Roger Vozar

Small and midsize companies are increasingly looking to outsource HR functions in order to focus on core operations and growing the business. 

“Companies have been moving that 
way as HR has become more complex — it’s no longer an HR person sitting in an office planning parties. There are complicated employee and compliance issues to address,” says Liz Howe, Director of Business Development at Benefitdecisions, Inc. 

“There are so many different laws being 
passed at the state and federal level that it can be a challenge for any HR team to keep up,” Howe says.
 
Smart Business spoke with Howe about this trend and the benefits HR outsourcing provides.
 
What are the risks of not investing in HR?
 
It depends on the business, but risks include auditors finding issues with things like not filing I-9 employee eligibility verification forms correctly or not reporting Equal Employment Opportunity (EEO) information, which can lead to more audits and fines. If you have more than 100 employees, you have to file an EEO report every September. If you have union employees, there are many related rules and regulations to follow.

Also, classification of employees 
has become a growing concern in recent months. Not many small and midsize businesses have the expertise to handle all of these requirements, especially considering that compliance laws change so rapidly. That definitely leads to compliance issues — the federal government estimates that 92 percent of companies are out of compliance with COBRA. That’s particularly a problem among companies that handle it themselves. 

Is outsourcing HR cost-effective?
 
Medium-size companies may need an HR director, HR manager, a generalist and a recruiter. If you outsource HR, you can get all or some of that expertise for an equivalent cost of hiring one person. Small and midsize businesses don’t need four full-time people to handle HR functions. They might need someone with expertise in employee relations once a month. 

Outsourcing is an affordable way 
to get the specialized expertise that you don’t need on a daily basis. Maybe they can have someone on-site one or two days a week and, for more complex issues, have the ability to get answers from someone who is a certified Senior Professional in Human Resources. 

Why does outsourcing HR make sense for companies moving away from a professional employer organization (PEO)? 

It’s a nice next step for companies that had been in a co-employer relationship with a third-party administrator. The PEO environment is popular with small businesses and startup companies that don’t have any claims history, so they would have expensive insurance and benefits. A third party shares the employees, pays them and manages benefit administration. Usually at around the five-year mark or 100 employees it’s good to move away from the PEO environment.

Outsourcing 
HR can be a good transition in that you don’t have to go out and hire a full HR team. You can take back control of your employees, but you’re still outsourcing the day-to-day, transactional HR functions. 

What else can outsourcing provide that companies might not be able to handle in-house?

While you can always hire someone with expertise in any certain area, outsourcing can take care of day-to-day functions like building processes and procedures, writing policies and handbooks, benefits administration, compliance and reporting. 

Additionally, you can get assistance with strategy — succession planning, compensation analysis, performance reviews and HR technology evaluations. All of these strategic areas are very specialized and you would potentially need one person to focus on each of them. Many smaller companies don’t want to invest that much into HR. It’s a cost that doesn’t provide quantitative value to the organization. They would rather focus on growing their business and selling their products or services.  
 
Liz Howe is the director of Business Development at Benefitdecisions, Inc. Reach her at (312) 376-0452 or lhowe@benefitdecisions.com
 
Insights Employee Benefits is brought to you by Benefitdecisions, Inc.

The Payroll Fraud Prevention Act of 2013, introduced in the Senate last fall, seeks to reduce intentional misclassification of employees as independent contractors.

“It clearly reiterates that it is on the federal government’s radar and that they are concerned about misclassification,” says Brendan Feheley, a director at Kegler, Brown, Hill + Ritter.

IRS and Department of Labor (DOL) officials also are aware that the employer mandate in the Affordable Care Act (ACA) may provide more incentive for businesses to classify workers as independent contractors to avoid providing health insurance.

“It’s going to be a heightened issue in 2015 as it relates to health insurance,” Feheley says. “I think the government is trying to get ahead of the issue and increase penalties for misclassification so it doesn’t look like an attractive option.”

Smart Business spoke with Feheley about employee classification and what businesses should do to ensure legal compliance.

How would the proposed legislation increase penalties for misclassification?

New civil penalties of $1,100 will be imposed for each affected individual, and $5,000 for repeated or willful violations. Plus, you would also need to pay for overtime underpayments or other damages related to the misclassification. Also, the Fair Labor Standards Act allows for recovery of attorneys fees for the plaintiff’s lawyer.

You can envision a scenario in which someone not covered by company health insurance has a medical condition and files a claim saying they’re really an employee and have been misclassified and are entitled to coverage, as mandated by the ACA.

What should businesses be doing regarding classification of workers?

First, look at your industry. If it’s known for using independent contractors — for example anyone using installers, or those in the hotel industry — the DOL has been targeting them. Businesses in these industries may want to take a more conservative approach to classification and make independent contractors part-time employees or seasonal workers.

Companies should audit their workforce and review the independent contractors being used and the work they’re doing. Many times people are initially classified as independent contractors and the relationship evolves so it’s very different from when they first signed on.

How do you determine whether someone is an employee or independent contractor?

There are no absolute rules, but there are tests the various agencies use. The IRS has a 20-factor test, while the DOL’s test has six factors. The few that cross over are the ones that warrant the most attention, and those really go to who has control over what the individual does — setting work hours, determining how the work is done. The more control the company has, the more likely that person is an employee.

Another important factor is whether there is opportunity for profit or loss for the contractor. A contractor typically can profit by finishing a project in less time, while a person paid an hourly wage is more likely an employee. Independent contractors typically are expected to bring materials they need; if you supply equipment and they’re working in your facilities, you’re closer to having a problem.

Another major consideration is whether the contractor’s activity is vital to your business. A cable installer is not an ancillary part of the business, for example. Last November, the DOL settled with a Kentucky company that paid $1.5 million in violations relating to misclassification of cable installers.

If you’re using independent contractors, have an agreement that states everyone agrees on that status. Then think about the permanency of the relationship.

Because there are no hard and fast rules, it’s important to pay attention to your industry and how things are done.

Companies that have the hardest time regarding classification are startups, because they don’t have money to bring people on payroll but what those people are doing is very integral to the company’s interests.

Misclassification is not always intentional, but because it is a tax issue the government is taking a closer look and a more skeptical view.

Brendan Feheley is a director at Kegler Brown Hill + Ritter. Reach him at (614) 462-5482 or bfeheley@keglerbrown.com.

Insights Legal Affairs is brought to you by Kegler Brown Hill + Ritter

Smart Business spoke with Phil Scott of Sequent Retirement and Benefits Group about trends for plan sponsors.

What are some areas of growing interest and focus for plan sponsors?

One area that continues to be explored is automatic contribution enrollment and automatic contribution increases as ways to boost participation.

By providing better education and communication platforms, plan sponsors are enabling employee participants to be more prepared for their retirement.

Finally, plan sponsors are continuing to keep a close watch on their administrative duties and regulatory requirements.

What are plan sponsors doing to help protect themselves and manage fiduciary risk?

They have leaned on third-party administrators, recordkeepers, investment advisors and legal counsel to identify their responsibilities to maintain plan compliance.

Companies that have embraced outsourcing elsewhere in their organizations have also outsourced segments of their retirement plans to 401(k) fiduciaries. That can be 3(38) investment advisors, who assume responsibility for monitoring, maintaining, selecting and removing investment plan options; or 3(16) advisors, who accept responsibility for plan administrative functions.

Some plan sponsors have adopted or explored the option of joining a 413(c) multiple employer plan. The multiple employer plan option provides an alternative for companies seeking relief from the burdens of independently operating and maintaining their own plan.

How do safe harbor plan designs create advantages?

One great advantage for participants is that all employer matching and non-elective contributions vest at 100 percent immediately. Also, all participants, whether they’re considered highly compensated or non-highly compensated, are allowed to maximize their elective deferral limits. Elective deferral limits, set by the IRS in 2014, are $17,500 for those age 49 or under and $23,000 for those age 50 or older.

Without safe harbor protection, highly compensated participants would only be able to defer approximately 1.5 to 2 percent more than the average contribution of the non-highly compensated group.

From a plan sponsor perspective, safe harbor plan designs are great tools for recruitment and retention of top talent. In addition, the IRS permits a safe harbor plan to be top-heavy, meaning that 60 percent or more of plan assets are attributable to key employees: an officer of the organization, whose annual compensation exceeds $170,000; any employee, who owns more than 5 percent of the company, or owns more than 1 percent and has an annual compensation exceeding $150,000.

What are the implications if a plan is deemed top-heavy?

The plan must meet minimum contribution and vesting requirements for non-key employees for each year the plan is top-heavy. The minimum contribution to bring the plan back into compliance is the lesser of 3 percent of annual compensation for all non-key employees or a percentage equal to the highest percentage contribution of any key employee. Top-heavy penalties are painful infractions, which plan sponsors are able to avoid when utilizing safe harbor as a strategy within their compensation and benefits package.

Phil Scott has over two decades of experience in the financial services industry. He is a registered representative with LPL Financial and investment advisor representative with Advantage Investment Management.

This information is provided as a courtesy and should not be considered specific advice or recommendations for any individual. Please consult your tax professional before taking any specific action. LPL Financial nor Advantage Investment Management are engaged in the rendering of tax or legal advice.


Securities offered through LPL Financial, member FINRA/SIPC. Investment advice offered through Advantage Investment Management, a Registered Investment Advisor and separate entity from LPL Financial.


Phil Scott is with the Sequent Retirement and Benefits Group. Reach him at (888) 456-3627, (937) 521-1911 (direct), pscott@sequent.biz or philip.scott@lpl.com.

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Big data can reveal many opportunities for improving your business, but extracting the precise information you need can be a struggle.

“Some companies today have more than 30 years worth of data. Their databases are so large that it’s difficult to get a handle on them,” says Joe Welker, CISA, IT audit manager at Rea & Associates.

Using data analytics software, auditors can analyze the data and prepare reports that enable companies to improve inventory, billing and other processes.

“It allows us to be more efficient, which means lower cost for companies because less time is spent on the audit,” says Michaela McGinn, CPA, principal and director of audit services at Rea & Associates.

Smart Business spoke with Welker and McGinn about how the software functions and the benefits it can provide.

How does the software work and what information does it allow you to find?

McGinn: It’s designed for auditing and is used to find missing vendor address information, vendor payment summaries, duplicated invoices and payments made to vendors with missing address information, to name a few. Reports given to us by a client are imported and converted, allowing us to see the data field by field. For example, we can look at inventory numbers of what the company has now compared to what it had three years ago.

Welker: I just finished an audit in which we imported accounts payable and payroll check registers into the software. We went through that data to see if there were any gaps in check numbers or duplicate checks. We also profiled the data in order to give the company a summary of payroll check registers. This allowed management to see how many times a person was paid and their net pay for the year. It was a new way for them to analyze the data.

So the software makes it’s easier to locate the specific data you want?

Welker: Yes, because you’re reviewing 100 percent of the data rather than picking a sample. In one instance, a company had 8,000 vendor accounts built into their system. How do you control that? What if the same invoice is paid to two different vendors, either accidentally or intentionally?

Ultimately, we found that they had 900 duplicate vendors. The software was utilized to look at the check register to see if any payments were made to both vendors — through the main account and the duplicate. Since names don’t have to be spelled exactly, anything that is close came up. That helped the company identify anything that was out of line or looked like it shouldn’t be paid.

How do you know what to look for?

McGinn: It a good rule of thumb to look for the worst. Not everyone is embezzling or committing fraud, but it happens. The best way to stop that behavior is to let everyone know that someone is watching. Controls sometimes become lax and you never know when someone will get into a situation where they’ll do something they might not otherwise do.

Welker: As a result of audits, controls are usually tightened and we’ll provide suggestions. In the case of the client with 8,000 vendors, it was important they heard about potential problems that can result from that scenario. Data analytic software was able to provide a list of the vendors they had transactions with in the last five years so they could clean up the master file.

What types of businesses can benefit from an audit using this software?

McGinn: It can be used in small- to medium-sized businesses of every type. The benefits go beyond just identifying fraud — finding inefficiencies and areas of cost savings are two big reasons for an audit. Many larger companies have their own internal audit departments to analyze data, but most other businesses don’t have access to this type of analytics.

Welker: A statistical analysis of data for things like increasing costs, missing inventory and invoicing can help a business substantially. And once a company’s data is inserted into the software, the process is easier the next time. Results are produced in minutes, saving time and money.

Joe Welker, CISA, is an IT audit manager at Rea & Associates. Reach him at (330) 339-6651 or joe.welker@reacpa.com.

Michaela McGinn, CPA, is a principal/director of audit services at Rea & Associates. Reach her at (614) 889-8725 or michaela.mcginn@reacpa.com.

Insights Accounting is brought to you by Rea & Associates

Companies are valued based on a formula that takes into account cash flow and the multiple that a buyer would be willing to pay. Increasing the value of a business amounts to finding ways to affect those two factors.

“Certain businesses, like a developer investing in land, are valued based on how much their assets are worth. But 90 percent of companies are valued based on their cash flow. So you need to increase cash flow if you want to increase the value of the business,” says Mario O. Vicari, a director at Kreischer Miller.

Smart Business spoke with Vicari about how owners can make businesses more valuable.

What is the formula for determining the value of a company?

Essentially, the two components are how much cash flow the company produces and what multiple a buyer will pay. At a very basic level, a business with a cash flow of $100,000 that finds a buyer willing to pay a five multiple would be worth $500,000.

The multiple is based on the risks associated with the cash flow, which is principally concerned with how sustainable  and predictable it is. If a company derives its income from having to bid and win contracts, that cash flow is difficult to predict. A business that has more repeatable revenue, like a building maintenance contract that reoccurs every year, would represent a lower risk and a higher multiple.

What are some steps to take to increase cash flow?

Consider ways to increase revenues, lower costs, or both. At the highest level, that involves looking at your sales plan and marketing programs. Where are the best opportunities for sales growth? Can you sell different things to your existing customers through line extensions or take market share by attracting new customers through a targeted marketing effort or geographic expansion? Pricing and margins are also a significant consideration because sales growth without appropriate margins will not create value in the business, since cash flow will not increase. On the cost side, some consideration should be given to your cost of sales and making sure that your direct costs are optimized and throughput is high. Overheads should also be looked at closely to ensure that costs are optimal to support the sales growth the company is targeting. Overheads can be tricky, since a reduction has a direct impact on the current year cash flow but too much cutting can affect the business’s ability to grow in the future.

It comes down to how you manage your income statement, and how you drive net income through some combination of growth and more efficient use of resources.

How can a business owner lessen risk and increase the multiple?

There are several things an outside party will look at when considering risk associated with a business’s cash flow. If your customer base or product line is not diversified, that’s a much riskier situation because the loss of one big customer or a product would significantly affect the cash flow. If that’s the case, you should consider how to diversify your customer list and product offerings to manage that risk. Supplier concentrations can also increase risk and, where possible, you should diversify your supply chain.

An often overlooked risk is the depth and breadth of the management team and whether you have a succession plan. A company might have good cash flow, but if too much responsibility revolves around the owner it’s not going to be worth as much because it’s not sustainable if the owner were not there. Good management systems and qualified staff can add a lot of value to a company because they increase the likelihood of the cash flow being sustainable. Lastly, there is one element that fits into both cash flow and risk categories — utilization of assets. If you can turn over assets like receivables and inventory in 60 days instead of 90, that means you need less money to finance those assets and your cash flow increases. Additionally, efficient utilization of fixed assets also is important because a company has more cash flow and is more valuable if its reinvestment rate in fixed assets is lower.

For most private companies, the business is the owner’s primary asset. We encourage business owners to look at the business as an investor would and think about these value drivers so they can ensure they are increasing the value of their biggest asset.

Mario O. Vicari is director at Kreischer Miller. Reach him at (215) 441-4600 or mvicari@kmco.com.

Insights Accounting & Consulting is brought to you by Kreischer Miller

 

Thursday, 27 February 2014 05:23

How to handle three hot tax issues for 2014

Smart Business spoke with Tyler A. Shewey, an associate at Berliner Cohen, about three tax issues that are receiving more attention in 2014.

What is happening with sales and use taxes?

The California State Board of Equalization (SBE) has focused on several areas lately.

One area relates to delivery charges.  When a business invoices customers, it must provide a separate line item for shipping charges paid to a common carrier in order for that portion of the charge to be exempt from sales tax.  If a business ships merchandise using its own vehicles, invoices must specifically state that title transfers to buyer before delivery.

Otherwise, the SBE will require sales tax to be charged on the entire amount.

Custom manufacturers should be aware that the SBE is auditing businesses to determine whether labor charges should have been included in the measure of sales tax. In general, labor charges are not taxable in California.

When it comes to product fabrication, however, this often is not the case.

Why should someone considering an IRS Offer in Compromise act quickly?

An Offer in Compromise allows a taxpayer to settle tax debts for less than the amount owed. A proposed Offer Amount is based on a formula that accounts for income and equity in assets. If assets and income are significant, the Offer Amount must be higher; but if both of those are low, it may make sense to file an Offer.

In recent years the Offer terms have been more lenient; however, the pendulum now is swinging back the other way, so it may become more difficult in the future to make it through the Offer process.

What has changed regarding foreign bank account reporting?

For many years, the U.S. Treasury Department has required U.S. persons with a financial interest in, or signature authority over, any foreign financial account (i.e., bank, securities, or other types of financial accounts) to disclose such accounts if their aggregate value exceeded $10,000 at any time during the calendar year.

These persons were required to report such accounts on Schedule B of their U.S. individual income tax return, and on the Report of Foreign Bank and Financial Accounts (FBAR), which is required to be filed annually and must be received by the IRS on or before June 30th of the succeeding calendar year.

Historically, FBAR compliance was low because civil penalties for the non-willful failure to file the FBAR were nominal and IRS enforcement was weak. Two developments changed this. First, the Jobs Act of 2004 enacted a $10,000 maximum non-willful FBAR penalty which applied to FBAR forms due starting June 30, 2005 (for the 2004 tax year).

For willful violations, the penalty could be up to the greater of $100,000 or 50 percent of the account balance per account per year. Second, the IRS began to prosecute FBAR violators more aggressively. Although a voluntary disclosure practice has been in existence for many years, it became clear that the IRS was applying the voluntary disclosure mechanism to taxpayers inconsistently.

Accordingly, the IRS instituted a new offshore voluntary disclosure program (OVDP) to resolve these cases in a consistent and predictable manner. To date, approximately 39,000 people have applied for the OVDP, which has generated $6 billion in revenue. Still, the U.S. Treasury estimates that offshore compliance is still only around 10 percent.

It is important to note that starting in November 2013, all FBARs must be filed electronically. It is expected that electronic filing will enable the IRS to apply greater scrutiny to offshore reporting.

Tyler A. Shewey is an Associate at Berliner Cohen. Reach him at (408) 286-5800 or tyler.shewey@berliner.com.

Insights Legal Affairs is brought to you by Berliner Cohen

 

While it is obvious that directors and officers shouldn’t steal from their company or commit other criminal acts, running a business can be very complex and it’s a good idea to set clear policies and procedures for what should and shouldn’t be done, says Nicole S. Healy, a partner with Ropers, Majeski, Kohn & Bentley PC.

“For public companies, there are rules like those in the Sarbanes-Oxley Act that require certain controls and seek to enhance the directors’ oversight. However, in addition to complying with legal and regulatory requirements, any time there is a significant scandal, lawsuit or regulatory change, companies often react by enhancing their policies and procedures,” Healy says.

Smart Business spoke with Healy about the duties of directors and officers and what companies should do to ensure those responsibilities are clearly established.

What is directors and officers liability?

Directors and officers have fiduciary obligations that are typically defined by state law. As a general rule there are two primary fiduciary duties — the duty of care and the duty of loyalty. Violations of those duties may create liability.

The duty of care requires that, before making a decision on behalf of the company, directors inform themselves of all material information that would affect that decision. The duty of loyalty requires directors to avoid conflicts of interest between themselves and the company. Typically, those involve financial conflicts — usually a transaction in which a director stands to benefit personally.

What policies and procedures should be set for directors?

Most companies, regardless of size, should have a code of conduct. A code of conduct explains the company’s mission statement and values, as well as policies and procedures governing how the company is run. It’s also a good place to address how people can report their concerns, whether to management or the legal or compliance departments.

In general, there’s been an evolution in corporate governance, from a very generic follow the law approach to providing employees with rules and guidelines that are much more detailed.

However, even if a company does not adopt a formal code of conduct, every company is well served by putting its principles in writing, which may include aspirational goals like providing excellent customer service, as well as requiring everyone acting for the company to comply with applicable laws and regulations.

If there is an internal investigation, when is outside assistance needed?

If credible allegations of wrongdoing come to light, companies need to investigate; whether they do that internally or bring in outside assistance is a function of a number of factors.

Those factors include things like the company’s resources and the sensitivity of the issue. If the allegation is that the CEO and the board of directors are complicit in wrongdoing, it may not be possible or appropriate to investigate internally and the company may need to bring in outsiders. What you can’t do is see a red flag and ignore it; that’s when companies get into trouble.

What are key steps to take to avoid liability issues?

It’s not enough to just set policies, procedures and controls — you have to evaluate and test them. For example, if you have a workforce overseas and your materials haven’t been translated into the local language, they aren’t going to be helpful to employees. It’s the job of directors and officers to ensure that policies, procedures and controls are in place and are effective. Larger companies may have compliance departments, but every company should assign someone to be in charge of compliance.

Particularly with startup companies, so much attention is focused on getting the business running. But the sooner you have a good compliance structure in place, the better off you are. Then the structure needs to grow and change as the company grows.

Finally, directors and officers should reach out to experts for assistance. Experienced counsel can give you tremendous guidance regarding compliance, and help companies to develop appropriate corporate governance policies and procedures.

Nicole S. Healy is a partner at Ropers, Majeski, Kohn & Bentley PC. Reach her at (650) 780-1733 or nhealy@rmkb.com.

Insights Legal Affairs is brought to you by Ropers Majeski Kohn & Bentley PC

Much of the country is still recovering from the recession, making it difficult for companies to secure financing. Northern California, however, is an exception.

“It’s definitely a bifurcated market right now. The environment for financing is very robust here in Silicon Valley and other tech hubs,” says Kelly Cook, senior vice president and market manager at Bridge Bank. “If you read the Wall Street Journal or the Economist, they say banks are still not really lending. That’s not the case here.”

Smart Business spoke with Cook about the financing environment and methods available for companies to get funding.

Why is the financing environment good locally? Is it the market or the technology industry that’s here?

In the Bay Area, the unemployment rate is low, even for nontech companies. There’s a ripple effect — a lot of nontech companies service the tech industry.

There is a large amount of new capital available from all different investment sources from corporate venture arms, to traditional venture capitalists, to the angel groups that are forming, as well as private equity and hedge funds getting back into the tech financing market. All of that is rippling through the local economy and job market.

When does equity financing make sense?

Equity financing is readily available for entrepreneurs and management teams that have a good track record and offer a new technology or new way to address a big problem in a big market. In the earliest stages of a company, equity financing is the way to go. The decision is about what type of equity to raise.

Options include sweat equity — using the founder’s money and/or knowledge, raising money from friends and family, or angel investors. If you are far enough along in terms of product and initial customers, you may attract institutional equity financing.

There are various theories/approaches on how much ownership stake to give up for that equity. Savvy entrepreneurs know how to raise just enough to reach the next value-creating milestone. Once a company generates annual revenues approaching several million dollars, more choices will open up on the debt financing side.

Do you have to show consistent profitability before banks will offer debt financing?

A lot of entrepreneurs, CEOs and CFOs don’t think they can raise bank debt financing when the company is still cash-flow negative, but that’s not the case. A true technology-focused lending group has a number of solutions including working capital lines of credit, which are underwritten based on the strength of a company’s accounts receivable. There also are invoice-specific financing structures, asset-based lines, and traditional, revolving, borrowing-based lines of credit.

How do you determine what form of debt financing is right for your business?

That’s a consultative discussion among a company and its finance partners. If a company has revenue and cash tied up in the accounts receivable cycle, it should consider a working capital line of credit such as a line tied to specific invoices or a collection of invoices. With regards to a more permanent source of debt financing, a potential lender will look at your business plan and determine whether it can support typical financial covenants and a term debt structure. If so, then typically that’s the least expensive form of term debt financing.

But if a company’s forecast won’t support covenants, or you don’t want to be burdened by managing covenants because there’s too much uncertainty, then a venture debt structure makes the most sense.

Banks also can be used in conjunction with other financing partners. Banks are regulated entities, and are limited in terms of providing venture debt. But they can participate with a venture debt provider and combine that with a working capital line of credit from the bank. That combination can be a powerful solution because it gives short-term financing at a low cost and flexible term debt that extends cash runway to allow a company to execute its business plan.

There are flexible, customized solutions for each company, but it takes some digging into the plan, market and financial history. A good lender will conduct a diligent underwriting process to determine pricing and structure that meets a client’s needs.

Kelly Cook is a senior vice president and market manager at Bridge Bank. Reach him at (650) 462-8513 or Kelly.Cook@bridgebank.com.

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While political battles and a glitch-prone website have dominated media coverage of health care reform, the Affordable Care Act also has brought about a major change in the way medical service is being delivered.

“We’re in this dramatic transformation where health care providers, hospitals and physicians are coming together in an integrated model,” says Greg A. Adams, executive vice president, group president and regional president of Kaiser Permanente’s Northern California Region, considered a model for the future of health care.

Adams, speaking in November at the EY Strategic Growth Forum® in Palm Springs, Calif., says the health care system is emulating what Kaiser Permanente has been doing.

“They are shifting from a volume-driven, fee-for-service system,” he says. “The shift that’s occurring is a move to a system that’s oriented toward value.”

That means not only focusing on high quality care, but on understanding the value of the care and the outcome.

“We’re shifting from episodic care to really defining a population, understanding that population’s health needs, and keeping them healthy through prevention, through organized technology and systems managing their chronic disease,” Adams says.

With health care approaching 19 percent of the gross national product, it is no longer affordable, Adams says. The average health insurance premium for a family of four is $16,000 annually, and people are paying $4,500 in out-of-pocket costs as well.

“When you look at someone making $50,000 or $75,000 a year, that’s a problem,” he says.

But the solution — the ACA — has encountered very notable setbacks.

Covering more people

Because of the ACA, 30 million people who previously did not have coverage, often because of pre-existing conditions, are now insured. But that was lost in the furor over President Barack Obama’s campaign statement that if you like your plan, you can keep it.

Adams says that promise wasn’t necessarily broken — you can still keep your insurance carrier, even though specifics of the plan may change.

“If people want Kaiser, they can keep it,” he says. “The issue really is the benefits, and the fact is that benefits are changing and the law requires that certain people were notified that plans were being canceled because they are to shift to a new plan.”

Out of Kaiser Permanente’s 7.1 million members in California, about 120,000 received cancellation notices. But those policies were terminated with the intent that members would go to the exchange and choose a coverage plan from among Kaiser and other carriers.

Of course, the national exchange website had many problems that made it difficult for people to purchase coverage. But that should be kept in perspective, Adams says. Kaiser probably has the largest electronic medical records system in the country, and it took three launches to get its website functioning properly.

“Certainly there are state exchanges where websites are working well. Covered California’s website is working,” he says. “In a very short period of time, they essentially are creating this national infrastructure for a health plan, and that’s a huge undertaking.”

Addressing the long term

Although Adams sees many benefits arising from the ACA, he cautions that short-term fixes like allowing people to keep plans that don’t meet ACA coverage standards could undermine the entire effort.

“The problem with that is the model is based on a large group of people — high risk and low risk — participating in the exchange,” Adams says. Allowing people to keep current plans has limited the group to people with high risk and created problems for health plans, hospitals and providers that based rates for 2014 on a diverse risk pool that was blended.

The ACA might not be perfect, but has steered health care in the right direction, according to Adams.

“We are the most developed country on this globe. Our health care costs are the highest of any industrialized nation. And our outcomes are not there,” Adams says. “This is absolutely changing. You can see us starting to move health care to a place where people are getting great care across the nation; it’s evidence-based; we’re doing the right thing. It’s an opportunity for costs to come down.”

Changing the model

A 2009 Kaiser Foundation study showed a slowing of the increasing cost of health care — to a rate of less than 4 percent. Some of that was due to the recession, but 25 to 30 percent of the improvement was due to fundamental changes in health care systems, Adams says.

“We are shifting from the mindset from ‘do’ to ‘how do we understand a population?’” Adams says. That involves managing health and prevention, and practicing evidence-based medicine that is clear about treatment and enables more predictable outcomes.

Previously, care was provided on a fee-for-service basis and volume dictated payments. The shift is to reward outcomes instead.

Precision medicine, using genetic makeup and markers to predict diseases and outcomes, will become more integrated into the care of medicine, Adams says.

“That’s another reason we need to embrace where we’re going with health care reform, because independent physicians or independent hospitals can’t bring us that. Our clinicians have to be integrated into the systems that allow them access to the kind of information that they need in order to provide us with real time, concurrent treatment,” Adams says.

Technology will allow physicians to bring acute hospital care into the home, he says. “How do we bring teams out and integrate technology so people aren’t coming to the hospital? That’s the vision for how we will evolve health care and keep people healthy. And we’re starting to see that now.”

Adams credits the ACA with providing entrepreneurs with opportunities to create new venues of care that will help drive down costs. He says a massive transformation of the health care system is well underway.

“It is a market-based, competitive model that is shifting the competition from episodic, individual, volume-driven care, which drives up costs, to entities coming together and focusing on population management and health management,” Adams says. “If entities are competing to provide evidence-based care, it brings down the cost of health care. That’s something I, and Kaiser Permanente, would advocate for.”

Learn more about Kaiser Permanente at:

Facebook: www.facebook.com/kpthrive
Twitter: @kpthrive

How to reach: Kaiser Permanente Northern California Region, (800) 464-4000 or www.kaiserpermanente.org

When James D. White came on-board with Jamba Juice Co. in December 2008, same store sales dipped 8 percent and the company lost $149 million for the year. The recession had prompted consumers to cut discretionary spending, and smoothies just weren’t considered essential.

Management created a road map to get the business back on track.

“We made a commitment that we’d effectively turn the company around in a three-year-time horizon,” says White, chairman, president and CEO. “I’m happy to report that we completed the turnaround. In 2012, we registered our first year of profitability as a public company.”

That included a 5 percent increase in same store sales. Jamba Juice remained profitable in 2013, although same store sales were flat to slightly up.

Here’s how White and Jamba Juice developed a plan and expanded offerings to set the stage for the turnaround.

 

Strategies for growth

Management needed to develop a plan that would allow Jamba Juice to grow and return to profitability within three years.

Key to the turnaround was creating the blend plan, which drove strategic choices that were made. First up was facilitating fast growth through aggressive franchising and a move away from the core portfolio of company-owned stores.

“By 2011, we were in the middle of refranchising or selling company stores to become more of a franchise model. Today, roughly 35 percent of our locations are company owned,” White says. “That significant shift in the business model gave us the opportunity to accelerate growth, leveraging local partners in specific geographies.”

Jamba Juice added more than 30 locations in the United States in 2013 and expects to open 50 more this year. Currently, there are more than 800 Jamba Juice stores across the country.

A second component of the blend plan addressed the product portfolio and the creation of more “better for you” products.

“We added products like steel-cut oatmeal, which has been a hit with consumers,” White says. “We added more fruits and vegetables to our smoothie lineup. We also added more food items that pair well with the smoothies.”

Vegetables like kale, beets and cucumbers were added to the menu as items to be blended or juiced.

“Those have become increasingly popular as consumers look to cleanse or add healthier on-the-go solutions to their diet,” he says.

Another component of the blend plan involved expanding into international markets — Jamba Juice went from zero to 50 international locations in a 2½-year span, with the 50th store opening in early 2014.

Jamba Juice executives started the process by picking about a dozen potential markets to explore — including Canada, Mexico, South Korea and the Philippines — prioritizing them and then looking for partners.

“Partners typically have an existing restaurant or retail holding that Jamba Juice would complement,” White says. “In South Korea, our partner, SPC Group, is a multi-billion dollar company that runs 4,500 restaurants. We have a commitment with them to build 200 locations in South Korea over a decade.”

The company expects to hit the century mark in international locations before the end of 2014, with a major focus in Canada and the Philippines.

“Mexico is the fourth market where we have a commitment to build new stores. We expect our first stores to open in Mexico in early 2014,” White says.

He expects Jamba Juice to have about 1,500 locations internationally in the next decade.

“A significant portion of agreements are lined up already with the first four initial markets. We’ll announce other international markets this year, which we’re excited about,” he says.

A final piece of the blend plan was JambaGO, which was piloted in schools to deliver healthier solutions for students. Whether self-service or behind the counter, the dispensers feature high-quality smoothies, White says.

While JambaGO remains heavily focused on schools, the dispensers will also be located in Target stores as part of a recently announced deal.

“Target is a perfect fit for our brand. There’s a good complement between the Target brand and the Jamba brand, and an overlap of customers,” he says.



Keeping management focused

Having a focused agenda, and continually refining it, is a central part of the management philosophy at Jamba Juice.

Focusing on core stores and core operations, including the addition of new menu items, resulted in 2½ years of same store growth until a dip in the third quarter of 2013.

“But that was still at the top of our industry from a performance perspective,” White says, acknowledging that having a focused agenda was critical to the company’s growth.

Management also refined the agenda on a regular basis, although emphasis was placed on keeping it limited to only a handful of tasks.

“You tend to add more things to the agenda over time. If you can keep a tighter agenda of three to five items, that’s about all most management teams can focus on at one time,” he says.

It’s also important to ensure that the right team, with the necessary skills, is in place to execute the plan — and tying that team to the key set of metrics that drive the overall growth strategy.

“One of the ways we were able to pull off the great success we’ve had over the last several years is being very aligned and very focused as a management team around the growth priorities,” White says.

Jamba Juice is on what he calls version 3.0 of a three-year strategic plan that guides choices made around the business, which is broken down into annual operating plans that management reviews on a regular basis.

“We do that every week and it keeps us aligned both on the close, short-term, quarterly milestones that need to be accomplished to deliver the annual plan, but it also keeps us very tightly focused on the longer-term, multi-year game plan,” White says.

On a monthly or quarterly basis, the team takes a more lengthy look at longer-term, annual or multi-year strategies, to see if any adjustments are needed to make sure resources are lined up behind growth initiatives with the highest rates of return.

“One example would be how we’ve recently taken several of our growth initiatives that would have been incubated in various parts of the company and formalized some of those, and created standalone business units with their own sets of resources to maximize those opportunities,” he says.



Listening to customers

Jamba Juice develops its strategy based on input from a variety of sources, but always takes feedback from customers into account.

“We try to make sure to embed the voice of the customer in every choice, every decision we make, from the launch of our oatmeal platform to the work we’re doing around whole food blending and juicing,” White says.

JambaGO, for example, was developed after talking to school administrators and parents who wanted better nutritional options for students. But it’s not the only program that the company developed from listening to customers.

“Earlier this year, we launched the Jamba First for Kids platform, which moms had been asking us to do for some time,” White says.

Jamba Kids™ meals each contain 2½ servings of fruits and vegetables and a serving of whole grains. There are four smoothie options and two food choices — a Pizza Swirl and Cheesy Stuffed Pretzel.

The kids menu has great growth potential, according to White.

“The kids platform in our stores in growing, and we’re thrilled about the work we’re doing in schools,” he says.

White envisions Jamba Juice playing a leadership role in promoting nutrition for children and supporting parents with better choices for their youngsters.

“We just hosted a town hall related to healthy choices, better-for-you products, and physical fitness for kids in conjunction with the University of San Francisco and the GENYOUth Foundation,” White says.

Success of the kids platform, launched because of consumer demand, illustrates the importance of listening to customers.

“For most businesses, particularly consumer-oriented businesses, you can’t ever have too much input from the consumer,” White says.

That means mining various inputs available to marketers, including social media, to reach out and engage customers that can help shape how solutions and products are built.

“We talk a lot about big data and how to take all of the inputs, whether that’s social media from various channels or other ways we reach out to the customers from a loyalty perspective,” White says.

In addition to listening to customers, Jamba Juice looks at trends worldwide.

“We try to integrate the ideas that make the most sense for the role we see ourselves playing in the world, which is about making better-for-you, great-tasting products,” he says.

The company takes consumer feedback, global trends and other inputs and mixes them together in formulating strategy. White sees opportunity for far more growth on the horizon.

“There is a fair amount of data to suggest that the consumer trend for healthier products, investing more in the foods they put in their bodies from a healthy fuel perspective, is moving well beyond a niche to a big mega trend that will really drive the marketplace moving forward,” White says.

The premium juice category alone is a $5 billion business that has been growing annually at a rate of 4 to 8 percent, he says.

“Jamba Juice is on the forefront of that moving forward,” White says. “We love the early response to the premium juice offering that we’re starting to roll out and we will accelerate the rollout of our whole food juicing and blending platform in 2014.”

 

Takeaways:

  • Keep management agendas focused.
  • Find good partners in international markets.
  • Listen to your customers.

 

The White File:

Name: James D. White
Title: Chairman, president and CEO
Company: Jamba Juice Co.

Born: St. Louis, Mo.

Education: He received a bachelor’s degree from the University of Missouri and a master’s degree in business administration from Fontbonne University.

What was your first job and what did you learn from it? I was a busboy at a burger joint called Jacks Are Better. I learned the value and importance of two things: hard work and showing up on time; and providing great guest service. Those things have helped shape my work over a 30-year career.

What is the best business advice you ever received? My parents taught me the value of hard work and effort. The other lesson was becoming a student of business and staying in a mode of constantly learning. That’s been an accelerator from a career perspective.

What are your favorite Jamba Juice products? My favorite smoothie is the Aloha Pineapple; my favorite food item is the steel-cut oatmeal; and the new lineup of premium juices — any of them with kale are my absolute favorites.

If you could speak with anyone from the present or past, with whom would you want to speak with? Warren Buffet is on my bucket list. His wealth of experience running great companies over time would be fascinating to break bread over.

 

Learn more about Jamba Juice at:

Facebook: www.facebook.com/jambajuice
Twitter: @JambaJuice

How to reach: (510) 596-0100 or www.jambajuice.com