"It is expensive to hire people, and it is even more expensive to fire people," says Bethany Davin of Ross Innovative Employment Services. "It doesn't matter if you are paying them $5.15 an hour or $65,000 (a year), it is still expensive."
But Davin has what many business owners are seeking -- people, the bulk of whom are women -- to fill positions.
"We have 60 to 80 ex-welfare recipients a month who will be looking for work," she says.
Ross is an employment service provider contracted by the Cuyahoga County Department of Work and Training to create programs that help former welfare recipients land permanent employment. Its Transitional Jobs Programs allows employers who participate to receive 100 percent of the wages paid to the worker-- $6.50 to $10 an hour -- for the first 90 days of employment or to enact the Work Opportunity Tax Credit that provides them with tax credits for hiring and keeping welfare recipients.
"The wage subsidy is an incentive for the employer to retain an employee, typically entry level and obviously hard to retain in general," says Davin, the transitional program director. "This program is specifically geared to people who have hit time limits. We are dealing with clients who are prepared to work full time. The jobs need to be a minimum of $6.50 an hour."
Too good to be true? If the wage subsidy is not interesting enough, Ross offers employers immediate case management of any issues or problems that keep new hires from either getting to work or being able to do the job they were hired to do.
Davin says this is crucial.
"Most of the things that we talk about here are the things that employers don't have the time or the energy to address with the employees," she says. "I think of this as a triangular relationship between ourselves, the providing agency, the customer, who is the former welfare recipient, and the employer."
Everything from transportation and earned income tax credits to basic business behavior is discussed.
"The employer can feel comfortable in knowing that when those things come up, then those things have already been addressed," Davin says.
To qualify for welfare benefits, a person must be a custodial parent. That means that close to 95 percent of welfare recipients are women. One of the most common barriers to retaining steady employment is finding day care, something Ross takes an active role in.
"We help them develop that initial plan and help develop the contingency plan," Davin says. "Most day care contingency plans don't include commercial day care. It is friends, neighbors or a church group. It is talking through that plan that we help with."
Ross acts as an intermediary between the former welfare recipient and the employer.
"We will sit down with an employer and try to understand their needs," she says. "We want to talk extensively about the application procedure so we know what that is and whether there is a criminal background check, a drug test or if there a requirement of a GED or high school diploma."
For employers, Ross offers prescreening services.
"Obviously, we know significantly more about our customers than an employer can ever know at interview time," Davin says.
Davin's clients range from the highly skilled -- some with extensive computer training -- to those with no college experience and a GED.
Ross' program is a free service for the employer and saves the enormous expense of advertising for and recruiting entry-level employees. Business owners can recruit prospective employees by guest speaking, interviewing at the Ross offices or having resumes sent directly to the company.
The employer qualifications for the program are relatively unencumbered. The position must not be open because someone has been fired or because of a violation of union agreements. It must pay between $6.50 and $10 an hour and be for a minimum of 35 hours a week.
Davin says studies have found that welfare-to-work programs generally yield better retention results than a conventional employee search.
"About 72 percent of the welfare recipients find employment at $7.31 an hour on average for 38 hours a week," she says. "After 270 days, approximately 68 percent are still employed." How to reach: Ross Innovative Employment Solutions, 216-431-9605
Kim Palmer (firstname.lastname@example.org) is managing editor of SBN Magazine.
No doubt you've noticed how much your utility bill has skyrocketed.
It's due, in part, to the ongoing efforts of natural gas deregulation that began in the Reagan era and culminated in the early 1990s when natural gas futures started trading on the NASDAQ.
Before deregulation, utilities companies artificially set prices, and only larger gas end-users negotiated price breaks.
"It was an old boys' network. Those with good plans saved money, and smaller companies bore the brunt of the risk," explains Kenneth Rasmussen, account manager for Armarata-Hess, a natural gas production, distribution and marketing company.
Things have definitely changed in the last few years.
"Natural gas contracts have become more like futures," Rasmussen says.
And the best laid plans of lower cost and competitive prices were stymied by a lack of utility infrastructure growth, cold winters, hot summers and a generally volatile stock market.
"It's a tricky market right now," he says.
Conventional wisdom -- as well as traditional market indicators that have allowed businesses to gauge when to buy natural gas contracts -- have taken a back seat to conservative long-term planning.
"That 'just give me a number' attitude is disappearing," Rasmussen says. "What they are finding is that the lowest cost now does not always mean you will pay less in the long run."
There are seven variables that drive the natural gas market.
"The first, needless to say, is weather," Rasmussen says. "It is a double-edged sword. Both winter and summer impact it."
Storage is another variable. Typically, gas is funneled into storage during the summer months to supplement needs on peak winter days. Private storage companies use this peak demand to raise prices and generate profits.
Basic supply and demand affects prices, as well.
Unseasonably warm or cold weather, coupled with a strong economy and a drop in production, has proven that the old laws of supply and demand do, in fact, work. That's where the market as a whole factors in.
"It is a natural phenomena that if the market gets to a certain low point that investors will step in and buy the contract if they see opportunity to invest and make money. It is like hedging your bets on buying gold contracts," says Rasmussen.
Recently, the market has seen some of the highest rates of volatility in history, with swings both up and down. Prices have fluctuated from the $2 range to more than $10, and these fluctuations affect the overall long-term price. Rasmussen says he is not overly optimistic about the future.
"Right now, we do not see volatility disappearing," he says. "We are going to see dramatic price swings both upward and downward, probably for the same 18 to 24 months, based on storage, demand and weather."
Current and future prices also affect the market.
"It's kind of an emotional issue," says Rasmussen.
He likens it to people's reaction to gasoline prices. After paying $2 a gallon, anything less seems better.
Now that everything has changed and prices are high, what can a business do to hedge its costs when buying natural gas? In today's market, Rasmussen suggests rethinking the way businesses purchase utilities.
"It is a changing market out there, and it causes people to re-evaluate how they are doing things," he says.
Strategic planning and careful consideration of market indicators and price tolerance are key. The amount of risk any business owner takes needs to be based on the how much of the product cost is derived from energy purchases. Rasmussen uses recent events as an example of how trying to play the market can backfire.
"In 1998, natural gas prices dipped to their lowest point in five years, and people thought it was going to get lower in the summertime," he recalls.
What actually happened is that the price went from $2.51 to $9.97 in nine months and the market hasn't seen prices dip like that again.
The scenario can be complex, depending on the specific needs of each company. However, Rasmussen says, a strategic plan can be developed to hedge against rising prices.
One option is to set margins in the market. The margin has triggers to buy at both the high and low ends of what a company wants to pay. Triggers hedge against high prices, while allowing a business to work within a preplanned budget.
"They will probably not get the absolute lowest price in the market, but what they may get in the long run will beat the market 80 percent of the time," Rasmussen says.
What is probably the most profound difference in the natural gas market today is that the end of summer season prices are the lowest of the year. Recently, business owners who waited to buy gas until the summer, "thought that prices are lower in the summertime, and historically, they were; before 1997 it worked out financially."
But with hotter summers, more air conditioners and different market conditions, that is no longer true.
Another method of watching energy costs while getting a manageable price is to buy contracts in percentages. Taking into consideration a client's short- and long-term objectives, and current and future market indicators, Rassmussen sometimes suggests buying energy contracts in part.
"If somebody is using 20,000 units a month, we will buy one-third for that month at the current price, then buy another before the winter if we were worrying about prices rising, while leaving the last third open in case the market drops lower," he says.
The key is careful analysis of the market and setting triggers so a business is not caught at the end of an upward price swing.
"We re-evaluate (market prices) every day," Rasmussen says.
Whatever approach you take, there's no overemphasizing the importance of a long-range plan.
"Plan further out because you have more time for all of these market fundamentals to play into your hands," Rasmussen says.
In some cases, that means buying contracts two, three or even five years out. Historically, even a contract of 18 months was deemed too long, but that seems to be changing.
"From the conversations I have with more and more of my customers, they are not afraid to get into long-term contracts," Rasmussen says.
And why not? With no end in sight for market volatility, your business simply cannot afford to get caught short-sighted. How to reach: Armarata-Hess, (440) 461-3523
Kim Palmer (email@example.com) is managing editor of SBN Magazine.
The heyday of businesses offering HMO and other 100 percent coverage plans may be coming to an end.
A recent study by Aetna found that in the case of gatekeeper plans, only 1/2 to 1 percent of referrals were denied, while the cost of administration was substantially more than it was for alternative plans.
"What we are seeing is a trend in our industry right now that is getting away from the 100 percent coverage and using different mechanisms to cost share," says Kevin Lurie, president of Progressive Benefits, a 10-year-old health insurance company based in Beechwood.
As it is, health care is the most expensive of all employee benefits. Add to that the fact that the marketplace is seeing a 15 to 20 percent renewal increase annually, and you have a lot of companies struggling to provide comprehensive benefits and control costs.
With the economy still mired in a downturn and health care costs rising, Lurie suggests customizing benefits so that any extra costs are distributed to significantly affect only a small percentage of the group.
"If the company can't afford (a rate hike) they can either pass it on to the employee or they can change the benefit," he says. "If they pass it on to the employee, everyone pays whether they use it or not. If you redistribute some of the cost through co-pays, then you only affect the 10 to 20 percent that really use it."
Businesses can achieve this by shopping around for the right plan and customized benefits. Lurie suggests structuring a plan that includes increases in co-payment and hospitalization costs.
"If you were on a 100 percent plan with a $10 office visit and then changed it to a $250 deductible, and a 80/20 co-pay, a company could save around 12 percent," he says.
In fact, office visits make up 80 percent of all claims; hospitalization makes up only 20 percent of claims but represents 80 percent of all costs. Therefore, an increase in hospitalization co-pays means only a minimal cost increase to the employee.
Add to that a savings of 5 to 6 percent as a result of changing the prescription card from a high level to a low level plan and renewal costs are controlled without significantly raising monthly payments for the employer.
Other options include employers offering two different plans. An employee can pay for minimal coverage or buy-up for more comprehensive coverage.
The problem is that changing health care can affect employee morale. Employees today are acutely aware of their benefits and any changes that affect them. Lurie suggests the best plan is to consider the demographics and the history of coverage when deciding to make a change instead of choosing the lowest priced plan.
"You can have the cheapest plan possible, but if you don't design the plan, you will be jumping companies every year chasing the lowest dollar," he says.
Presentation and honesty are also important. Employers must make it clear that they are sharing the cost of benefits, even if the employee is paying more out of pocket. In the end, Lurie says health care benefits work in the employees' favor.
"If you get an $80,000 heart surgery and it costs you a couple of hundred dollars in co-pays and hospital visits, it is still a good deal." How to reach: Progressive Benefits, (216) 464-6200
Kim Palmer (firstname.lastname@example.org) is managing editor of SBN Magazine.
"Three-hundred trucks were lost in New York," says Cole, and there was a rush to replace these vehicles.
"One of our customers, S &S, donated nine trucks, and we are very proud to be one of their suppliers," he says.
The gravity of the situation was not lost on this CEO, who is a Vietnam vet and former member of an elite Special Operations military group. After years of service to his country, Cole in 1976 moved to Ohio to begin his business life.
Running a business was not that different from his military training. As a result of his past, Cole leaves little to chance.
The growth of his company included the meticulous planning and subsequent building of a 17,000-square-foot facility in Berea. The building and the land surrounding it is designed for expansion. According to Cole, a new employee could join the company and be in place in minutes.
"We can grow the company without changing anything," he says. "Everything is in place, we have everything ready to go. It was all part of the plan."
Since 1976, the company has grown consistently. In 2001, regional offices were opened in Chicago, Houston, Denver and Lawrenceville, Ga. Cole believes it's important to have a regional presence and be there for customers and suppliers.
"While everyone else is concentrating on the Internet and Web sites, we still believe in that face to face with the customer," he says.
NOSHOK is the No. 2 supplier in the emergency vehicle industry and the forerunner in the growing coal methane gas industry. Cole expects to be No. 1 in both those industries in the next few years, but he's a firm believer in manageable growth.
"You should always look before you step," he says. "We are very satisfied with growing the company in the 15 percent area for the last 15 years. Slow, methodical growth is healthy." How to reach: NOSHOK, (440) 243-0888 or www.noshok.com
The tacit rule used to be that family problems and emotional problems were things employees were expected to deal with on their own. But a new awareness of the effects these problems have on productivity and health care costs has forced the issue to the forefront of employer-employee relations.
"According to studies, businesses lose approximately 550 million working days a year, and 54 percent of those absences are stress-related," says Laura Darcy, executive business director at the Center for Families and Children (CFC). "The estimated costs attributed to workplace stress in 1990 was $43.7 billion."
The bottom line is that stress and its symptoms, regardless of the cause, cost employers money. Couple absenteeism and lower productivity levels with increased health care costs, and you have a lot of employers looking for affordable mental health services.
The CFC has offered such services -- called Employee Assistance Programs (EAPs) -- for two decades, but has recently expanded the scope of the program's mission. The CFC's program, Employee Assistance Services (EASE), includes all the sticky and time-consuming issues employers don't usually want to deal with.
EASE assists businesses in dealing with personal issues, including but not limited to short-term psychiatric evaluation, legal and financial counseling, and elder and child care resource and referral.
One of the goals of EASE is to help manage health care costs by reducing both mental and physical insurance claims. According to a study of 46,000 employees in The Journal of Occupational and Environment Medicine, 18 percent of those who said they were highly stressed had medical claims costs more than 40 percent higher than those who said they were not stressed. The cost of claims by depressed employees -- 2.2 percent -- averaged 70 percent higher than for those without depression.
Programs like EASE, once thought of as a nice employee benefit, have become as big a plus for employers as for employees because they prevent additional, costly insurance claims. Darcy points out that a 1990 Department of Labor study reported that, "For every dollar they invest in an EAP, employers generally save anywhere from $5 to $16." How to reach: Center for Families and Children, (800) 521-3273
But even companies like USB Corp., a biotech company that sells products involved in DNA sequencing and genetic analysis, find it's important to spend resources marketing its highly technical products. We won't be seeing the Polymerase Chain Reaction (PCR) frogs during Super Bowl halftime but that doesn't mean scientists don't appreciate creative promotions and a good deal.
Because of the nature of their customer base, most biotech companies have had an Internet presence for a while.
"Our customers were the very early adapters to the Internet," says Diane Petro, marketing communications manager for USB.
Adds USB's marketing director Michele Paris, "They were there years before the mainstream, to do research. And the computer is their preferred way to communicate."
So the question for USB wasn't whether to use the Internet but how to use it.
Because of the niche products it sells, the company has been able to pinpoint its customers, many of whom are younger academics just out of school, often with limited lab experience. Keeping that in mind, technical assistance and product description are important aspects of its site.
"Our customer base is highly skilled but there is not a lot of hands-on training," says Paris, adding that even though the products are complex, the instructions on how to use them must be simple. "Our Web site is a lot more user-friendly than our competition's. Our customers get the information they need; they don't have to jump through hoops."
With so much money involved in research and development, you might not think bargain shopping is an issue, but with an increase in the amount of genome research and the competitiveness of any scientific funding, it is becoming more of a selling point.
"Innovation and quality are two drivers, but prices have grown in importance," says President and CEO Michael Lachman.
USB's clients know a good deal when they see one. According to Paris, USB's "order online and get a free T-shirt" promotion has been quite popular.
"One thing we know about our customers, they wear a lot of T-shirts," she says.
If not in need of clothing, there is always the "get a coffee mug with your PCR enzyme" promotion. The quality of these product is paramount, but let's face it -- you can always use another T-shirt to go under your lab coat.
Lachman says only 5 percent of orders are placed online, but online orders aren't the only measure of success.
"There has been an increase in the number of user sessions and protocol downloads -- how to use the product," Lachman says. "For us, that is the lead indicator of our success. We are more pleased with the interest in the company. We are not measuring returns on the number of orders."
"We have grown in online users, but it is the number of user sessions and the protocol downloads -- those are the important indicators. We are more pleased with the interest in the company." How to reach: USB Corp., (800) 321-9322 or usbweb.com
This is especially true for manufacturers, which often get hit the hardest during a recession.
"Leadership is critical," says Dick Zalack, president of Focus Four/Results Plus, a strategic planning and management coaching firm. "One of the most difficult things a business owner must do is give up the rowing and start steering."
It happened at LTV as the steel maker spiraled to the ground and it happens at other, more fortunate, manufacturers when they find themselves negatively affected by economic times.
Sometimes, says Zalack, it's just time to re-evaluate the state of leadership in the company and, if it's found lacking, determine how to improve it.
You can do this yourself, he says. Simply examine what your role as leader is in your organization and determine if you're "doing business or building one."
"There is a difference between directing and delegating," says Zalack. "As business owners you have to spend time steering labor … (planning for the future) and less time rowing (selling and producing)."
And, if a leader isn't in there, with shirtsleeves rolled up, managing the details, what can be done?
"There are three parts to leadership," Zalack explains. "To create vision, to create a team, and to create opportunity in terms of sales."
Vision and creativity are crucial, Zalack says. But it's just as important to keep focused on your approach to leadership within your company.
"Only those things that make you money, that comes from your skills and input, should remain your responsibility," he says.
That means the actual manufacturing process should be left up to your staff and employees. Overseeing the big picture and determining your company's path should you be your job. It sounds simple, Zalack says, but for many hands-on leaders it is one of the hardest things for a manager to execute.
How to reach: Focus Four/Results Plus, (330) 225-0707.
According to the literature on IBM's Web site, you can, "store your file and then tuck the compact 8MB USB Memory Key away in your shirt-pocket or attach it to your key ring." The key ring is 12 x 25 x 100mm and can download a lot in a small amount of time, 700bps to be exact.
Like much of the new technology out there, this device opens up a whole new can of worms when it comes to corporate espionage, intellectual property and trademark/copyright issues.
"With this technology, someone can walk out with a lot of information and wave to the security guard with the key chain full of company secrets," says Joshua Marks, associate attorney at Arter & Hadden LLP. "Technology is driving the law. And technology moves faster than the law."
With key chain size data storage devices, MP3 technology allowing anyone to download copyrighted material and cable modems providing unfettered accessibility to unprotected networks, technology is making it easier than ever to break the law.
"The growing trend we are seeing in our practice is employee theft," Marks says. According to a study by the American Society for Industrial Security, financial losses resulting from intellectual property theft and misappropriation were a whopping $63 billion last year.
There isn't much a company can do about the fast pace of technology, but there are a few things that can be done to protect a business' most critical information.
First, understand what constitutes a trade secret. Marks explains that trade secrets are information that is not "within the realm of general skills and knowledge" and would not be "readily duplicated without involving considerable time, effort or expense."
When deciding what to protect, Marks suggests keeping some things in mind.
* To what extent is this information known outside the business?
* What is the value of that information to the business?
* How easily could someone outside the business acquire or duplicate this information?
Once a business knows what its intellectual capital is, policies and security measures need to be evaluated and revised. Ask the following questions:
* What information should not be available to download?
* Who should have access to what information?
* What information leaves the office on unprotected laptops or over the Internet?
Simple policies like mandatory locks and passwords on laptops, confidentiality agreements signed both at the initial employment and at exit interviews go a long way in protecting what information employees have access to.
"Just things like visitor badges, restricting access and marking things confidential help," Marks says.
Fortunately, technology has created some cutting edge espionage prevention measures. There is encryption technology to prevent outsiders from reading sensitive materials and new pixel location software that will give the whereabouts of anyone opening a file. Many firms also plant false information that alerts the business whenever proprietary customer lists are used or patents copied.
As always, the best way to deal with property theft is to prevent it. That's because, as Marks admits, "In many cases employee espionage is tough to prove." And with the FBI reporting more than 800 cases of economic espionage, the problem is not going to go away anytime soon.
How to reach: Arter & Hadden, (216) 696-4689.
In a sense, it is. Key employees leave their jobs and take over the city and surrounding areas for a half-day every year.
The result of "Neighbors Make a Difference Day" is that Key employees from all over the country volunteer approximately 40,000 hours, equal to nearly $1 million in salaries, to help where needed in their communities.
"We rake, paint, build and clean," says CEO Henry Meyer. "This year we had 10,000 employees involved. That is almost half of the head count in the company."
Of the 10,000 who volunteered, 3,000 were from Cleveland. They worked on the east, west and south sides of downtown, in communities that need their involvement. That's one reason KeyCorp received a 2001 Pillar Award for Community Service.
Motivating 10,000 employees to give a half day of sweat equity is quite a feat. But just as impressive is Key's latest United Way drive.
"This year, $4 million of the total Cleveland drive came from us. That is just under 10 percent of the total," Meyer says. "That is incredible. And we even doubled the amount the No. 2 company gave."
For Meyer, the numbers are just one example of the culture within his company and the city.
"That shows you the generosity, support and spirit that is in our headquarter city," he says.
Key has also quickly and generously responded to the tragic events of Sept. 11 by announcing a two-for-one match for employees who give through the Key Foundation. For every dollar an employee gives, Key matches it with $2. Key has also extended a 10-cents-on-the-dollar match to all branch donations.
The fund is quickly approaching $3 million and puts Key in a class with other large corporate donors.
"We can stand shoulder to shoulder with any company in the country," he says.
KeyCorp, the Key Foundation and McDonald Investments Foundation have together contributed more than $21 million to approximately 5,000 organizations nationwide; nearly 930 of those organizations are located in the greater Cleveland area. Key also raised nearly $5 million in corporate sponsorships for fine arts, exhibitions, family activities and sporting events.
Key is the largest bank in the Cleveland area and Meyer and his staff realize what onus that puts on the company.
"This is my headquarter city," says Meyer, who sees Cleveland's success intertwined with Key's success. "We want pride in the city we call our home. I want a work force that can fill every level of job. I want good housing. And I want kids to graduate from school and have opportunities available to them."
One of the areas in which Key supports Cleveland is community reinvestment. Last year, it invested more than $51 million in loans for community development projects. It also provided more than $35 million in loans to consumers to buy or improve homes.
And, philanthropy isn't just a monetary commitment. Ninety percent of the company's senior management is active on boards, although Meyer is quick to note that at the most recent "Neighbors Make a Difference Day," 10,000 people took half a day to volunteer.
"Senior management sets the tone, but that wasn't 10,000 senior managers participating," he says.
It's a culture, he says, that permeates throughout the entire organization.
"It's not one individual," Meyer stresses, adding that senior managers don't strong-arm employees into participating. "We don't pressure anyone, but we certainly encourage it."
And, Meyer is quick to note that Key's philanthropy has a history reaching back to its days as Society, as well as with his predecessor, Robert Gillespie.
"It is part of the culture, part of the tradition that CEOs before me have laid down as the way KeyCorp wants to operate," he says. "Civic involvement is part of the job here." How to reach: KeyCorp, (216) 689-3000 or www.key.com
Kim Palmer (email@example.com) is managing editor of SBN Magazine.
But Thomas Sullivan, CEO of RPM Inc., is acutely aware of the needs of those living at and below the poverty line. He has selflessly given his time, money and motivation to help address the problems that plague some of the city's poorer communities. It's one reason why RPM has been honored with a 2001 Pillar Award for Community Service.
"I made a pact with my wife," says Sullivan. "She is very civic-minded. We have six children, and I said if she stayed with the children and I had time to grow the business, I would join her in her work later."
Both Sullivans were successful. Today, the children are out of the house and RPM, originally Republic Powder Metals, has experienced an explosion of growth over the past 30 years. Under Sullivan's leadership, it has grown from a $7 million company in 1969 to a $2 billion company today.
So, as any good husband and father would, Sullivan has kept his word. Not only has he become actively involved with outreach programs including the Malachi House, the May Dugan Center, Cleveland Tomorrow and City Year Cleveland, he has also set the tone of philanthropy within his business.
Over the past fiscal year, RPM's contributions totaled more than half a million dollars. Beyond financial contributions, the 700 local employees have painted murals for City Year Cleveland, built houses for Habitat for Humanity, participated in walks and races and raised funds for Cleveland Tomorrow and the Hunger Task Force.
And, although RPM has been extremely generous with many local and national organizations, there is a definite theme of working with and within the Cleveland community.
Sullivan is directly involved with The Malachi House and the Urban Community School, both of which serve low-income and poverty-stricken communities. The Urban Community School is for underprivileged youth, and more than 90 percent of those enrolled graduate from high school. The Malachi House provides care for people with limited resources during the final stages of life.
The May Dugan Center, another RPM causes, provides housing, food, counseling and other services to families at and below the poverty line.
"It (the center) caters to those that live in the community," Sullivan says. "The children need a good education to break the cycle of poverty. There is no doubt in my mind that education is a key need."
All three programs are based on the West side, in part because Sullivan believes those areas have the greatest needs.
"The West side of Cleveland gets overlooked often," he says. "Most heads of industry live on the East side. You drive through poverty on your way to work. If you live on the West side, you drive over it."
Sullivan says we will always have to fight against poverty. And, with the downturn in the economy, the needs of the poor are growing in comparison to the resources, which are becoming more limited.
"You are looking at corporations that don't have as much to give out," Sullivan says. How to reach: RPM Inc., (330) 273-5090
Kim Palmer (firstname.lastname@example.org) is managing editor of SBN Magazine.