes. We knew you would be receiving volumes of information and that you have a short time to evaluate all of it and that brevity would be important." We did not get the job; we just, at that point, did not have the credentials. [But] that really launched things, because once we were short-listed for that project, others took us very seriously.
Hardest part about my job: I think the hardest part of the job is trying to get people who are so consumed with responsibility and time pressure to take time out to look at other options. I rely on other people to help me. I am a strong believer in relationship marketing.
What I like best about this profession: Being able to get to know people and to understand their point of view, their passion for what they're doing and bringing that to a service that we provide-problem solving that we bring, experiences that we bring.
Advice to other marketing professionals: I truly believe that winning this particular opportunity or job or prospect or client is not nearly as important as doing the right thing and ultimately that comes back and pays off.
Other honors: The Merle Robert Maffit Memorial Scholarship; the Herbert S. Balmer Award; and Soldier of the Year for the Ohio Army National Guard. I have recently been elected president of the Ohio chapter of the American Institute of Architects.
Nominated for this award by: Pete J. Kienle, director of marketing/business development for Moody/Nolan Ltd. Inc.
What his nominator says: "I often say, 'What would Mick do in this situation?' and that perspective helps me in my decision process. In short, Mick's innovation and leadership have helped write the book where none existed."
Sales associate, The Huntington National Bank
Years in sales: About three
First job in this field: My first job in sales was more customer service with Home City Ice Co.
What I learned from that job: I learned how to deal with people, and that people respond to someone who is nice to them and polite; to someone that is going to go the extra mile for them and someone who will do whatever they can to help.
Best sales year: 1998
Largest single sale: It is just a combination of many sales that added up to one amount. I've averaged over $300,000 worth of loans in the last five or six months. It's a lot of different customers.
Hardest part of my job: Time management and learning all the legal aspects of the banking industry while trying to increase sales. You have to know what you can do right now for the customer and what you have to do once the branch closes. There are some duties that have to wait until the lobby closes like telephone work, responding to people and paperwork for loans.
What I like best about this profession: I like being able to help people. There are so many products to offer, that there is a good chance to make a sale with every person you see.
Advice to other sales professionals: There is a potential sale with just about everyone you come in contact with. Keep that in mind, be helpful, nice and polite to every customer because that is half the sale right there. People won't respect your advice or recommendations if you don't care about them.
Other honors: Some little ones like gift certificates for opening the most accounts in a specific period of time.
Nominated for this award by: Andrew W. Livingston, district market manager and vice president of The Huntington
What his nominator says: "The Huntington recently introduced a new life insurance product line and Karl is the number one referral source for the product and has achieved the highest referral-to-sale ratio for the product."
personal financial counselor, The Huntington National Bank
Years in sales: About six
First job in this field: I was an account manager with Household Bank.
What I learned from that job: I learned a lot of things from that job like needs-based selling and customer service.
Best sales year: 1998. As of the end of November, I'd made $18,044,805 in our core products such as checking, savings, loans and investments. This is the most I've ever made.
Largest single sale: I pulled in just over $2 million with a construction company in May 1998.
How I got the sale: The man came in to close out an account. I started talking to him to find out why he was closing it. I found out that he was looking for another bank. We started talking and we went over the products and services we offered. We found out what he needed and matched it with the services we offered.
Hardest part of my job: The hardest part is that I do everything. In this [job] you have things changing all the time. [So] I do a lot of reading like the Wall Street Journal and other magazines. When you read the journals they keep you aware of what's going on. It keeps me on top of everything. We [also] have a lot of support here at The Huntington. We have ⊃ team leaders that do investments and I can turn to them if something becomes complex, and the same thing with the mortgage companies. You get a lot of support from them.
What I like best about this profession: I love my job because, whatever you do, it will have a major impact on someone's life. It's amazing to me and I love that.
Advice to other sales professionals: Listen to your customers. Even if they don't come in for a sale, if you service the customer properly ⊃ then, when they do need something, they are going to come back to you.
Other awards: There are a lot of Huntington awards that I have received [including] the Skippers Club award for the last four years. It recognizes people that make a certain dollar amount in investments. You have to have $1.5 million in investments to receive it.
Nominated by: Pat Santelli, senior vice president with The Huntington
What her nominator says: "Traci displays professional excellence and innovation by developing a financial profile of her clients, analyzing their needs and recommending a customized financial course of action."
residential sales team leader, Atlas Butler Heating and Cooling
Years in industry: 15
First job in this field: Atlas Butler
What I learned from that job: You have to have a lot of patience. Things will come in their time, not in your time. If you're somebody who wants instant gratification-with television and media [influence], we want things right away-that doesn't happen with sales.
Best sales year: 1998 [with] just over $1 million. I generally don't track year to year, but this has been the best income.
Largest single sale: Residentially, I'd say about $12,000 or $13,000. Commercially, probably about $70,000, for Sandy Wood, the owner of Wood Development.
How I got that sale: Just a buildup of rapport over several years. I started out with renovations. As he grew, our work with him grew.
Hardest part of my job: Staying focused so that outside influences don't interfere with what you need to do every day to be successful.
What I like best about this profession: The people. I love working with people.
Advice to other sales professionals: You have to hav e a desire to want to work with people. And it's very helpful to understand your product and feel comfortable not only with people but with the product. And don't be afraid to get a 'No.'
Other awards: Atlas Butler has awarded me several company awards. I also won with the Small Business Council several years back. Also Columbia Gas, American Electric Power and Carrier-I received a Top Achiever award. I've been the only one to come close to $1 million in residential sales for Carrier that's not the owner of a company.
Nominated for this award by: Phil Stevens, sales and marketing manager for Atlas Butler
What his nominator says: "He has combined his technical knowledge, his passion for customer satisfaction and an unsurpassed work ethic to become a nationally recognized sales leader ⊃ His annual selling volume is actually four times greater than the national average for sales people in comparable positions."
vice president and senior business specialist, The Huntington National Bank
Years in industry: In sales since 1988; business banking since 1991.
First job in this field: Right out of college I was a manager for The May Co. Department Stores in Cleveland.
What I learned from that job: Always know what's happening on the larger corporate level.
Best sales year: [Last] year. Almost a tie from '93, '94 and [last] year. About $16 million worth of loans and deposits.
Largest single sale: About a $3 million relationship.
How I got that sale: That sale was a referral from some attorneys in town.
Hardest part of my job: Just time management. It's not finding the business anymore. I try and have real good support staff. Without them, you spend all your time servicing instead of selling.
What I like best about this profession: Diversity. You get to see probably one of every type of business throughout any given year.
Advice to other sales professionals: Sell more. Everything else sorts itself out.
Other honors: I was elected president of the New Albany Chamber of Commerce for 1999. That was an honor. Internally, I won the Huntington Bank Business Banking Award for outstanding sales performance for the last four quarters. At Bank One, I was the No. 1 Small Business Administration lender for '94 and '95.
Nominated for this award by: Rich Smith, vice president/business banking manager, The Huntington
What his nominator says: "He is an expert at helping his clients identify their needs and then, in using his creativity to develop those solutions which fit both the needs of his clients and the bank."
vice president and senior business specialist, The Huntington National Bank
Years in industry: About 12 years in the banking industry; about 2 1/2 in the sales end.
First job in this field: This one.
What I learned from that job: We're in a real competitive industry and it's hard to differentiate yourself from your competitors. The only way to do that is through outstanding customer service.
Best sales year: [Last] year. There are about four different things we look for: loans, deposits, fees and other related banking financial services. Loans were $14 million in new loans. Deposits, probably about $3 million. Fee income, around $45,000.
Largest single sale: It was for a new customer to the bank: $2.5 million in loans and probably $750,000 in deposits and other related services [for] a large hair design group
How I got that sale: Persistence. It took about 15 months. Initially they were real happy with the bank they were working with and didn't see a need to talk with anybody else. But finally a little opportunity opened up, and by then I was established as a potential source for them.
Hardest part of my job: We're spread a little bit too thin. I like the sales side of my job, but the way we're structured we also manage the existing portfolio. I have a great account relationship assistant. She's been very instrumental in helping with the existing portfolio side, the everyday customer issues that come up, things that used to take two to three hours out of my day.
What I like best about my profession: It's very rewarding when you can help a business. A lot of times it's a family owned business, so you get to know the people on a personal level. It's rewarding to help them buy that building they've always wanted or get them a loan for expansion.
Advice to other sales professionals: You just have to take care of every need and be proactive in trying to identify customers' needs. It pays off in unbelievable ways through referrals. Look at your existing customers and make sure that they are king.
Other awards: The Columbus Countywide Development Corp. recognized me as the Women's Prequalified Loan Specialist of the Year (a loan program aimed toward women) in October . Within our group at the bank, we give out a Quarterly Sales Performance Award. I've gotten that the last four quarters in a row.
Nominated for this award by: Rich Smith, vice president/business banking manager, The Huntington National Bank.
What his nominator says: "He is the consummate consultative salesperson and is committed to fully understanding each and every need of his clients."
Resource One Computer Systems Inc.
vice president of marketing, Resource One Computer Systems Inc.
Years in marketing: About a decade now.
First job in this field: My first job was at NCR Corp. in Dayton. I was the creator, developer and writer of a college newsletter they used for recruiting.
What I learned from that job: Big companies have a lot of money to spend. I learned that after I got to a small company. That experience was also great fundamental exposure to marketing and communications for me. That was really my first exposure to target marketing and it was highly targeted. I felt like I had the best job in the world since I got to fly around the country to different schools where they were recruiting.
Biggest marketing project: I think Resource One continues to be the biggest. It's an ongoing project. When I came here six years ago, we had four people and $9 million in sales and every day we work on growing our people and our customers and our revenues. Statistically, today we're at 62 people and $35 million in revenues. It's a marketing project that never stops.
Best response from a marketing campaign: We do a lot of direct marketing with collateral materials like brochures. That's really the best way we get response. Because we're a small company, it's been my responsibility to make us look bigger than we are; to create very professional leave-behinds to project the image we want to have. Every time we send something out, a customer will respond about something-even if it's, "Gee, that's a neat brochure," or "I didn't realize you were a minority business." Even though we're a computer company, there's not a computer anywhere in our brochures. We focus on the people. They remember those things. We have Stampp [Corbin, the CEO] in there and he's eating. They like that casual, folksy approach to who our people are.
Hardest part about my job: Focusing in on marketing. There are so many things that go on in a small company, and because I'm one of the more senior people here, I wear a lot of hats. My project list is a half a mile long and a foot deep.
What I like best about this profession: I love the variety of projects. But that's also what I don't love-the exposure to so many different things and the inability to get everything done. I love seeing the way the technology is starting to drive our business. I've got a fun job, too. I'm not an accounting person ⊃ I get the sexy position. I get to do the cool stuff.
Advice to other marketing professionals: I would say know your audience, know your company, look for creative ways to get stuff done and always ask your suppliers to sharpen their pencil.
Other awards: Five Golden Screen Awards for Computer Advertising Excellence from the Computing Techn ology Industry Association
Nominated for this award by: Stampp W. Corbin, president and CEO of Resource One Computer Systems Inc.
What her nominator says: "Mary has taken the company from one with no marketing direction to that of an industry leader ⊃ She is an exceptional career woman, mother and philanthropist."
president, Antique Networking Inc.
Years in industry: Over 25. I've always had a foot in the door in the marketing aspect of things.
First job in this field: I worked for an advertising company in 1973-Kight Cowman and Abram. I was a production assistant.
What I learned from that job: I got the whole realm of how you take a product and get the word out.
Biggest marketing project: Probably The Limited when they were opening more stores in different areas in the mid-1970s.
Best marketing campaign: Banner advertisements for Internet advertising. On the Web you know the people are on the Internet and they will see your ad. You can also tell how many were clicked through to your Web page. I've been on the Internet since 1995.
Hardest part of my job: Probably hiring good people that know about the Internet and the antiques industry. A lot of things to do with antiques are on the weekends and, you know, who wants to work on weekends?
What I like best about this profession: It's very exciting and very fast paced. Every day something is happening.
Advice to other sales professionals: If they're not using the Internet to advertise, they should be.
Other awards: We received the Five Star Award from Z Best Sight, the Major Web Select Award and the Megellan Award. They are companies that check out different Web sites and look at them for ease of use and functionality. We also received the Distinguished Antiquarian award that is specifically for Web sites for the antique industry.
Nominated for this award by: Judith K. Kienle, principle of Kienle Communications
What her nominator says: "Kathy prepared and implemented an aggressive business plan which has resulted in building a successful business in less than three years. She has garnered the respect and support of five major antique show promoters in the United States ... [and] catapulted Antique Networking into every region of the country."
account executive, NEXTLINK Ohio
Years in industry: Seven
First job in this field: Digital Consulting. I would sell seminars and conferences to computer technology upgrades. Different computer and technology topics.
What I learned from that job: Persistence. Attention to detail. Respecting the time and the needs of those I speak with. And the value in communicating.
Best sales year: 1998. Gross should be about $1.8 million.
Largest single sale: $2.6 million, Kroger Co., in 1997.
How I got that sale: A lot of building rapport and a lot of relationship building.
Hardest part of my job: Probably just not having enough time in the day. You get really passionate about something and you could work on it all night. I try to prioritize a lot, constantly prioritizing things and writing them down. I make sure every day I go through that list and have gone through every item and make a resolution or make a contact, whatever it may be.
What I like best about this profession: I like the responsibility that you have to go out there, make the contacts and build the relationships, and that you're responsible for the way the market perceives your business. If you give a great presentation or build a great relationship, that customer sees your company through you. I like that my peers are so successful. I have great peers, great resources in my company-that's one of the major contributors to me enjoying what I'm doing.
Advice to other sales professionals: Don't look at sales as a short-term solution or short-term career. Look at it as long-term. Build the relationships and build the reputation because your reputation is what they'll see the company as. Look at it as a full career.
Other awards: I've won quite a few at my company. [In 1997] I was Salesman of the Year for Ohio. I was in the top five nationally. I won Salesman of the Month five times [that] year. [In 1998] I won Salesman of the Month five times [through November]. I think I was second in the national contest and won a trip to the World Series. I ranked second nationally in '98.
Nominated for this award by: Lisa Lawless, vice president of marketing for NEXTLINK Ohio and Jill Sweeney, senior account executive with Griffin Communications
What his nominators say: "He has been instrumental in landing several key accounts for NEXTLINK Ohio, including Worthington Schools, the Columbus Board of Realtors and the Blue Jackets ⊃ Dan's sales philosophy stems from his belief that success is dependent on building strong relationships."
Robert M. Roach
owner, Executive Planning Systems
Years in sales: 30
First job in this field: Agent for Northwestern Mutual Life
What I learned from that job: If people weren't in a position or didn't have the need at that time ⊃ I continued to keep in touch with them and cultivate them and let them know I had a sincere interest in what they were doing.
Best sales year: I've been very fortunate in that every year has been a little bit better than the year before. My sales volume is in excess of $10 million a year.
Largest single sale: I've been able to help some medium-sized businesses fund some very large business agreements and nonqualified retirement plans. The premiums have been in excess of $100,000. Some of my larger clients are Saturn of Columbus, Elford Inc., Escape Enterprises Inc. and Countrytyme Development Co.
How I got my largest sale: My largest sale ever came about by staying in touch with the prospective client and providing the service that the company needed all along the way. When the opportunity for the company to install the benefit plan arose, they turned to me because they knew I had the knowledge and the interest in their company.
Hardest part about my job: Effective time management and delegation. I have two staff members and have tried to utilize them through delegating service work and marketing so that I'm able to exercise my unique ability and not spend time on those things I'm not particularly good at.
What I like best about this profession: I like the fact that when I make a sale, I'm truly helping other people.
Advice to other sales professionals: Get involved in their communities through civic and community organizations and also be active in their professional organizations. Active involvement in these organizations is good for networking, and it allows other people to see the quality of person that you are.
Other honors: Qualifier for 26 years for the Million Dollar Roundtable [an award for life insurance professionals]; the Outstanding Achievement Award by the Columbus Life Underwriters Association; Chartered Life Underwriter of the Year by the Columbus Society of Chartered Life Underwriters and Chartered Financial Consultants
Nominated for this award by: Larry V. Carlson, general agent for Northwestern Mutual Life
What his nominator says: "Bob is a leader in our industry and has given generously to our community in a variety of ways."
Choose the one response to each statement that best describes your organization.
1. Our hiring process involves:
(a) one interviewer with the authority to hire staff.
(b) two or more people directly related to the reporting chain.
(c) response (b) plus pre-screen testing.
(d) response (b) plus interactive software tutorials.
2. New associates are trained using:
(a) a procedures manual.
(b) the shadowing technique.
(c) a standardized method with frequent milestones and supervisors as mentors.
(d) interactive software.
3. Our employees are held accountable to:
(a) their direct supervisor.
(b) their department.
(c) their work teams.
(d) themselves and the company owner or president.
4. What my company values most in an employee is:
(a) hard work and punctuality.
(d) the ability to deal with constant change.
5. My companys culture is:
(a) highly structured with established practices and procedures.
(b) stable, but allows for self-expression.
(c) aware of each individuals career path and goals.
(d) very flexible and entrepreneurial.
6. My company rewards outstanding performance most often by:
(a) publishing employee names and pictures in the company newsletter.
(b) awards and recognition programs such as Employee of the Month.
(c) performance-based incentives.
(d) stock options and bonuses.
7. In my company, organizational planning and problem-solving involves:
(a) upper management and chief officers.
(b) supervisors and team leaders.
(c) line staff and end-users.
(d) all of the above.
8. Changes in procedures are communicated to all staff:
(a) after they have been fully developed and tested.
(b) after they have been developed, then supervisors assist with testing.
(c) after the need for change has been identified, then line staff and supervisors develop and test the changes.
(d) after problems occur, then all staff members study the problem and develop and test the changes.
Give yourself 1 point for each (a) response; 2 points for each (b) response; 3 points for each (c) response; and 4 points for each (d) response.
What It All Means
8 to 12 points:
Your company is probably a good fit for the generation of workers called matures. Also known as the silent and G.I. generations, this group was born between 1909 and 1945. They were raised during tremendous upheaval in Americas history. They witnessed the Great Depression, World War II and the emergence of the U.S. as a superpower. They espouse traditional values such as self-denial, hard work and obedience to authority. They value money and leisure time as fruits or rewards of their hard work.
Organizationally, matures value structure, a clear definition of acceptable and unacceptable behavior, published policies and established practices and procedures. Businesses whose cultures lend themselves to doing things by the book will find a good match with members of this group.
Sources for recruitment:
- Forty Plus of Central Ohio, 297-0040
- Senior Employment Program, AARP Foundation, 252-0120
- Employment for Seniors Inc., 228-2915
13 to 20 points:
Your company is probably a good fit for Baby Boomers. Born from 1946 to 1964, Boomers are the most plentiful and influential members of todays American society. They were born during times of great prosperity and postwar economic boom. This created a presumption of affluence not witnessed prior and allowed time for self-examination and personal gratification. This gave rise to the sex, drugs and rock-n-roll me generation. Assumed prosperity was so prevalent that almost all American values were examined, revised and reinvented in equal opportunity ways.
Boomers value social justice, equality, equity and the opportunity to express themselves through the work they do. Organizational cultures that value creativity, healthy rebellion and social consciousness can expect superlative efforts from Boomers.
Sources for recruitment:
- Forty Plus of Central Ohio, 297-0040
- Vietnam Veterans of America, 228-0188
21 to 28 points:
Your company may find Generation X to be highly productive and engaged employees. Xers, born from 1965 to 1978, have been dubbed by some as the Why me? generation. They are the first latchkey generation to enter the work force and have witnessed instability in both economic and political arenas. Left with the legacy of societal challenges sparked by the Boomers, this generation has also watched corporate downsizing and restructuring yield anything but rewards for loyalty and longevity of service with large companies. This, coupled with the warp-speed explosion of MTV, the decline of Social Security and the advent of AIDS has left many Xers with the common characteristic of fierce independence.
Most Xers possess a strong work ethic (they view work as a practical necessity to support the lifestyle they wish to lead), but a free agent perspective when it comes to organizational loyalty. They will choose a balanced private life over work and are extremely pragmatic. They excel in environments where individual accountability is highly prized and continually supported. Organizations or business owners who do not walk their talk are quickly dismissed by this group as being underhanded or full of false promises. Xers were taught the art of rebellion by their Boomer parents, but will stick around if choices and/or flexibility are used to meet business goals.
Organizations with highly participative decision-making and improvement processes will attract an abundance of members of this generation.
Sources for recruitment:
- Center for New Directions, 227-5331
- Columbus Works Inc., 224-8009
- Eastland Career Center, 836-4541
- Area colleges & university adult education programs
- The Internet
29 or more points:
Your company is ready to embrace the Millennial Generation. Millennials, born after 1979, are completely comfortable with addresses that exist only in cyberspace, never having used an LP album and not being entirely sure what The Love Boat was. Although their work habits are only starting be studied and codified, most trendwatchers predict that this generation will learn to thrive in the ambiguity of todays business world like no generation before them. Millennials are practical and fast thinkers. They are quickly bored or frustrated by environments that do not provide opportunities for a variety of assigned tasks and the use of technology to complete them.
Sources for recruitment:
- City Year Columbus, 224-9569
- Columbus Employment Consortium, 645-6686
- Employment Opportunities Continuum, 294-6227
- Lets Start A Career, Greater Columbus Chamber of Commerce, 225-6082
- Read & Achieve, 645-7862
- Youthbuild Columbus, 337-9718
- Local vocational and public schools
- The Internet
Pop quiz author Elizabeth Dennis is the owner of Corporate Clogbusters, a Delaware-based human resource management firm. She can be reached at (740) 368-9139 or firstname.lastname@example.org
In the early 1990s, the health care situation at Sanese Services faced a grim diagnosis.
An aging work force with health problemsmany caused by smokingwas sending the companys medical claims through the roof.
Here it is 1991, health care costs are rising, profit margins are reducing. Weve got to get a handle on our health care costs like any other costs we would have, remembers President Ralph Sanese Jr.
In fact, by 1993, those medical claims were on pace to top $3 million. To avert financial troubles at the companyand avoid the risk of having to halt benefits for employeesSanese took drastic measures. By prohibiting smoking at the company, instituting wellness programs and bringing a doctor on site every week, hes managed to reduce health care claims by nearly 50 percenteven while his work force grows.
Assessing the patient
Growing up in the family business, Sanese remembers huge ashtrays on desks and smoke-filled conference rooms.
It was common to walk out of there and I could hardly breathe, he says.
In 1993, the company took the first step toward a healthier work force by prohibiting smokingbut only after telling employees why. At company meetings, he showed them how nearly 80 percent of the companys health care dollarmoney that could have been returned to employees as profitswas used to treat circulatory problems.
We had to change a whole culture of people who were unhealthy, he says, pointing out that the vending and catering company got its start in 1946 by selling cigarettes.
Sanese also began working with Dr. Stephanie Cook, medical director for the Ohio State University Department of Emergency Medicines Tailored Health Care program, recently renamed Prompt Care Plus.
Her first move was to survey employees and develop programs to help resolve the leading problems, such as hypertension, inactivity and high cholesterol.
In one year alone, she referred 88 patients to primary care physicians for various problems, found 20 new hypertension patients, one of whom had an inflammation of the heart lining, and diagnosed five new diabetics. Of 16 people found to have high cholesterol, 12 were brought within normal limits simply by following her advice regarding changes in lifestyle habits, while four required medication to correct the problem.
Cook now visits Saneses North Columbus headquarters weekly, wandering among employees in every department, including office, warehouse, kitchen, distribution, customer service and accounting, to talk to them about their medical needs. She and nurse Ruth OBrien-McMullen provide tetanus and flu shots, diagnose and treat existing problems such as colds or coughs, refer employees to specialists and test cholesterol and blood pressure.
Included in Sanese Services wellness programs are exercise classes and smoking cessation courses, immunizations, mammographies, hearing tests and a once-a-month massage therapy day. Most programs are free to employees.
Julie Russell, a dining service specialist at the company, found out first hand the benefits of having a doctor at the company.
One morning before work, she became paralyzed with pain and could barely lift her arms. By the time she got to work, she was nearly crying. The massage therapist, Ritah Clark, was in that day and helped Russell recoverand stay at work.
I never considered going straight to my doctor, Russell says. I knew Dr. Cook could help me right here and I knew I wouldnt have to miss work and didnt have to pay my $20 co-pay.
We are not to take the place of primary care physicians, Cook points out. The problem is, employees cant get to them. We provide a bridge to carewe deal with things that can be dealt with quickly, but get people into the system as well.
On the road to recovery
Sanese knows hell have to continue the wellness programs to keep reaping the benefits. Of his 1,100 associates, nearly 60 percent are older than 40. Hes also seen how the program has paid off as nearly two-thirds of his work force actively participates.
He also believes he, himself, must help employees understand the reasoning behind the changes and lead by example. For instance, he watches what he eats since Cook suggested he take a cholesterol-lowering medication, and he often meets with managers off-site in a location where they can exercise.
Sanese invests approximately $3,000 a month in programs provided by Cook and has brought the companys annual medical claims down to $1.6 million. According to a study Cook conducted of the 1996 program, the direct costs of her serviceshad employees sought them elsewherewould have amounted to more than $80,000 a year for Sanese, and lost wages would have exceeded $39,000. Sanese provides incentives, in the form of health care benefit discounts, to employees who commit to healthier lifestyles through, for example, smoking cessation or regular exercise.
We cant force this on employees, says human resources director Judy Elliott, but we can get information in front of them so they can make the right decisions themselves. For more information, contact Dr. Stephanie Cook of Prompt Care Plus at 293-2054.
Joan Slattery Wall is a reporter for SBN.
Steven M. Weiler has been elected president of the Archer-Meek-Weiler Agency, succeeding his father, Alan R. Weiler, who will continue to play an active role in the company as chairman. With 90 years of experience behind Archer-Meek-Weiler Agency and the dedication of the current staff, I am confident about successfully leading the agency into the next century, the younger Weiler says.
The law firm of Squire, Sanders & Dempsey LLP has elected Mimi Dane as partner in the Columbus offices litigation practice group. Mimi truly represents the values and ideals upon which our firm is based, says managing partner Alex Shumate. Dane received her law degree summa cum laude from The Ohio State University and holds a masters degree in English literature from Western Michigan University.
Richard Goldberg has been named a law partner in the firm of Scott, Scriven & Wahoff LLP. He has been with the firm since its inception in 1995. Goldberg received his law degree from The Ohio State University and is a board member of Columbus Light Opera.
John P. McConnell, chairman and CEO of Worthington Industries, has been elected to serve as first vice chairman of the Greater Columbus Chamber of Commerces board of directors. The board has also elected the following new members: Kathy H. Jones, senior vice president and general manager of Honda of America Mfg. Inc.; Dwight Smith, president of Sophisticated Systems Inc.; Audrey Weil, COO of CompuServe Inc.; John Ensign, president of Ruscilli Construction; and Valeriana Moeller, president of Columbus State Community College.
Richard E. Jacob, chairman and CEO of Prescott, Forbes and Associates, has been elected chairman of the Small Business Council, an affiliate of the Greater Columbus Chamber of Commerce. He will also serve as a representative to the chambers board of directors.
Retired HMS Partners Ltd. Vice Chair Paula Spence has received the Greater Columbus Chamber of Commerces Columbus Award for her business success and community service.
Dublin-based PeopleServe Inc. has hired Scott Macomber as executive vice president and CFO and Ric Hughes as vice president/controller. Macomber previously served as senior vice president, CFO and treasurer for Vitalink Pharmacy Services Inc. in Illinois. Hughes came to PeopleServe from Ernst & Young where he was senior manager of the Columbus office.
Franklin Universitys board of trustees has elected James Kunk, president of Huntington National Banks Central Ohio region, as chairman. Kunk, who has been on Franklins board since 1994, replaced William Bennett of Bank One in the chairmans role.
The Sales Executive Club has named its top five Distinguished Sales & Marketing Award winners. They are Michael L. Ball, Karlsberger Cos.; Dan Lappin, NEXTLINK Ohio; Mary Jobe, Resource One Computer Systems Inc.; Kathy Kamnikar, Antique Networking Inc.; and Robert M. Roach, Northwestern Mutual Life.
Newark-based MedBen has promoted James A. Weisent to vice president of planning and development. Weisent, who has been with the health and life insurer since 1992, previously served as director of technical services.
TRANSMAP Corp. has named John Gabel vice president of operations and John Gouskos vice president of marketing. Gabel joined TRANSMAP from Information Dimensions and Gouskos previously worked at Sterling Commerce.
Sandra M. Morckel has been promoted to vice president of Hodge, Cramer & Associates, a professional fund-raising consulting firm in Dublin. Morckel has been with the firm since 1996 and has raised more than $15 million in philanthropic support throughout her 10-year career in the field. She is currently managing $30 million in ongoing capital campaign projects.
G. Edward Alting has been promoted to associate principal at Moody/Nolan Ltd. Inc. He has been with the Columbus-based architectural and engineering firm for 11 years.
As part of the development of a new management team, Mansfield Plumbing Products has hired Larry D. Curran as vice president of finance and CFO. Other management changes at the company include the promotion of Ted Catino to vice president of operations/technical support and the hiring of William Hathaway as vice president of operations, Larry Rohs as vice president/general manager of acrylic operations, David M. Pete Kirkpatrick as director of wholesale sales, Jack Salvato as director of marketing, Kevin Oak as director of operations for the companys manufacturing facility in Perrysville, Larry Waldruff as director of supply chain operations and David LaRue as director of information services.