DiversityPlus

US_AP_DiversityPlus_New_2009_OL.indd 1 10/08/09 11:38

Mar/April Vol 8 No.2

www.diversityplus.com DiversityPlus Magazine | March/April 20113

7 Editor’s Note Why Not Face Up to the Challenges of

Capacity Building for Minority Suppliers?

8 Op-Ed - by Dr. Fred McKinney The Great Recession Is Over – Now What?

9 Briefs DUSHCC Summit Hosted Procurement

Matchmaking Event

Dominion Surpasses $300 Million in buying from Diverse Suppliers -Page 10

WIPP Partners With the Arizona Small Business Association -Page 11

14 Focus on Women - by Helene Saunders

USPAACC Building A Bridge To Asia One Relationship At A Time A Stranger in a Strange Land? Not With the U.S. Pan Asian American Chamber Of Commerce

Trends & Issues

Integrating MBEs in the Global Supply Chain

- by Shaniqua Thomas

Identifying Next Practices for MBE Development

- by Paul Lachhu

Putting The Seven Marketing Keys into Practice

- by Sherry Bloom

Table of Contents

16 Management - by Morris Bocian

Assessing the Risks of Building Capacity

18 Corporate Feature - by Betty Armstrong

Passion and Commitment Support Office Depot From Within

Shari Francis Uses Spirit and Creativity to Keep Office Depot as a Diversity Leader.

30 Tech Trends - by Karen White

Protecting Your Network from a Targeted Hacker Attack

32 Economy - by Joel Naroff As the Economy Recovers Housing Market

Still Flat

34 Minority Spotlight - by Debra Jenkins Focus, Determination, and Persistence

Bring ASA Environmental Products Success Starting Small, ASA Has Grown With Dedication

and Quality Commitment

14

28

16 18 34

20

24

30

www.diversityplus.comDiversityPlus Magazine | March/April 2011 4

Mar/April Vol 8 No.2Table of Contents

36 Navigating the Healthcare Supply Chain - by Ravi Singh

38 Driving Change Through Innovation in Healthcare - by James Hsu

41 Building a Strategy for Doing Business With Healthcare Companies - by Sharon Ross

43 Community News From Cloud to Cars ‘Heavy Hitters’ and More at SCMBDC’s

Minority Business Opportunity Day

44 Eco-Travel - by Pamela Grant Galapagos: Outpost, Experiment, or

Sustainable Example?

46 Delicious Diversity - by John Jacobs Organic Cooking Traditions in Jamaica

48 Global Outlook - by William Bell

A Primer on Doing Business in Africa: Ghana

50 Work-Life - by Ingrid Johnson 5 Steps to a Better Workplace Environment

52 Minority Companies to Watch In the Healthcare Industry

ChemicoMays - On the Cutting Edge Jones Lang Lasalle Americas Inc -

Never Skipping a Beat Liberty IRB - On The Watch -Page 54

Pharma Bio Serv - Charging Ahead

55 People & Places

57 Event Calendar

58 Golf - by James McAfee Lightning—Get off the course

36 38 41

44 46 48 58

Opportunities in the Healthcare Industry

50

Mission stateMentTo Foster the Growth and Development of Small-and Medium- Size Businesses by Linking Outstanding Women, Minority and Disadvantaged companies to Corporate America and Government Agencies Through Supplier Diversity.

DiversityPlus Magazine

DISCLAIMER: DiversityPlus Magazine is published bimonthly by DiversityPlus and Paradise Publishing Co., Post Office Box 178, South Orange, New Jersey 07079.

Tel: 973-275-1405 or FAX: 718-841-7865.

DiversityPlus Magazine is not responsible for any unsolicited photographs, art or manuscripts. The publisher reserves the right to delete objectionable words or phrases in manuscripts and reject advertising that may be offensive. All photos are taken by DiversityPlus except those credited.@ 2011 ALL RIGHTS RESERVED


Editor-In-Chief Paul Lachhu

Assistant Editor Steven Surujbally

Copy Editor Chantae Benson

Creative Director Ranga Rao SRK

Production Manager Alice Chin

Contributing Writers Dr. Fred McKinney Helene Saunders Morris Bocian Betty Armstrong Shaniqua Thomas Paul Lachhu Sherry Blooms Karen White Joel Naroff

Cover Photograph DiversityPlus Studios Contributing Photographers Bill Farrington Publisher Paul Lachhu, MBA

Editorial Board Felicia Persaud Bill Foster Morris Bocian Joseph Rosenberg

Circulation Director Fred Anderson

Marketing Manager Sarah Jia

National Advertising Sales Manager Sandi Harris

President and Managing Partner Sandra Ruiz-Desai

Internet Marketing/Design Paradise Design Studios

Reprints Dreamview Designs Sarah Jia, 973-486-0142 Ext. 709

Debra JenkinsRavi SinghJames HsuSharon RossPamela GrantJohn JacobsWilliam BellIngrid JohnsonJames McAfee

Editor’s Note


Why Not Face Up to the Challenges of Capacity Building for Minority Suppliers?

As the numbers continue to roll in, there’s no hiding the ugly truth. The current economic crisis has shuttered a disproportionate number of African American and Hispanic businesses, many of which had long and proud histories. Hundreds of others are being moved from 1st Tier to 2nd

Tier positions, limiting their future growth potential. Rather than investigating further, minority direc-tors and even some of our distinguished minority councils are choosing to focus on other areas. What’s going on?

In many cases, the fault lies with capacity … or more bluntly, the lack thereof. For whatever reason, millions of otherwise thriving minority businesses seem to plateau. They grow to a certain point and move no farther. Though each individual business seems to have its own reasons, there is no doubt that the problem is a pandemic that threatens the future health of minority supplier initiatives.

A large part of the problem seems to be the willingness with which minority suppliers and their advocates allow the capacity building issue to be the elephant in the room. For corporate minority sup-plier program directors and national supplier councils, there are so many other things to work on that this prickly pear gets swept aside, even as relationships are failing. Spend numbers can go unreported, and him or her wants to deal with them on their watch because it seems embarrassing to admit there is a problem. As for the minority businesses themselves, excuses and good intentions without follow-through serve to put the final nails in the coffins.

Let’s be blunt: The number of African American and Hispanic suppliers as a percentage of spend is actually shrinking, and the embarrassing numbers are all too often swept under a rug. The old saying goes “If you’re not moving forward, you’re roadkill,” and it seems that both minority businesses and the programs that claim to support them are just lying down in the highway.

It’s not that there aren’t success stories out there – you read them in these pages regularly. Yet we can’t la-la-la and cheerleader away the hard truths just because our bright lights are doing so well. The success stories prove that it is possible – but why isn’t capacity building more prevalent?

His/her with a stake in the future health of minority supplier programs and progress needs to step up their game. From the top minority organizations like the National Minority and Supplier Develop-ment Council, (NMSDC) and the U.S. Hispanic Chamber of Commerce (USHCC) and award-winning corporate diversity supporters right down to the newest minority business owner, the time for compla-cency is over. It is time to put capacity building front and center.

Areas where initiatives will help to develop strong capacity building potential include: strategic planning, management, mentorship, work/life balance guidance, financing, innovation, and building scale through partnerships, alliances and or even outright acquisitions. For every firm with a minor-ity supplier program in place, who knows the synergies and growth possibilities better than you? For every corporation that has these programs available, minority business owners need to actively seek to take advantage of the resources. For every corporation hoping someone else will handle it, remember that while minority supplier development is not a requirement, a robust and innovative supplier base is in everyone’s long-term best interests.

The ugly truth about capacity building will only get uglier if we all try to ignore it. The time is ripe for more action and more education. Why not face up to the challenges of capacity building for minority suppliers? There is much to be lost by doing nothing, and a world of gain for taking action now.

8

According to the National Bureau of Econom-ic Research, the Great Recession that began in the second quarter of 2008 was declared

officially over at the end of the third quarter of 2009. This recession was dubbed “Great” because it was deeper than the previous ten post-World War II recessions, but was shorter and not as severe as the Great Depression. But whatever you choose to call it, this recent economic downturn did plenty of damage. In fact, several markets including the bellwether labor market and the important hous-ing market continue to show weaknesses that are not close to being what most economists would consider “normal”. Yet now it is time for corpora-tions and MBEs to shed the bunker mentality and prepare for the coming expansion. Back in early 2008, I predicted in this column and elsewhere that the economy was going into a recession and made a series of recommendations MBEs should follow to survive. One of those recommendations was to prepare for the coming expansion, even as we were headed into the recession. Now that we are coming out of the recession that can at best be described as a tepid recovery, MBEs and oth-ers should be preparing for long term growth and expansion.

It is most likely the case that the strategies that helped MBEs survive the Great Recession will not be the strategies that help them grow in the com-ing expansion. During a downturn, not only do credit and sales dry up, everything seems to slow down. Consumers spend less and save more. Cor-porations put projects that had been previously approved on hold. Payment terms seem to get extended. Cash becomes even more valuable as a negotiating tool. Workers who remain on the job work longer hours and harder trying to fill in the gaps left by workers who were let go. In this envi-ronment, all firms, big and small, react by conserv-ing cash, reducing inventories, postponing invest-ments and generally just trying to survive. These survival strategies are necessary and appropriate, but, even when implemented, they were not suffi-cient to keep every business in business. The Great

Dr. Fred McKinney

Fred McKinney, Ph.D. President and CEO Greater New England Minority Supplier Development Council

The Great Recession Is Over – Now What?

Recession contributed to a significant increase in business bankruptcy. Business bankruptcy increased from 25, 900 in 2007 to 58,700 at the peak of the Great Recession in 2009 and declined slightly to 58,300 in 2010. The number of bankruptcies will most likely remain higher than the pre-Great Recession level for at least a couple of more years. The silver lining in this cloud is that surviving companies can expand by identifying the customers of those who did not or will not make it.

Surviving companies both large and small are looking to expand their markets by acquiring weak-er companies and those that are destined for clo-sure. But this is not the only change that surviving companies should be considering in this nascent re-covery. MBEs also need to look at building capacity. This obviously has risks associated with it because MBEs are doing this largely in anticipation of future demand. I recommend that calculated risks to grow capacity are appropriate when supported with hard research about future market opportunities. MBEs need to look very carefully at local, national and glo-bal market conditions in order to determine where they should be fishing for customers. Not all regions of the global economy were hit equally, nor will all regions rebound at the same time. MBEs need to know where the growth is taking place by region and industry. For instance, during a recession, con-sumers cut back on household durables and on the purchase of cars. As we come out of recession, consumers will be replacing cars, refrigerators, mi-crowaves, TVs and other durable good purchases that were postponed during the crisis and as a re-sult MBEs need to target these areas of expected growth.

It is also most likely that where the global econ-omy is and is going will not be the same as the pre- Great Recession economy. While the Great Reces-

Op-Ed

www.diversityplus.comDiversityPlus Magazine | March/April 2011

(continue on page 51)

Briefs

Attorney General Kilmartin Warns Small Businesses of “Phishing” Scams

Most consumers are clued in to phishing attempts sent to their personal email accounts. Compu-

ter users have learned to disregard mes-sages that say they’re from their bank or credit card company that ask for personal information or tell users to click on a link.

“Phishing” is an attempt to acquire per-sonal information such as your name, your social security number, your bank account information or other personal identifying information by sending an email falsely claiming to be a legitimate entity in an at-tempt to scam you into surrendering pri-vate information. The concept of phishing has expanded to include “Vishing”- voice over IP (VOIP) and “Smishing”- short mes-sage service- text message phishing at-tempts over your cell phone.

“These days con artists have new ‘phish’ to fry. Often using publicly available infor-mation about small businesses – including non-profits and government offices – they craft messages tailor-made to sound legit,” said Attorney General Kilmartin. “But when a business recipient clicks on a link in what appears to be a familiar sender, fraudsters install malicious software that ransacks computer files in search of corporate ac-count information. Once the account is compromised, the crooks can issue coun-terfeit checks, wire money to partners in crime, and drain a company’s assets.”

Kilmartin also reminds small businesses to correctly and safely dispose of all docu-ments that may contain private informa-tion about the business, employees, or cli-ents. “Shredding is the best way to ensure identity thieves don’t ransack your trash to ruin the lives of your employees and cus-tomers,” he added.

Kilmartin Warns, Attorney General, Rhode Island

USHCC Summit Hosted Procurement Matchmaking Event

The United States Hispanic Chamber of Commerce (USHCC) hosted the 21st Annual Legislative Sum-mit on March 28th through 30th, 2011 at the W

Washington Hotel, 515 15th Street in Washington D.C.. The Legislative Summit was the leading forum repre-senting the interests and the agenda of the fast grow-ing Hispanic business community. For the first time in its 21-year history, the Legislative Summit included a busi-ness matchmaking session, emphasizing procurement opportunities with federal agencies.

“The USHCC is focused on bringing together mem-bers of Congress, government leaders, influential Hispanic entrepreneurs and corporate America to network and develop new business opportuni-ties,” said Javier Palomarez, USHCC President and CEO. “We are introducing our matchmaking event which will give our members access to government agencies in order to explore opportunities, forge relationships and ultimate-ly be awarded contracts.”

The 21st Annual Legislative Summit also included industry roundtables that focused on education and the American workforce, healthcare and in-surance, technology, small business and environmental stewardship. Partici-pants heard from political leaders and visited with key legislators and policy makers.

US Chamber Congratulates 2011 Blue Ribbon Small Business Award Winners

The U.S. Chamber of Commerce recently an-nounced 75 Blue Ribbon Small Business Award® winners, recognizing their criti-

cal role in job creation and economic growth. The award honors their strong commitment to their employees, customers, and community.

“The recipients of this year’s Blue Ribbon Small Business Award are on the forefront of our econom-ic recovery,” said Thomas J. Donohue, U.S. Chamber president and CEO. “These small businesses are our nation’s job creators, and this award recognizes

their significant contributions to our economy.”The Blue Ribbon Small Business Award, sponsored by Sam’s Club®, hon-

ors businesses that demonstrate excellent business practices in several ar-eas, including strategy, employee development, community involvement, and customer service.

“Our award winners are committed to putting our nation back to work. Each has made important contributions to their employees and communi-ties, and the Chamber is proud to recognize their achievements,” said Do-nohue.

This year’s 75 Blue Ribbon winners were selected from a record number of nationwide applicants and will be honored at America’s Small Business Summit 2011, May 23–25, in Washington, D.C. On March 14, seven of the Blue Ribbon businesses were announced as award finalists, and one will be named the DREAM BIG Small Business of the Year during America’s Small Business Summit. The winner will be presented with a $10,000 cash prize courtesy of the U.S. Chamber of Commerce.

Javier Palomarez, USHCC President and CEO.

Thomas J. Donohue, U.S. Chamber president and CEO.

9www.diversityplus.com DiversityPlus Magazine | March/April 2011

10 www.diversityplus.comDiversityPlus Magazine | March/April 2011

Brie

fs

Landrieu: Closing the Wealth Gap for Minority Entrepreneurs Should Be A Top Priority

Senator Mary L. Landrieu, D-La., Chair of the Senate Committee on Small Business and Entrepreneurship, recently held a hearing

to discuss the challenges facing minority-owned businesses trying to get venture and other forms of capital funding, and the role entrepreneurial training can play in helping these firms survive and flourish. In addition to minority access to capital, the hearing focused on the important role that government contracting can play in enabling small businesses to grow and expand. Finally, the hearing

highlighted the wealth disparities in this country and ways the Committee and the Small Business Administration (SBA) can work to close these gaps and tighten these disparities through targeted business education and train-ing.

“Minority-owned business enterprises accounted for more than 50 per-cent of the 2 million new businesses over the last 10 years,” said Landrieu. “These businesses cross the entire industrial spectrum from financial servic-es and health care to construction and transportation. We heard testimony today that the 8(a) contracting program has some of the strongest con-trols to prevent fraud and abuse. To promote minority entrepreneurship, we must protect this and other programs from the damaging effects of ineligible participation while also encouraging access to capital for minorities to start and grow their new businesses.”

Since 2009 Landrieu has convened at least three meetings to address ways this Committee and the SBA, through its many programs, can address and provide a remedy to the issues affecting minority small businesses.

Government of Canada supports Celebrating the Roles of Multicultural Women event in Calgary

Dr. Alice Wong, Member of Parliament for Richmond and Parliamentary Secretary for Multiculturalism, recently announced fi-

nancial support for Celebrating the Roles of Mul-ticultural Women event taking place at the Village Square in Calgary, Alberta.

“By funding events like this one, we help show-case the diversity of our country, and the many tal-ents and skills of multicultural women,” said Wong on behalf of Citizenship, Immigration and Multicul-

turalism Minister Jason Kenney.The Women’s Voice organization is receiving $1,350 CAD for the event

under Citizenship and Immigration Canada’s Inter-Action program. “The Government of Canada is delivering significant funds to people

from various cultural backgrounds to celebrate different cultural and faith communities and help them to integrate with all Canadians,” added Wong.

The event took place on March 13 from 1 pm to 4 pm at the Village Square in Calgary, alongside celebrations marking the centenary of Interna-tional Women’s Day.

Mary L. Landrieu, D-La., Senator

Dr. Alice Wong, Member of Parliament

Dominion Surpasses $300 Million in buying from Diverse Suppliers

Dominion reported recently that it purchased more than $300 million in goods and services from diverse

suppliers in 2010, a 31 percent increase over the previous year.

“The significant increase in spending with diverse suppliers is a concrete example of our commitment to bolster the econom-ic well-being of the communities we serve,” said Ed Baine, vice president, Shared Serv-ices. “We focus on providing opportunities to diverse suppliers because it makes good business sense for our company, our cus-tomers, and our communities.”

Dominion reported that spending with diverse suppliers increased from $239 mil-lion in 2009 to $312 million in 2010.

Dominion is committed to identifying potential diverse suppliers through main-taining active memberships with organiza-tions, including the Virginia Minority Suppli-er Development Council, the Metropolitan Business League, the Women Presidents’ Educational Organization, the Virginia De-partment of Minority Business Enterprise and various local Chambers of Commerce and other advocacy organizations.

“Our partnerships with diverse suppli-ers translate into economic growth and increased employment opportunities in the communities we serve,” Baine said. Prod-ucts and services provided range from equipment and hardware to construction services and environmental consulting.

Diverse suppliers are companies certi-fied as owned by minorities, women and service-disabled veterans and by those op-erating in a Historically Under-Utilized Busi-ness (HUB) zone.

Ed Baine, Vice President, Shared Services


Akaka chairs hearing on the role of the SBA 8(a) program in enhancing economic development in Indian Country

The Senate Committee on Indian Af-fairs, chaired by Senator Daniel K. Akaka (D-Hawaii), held an oversight

hearing on April 7 entitled “Promise Ful-filled: The Role of the SBA 8(a) Program in Enhancing Economic Development in In-dian Country.” The hearing examined the connection between the federal policy on self-determination and trust responsibil-ity to American Indians, Alaska Natives and Native Hawaiians, and the role of the Small Business Administration (SBA) 8(a) program in enhancing economic self-sufficiency for these groups.

“We have found that when the federal government does business with Native 8(a) companies, we enhance our ability to meet our purchasing needs at best value while strengthening the ability of Native com-munities to be self-determining and self-sufficient,” said Chairman Daniel K. Akaka. “There have been great successes as well as some concerns with this program. I am en-couraged to find that when SBA identified the problems, they put in new regulations to ensure that the program operates as it should.”

The Committee heard from three pan-els of witnesses, including Joseph Jordan, Associate Administrator for Government Contracting and Business Development and Peter McClintock, Deputy Inspector General at the Small Business Administration; Jackie Johnson-Pata of the National Congress of American Indians and Julie Kitka of the Alaska Federation of Natives; and Chair-man Chief Allan of the Coeur d’Alene Tribe, Lance Morgan, Chairman of Native Ameri-can Contractors Assn. and President/CEO of Ho-Chunk Inc., and Larry Hall, President of S&K Electronics, Inc.

Daniel K. Akaka, Senator, D-Hawaii

WIPP Partners With the Arizona Small Business Association

Women Impacting Public Policy (WIPP) announced its partnership with the Arizona Small Business Association (ASBA), an organization dedicated

to promoting small businesses within Arizona. This part-nership will allow both WIPP and ASBA to strengthen their ability to advocate for business owners in Arizona and across the nation.

WIPP, a national nonpartisan public policy organiza-tion with over half-a-million members, advocates in the legislative process for and on behalf of women in busi-ness. With a membership of almost 5,000 businesses, representing over 300,000 employees, ASBA is the second largest trade as-sociation in Arizona and the only statewide association dedicated to serving small businesses.

“Our partnership with ASBA will help WIPP strengthen our presence throughout the state,” said Barbara Kasoff, President of WIPP. “ASBA of-fers fantastic education programs, as well as coaching, mentorship, and networking events. We are excited about the opportunities for federal ad-vocacy that we’ll be able to create for business owners as a result of this collaboration.”

“ASBA is making certain its members’ voices are heard and concerns are addressed,” said Donna Davis, CEO of the Arizona Small Business Association. “Our partnership with WIPP will go far in fostering our commitment to advo-cate for small business owners, so they can rebound and emerge stronger.”

Women Impacting Public Policy is a national nonpartisan group with over half-a-million members. WIPP is the collective voice in Washington, D.C., for over 50 national women and business organizations. WIPP advocates for and on behalf of women in business in the legislative process of our nation, cre-ating economic opportunities for members and building alliances with other business organizations. Visit www.wipp.org.

Kellogg Company Names Sterling As Senior Vice President, Global Supply Chain

Kellogg Company (NYSE: K) recently announced that Steven Sterling is joining the company as Senior Vice President, Global Supply Chain, effective April 18. He will serve as a member of the company’s Execu-

tive Leadership Team and report to John Bryant, Kellogg Company President and CEO.

Sterling spent the last 26 years with PepsiCo Inc. Most recently, he served as Group Vice President, Operations, Frito-Lay. Prior to his role with Frito-Lay, Sterling was Group Vice President, Operations for PepsiCo’s Latin America Division. Before joining PepsiCo, he was with Procter & Gamble Company.

“Steve brings more than two decades of strong manufacturing experi-ence with major consumer packaged goods companies to this critical role for Kellogg,” said Bryant. “His extensive knowl-edge in manufacturing is complemented by his strong capabilities in the areas of logistics and procurement.”

Donna Davis, CEO, Arizona Small Business Association


Women’s History Month Highlights President’s Resolve to Pass the Paycheck Fairness Act

SBA Proposes Increase in Size Standards

A proposed rule published recently for comment in The Federal Reg-ister by the U.S. Small Business Administration would adjust the size definition of small businesses in professional, scientific and technical

services and other services sectors.The proposed revisions would increase the revenue-based size definition

businesses need to meet to qualify as small businesses. They apply to busi-nesses in 36 industries and one sub-industry in professional, scientific and technical services, and one industry in other services sectors.

As part of its ongoing comprehensive review of all size standards, the SBA evaluated 46 industries and three sub-industries in these sectors. Of these, the SBA proposes to increase size standards for 36 industries and one sub-industry and retain current standards for the remaining 10 industries and two sub-industries. SBA’s size standards vary from industry to industry to account for differences among them.

In 2007, the SBA began the process of reviewing and updating size stand-ards based on industry-specific data. Before this, the last overall review of size standards occurred more than 25 years ago. Under provisions in the Small Business Jobs Act of 2010, SBA will continue its comprehensive review of all size standards for the next several years.

The proposed changes take into account the structural characteristics within individual industries, including average firm size, the degree of com-petition, and federal government contracting trends to ensure that size definitions reflect current economic conditions within those industries.

Temporary foreign workers can apply for permanent residence in Alberta

Effective immediately, skilled temporary for-eign workers certified in Alberta’s optional trades can apply directly to the Alberta

Immigrant Nominee Program for permanent resi-dency instead of having to apply with their em-ployers.

“We need skilled workers living in Alberta per-manently,” said Thomas Lukaszuk, Minister of Em-ployment and Immigration. “We have to make sure we are ready for the coming labour shortages as economies around the world are competing for the same skills and the same people. This change will allow Alberta to nominate the most qualified and experienced trades people working in occupa-tions that are needed in Alberta.”

The federal government limits the number of people Alberta can nomi-nate for permanent residence. In 2011, Alberta is allowed to nominate 5,000 people. With limited numbers, Alberta’s focus will be on nominating peo-ple who currently work in permanent jobs, those who have job offers, and those with the skills and qualifications in occupations that are in demand in Alberta.

There are currently 50 designated trades in Alberta. Of these, 31 are in the optional trades (including occupations like roofer, tile setter, concrete finisher and cabinet maker). Nineteen occupations fall under compulsory trades (including occupations like welder, ironworker, gasfitter and plumber). For more information on designated trades and the certification process for each occupation visit www.tradesecrets.alberta.ca.

In a recent weekly address, President Obama focused on Women’s History Month and paid homage to the accom-

plishments of former First Lady Eleanor Roosevelt in her effort to increase the role of women in government. Despite the im-portant strides that have been made to cre-ate a more equal society, he emphasized his resolve to pass the Paycheck Fairness Act as an important step towards achieving egali-tarian status for women.

March is Women’s History Month, a time not only to celebrate the progress that women have made, but also the women throughout our history who have made that progress possible.

One inspiring American who comes to mind is Eleanor Roosevelt. In 1961, the former First Lady was unhappy about the lack of women in government, so she marched up to President Kennedy and handed him a three-page list of women who were quali-fied for top posts in his administration. This led the President to select Mrs. Roosevelt as the head of a new commission to look at the status of women in America, and the unfair-ness they routinely faced in their lives.

Though she passed away before the commission could finish its work, the report they released spurred action across the country. It helped galvanize a movement led by women that would help make our society a more equal place.

Yet, there are also reminders of how much work remains to be done. Women are still more likely to live in poverty in the United States. In education, there are areas like math and engineering where women are vastly outnumbered by their male counter-parts. This is especially troubling, since, in order to compete with nations around the world, these are the fields where we need to harness the talents of all our people.

Thomas Lukaszuk, Minister of

Employment and Immigration

Brie

fs


Focus on Women

USPAACC Building A Bridge To Asia One Relationship At A Time A Stranger in a Strange Land? Not With the U.S. Pan Asian American Chamber Of Commerce

- by Helene Saunders

Susan Au AllenNational President & CEO, USPAACC

Twenty-five years ago, Susan Au Allen founded the U.S. Pan Asian American Cham-ber of Commerce. She saw a

need for Asian American businesses to be able to lift the veil on the secret of corporate contracting, and wanted to help open doors of opportunity to Asian American owned firms. “For many firms, even today, minority means African American, maybe His-panic,” Allen says, “but we have 1.5 million Asian American owned busi-nesses, 50,000 B2B businesses. We are 15% of the population and the fastest growing minority group in America.”

Changing the mindset has been a challenge, but as USPAACC cel-ebrates its 25th year, Allen can point to a number of successes. She devoted herself to operations as the CEO and National President 10 years ago, and the practices USPAACC has devel-oped have been emulated by other corporations and even the federal gov-ernment. This includes the means for opening doors to Asia, matching busi-nesses with partners here and abroad, and caring for relationships after they have been established.Laying the FoundationsAllen began with the idea that there were vast opportunities in the U.S. procurement market with Fortune 1000 companies and government en-tities at all levels. The issue was that many Asian American business own-ers didn’t know about the potential or how to connect to the right people to get their foot in the door. Conversely, firms that were interested in Asian

partnerships and the Asian market didn’t know how to network in the Asian American community or build relationships that could take them to Asia for business.

USPAACC began laying the foun-dations for “mutually beneficial” op-portunities. The first step was infor-mation sharing so Asian American businesses could gain an awareness of where they might be able to build business relationships. From there, Allen worked on building the business case for coporations to team up with Asian American companies for joint ventures and procurement. “Some 70 percent of Asian Americans in this country were either born here or are the sons and daughters of immigrants. We speak both languages, we under-stand the culture, and we still have economic, social, and political ties in Asia,” she says. “We travel back. We are the people who will be the good-

will ambassadors for the American businesses and talent who want to go and take advantage of the increasingly large consumer base in Asia.”

Allen notes that in both the U.S. and Asia, people prefer to do busi-ness with people they know and who fit in with their culture. Partnerships with Asian American business own-ers can help break down this “people we know, people like us” wall abroad for corporations, while also providing valuable opportunities for sales and procurement partnerships for Asian American companies. It’s a winning proposition for both sides, creating a balanced platform for ongoing suc-cess.Stepping Onto the BridgeThe first step onto the bridge to Asia starts with engaging with the U.S. Pan Asian Chamber of Commerce. There are chapters throughout the country, and the organization is known for the high quality of its events, participants, and conferences. Attending, partici-pating, and building relationships is where it all begins.

At the Southwest Chapter’s 9th Annual Asian Business Expo, Allen recalls being approached by a partici-pant who said, “I want to go to China, but what do I do? I don’t speak their language.” As a reply, she pointed across the table to the Northeast Re-gional Chapter President, who man-ages U.S. China Partners and special-izes in bringing American businesses into China and vice versa. “We have the connections,” Allen notes, “and we pride ourselves on being the go-


to place for small and medium-sized businesses looking for an efficient and economical way to go to Asia.”

One unique program offered is pre-scheduled one-on-one business matchmaking. Started in 1998, the program works to match minority firms with suppliers, potential busi-ness partners, and joint venture com-panies, as well as procurement people in major corporations. Focused and targeted, it has been such a success-ful program that the U.S. Depart-ment of Commerce, Small Business Administration, and other economic development agencies around the country now do the same thing. Even American Express’ OPEN took this page from them. Allen admits that in-terpreters are necessary at times, but insists that it’s no challenge to get bi-lingual interpreters for business deals.Crossing OverSix years ago Allen and her Chamber looked at the handwriting on the wall in terms of Asian economic develop-ment and began to organize regular annual trade missions to China, Tai-wan, and India. “What we are trying to do is to sell, promote, and market American products and services in Asia,” she states, encouraging firms to come along and check out the markets for themselves.

One advantage of doing trade mis-sions with USPAACC is the ability to leverage the group’s knowledge about second tier and lesser known mar-ket zones. “We don’t have to be in Shanghai,” says Allen, noting that her group specializes in finding business opportunities outside the main hubs where costs are cheaper and locals are more interested in making new deals. The group also reaches out to form in-country partnerships with large American corporations already doing business in developing parts of Asia, pointing out partnership opportuni-ties with Asian American firms who may be able to deliver value on both sides of the Pacific. It also provides a win for firms looking for value in Asia and enhanced diversity spend-ing that legitimatley counts for them

fruition, smoothing over some of the cultural misunderstandings or per-haps easing a transition to a second tier supplier relationship.

The group is also consistently look-ing to the future. They will launch a Renaissance program for their largest and most successful Asian American companies who are interested and willing to guide the new generation. The program will pair firms in the $25 to $80 million range with emerg-ing firms looking to take things to the next level. It is accompanied by US-PAACC e-portal, a dynamic search-able tool for corporations who want to identify member companies in particular industry codes for business partnerships.

In expanding the Chamber, Allen bemoans the lack of time to pursue every opportunity and the continuing challenge in building equal partner-ships for her Asian American mem-bers. “Work with us,” she asks, “We are nimble, we are flexible, we are young, we want to be able to serve, and we want to prove that we are worthy. Don’t treat us as a threat. We are one of you, we are American.” She sees her group as one that can be the instrument to bring American busi-nesses to Asia and help create jobs, in-novation, and prosperity in America.

in America.The potential for connections on

the trade missions is broad, and Al-len has many success stories. She references Charles Chang’s Top Line Products in New Jersey, an $80 mil-lion company that has earned sup-plier relationships with Avon, Max Factor, and Estee Lauder. MSL Ex-press now ships heavy equipment and other products around the world thanks to relationships owner Ches-ter Tchong developed through US-PAACC with PepsiCo. The 2010 trade mission attendees met with the $6 billion HISENSE firm to market IT and service partnerships, while CMIS out of Illinois on the tour met with GE Energy and HP in China to learn more about operational partnership opportunities. Taking the Next Steps“Companies can make all the prod-ucts they want, but they need tech-nology, they need to know how, they need innovation and new innovative ideas,” says Allen. Her organization keeps formal and informal tabs on the outcomes of trade missions, knowing that sometimes building partnerships can be a lengthy process. Through private connections, USPAACC of-ten help facilitate relationships to

Focu

s on

Wom

en


Management

neur needed to let go and allow his employees to make decisions, initially smaller decisions, then increasingly more difficult.

He eventually came to the realiza-tion that if he did not have confidence in certain people he would have to let them go. When it was broached initially, he immediately (and loudly) rejected that suggestion.

I smiled and asked him, do you feel you are to blame? Have you given your employees the opportuni-ties to prove themselves, or to grow? Begrudgingly he admitted he never gave his employees the tools to grow professionally. He recognized that he needed to be trained on how to let go. He also realized his employees needed to be trained on a wide array of subjects. Many of his people were mentored and re-educated to enable the company to grow. Compensa-tion was adjusted and people were rewarded based on outcomes, not for “showing up to work.” The Physical Plant

The entrepreneur was able to rec-ognize the downside of owning ad-ditional capacity versus outsourcing. The analysis showed if he owned the capacity and overestimated sales by 10 percent it would strain the busi-ness’ financial position; he could no longer draw his usual compensation.

By maintaining flexibility and expanding the products being sold (sourced from several new vendors) the entrepreneur’s business continues to grow. Sales have increased signifi-cantly, profitability has increased, the company is accomplishing more with better trained employees and the company continues to build its bal-ance sheet. And best of all, the entre-preneur feels much more comfortable with the risk.

when industry trends and the econo-my become more predictable.

We assessed the resource he had available to him as well as what he might need in order to achieve his goals. We went through a series of scenarios and several outcomes made the entrepreneur feel very uncomfort-able. He understood how important flexibility was to his outcomes, and how lack of flexibility hurt his com-petition.Human Capital

It became apparent that the entre-preneur’s company lacked the human capital to build the company that he now envisions. In some cases hu-man capital was an impediment to growth. Further, the way the compa-ny was compensating its salespeople reinforced a behavior that was incon-sistent with growth. To compound matters, he behaved like many entre-preneurs, “working in his business, not on his business.” The entrepre-

In 2009, before any semblance of an economic recovery, a potential cli-ent viewed this period of uncertain-

ty as a once in a lifetime opportunity. He asked me to help increase its busi-ness’ capacity. At the time, the entre-preneur’s business had gross revenues of $1.5 to $2 million. He understood fortunes are made (and lost) in peri-ods of great uncertainty and wanted to participate when an economic recovery occurs. The entrepreneur was uncertain as to how to approach the dilemma, especially since he also was risk adverse. Based on his initial comments I drilled down; I wanted to understand the entrepreneur’s vision of his industry and how he wants his company to perform relative to his in-dustry. Do you want your company’s growth be in sync with the industry or do you want growth to exceed the in-dustry trends?

He came to the realization that we needed to develop a plan as to how the company is going from its current situation to its targeted goals within the timeline he specified. Further, it needs to be accomplished with the entrepreneur being comfortable with the underlying assumptions and risks being taken.

During the process of developing the strategic plan, I asked the entre-preneur some very difficult questions; and many times he couldn’t answer many of the questions with any degree of certainty. It became apparent to the entrepreneur that flexibility was key towards building the business, while conserving assets, so that he would be in position to exploit market changes

Assessing the Risks of Building Capacity

Morris Bocian is CEO of Creative Business Planning Inc., an established business and strategic consulting company. His email is [email protected]

- by Morris Bocian

THE OPPORTUNITYSUMMIT & SALUTE

Women’s Business Enterprise National Council

MARCH 22-24, 2011 | WASHINGTON, DC

certification opportunities resources recognition

March 22-24, 2011Gaylord National Resort & Convention Center

Make Connections.Discover Opportunities.

THE SUMMIT & SALUTE OFFERS EXCELLENT LEARNING AND NETWORKING

OPPORTUNITIES IN A FRIENDLY, UNRUSHED ENVIRONMENT.

A keynote speech on Navigating and Profiting in a World of Changing Business Models by Alice Schroeder, Bloomberg News Columnist and Author of The Snowball: Warren Buffet and the Business of Life.

WBENC’s 2011 Salute to Women’s Business Enterprise Stars Awards Dinner, as well as a tribute to America’s Top Corporations for Women’s Business Enterprises for 2010.

Sessions focused on topics of most importance to you, including best practices panels and informative sessions on Joint Venture management and working as a Tier II vendor to build capacity.

A NEW ADDITION TO THE SUMMIT IS WBENC’S MULTI-TIER DIALOGUE & OPPORTUNITY CONNECTION.

PARTICIPATING CORPORATE MEMBERS WILL BE AVAILABLE IN TWO SIMULTANEOUS SESSIONS:

A meet and greet session designed for Certified Women Business Enterprises to introduce their companies and products and/or services to participating Corporate Members.

An opportunity for Certified Women Business Enterprises to visit tables hosted by Corporate Members and their prime suppliers/key business partners for short meetings to explore 1st, 2nd, and 3rd level sourcing opportunities and to learn how to be considered for these opportunities.

* Appointments for meetings with Corporate Members and their prime suppliers will be offered based on the corporation’s interest. Registration for the Summit & Salute must be received by January 31, 2011 in order to be eligible and there are a limited number of appointment slots available…...so make sure you register early!

FOR MORE INFORMATION, PLEASE GO TO WWW.WBENC.ORG/SUMMIT-SALUTE

President’s Circle

Tribute To Education Patron

2011 PRESENTING SPONSORs

Diamond

Benefactor

Benefactor


Corporate Feature

Passion and Commitment Support Office Depot From Within

Office Depot has repeat-edly been recognized by this magazine and other major diversity groups for its ef-

forts in the diversity space. Their serv-ice and commitment to historically under-utilized businesses (HUB) sets them apart from their competition and allows them to be a benchmark for others. All of this external recog-nition stems from a strong inner core commitment to suppliers. One key member of this core is Shari Francis, Manager for Supply Chain Diversity and a two-time honoree as both a Di-versityPlus Champion of Diversity and a Woman of Power.

Francis is a long-time employee of Office Depot who transitioned into the supplier diversity space after a stint with the company’s merchandiz-ing department. It was a strong fit for her skill set, and has helped her con-tinue and build on the legacy of sup-plier support at Office Depot.

Laying the Foundations for Opportunity

Francis’ main responsibilities lie with establishing the foundations for certi-fied HUB-owned companies to par-ticipate in Office Depot’s direct repur-chasing and reselling relationships. “Good business decisions come from a diversity of opinion, and that’s what supplier diversity is. We are trying to engage all and not discount any sup-plier,.” Francis said, adding, “What I’m here to do is to try and give these sup-pliers a leg up to get in the door and

get their products seen by the right people.”

According to Francis, the biggest challenge in the diversity space is getting people to consider new rela-tionships and options. To help break through behavioral norms and get diverse suppliers the opportunities they need, Office Depot has focused on mentorship, relationship building, and building new forums for exposing HUB companies to vendors.

Building a Showcase For Diverse Vendors

One of the latest forums for HUB firms from Office Depot is the HUB catalogue, now in its second year. The catalogue is unique in the industry in

that it focuses solely on the product offerings of HUB suppliers available nationally to Office Depot’s clients and partners, carrying everything from ergonomic chairs to paper clips. The catalogue also took a different approach by separating offerings by vendor so that buyers could learn the story about the vendor and their certifications, so if a certain kind of spend is needed the right firm can quickly be identified.

Francis is particularly proud of the HUB catalogue and what it repre-sents. “Certified companies and their products have a vehicle in which they can be advertised and marketed to our end users - not just our customers, but other players in the industry,” she states. The showcase of the vast ar-ray of products available from diverse suppliers helps Office Depot’s client’s build their own diversity spend lev-els while giving featured suppliers valuable national exposure at a level they might not have ever been able to achieve independently.

Feedback on the catalogue has been positive on both sides of the equation. Clients have been pleased at the way Office Depot has respond-ed to their demand for more diverse supply sources, and vendors have re-ported increased sales after the first catalogue was released. Unique, in-novative product offerings are being seen and heavily rewarded with sales. HUBs, in fact, equalled $400 million worth of sales for Office Depot in 2009.

Shari Francis Uses Spirit and Creativity to Keep Office Depot as a Diversity Leader.- by Betty Armstrong

Shari Francis,Manager, Supply Chain Diversity


Emily McHugh, CEO of Casauri, Inc., a specialty bag maker, says Office Depot has given them valuable expo-sure and the opportunity to showcase their bags at various venues includ-ing WBENC and Office Depot’s HUB Catalog.Recognizing Success

The feedback from the catalogue hasn’t been the only place the Office Depot team has been recognized for their success. Francis and other members of the team have won national diver-sity awards, and the firm is considered to be a benchmark for the industry.

McHugh notes that Francis has been a critical force in ensuring suppli-ers understand Office Depot’s needs. “Shari is head and shoulders above many supplier diversity managers and she is accessible, you can actually get her on the phone. She is dedicated to working with her small business ven-dors and coming up with creative ways to provide opportunities. She also takes the time to help put you in the right direction,” says McHugh.

However, Francis notes that the group is more pleased with the way that firms that have partnered with Office Depot have achieved their own successes.

The company takes a long-term partnership approach, often cultivat-ing relationships for years to help small and diverse firms grow to the point where they can do business with the firm. “Just because you are not ready now, doesn’t mean you won’t be ready in the future,” states Francis.

One company that has been a standout success from Office Depot’s mentor-protégé approach to their pro-grams has been Kleen Slate, founded by Julia Rhodes. Office Depot was the first to bring the firm’s products to the market, starting with only two prod-ucts. This was in keeping with Of-fice Depot’s “start small” ideal, which helps firms beginning a relationship with Office Depot by helping them place one or two products and grow to success gradually. Even for firms that start nationally, the relationship begins

with a small order to test the waters and ensure a good fit for success.

Kleen Slate now has multiple SKU’s with Office Depot and is considered one of the more innovative companies in the field. They have also taken the mentor-protégé to heart and mentor other women-owned business in the industry looking to grow. “They’re an example of where we can see the fruits of our development efforts,” said Fran-cis, adding she always hopes for more HUB owners that are as open to men-torship, partnership, and development as the team at Kleen Slate.Making Way for the Future

In looking toward the future, Francis notes that the company isn’t looking to settle for what is, but wants to raise the bar. They push HUB partners to inno-vate, consider cost and sustainability, and work to improve their own inter-nal system. It helps the firm continue to lead in the diversity space.

Office Depot challenges partnering firms to innovate their industry so the company can continue to present their end users with fabulous products that answer needs that they have. “Any-one can bring us a piece of paper, but what’s so special about that paper?” Francis asks. “We are a complex and international firm, and vendors need to have done their homework.” The

emphasis on an integrated and inno-vative approach does take time, but it also encourages vendors to view the relationship as a partnership with mu-tual investment in ongoing success.

Cost and sustainability are other key issues for partnerships. Commod-ity items are very tied up in the cost issue, though HUBs that bring some-thing creative to the table have more of a chance to set their price, within reason. On the sustainability front, the Office Depot approach focuses on developing business models with firms that help them see beyond one day’s presentation or contract to what tomorrow may bring. The company feels this helps HUBs build a plan for their firms so that they can manage bandwidth, financing, environmental issues, and any other issue no matter what happens.

The growth manages to continue - or at the very least, hold the line - even in these tough economic times. Fran-cis’ love and passion for the work is a part of the continued strength right along with Office Depot’s own strong systems, which help make diversity a regular part of normal business opera-tions throughout the firm. Whatever the future may hold for the business, this strong inner core will keep diversi-ty at Office Depot on the leading edge.

Corp

orat

e Fe

atur

e

Integrating MBEs in the

Global Supply Chain

20

- by Shaniqua Thomas

Trends & Issues Capacity Building


Chain

Capacity Building

Integrating themselves into the global supply chain is a key goal for many minority and women owned businesses. As global competition for supplier con-tracts increases, resources and

talent are becoming scarcer. Firms that can align themselves with major sup-ply and procurement trends have in-creased access to key markets, more capital for ongoing development, and a better chance of long-term survival.

Yet despite the importance of sup-ply chain issues, not all U.S.-based mi-nority businesses seem to understand the criticality of supply chain manage-ment. They are caught by surprise by the extreme cost-focus of global com-petitors accustomed to fighting for ad-vantage on fractions of pennies. To be integrated and able competitors, U.S. MBEs need to face the top domestic supply chain concerns, address top worldwide challenges, prepare proper-ly for the rigors of global competition, and take advantage of opportunity spaces created by U.S. legislation.Top Supply Chain Concerns

For domestic businesses, the global markets are something of a concern. Prices refuse to remain stable for core goods and energy resources, and con-solidation and outsourcing within sup-ply chains limit opportunities for mi-nority businesses to partner with the major multi-nationals. While supplier diversity programs have increased in

number and robustness, the number of opportunities that firms offer for suppliers looking for partnerships is decreasing as companies respond to pricing pressures by cultivating longer-term relationships with fewer clients.

This consolidation isn’t just a mainly U.S. concern for MBEs. European and Asian markets are seeing the same domestic price instability in response to global unrest and inflationary pressures caused by stimulus and government bailout pro-grams. As corporations have

embraced a more global network of suppliers, the stability of lean, just-in time supply programs is being called into question by price fluctuations and spots of international unrest that can disrupt smooth operations. Sup-pliers of all sizes and backgrounds are scrambling to keep up, keep competi-tive, and keep cultivating new part-ners.

The extreme fear factor about supply chain disruption is present in partner firms of all sizes. Companies don’t want to bear the costs of inven-tory storage if it can be avoided, but the risk of hiccups in their supply chain keeps them up at night. Minor-ity firms have to demonstrate sound-ness and reliability in these markets to make partners comfortable that even if materials prices shift or normal transport paths are blocked, there

is a Plan B or a business sustainable model in place.Preparing to Compete Globally

Recognizing the limits to operating within the U.S. markets alone, many MBEs are hungry to go global. Un-fortunately, some firms headed for the international markets haven’t mastered the fundamentals in the U.S. supply chain. This can make it harder to take domestic relationships overseas, show a track record of suc-cess when wooing new clients, and outperform in-country service and product providers.

Still, the hunger to compete glo-bally is a good thing, especially given that only about five percent of the global population lives in the U.S. and the fastest-growing markets are overseas. Chinese and Indian companies are happy to talk with American MBEs who are bringing innovation and smart solutions to the table. Facing their own hurdles to break into the U.S. markets, they can appreciate the commitment it takes to do business overseas, and give respect to firms who can show the scale, capacity, and efficiency to be global contenders.

Minority firms don’t have to win that respect after costly rounds of trial and error. Specially designed training courses for minority business leaders looking to improve their skills and execution are available. One of the


Tren

ds &

Issu

es


leading programs is the Tuck/MDBA partnership, which provides targeted programming such as the “Building a High Performing Business” sessions for minority business owners who do not have an MBA. This program - and others like it at Kellogg and Darden - seeks to provide minority businesses with step by step guides to surviving and thriving on the global stage as sup-pliers and strategic partners.Worldwide Challenges to Face

Even with high-quality training on glo-bal supply chain tactics, minority firms have to work around the challenges of the global marketplace. Newly emerg-ing middle class populations in the developing world are clamoring for more and more products of a bewil-dering variety. Supplying that demand is critical for global markets to contin-ue to thrive, and minority firms have the products being demanded if right paths to market can be found.

Finding those paths is a challenge. Slowing worldwide demand from more developed nations affects MBEs as there are more developed MBE pro-grams in northern, mature economies than southern, emerging economies. In an absence of programming and with generally less robustly developed capital support frameworks, emerg-ing markets require MBEs to be bet-ter funded as they come to the market. This helps MBEs weather the costs of storing inventory until supply part-

nerships can be worked out, adapt to local norms in international settings, and find their place in the local supply chain systems.Opportunity Spaces

Within all these challenges and glo-bal market concerns, there are still opportunity spaces. Minority firms that have studied global supply chain needs through the Tuck school and that keep abreast of new legislative developments can find their place among the leading global Tier 1 and Tier 2 suppliers.

One space where U.S. MBEs have an advantage in the global supply chain centers around value migra-tion. Value migration happens when investments and contracts shift from outmoded business models to busi-ness designs that are better able to

satisfy customers’ priorities. Due to the higher levels of technological so-phistication in many U.S. markets, leading edge business practices, and a lack of legacy system encumbranc-es when entering emerging markets, U.S.-based MBEs can pull value to-ward their offerings by being more efficient, ethical, and service-oriented than local competitors.

There are also some opportunities being created by new U.S. regulations about the traceability of goods and services. Coupled with the National Export Initiative, programs such as the new FDA traceability system, reg-ulations on pharmaceutical sourcing, and the measures contained in the Na-tional Defense Authorization Act for 2011 give domestic MBEs with trans-parent sourcing system advantages in the global supply chain. Able to provide the quality and origin of their goods, U.S. minority businesses can gain a competitive edge over cheaper but less transparent suppliers.

Being active players in the global supply chain is a forward-looking goal for many minority businesses. With the large markets outside of the U.S. opening up, minority firms want and need to participate to survive in the global economy. By focusing on the domestic supply chain challenges, ad-dressing worldwide challenges and competition, preparing fully, and tak-ing advantage of opportunity spaces, MBEs can find a place for themselves in international supply chains.

Tren

ds &

Issu

esCapacity Building

MBE24

well. They’re about redesigning the core elements of business functional-ity to embrace what’s coming down the pipe in the next generation of operations. With this mindset, next practices aim to transform the world by sweeping aside outdated systems of operation and bringing in new frameworks that are ready and able to handle the present reality as it un-folds.

With this in mind, benchmark-ing and emulating best practices is


Best versus NextThe first element needed to move be-yond best practices to next practices is an understanding of the difference between the two. Best practices are a snapshot, but not necessarily of the present state. Instead, by the time best practices are recognized, studied, and presented as cutting edge, they’re already being left behind by current business norms.

Next practices, in contrast, aren’t about what everyone else is doing

The future starts tomorrow, but many minority and women owned businesses are still working on getting up to speed

with today. To have a chance at com-peting in the global marketplace, how-ever, it’s not going to be enough for minority businesses to simply identify and emulate the best practices of lead-ing organizations. Instead, minority businesses will need to become adept at identifying and responding to the demands of next practices.

Trends & Issues

Identifying Next Practices

Development - by Paul Lachhu

Capacity Building

for

25

deemed insufficient by next practice norms. It keeps minority businesses trapped in past practice, focused on what was working five minutes ago, and out of touch with emerging sys-tems. To compete, minority busi-nesses need to give up on the idea of keeping up and focus more on innova-tion, process development, and talent readiness.Next Practices and Talent AcquisitionNext practices have particularly im-portant implications for minority busi-nesses as they approach the issue of talent acquisition. By embracing next practices over best practices, MBE’s can access some of the best talent from the best global schools to compete in local markets. Technology supporting next practices will also open up oppor-tunities for minority businesses look-

ing to control the costs of getting the best talent.

In terms of finding the right tal-ent, next practices can remove bar-

riers and lower costs. Current best practices call for minority business to do face to face recruiting through career fairs, visiting top schools, or extensive local interviews. With next practices, remote testing and inter-viewing can allow minority firms to interact directly with top talent from any corner of the U.S. or around the world.

Acceptance of remote testing and interviewing is growing world-wide. The cultural endorsement of the prac-tice is partially driven by the flexible work policy technology has enabled and the freelance revolution. As the ability to work from home has turned into the ability to work from any-where, many top talents are eschew-ing traditional best practice paths into the organizations they want in favor of more time and cost effective remote interviewing techniques.

Permitting the best performers world-wide to work for U.S. busi-nesses does up the ante in the com-petitive labor marketplace. Talent will have more choice about who they work for and what they do, with the experience at the firm and work-life balance rated as more important than compensation according to a MetLife survey. In this case, minority firms that can offer better experiences and opportunities to workers - even with small talent budgets - can pull in top workers.


Tren

ds &

Issu

es

Capacity Building


Accepting and Fixing Skills GapsOne of the challenges with next prac-tices the minority business owners face is the need to identify skills gaps, accept them as given, and work to fix them through training, re-skilling, or staff training. Next practices are more global in nature than current norms or best practices, and this can be a pain point for minority business owners who often find they don’t have a full skill set when preparing to move into the global arena. While some firms call for protectionist programs, spe-cial government programs, or blocks for firms from certain countries, more proactive MBE’s step up to the plate to transform their business models.

As the 2009 Policy Report from the Billion Dollar Roundtable put it, under next practices “minority sup-pliers” will become “suppliers.” The group, made up of some of the larg-est supporters of diverse suppliers, feels strongly that the next stage of programming and inclusion needs to be driven by private industry rather than government programs, and that minority firms need to become more strategic partners in innovation, de-velopment, and response to global change.

Not all minority businesses are ready - or interested - in so dramati-cally reorienting their businesses in the short run. However, reskilling (training workers in newly identified skill and competency areas) is a key part of next practice. Businesses will not be able to sit still, rely on talent hired only for “this job,” or expect to be able hide skill gaps behind protec-tive programs. The barriers between vendors around the world are coming down with increasing speed, and an eyes-open, proactive approach to the new challenges is almost mandatory for minority firms who wish to sur-vive under next practices.Socio-Cultural Considerations of Next PracticeFrom a socio-cultural level, some have questioned whether next practice is

truly feasible. After all, it took nearly 50 years to establish the current MBE operating systems. How then can next practice be realized in anything approaching that timeline?

One of the ways that next practice could break through in a much short-er timeframe has to do with the home of next practice initiatives. Next practice principles rely on individuals and seasoned practitioners looking at what’s working and asking “What could work more powerfully?” In this sense, the private, personal, and reflective nature of next practice can help it launch faster. Next practice isn’t waiting on new programming in-itiatives, relying on government bod-ies to be perfect agents of change, or hoping that global competitors aren’t leapfrogging best practices.

From some perspectives, next practice is somewhat de-powering on an immediate global political level. The responsibility for innovation and development shifts from large gov-ernmental bodies and policy agencies to the private sector. The value of set targets for spend lessens, and the val-ue of strategic partnerships rises.

Another element of minority busi-ness response to next practice centers around the profit principle. American businesses emphasize private profit, while next practice at times implies that there is greater value in other systems, such as community based profits or non-profit works. The sys-tem that works best is not absolute; minority businesses have to think holistically about which frameworks will best serve them moving forward beyond this quarter and next.

The future starts tomorrow, and those following next practice de-bates are going to be one step ahead of the rest. Keeping up with today’s best practices is no longer enough for most minority and women owned businesses. Instead, to compete and thrive in the next generation of work, minority businesses need to iden-tify and respond to the next practice pressures and trends in their specific areas of operation.

Tren

ds &

Issu

esCapacity Building

...minority firms need to become more

strategic partners in innovation,

development, and response to

global change.


reach for minority businesses, and all are principles you can work on even if you don’t have a deep marketing budget. More mindset driven, the keys can be helpful in getting minor-ity business owners to think differ-ently about the marketing approach you take.

l Create an imagel Implement promotionsl Build relationshipsl Gain feedbackl Adjust to changes

Not one of these keys is out of

For minority businesses, it’s not enough to simply exist. The “Build it and they will come” campaign last worked success-

fully for Field of Dreams. In reality, no one will know that you’re there or what you can do for them without smart marketing.

Fortunately, the principles of good marketing are not rocket science. They take discipline to apply, but they can be understood even if you don’t have a deep marketing background. Divided into seven “keys” they outline the key strategies firms need to spread the word and thrive. The seven marketing keys can also help you get started with your marketing efforts, leverage mod-ern media channels, manage clients, and find the keys to your continued success as a minority firm.The Basics of the Seven Keys

The seven keys of marketing, or more properly, “The Seven Keys To Mar-keting Genius” are one of six books by noted marketing expert Michael Daehn. His clients have included Walt Disney, Nordstrom stores, Mon-ster.com, and Franklin Covey. Out of his work, he distilled his marketing knowledge into seven keys for a suc-cessful marketing campaign:l Find your advantagel Define your purpose

Putting The Seven Marketing Keys into Practice

Trends & Issues Capacity Building

- by Sherry Bloom


Getting Started With The Seven Keys

The first requirement in the seven keys approach is to find your advantage. Essentially, you need to sit down and figure out your unique value proposi-tion. What does your firm bring to the market that no one else does? How do you deliver for your clients in ways that others do not? Where do you excel?

Once you know what differentiates your business in the marketplace, the next step is to define your purpose as a business. No eye-rolling and sarcas-tic “To make money, obviously” here -- this is more about your mission as a business entity than the point of opening a business in the first place. Think of “Your World, Delivered” (AT&T - communications), “Powered by Service” (Zappos - shoe sellers), or “Creating Your Ripple of Change in the World” (Academy of Coaching & NLP). It doesn’t have to be a public slogan, but it should embody the soul of your business endeavors.

Your image as a minority business grows from your advantage and your purpose. Figuring out how to position yourself in the market is a lot easier if you understand who you are and what makes your business unique. From there, the next keys fall into place and you can take your message to the mar-ket.Leveraging Technology & Media

As you approach the implementing promotions stage of the seven keys, you need to have a platform where you can take your message. While tradi-tional media outlets such as television, newspaper, and radio advertising can still pull in valuable clients, leveraging new marketing channels on the web can bring in more bang for your mar-keting buck.

The value of a web presence comes with being able to speak directly to your customers. An active website shows visitors not only what you do, but also how you approach the problem and your special strengths. A blog, Face-book account, or Twitter feed can also permit minority businesses to present

a carefully moderated look into the company’s activities, new initiatives, and ongoing service relationships.

Your website is an outstanding platform to display your social proof points as well as interact with your clients. In the current recession, po-tential clients are warier than ever about new partners. They are doing more research before pulling the trig-ger. Written testimonials from satis-fied clients posted on your webpage and blog provide evidence that others have had wonderful experiences part-nering with you. In tough economic times or frankly any time when it is necessary to win over skeptical cli-ents, social proof in the form of testi-monials is invaluable in raising client conversion rates.Managing Clients With the Keys

Once you have clients through the door, the next key is to keep them as loyal customers. Relationship build-ing is an aspect of marketing your firm that can’t be overlooked. It is much less expensive to keep a current customer than to hunt for a new one in most industries, so the time spent on relationship building with clients helps ensure top of mind status and solid client retention.

Responding to feedback and im-plementing changes as a result bol-sters relationship building. Clients can see that you are a partner who is listening to their needs on an ongoing basis, and when you hear what clients need, it becomes that much easier to deliver the solutions they really want.

At times, the feedback (from ei-

ther side of the relationship) may indicate the change needed is to go your separate ways. This can be a very hard moment for minority busi-nesses, many of which operate with a scarcity mindset, wrongly framing their current customer base as the only possible customers. This isn’t true, and by opting to not renew re-lationships that aren’t good fits due to profitability, mutual satisfaction, or a need to focus on core areas rather than meeting every need, you can deliver on your areas of strength to customers who will truly appreciate your services. These conversations can be challenging, but by running the numbers and being confident in your ability to win additional custom-ers through your advantage and pur-pose, it is possible to manage out un-rewarding customers in favor of more mutually beneficial relationships.Exploring Alternative Keys

As your business becomes more comfortable with the framework of the seven keys, it is possible to start exploring alternative keys. The origi-nal seven keys were so successful that many other authors and consultants jumped in with minority business advice in a seven keys format. Some examples of areas where there are al-ternative seven key models include finance, HR, and managing strategic accounts.

Some of the alternative seven keys claim to be for specific sub-groups. Women entrepreneurs are a popular target group, but the core philoso-phies remain the same. To succeed at any given area, a thoughtful and stra-tegic approach is needed.

For minority businesses, it’s not enough to simply exist. You have to zero in on what sets you apart in the marketplace, communicate that to your potential clients, and care for your ongoing relationships. Even if you are just beginning to focus on your marketing efforts, leveraging the seven keys approach to marketing you can tap into a system that helps you connect with and keep the cus-tomers you want.

Tren

ds &

Issu

es

Capacity Building

For minority businesses, it’s not enough to simply exist. You have to zero in on what sets you apart in the marketplace, communicate that to your potential clients, and care for your ongoing relationships.


Protecting Your Network from a Targeted Hacker Attack

- by

Kare

n W

hite

As businesses rely increasing-ly on technology platforms to streamline daily opera-tions, client connections,

and customer contact, your network takes on a starring role. Unfortunate-ly, you’re not the only one who thinks your network is valuable. Hackers are also waiting for the chance to peruse your customer data, cancel your or-ders, or pick through your corporate intelligence.

Protecting your network from a targeted hacker attack is a necessary part of doing business in the modern era. Minority firms, often cited as less technologically savvy, have a particu-larly vested interest in protecting their networks. To come to terms with the problem and mount a defense, it is important to understand the nature of hacking, see how other businesses have survived, and discover common protection measures to implement.Understanding the ProblemHacking is primarily the activity of young males with plenty of time on

their hands, though older hackers and veterans of the “sport” are also out there. Often thought of as malicious, many hackers are doing it for fun. Yes, you read that right. Taking down your network, disrupting your opera-tions, and causing you no end of grief from a customer service standpoint is someone’s idea of fun.

Depending on the nature of your business, you may also attract profit-oriented hackers. Minority business-es in the financial services space, those who manage information systems, or any firm with a large customer data-base are popular targets. These hack-ers want access to customer data for identity fraud or credit scams, finan-cial access information for later thefts, or corporate intelligence for resale.How Hackers Get InHackers get into your network through open access points, by impersonating a trusted user, or through security gaps in your network architecture. The typical attack begins with a ping to your system and some exploratory

file tapping. Once a hacker is confi-dent that he or she has unfettered ac-cess, a full breach will occur.

As more businesses move to wire-less hubs and remote work solutions, open access points are a growing problem. Hackers can look for public networks and help themselves to the hard drives of computers they find there. Impersonating trusted users is also easier through wireless systems, and many sharing systems are not ex-actly air tight with their architecture, either. Throw in human factors on password setting and security such as never logging out or taping passwords to laptop screens during business trips and it becomes clear that hackers can come in from many directions.

Harmless public wifi connectiv-ity is also another major gateway. As workers travels and carry more files on smartphones, their devices auto-matically seek out strong wifi signals. Hackers can put out strong signals and then intercept the data that flows through their signal, following up with

Tech Trends

Unplug your router when you are done with work, or turn off non-essential network areas at night.


mimicking scripts to pretend their way onto authorized networks.Assessing Your VulnerabilitiesOnce you understand some of the paths that hackers can take into your systems, it’s time to assessing your vul-nerabilities. This can be done with a few simple questions:l Do you have passwords for all of

your network connection points that are changed regularly?

l Do you have data strangers would want, such as financial records, customer data, or other sensitive documents?

l Does your staff travel and make use of public networks?

l Do you regularly share files and printers?

l Do you have a firewall up and run-ning?

l Do you run any kind of anti-virus or suspicious activity monitoring software?

l Do you have a network adminis-trator whose job is to monitor net-

Explore possible holes, and look for spots of unusual activity. This can help stop hacks in progress and let administrators know immediately when systems have been cracked.SurvivorsFinding survivors of hacker attacks in the business community isn’t a chal-lenge, since the attacks have become “inevitable” for almost any business over the course of its lifetime. Many firms prefer not to talk about their situation unless customer data is compromised, preferring to handle things internally. However, in the past year, NASDAQ, Apple, PayPal, BlueCrossBlueShield, and other ma-jor firms all came forward with tales of hacker strikes.

Fixing the problem for these com-panies (and thousands of smaller firms similarly attacked) centers on closing the gaps and reinforcing the system. For example, when Ceridian discovered its payroll servicing sys-tem had been hacked, it immediately reset user passwords and then beefed up internal firewalls, checkpoints, and encryption. Accounts that had been compromised were then moni-tored for suspicious activity.

The depth of the problem isn’t without opportunity for solution-minded minority businesses. Say-ers, a Chicago based MBE, operates a technology refresh and IT security systems business. The demand for the firms services has been grow-ing, especially since it was named “Emerging Partner of the Year” by a major client, BlueCoat.

Business operations increasingly rely on their technology, but your business doesn’t have to put out the welcome mat for hackers. By under-standing the nature of hacking, learn-ing common protection methods, and seeing that other businesses have survived, you can see some of the ways your own firm can improve its safety. Protecting your network from targeted hacker attacks is a necessary part of the modern business land-scape, and one minority firms can’t afford to ignore.

work activity for hacking attacks?If the answers make you think twice about your security systems, be pre-pared to make changes.Prevention MeasuresThere isn’t a fool-proof cure for hack-ing, but there are a number of ways for minority businesses to lower their risk profiles to hacker attacks. These methods revolve around setting ac-cess limits, regularly updating sys-tems, and doing network monitor-ing.

When it comes to setting access limits, one of the simplest yet most ef-fective things that minority business-es can do is disconnect. Unplug your router when you are done with work, or turn off non-essential network ar-eas at night. Hackers can’t surf a sys-tem that is powered off, and they also can’t find access on systems that are closed. Disable file and printer shar-ing when it’s not in use, and encour-age road warriors to log off and power down when they are done using their computers on business trips.

Updating systems is also critical. Many businesses never change their systems from the out-of-the-box passwords they came with, essentially opening the door for hackers. Alpha-numeric passwords on all access sys-tems that are consistently updating shut down hackers who may have a feeler in your system, and difficult systems that seem to have proactive management are a deterrent to casual hack jobs.

Finally, network monitoring is an excellent prevention technique.

Tech

Tre

nds


Economy

It still is all about jobs and the January employment report was really strange. On the one hand, there was a modest 50,000 new positions added by the private sector. The financially stressed state and local governments continue to reduce their workforces so the total gain was a minimal 36,000 new jobs. But the headline number doesn’t tell the whole story. This report was clearly a snow job. Two sectors, construction and messengers/couriers, posted declines totaling 77,000. It’s tough to dig when the ground is snow covered and frozen, while riding a bike in snow-clogged cities was out of the question.

Despite the terrible weather, the vehicles, computers and machinery and electronics industries added lots of workers. Retailers, facing renewed consumer interest, hired solidly while health care, wholesalers

and professional and business services all padded their payrolls. Essentially, if you exclude those few areas where conditions made it difficult to operate, job growth held up quite nicely.

But while economists look at employment, real people watch the unemployment rate. The rate fell to 9.0 percent, the lowest since April 2009 and down from 9.8 percent just two months ago. Declining new claims for unemployment insurance make it clear that the rate should continue its downward trajectory. That will bolster consumer confidence and maybe households will start believing the recession actually is over. And once they come to that conclusion, consumer spending should pick up.

There was other good news in January and early February that pointed to growth starting to accelerate. The Institute for Supply Management’s reading of both manufacturing and services jumped as the recovery broadened. New orders for just about everything are surging and backlogs are building. That bodes well for future production and hiring.

As we know, no good news comes without a caveat. In this case, it is the rising cost of energy and its impact on household’s spendable income. Gasoline prices have risen thirty cents in three months and higher costs are on the horizon. It is possible that energy prices will increase so much that all the extra income generated by the reduction in Social Security taxes will be burned up by the added expenses. But this is not 2008 when gasoline first broke the $4.00 barrier. Then, we were already in recession. Now the economy is accelerating and while rising energy prices may slow the already too sluggish recovery, it is not likely to kill it.

It is clear that the economy has issues. Not only are energy prices up but food costs are rising and interest rates are going up as well. But we seem to have turned the corner and, even if first quarter growth is restrained by bad weather, activity should pick up as we go through the spring and by summer, this expansion could be ready to roar.

As the Economy Recovers Housing Market Still Flat

Sing along with me -“Oh, the weather outside has been frightful and the impact on the economy not delightful. Since people had nowhere to go, job growth was slow, was slow, was slow.”

- by Joel Naroff

Okay, maybe those were not the words to Let It Snow but in a nutshell, the lyrics describe the impact of the blizzards and ice storms on the labor market. Yet despite Mother Nature’s wrath, which nailed the east and northeast with almost unprecedented snow storms, most other indicators of economic activity were quite solid and that indicates the economy is ready to shift gears.


Minority Spotlight

Focus, Determination, and Persistence Bring ASA Environmental Products Success

Starting Small, ASA Has Grown With Dedication and Quality Commitment - by Debra Jenkins

Anna Maria Schneider’s, ASA Environmental Products

Being named as a top supplier of the year, Anna Maria Sch-neider’s ASA Environmental Products has certainly proven

that they have what it takes to succeed as a minority supplier. Yet when the firm was founded more than 20 years ago, it wasn’t always a sure thing. Sch-neider remembers early years of rice and beans, but laughingly says that she grew to love it. She and her husband carried a passion and dedication for the company that nursed it through the tough times to a place of relative stability.

It didn’t happen overnight, but Schneider’s commitment to the firm ensured that it did happen. Today, the firm markets specialty fastenings for construction supply as it has from the start, but its main focus is on environ-mental products. Their specialization is in helping their clients reduce their industrial waste streams to cut costs, deliver higher quality, and protect the environment.Beginning at the DoorOne of ASA Environmental Product’s first corporate contracts literally got them started at the door. “I think the first sale that I made to Electric Boat was 144 doormats,” Schneider said, adding that income in their first year only totaled around $13,000. The firm is now one of ASA Environmental’s top clients, but it’s a testimony to the fact that many minority supplier re-lationships take many, many years to develop fully. Now, ASA products are automatically entered into the Electric Boat facility, and Schneider has noth-ing but praise for their procurement

manager, Blair Decker. “Electric Boat has an incredible purchasing depart-ment with a couple of buyers who believed in us and believed in our products, and we have done very, very well,” she stated.Overcoming ObstaclesNot every relationship and every stage of the business has always gone smoothly for ASA Environmental Products. When asked about her big-gest challenges, Schneider responds, “Money,” with the same weary sigh that marks the relationship of many small minority business owners. She and her husband have also faced down the difficulties of building relation-ships with firms who initially showed

no interest in doing business with the firm.

When it came to financial mat-ters, Schneider remembers that the first 11 years were very hard for the business. “Money is a very difficult thing to get when you start off from scratch. I think I started this compa-ny with $25,000 and when we needed the money to grow banks weren’t lending,” she recalled.

Nevertheless, by focusing on pro-viding value and keeping overhead low, ASA Environmental Products was able to make it through the lean years and into a place where they feel there is a light at the end of the tun-nel.


Min

ority

Spo

tligh

t

They have not been a beneficiary of sustainability based funding. The trend in sustainable products and en-vironmental care definitely supports their business model, but much of the available funding is for companies in need of loans. ASA has worked hard to be able to stand on their own feet now, thanks in large part to the com-pany’s persistence in building rela-tionships.

The company has focused intense-ly on markets where they are com-fortable and can bring value. “Perse-verance is a wonderful word,” states Schneider. She recalls making 70, 80, even 150 calls to firms that they had identified as desirable partners, and references Sir Winston Churchill’s, “Never, never, never give up,” as a cor-porate and personal motto. One line won took six years of calling and con-tract negotiations to achieve.Building a Competitive Edge“Our big concentration is always in finding products, demonstrating them to our customer base, and showing them how, if they change over to our products, we can save them money,” said Schneider. Being an environ-mental vendor has not been a free ride to success, nor has the company’s status as a WBE firm earned them any breaks in the industry.

Instead, the company has relied on being able to demonstrate value to build their competitive edge and reputation. In some cases, it is an up-hill battle to convert customers over to a new product, because they are so used to using older products, but by providing solutions that are cost-ef-fective and environmentally respon-sible, ASA has been able to build up a loyal client base.

Leonard Reed, Small Disadvan-tage Business Advocate at General Dynamics says ASA Environmental is dependable, local and reliable. “Their pricing is good, they are very compet-itive with other suppliers and able to handle a lot plus they are minority so it’s a win-win for us,” says Reed.

a huge company, preferring to be profitable and successful in a small-er space, maintaining a competitive edge through selling the firm, its services, and its expertise to their customers.

For the long haul, ASA Environ-mental Products plans to continue to operate to the best of its abili-ties. “We have worked very hard ... in a global market, we are the perfect example of how small independent businesses can still exist and succeed and be a financial success,” Schneider said. The firm’s focus, determina-tion, and perseverance have brought it to where it is now, and those quali-ties will be increasingly valued in the years ahead.

ASA Environmental Products has also earned an edge by being consist-ent, reliable, and innovative at con-trolling costs. Schneider notes that the firms have never really reinvent-ed itself to maintain a solid cultural identity, but their path to the market has changed with time. She finds that they have been able to explore some new markets via the Internet, and have also made efforts to do GSA or-ders with the government. “We do all of our own marketing,” she said. “We do everything, we take it home, do it on weekends and just keep our over-head low so we are successful in get-ting products to our customer at fair market value.” Looking Toward the FutureMoving forward, Schneider is opti-mistic about the future of the com-pany. The relationships the firm has built over the years provide solid sup-port for future growth and develop-ment. The nimbleness of the firm also brings hope, which will help the company react more quickly to mar-ket trends and changes.

The firm is also committed to strategically managing its growth. While there is competition from one-stop suppliers in the space, Schneider expresses no interest in becoming

“They have a lot of unique requirements, they try to meet the customer needs as best they can and they come up with creative solutions that help us from an environmental standpoint and from a cost saving perspective,” - Ronald Swatt, Purchasing Manager, General Procurement, at Sikorsky.


As the world’s economic mar-kets are changing, so are the businesses operating within those markets. So whether

it’s a large scale manufacturing pro-duction line, or a hospital supply chain, the pressure is on. Before the world tumbled into a recession, most hospitals were thought to be operating efficiently if they could manage their costs well. However, today, research shows hospitals can exceed 35 percent of their operating budgets for materi-als management alone, with 20 per-cent of the hospital costs attributed to supply costs.

The healthcare supply chain func-tions under one basic tenet: quality as-surance, tracking and lot of integrity for a low price. This is to ensure that patients receive safe therapies and that any problems are tactfully contained and minimized. Therefore, healthcare companies take extra precautions to safeguard all equipment.

One thing to note is that it be-comes progressively more difficult to track quality assurance as products move down the healthcare supply chain. Distribution centers are mainly self-contained with a relatively small

labor force, hence very few people actually handle the products them-selves. Everything is clearly labeled and packaged. In hospitals and clin-ics, this process takes on a complexity when it comes to the control environ-ment. Hundreds of people handle the products, often misidentifying them because they have been taken out of their packaging.

It is also important to keep in mind that healthcare supply chain and prices vary from country to coun-try. Couple this with international trade and economic tangents and it becomes difficult for pharmaceutical and medical institutions to be certain that product integrity has been main-tained along the whole supply chain.

MBEs – Enhancing the Supply Chain

MBEs provide an extra competitive edge, which allows big businesses to expand and grow while reducing over-head costs through distribution. With MBEs being low cost suppliers, they can offer an opportunity for corpora-tions to enhance performance, reduce costs and increase profits.

MBEs have to get their hands dirty

by confronting the “fear factor” in today’s healthcare supply chain busi-ness, namely competition from over-seas global markets. Entrepreneurs and managers face considerable risks of disruption of quality when import-ing products from MBEs in other countries. There could be delivery delays, supply shortages or bad serv-ices - and these anxieties can take on a large scale effect when related to product safety or contamination.

It is precisely for this reason that domestic MBEs have found consider-able favor with corporations. Now, with the risk of public safety becom-ing an issue, healthcare institutions favor delegating production to do-mestic MBEs because of the lower risk rate, lower importing costs and higher quality assurance. MBEs gain the upper hand by paying close atten-tion to the concerns mentioned above and by considering the value proposi-tion they offer to customers. By de-livering more value to their custom-ers and by managing the “fear factor” in an effective way, MBEs bring much needed relief to entrepreneurs and managers alike.

Opportunities in the Healthcare Industry 1

Navigating the Healthcare Supply Chain- by Ravi Singh


Measuring Value

Enhanced value offered by a MBE can only be measured through con-sumer satisfaction. That is the most effective and telling way of knowing whether the MBE supplier is doing its job correctly or not. While the per unit cost offered by a domestic MBE may be higher than imported units, the domestic MBE has advantages that out-of-country MBEs do not pro-vide, namely statistics about consum-er tastes and preferences. Domestic MBEs also focus on how to increase effectiveness in the procurement cy-cle, either by either managing logistics or waste. A measure of the value that an MBE can provide can be seen in the supplier’s contract, where detailed analysis and care has been taken to tackle the potential buyer’s most im-portant concerns and offering serv-ices to eradicate them for the lowest possible price, while maintaining the integrity of the product and service.

Big challenges for MWBEs in the supply chain

Drastic times call for drastic meas-ures, and that is why during turbulent times, companies strive to build closer relationships with their suppliers. If corporations are downsizing during tough economic times, imagine what happens to small chain suppliers? They’re badly hit, unless it’s during these times that MWBEs move to-wards building and maintaining close relationships with their parent corpo-rations. This alliance is crucial if the MWBE in question wants to ensure a strong supply chain for the future. Top supply chain managers are quick to point out that communication and a strong understanding of the corpo-ration’s supplying needs leads to suc-cess, even in the worst of times. The biggest challenge is maintaining these connections during rough times by strategizing, reviewing material avail-ability, inventories, monitoring cash flows, transportation costs and com-puting financial health. It all boils down to how well a MWBE can com-municate with the parent company,

to ensure a steady flow of contracts throughout.

Best Supply Chain Practices to Adopt

Some of the best practices to adopt as early as possible in the supply chain business are strategizing and get-ting up-close and personal with the corporation in question. The best MWBE suppliers know the intricacies of the business and use that to their advantage. They build these into their business practices, usually by having agreements with the parent com-pany about a new innovation model, sharing top strategies about how to become more successful, looking and thinking outside the box and, most importantly, knowing how to procure more benefits. By changing how MWBEs do sourcing with them, they change the face of their business by moving from a cost model to cost sharing, which means that both the supplier and the corporation make reasonable profits. An open relation-ship is the best practice to implement because it ensures ongoing trust and success for the future.

Supply Chain Trends

Demand Planning is crucial when it comes to larger sales and has a sig-nificant impact on new productions, management and planning tech-niques. Demand Planning is tied to an organization’s structure, and fo-cusing consistently on resources that can have a huge impact on sales in the long run. Commitment is the key, with talent and all their energy being diverted to forecast strategies that will deliver. Globalization has become an integral part of supply chains, affect-ing the way they interact with business both at home and abroad. It is impor-tant to be flexible for this emerging business environment. Most notably, the areas of distribution, manufactur-ing and sourcing of materials have seen significant changes, especially in healthcare supply chains - where there is a large global supplier and consumer base.

Opportunities for MWBEs in a Global Supply Chain

The only way any MWBE can make a strong impact is by getting right down to the nitty gritty. This means getting hands-on in the global sup-ply chain for healthcare. With strong overseas competition, the pressure of needing to reduce costs and ris-ing economic uncertainty, it becomes very important to have that edge over other fledgling MWBEs. Opportuni-ties are certainly available for those who can grab them, by turning any seeming disadvantage into an advan-tage through correct strategizing, re-search and market analysis. Carving out a niche becomes important, as this helps to develop greater relation-ships with parent corporations, which in turn ensures that work keeps com-ing their way.

How to Avoid Supply Chain Disruptions

Most high level supply chain manag-ers will tell you that the key to avoid-ing supply chain disruptions is to be smart, act fast and be able to think on your feet. Entering into any busi-ness venture is a risk in itself - the best plan is to take calculated risks, in order to avoid disruptions. Success lies in the effective construction and implementation of risk management approaches. There are many ways to do this: focusing on increasing ca-pacity, acquiring redundant suppliers, increasing responsiveness, increasing flexibility and doing all this by decen-tralizing reserves. That’s perhaps the smartest and lowest risk management approach available.



As with any other business sector, innovation is quin-tessential in healthcare in-dustries. Rapid scientific

advancements in the understanding of biological processes have fuelled radi-cal changes in nanotechnology and genetics, as well as in other sectors. The pharmaceutical industry stands as a great example of the impact that breakthroughs have had in the inven-tion of new products and processes. There are a great number of products available on the market today that were impossible to conceive 50 years ago.

Using Social Tools to Meet Healthcare Needs

The main goal of those working in the healthcare industry is to improve the health of as many individuals as pos-sible. Through combined efforts and consistent dedication, many health-care corporations have tried to ensure that this trend continues well into the future, without passing on higher costs to the consumer. One of the key ways to do this is to make use of emerging social tools. This means getting right to the heart of the matter by involv-

ing the consumer - the person who is most affected by decisions relating to healthcare.

Many large healthcare institutions have now developed ‘social responsi-bility committees’. These committees ensure that all matters related to pa-tient care are approached with sensi-tivity, increased activity and greater transparency on the corporation’s part. These boards urge employees on all levels of the supply chain to exceed their obligations by ensuring safe and effective medications are is-sued to the highest standards. It all boils down to quality control and how well each organization can adhere to it. The pressure of providing the best care to patients urges corporations to innovate, giving them an added in-centive for exploring other healthcare options. The focus lies on maximizing internal operations while making de-cisions that strictly adhere to ethical and social principals.

Innovation Processes Used to Meet Goals and Objectives

For any healthcare or pharmaceutical corporation, the social responsibil-ity it owes to the consumer becomes

a key factor. It is very important that the corporation uses techniques, de-vices, resources and strategies in such a way that the integrity of the product or the patient’s safety is not compro-mised. Successful healthcare compa-nies will tell you that they focus their attention on four main areas: innova-tion, management, performance and ethics.

Keeping the patient at the center of any business transaction is vitally important. Since they are the tar-geted audience, it’s crucial to be able to relate to them in a harmonious way. Innovation becomes a priority. Research and development are es-sential in areas of medicine that are most affecting the human population, such as in cancer and AIDS. In ad-dition, an increased effort to improve patient education by working in con-junction with patient organizations is required.

By employing people from all walks of life, diversity becomes es-sential as a multitude of new talent is found, developed and nurtured. This in turn helps the business grow through transference, as people with skills can be transferred to developing


Driving ChangeThrough Innovation

in Healthcare- by James Hsu

FOCUS ON WOMEN

MEDIA KIT

MINORITY SPOTLIGHT

FEATURES WORK-LIFE

SPECIALS

CORPORATE FEATURE

TRENDS & ISSUES

BRANDING

EVENT CALENDAR

TRAVEL

FOOD

BRIEFS

ECONOMIC REVIEW

EDITORIAL

Online AdvertisingREPRINTS

GLOBAL OUTLOOK LATEST ISSUES

HIGHLIGHTS

GOLF

LUNCH & LEARN

MANAGEMENT

TECH TRENDS

DiversityPlus Magazine Announces the Launch of its New and Improved Website at www.diversityplus.com

Get Breaking, Supplier News, Feature articles on Trends & Issues, Success Stories, Minority Spotlight, Corporate Special Feature, Best Practices and Benchmarking Articles How to Do Business with Different Companies Diversity Report on Video from top supplier executives…And much more Visit us online and give us your feedback on how we can better serve you.

Checkout www.diversityplus.com Today!


countries where there is more scope for development. Of course, with re-search bordering on controversy, it becomes important to be vigilant and keep in mind the ethical constraints of the society the corporation is func-tioning in. All of these, or a mixture of some of these, processes are required to meet businesses’ goals and objec-tives.

Today’s Value Proposition

The rising cost of healthcare facilities is an area of concern for countries all over the world. The number of people seeking healthcare coverage is steadily declining, especially in the aftermath of the economic recession, as they se-riously question the value they are re-ceiving for their spending. Thousands of people in healthcare industries are employed every year to ensure that people stay healthy – however, there is strong public mistrust of pharma-ceutical and healthcare institutions, perhaps owing to a general lack of incentives, price control and trans-parency. Today’s value proposition is balanced very precariously, and it can swing either way depending on the company. If it’s a small business, the chances are that its value proposition will still be high, perhaps higher than those of big pharmaceutical chains. It all seems to depend on where along the supply chain one is stationed.

Staying Ahead of the Curve

The only successful way to stay ahead of the curve is to implement practical and innovative solutions in business. This certainly holds true for small businesses and suppliers who are at the receiving end of blows from economic cutbacks. The key is to uncover new opportunities for growth, improve-ment and excellence. It’s only when a supplier can identify and successfully implement a technique or strategy that their future is secured. Corporations want profits without compromising on overall costs or structure. This is where suppliers come in, by bridging the gap between demand and supply in an ingenious way.

Disruptive Business Models – Shaping or Breaking the Industry?

Disruptive models, in any industry, are usually designed to improve proc-esses. Health care is no different, with costs rising and demand falling. The challenge with the healthcare indus-try is making it more affordable and more accessible. Almost every indus-try begins with the provision of serv-ices and products that only a few peo-ple can afford or buy. However, over time, as expansion occurs, the law of diminishing returns kicks in and things will get cheaper for a while, be-fore they’re right back to where they started. It is disruptive innovation that has transformed these industries and made products cheaper and more accessible. Looking at today’s health care situation, the industry is clearly screaming for a disruption. It solves the most fundamental problem, i.e., how to make healthcare more afford-able.

Spotting and Capitalizing on Opportunities

For healthcare suppliers, the focus should be only on one thing – the seeking and development of oppor-tunities. It could be said that any process that requires an innovative solution can be an opportunity in disguise, one which can be capital-ized on. If you can identify the proc-ess, and provide an appropriate solu-tion, you are guaranteed to increase growth opportunities. Providing a lower cost, more accessible disruptive enabler addresses the simplest prob-lems at the ontset and opens the door for other solutions to follow. This is what is meant by the term capitaliza-tion: big corporations don’t have to cut back on costs to the extent that quality suffers. Tasks get delegated and profits are split. In the short run, everyone wins. It’s the sustenance of this model which marks the differ-ence between success and failure.

Patient Input Vital to the Future of Healthcare

The healthcare industry functions at its best when working in conjunction with its consumers, namely the pa-tients. Since patience care is its main objective, it is vital to know what pa-tients want, need and how to tackle any associated problems. The impact of this social interaction on health-care has been tremendous because of the valuable input given by statistics through patient care related research. Given the advances in technology, it is crucial for suppliers to keep close tabs on changing trends. What is happen-ing in the market, how the consumer is reacting to these changes, trying to gauge results and predicting accurate forecasts are all measures that ensure the survival of suppliers in an indus-try that is changing on a daily basis. Innovation is at its peak, so it’s only logical that healthcare suppliers stay involved every step of the way and re-ally analyze the market in which they are operating.

Risks and Rewards

Taking a step into unknown territory is always risky, but you either take that risk, or you may end up fading into the shadows. Many suppliers often take the risk but fail to reap rewards. This can happen due to a number of factors, including a lack of dedicated and consistent efforts and focus. As a small scale business, you have to carve out a niche for yourself within an in-dustry. This is done by being focused and informed about every step of the process. Having a clear idea about what your objectives are, and working towards them relentlessly is the key. In the healthcare industry especially, innovation is always a hot topic, so re-search in this area is imperative. Once you know what corporations want and need, you can gain advantage by providing low costs and sustainable results - reaping rewards that often far exceed their expectations.

Opportunities in the healthcare Industry 2


The Value of Life Sciences

We see an abundance of nature all around us, in trees, plants, organisms, animals, the sky and the earth. There is no limit to the variety of nature, yet as the world has become more commercialized, we find ourselves struggling to get a good use of value out of nature. This is particularly true of pharmaceutical or health-care companies, both of which can struggle to find the right balance. So where does one start when extracting the cash value out of all that nature has to offer? Where should we stop?

Life Science constitutes an integral part of the daily business of pharmaceutical compa-nies. The field is the parts of science that re-quire the studying of living organisms: plants, animals and humans alike. The term also now includes the fields of biotechnology, biomedi-cal technologies, biomedical devices, pharma-ceuticals, life system technologies and those organizations that devote most of their time to the research and development of the above mentioned fields, and their commercialization.

Value in Life Sciences for MWBEs

The recession of the past few years has forced companies to adopt a somewhat shark-like atti-tude. This often means adopting lethal practices such as takeovers, mergers and even declaring bankruptcy. Additionally, many large busi-nesses have been forced to split up into smaller franchises in an effort to save costs on whatev-er front they could. Like all big industries, the pharmaceutical companies have taken a hit as well. The big retail chains have been especially hard struck because of the amount of invest-ment poured into these large conglomerations, which has left them financially insecure.

This is where MWBEs come in. The law of economics tells us that when consumer demand is high, prices will reduce, and when demand is low, the prices will shoot up. The benefit of op-erating in a MWBE is that the prices are always set at a convenient level. The highest price that the goods from an MWBE can reach will still be comparatively less when compared to a larger pharmaceutical company. That is why, when big businesses go under, it is the underdogs, the small businesses, that ultimately prosper. Peo-ple naturally turn towards cheaper products of the same quality and use. Also, because of their size, MWBEs are more liable to receive govern-mental assistance than big firms.


Building a Strategy for Doing Business With

Healthcare CompaniesValue That Corporations Look For

Basically it all boils down to this: corporations are looking for business-es that have the capacity and potential to expand and grow. In such a case, pharmaceutical or healthcare companies owned by MWBEs fit the bill perfectly because they represent a microcosm of the over-all market. When the supernormal profits are falling and costs are becoming too high, major branches of pharmaceutical corporations, such as research and development, are delegated to MWBEs. Corpo-

- by Sharon Ross


rations are looking for MWBEs that are still young, and have the ability to provide facilities at a much lower cost than banks or other similar institu-tions.

Value Measurement System

Every corporation wants to ensure that the MWBE it is investing its time and money into is going to bring them no-ticeable results and returns. Certainly, there is no fixed system of measuring the value of a MWBE, but there are standardized procedures that every organization is subjected to, whether big or small. The parent corporation usually implements a small model of the corporate sustainability perform-ance measurement system (CSPMS) to gauge the effectiveness of the MWBE. Since measuring corporate value is complex and time consuming, key areas of the MWBE are targeted at the beginning, identifying which resources need to be focused on. The CSPMS then works in tandem with decision makers to understand the current situation of the MWBE, establish what their future aims and objectives are and form strategies on how they are going to be reached. These diagnostic statistics are then re-viewed, providing crucial information to researchers and business analysts.

Opportunities for Minorities in Life Sciences – Scale Matters

A very wise man once said there was never a scarcity of opportunities, just a lack of those who observed them. There has never been a better time than now for minorities to get a firm foothold in the Life Science industries. The UK is home to the one of the fast-est and strongest growing Life Science markets in the world. Biotechnology, pharmaceutical industries and health-care industries show a remarkable track record in garnering state support for investment in R&D through tax credits, drug recovery and a burgeon-ing management population. In such cases, scale becomes very important as only legitimate MWBEs can qualify for such government support. Small scale pharmaceutical businesses are

also more liable to do well because of their low costs and high productive output.

Availability of Second Tier Opportunities

As a result of new business strategies, many prime suppliers operating in major supply chain management pro-vide ample opportunities for growth. Of course, big firms realize that there are a limited number of opportuni-ties for MWBEs, so they develop Tier 2 supplier programs, usually created in conjunction with prime suppliers. This happens often with big pharma-ceutical or biotechnology firms where a portion of their contracts are sub-contracted to MWBEs. The efforts of introducing Tier 2 op-portunities have not gone unnoticed. Indeed, many of the participants in the Tier 2 programs have embraced the diversity that it has to offer as a business imperative. It definitely helps them to learn, increases their confidence and ensures a dependable pool of MWBEs that big companies can utilize to maximum effect.

Success Stories

Success follows if one perseveres and is dedicated. This rings true for MWBEs who start off small, often un-der the Tier 2 program, but then ma-ture into Tier 1 over time. Of course, individually, it may be hard to find success stories related to the advance-ment of MWBEs, but collectively as a fast growing fledgling industry, the case studies are many. When small businesses have something to sell, and large businesses have something to offer, it becomes a win-win situa-tion for everyone involved. When

big firms have target audiences over a broad range, but no resources to help them reach the target, it is here that the MWBEs come in and delegate. In the process, the MWBE in ques-tion gets clients, and the big firms get profits. The fact that Life Science is an incredibly innovative industry where technological advancements can en-sure that extra edge over your com-petitor is crucial to its development. Going Tier 2 reduces R&D costs and increases production. This is exactly what many healthcare industries have done over the last decade or so, re-sulting in many minority and women owned businesses prospering and opening the gateway for others.

Concluding Observations

Trends vary from year to year, but the overall trend in the past five years or so has been one of steady growth, even with occasional dips. MWBEs are on the rise as a whole, because of the ex-cellent and strategic business and ex-pansion opportunities they provide. However, issues arise when there is not enough research done to under-stand the complexity of delegation. The task of integrating a MWBE with-in the parent company and training it according to set standards is tough, not to mention the cost of investing time and money into such a program. Many large healthcare companies have failed to integrate with smaller businesses successfully, leaving them more in debt than prior to the integra-tion. Therefore, a thorough systems and management scan should be un-dertaken.

DASNY or ‘The Dormitory Au-thority State of New York’ organized a seminar for MWBEs to provide in-formation about getting contracts in DASNY related to healthcare and other industries. The turnout was huge, with many MWBEs walking away with valuable information about technology and how to move up in the general market. Suffice to say, if you’re looking to earn a living through a small business, start off with a MWBE, and move up from there, because the op-portunities are vast and plenty.


Abdi Ahmed, president and chief technology officer of NetServe Systems, Inc., began MBOD

2011 by presenting a workshop on “Cloud Computing: Is It Time to Get Your Head in the Cloud?”

He defined cloud computing as a way to increase capacity or add capa-bilities without investing in new infra-structure, training new personnel, or licensing new software. Cloud com-puting encompasses any subscription-based or pay-per-use service that, in real time over the Internet, extends IT’s existing capabilities. The benefits of cloud computing include “ease of use, scalability, low risk, reliability and low cost,” he said.

The second workshop, aptly named “Shifting Your Business Into Drive,” featured executives from major automakers, including Nis-san North America, Hyundai Motor America, Toyota Motor Sales, U.S.A., Inc., and American Honda Motor Co., Inc. Serving on the panel were: Daniel Boren, purchasing supplier diversity coordinator, Nissan; Walter Rodrigu-ez, manager, diversity and corporate

outreach, Hyundai; James Colon, vice president, Toyota Product Communi-cations, Toyota, and Charles Harmon, manager, corporate procurement, American Honda.

Moderated by Bill Imada, chair-man and CEO of IW Group, Inc., a communications firm specializing in multicultural markets, the panel dis-cussed what it takes to do work with their firms. These key points include having a strong value proposition, being specific about what suppliers can do, understanding the company’s business and its procurement needs,

From Cloud to Cars

Community News

“Where in the world can you get exposure to so many heavy hitters for such a reasonable price?” asked Claudia Kihano Parker, a first-time at-tendee of Southern California Minor-ity Business Development Council’s

(SCMBDC) Minority Business Opportunity Day (MBOD).

Parker, who owns Parker Law Group, Inc. in Mission Viejo, Calif., expressed a sentiment many past attendees have long known -- MBOD is one of the best ways for business owners to meet who’s who in Corporate

America, build relationships and, ulti-mately, increase sales.

Business owners who attended the 35th annual event on February 24 at the Pacific Palms Conference Resort in Industry Hills, Calif., had

‘Heavy Hitters’ and More at SCMBDC’s Minority Business Opportunity Day

researching the company, and not promising something that can’t be delivered.

The keynote speaker was Gerry Fernandez, founder and president of the Multicultural Foodservice & Hospitality Alliance, a non-profit or-ganization promoting the economic benefits of diversity and inclusion in the foodservice and hospitality indus-tries. He engaged the audience with his passionate appeal that minorities need to fully understand the power they hold as consumers by knowing the importance of cultural awareness in business.

Citing examples of how persons of color can change the corporate sup-plier diversity landscape, he named a number of large corporations that are leaders in supplier diversity and deserve consumers’ loyalty, including Toyota, MBOD 2011’s title sponsor.

He concluded his presentation say-ing, “In this country, culture counts -- not color. If you’re not culturally con-nected to customers, employees and communities, you’re leaving money on the table.”

Abdi Ahmed, President and Chief Technology Officer, NetServe Systems, Inc.

the opportunity to participate in a full-day of activities. MBOD offered two engaging workshops, including a panel discussion on how to get in the door with major automakers; ‘Quick Connect,’ one-on-one appointments designed to match certified diverse suppliers with corporate buyers and decision makers; ‘Hard Hat Pavilion,’ an activity specifically for construc-tion and construction-related busi-nesses, and a business expo.

“We’ve always known MBOD is one of the best deals in town and a productive way to spend the day,” said SCMBDC President John W. Murray, Jr., noting the event attracted about 1,100 people. “There are countless stories of relationship-building and doors opening to new contracts as a result of suppliers and corporations meeting at MBOD.”



Galapagos: Outpost, Experiment, or Sustainable Example?

Eco-Travel

Mention the Galapagos Is-lands, and you’ll find a host of reactions waiting for you. Schoolchildren

yawn at another reference to Dar-win and their history books, adven-ture travelers wax on about the trip of a lifetime, travel agents salivate at fat fees, and ecologists rave and rant that everybody needs to just stay away. Somewhere in the middle of all these divergent points of view are the islands themselves, held up as the world’s example of sustainable tour-ism in action.

The islands have arrived at this pinnacle of the ecotourism industry through a rather convoluted path.

First discovered in 1535 by the Bishop of Panama, who was lost at the time, they were better known as a whaling pit stop and pirate hideout until 1835, when Charles Darwin came ashore. At that time, the Galapagos were freshly annexed by the Ecuadorian government, who was taking a page out of the Australian textbook and populating the remote islands with prisoners. Yet Darwin’s pen catapult-ed the islands into global prominence as an ecological wonder, laying the foundations for the waves of natural-ist visitors who would follow him to the islands’ unique shores.

Since Darwin brought the islands another kind of fame, they have capi-

talized on it in different ways over the ages. In many ways, the islands have been pioneers in the world of sustainable tourism, using their status as a remote outpost to maintain ex-cellent control over tourist practices. In other ways, the islands have served as experimental zone for ecologists and sustainable tourism advocates, who find the controlled environment useful for testing their theories and doing case studies. At the end of the day, however, the question remains: Are the Galapagos Islands a success model for sustainable tourism, or are they just as endangered as their native species?The Power of DistanceThe power of distance has always been a factor in the islands’ unique charac-ter. Located more than 500 nautical miles west of the country that claims them, the Galapagos are not a destina-tion to be tripped over by accident. In the early part of the 20th century, the Ecuadorian government even bribed settlers to move out to populate the islands with a 20 hectare plot; now, a permit is required to move out to the island and a home there is considered a privilege indeed.

- by

Pam

ela

Gran

t

Its remoteness has in many ways served as an advantage. When the Galapagos National Park Service was formed in 1968, the lack of flights to the island meant that the ability of visitors to depart from the Park rules was minimal. All visitors came in by boat, were met at the docks, and care-fully guided through available wildlife and botanical tourism sites.

Still, the distance did work against local residents, even as it worked for the nascent sustainable tourism in-dustry. Most produce and almost all finished goods were imported from the mainland, as on-island produc-tion quality was poor. With few op-portunities to build income through agriculture or industry, locals relied on tourist fees for dollars and over-fished the marine preserves to make up for gaps in the native food supply.Life as an ExperimentThe distance also served to set up the Galapagos as an experimental zone, particularly for the ecotourism indus-try. In some ways, this has worked out wonderfully, with trails and wild-life watch sites being meticulously maintained over time according to Julian Fritter of the Guardian UK. In

Eco-

Trav

el

to maintain that status in fact as well as policy.

Still, the rising population and traffic numbers are not going unno-ticed by the inter-governmental and multi-national groups that support and protect the islands. The Inter-American Development Bank is funding reforesting projects that also provide coffee bean income to help improve environmental quality while enhancing native standards of living. For fuel efficiency and independence from environmentally harmful fos-sil fuel systems, the World Wildlife Fund has partnered with Toyota and the Ecuadorian government to bring more environmentally sound fuel management systems to the island and wind power generators to the islands.

Locals remain largely caught in the middle. They oppose moves that harm the environment and endanger the ecological treasures that make them a world-class ecotourist desti-nation, but they also allow hundreds of illegal workers to stay on the is-lands and welcome ever-larger cruise ship operations. Everyone claims to want what is “best” for all sides, but that definition varies broadly, and seems to have a three to five year versus a generational component.

In some ways, the islands are in-deed a true success story. . . with a note of caution echoing in the back-ground. The money from the tour-ists funds cutting edge environmen-tal research. Yet the money from the tourists also encourages islanders to seek more of them, endangering the islands over the long term. Whether a true balance can be found is any-one’s guess, but in the years to come there is no doubt that the wonders of the Galapagos Islands will continue hold the world’s attention.

other ways, however, the experimen-tal mindset has allowed some prac-tices to develop which may not be for the ultimate good of the island.

On the plus side for the islands, ecological experiments involving species transfer between islands has prevented some of the giant tortoise strains from going extinct. Invest-ments in airports, docks, and lodges have brought greater accessibility to more travelers, bringing in more money from nature tours and park fees. The influx of money has stimu-lated the local economy, providing residents with alternatives to heavy fishing or subsistence agriculture as income.

However, the experimental framework does have a “Well, why not?” element that has put a strain on the islands and the natives. Larger and more frequent cruise ships and passenger flights are threatening to overwhelm the ability of the island to support casual guests without com-promising the ecosystem. Species and fauna introduced to tackle specif-ic problems have led to more complex problems, and the screening and pre-vention systems to stop alien species and plants that may be incoming with travelers are a noted vulnerability.Sustainable Example or Endangered Species?So where, then, are the islands heading in the future? “The islands need tour-ism to survive,” claims noted wildlife authority Sir David Attenborough, yet the President of Galapagos Conserva-tion Trust, Andrew Marr, advocates that visitors only be allowed once in a lifetime. Meanwhile, to keep up with nearly 200,000 annual tourists, trave-lers, and researchers, the full-time resident population of the island has swelled to nearly 40,000 people.

The numbers paint a precarious picture. Twenty years ago, annual visitor traffic sat at just 41,000, with local populations peaking at around 18,000. All the new bodies make it hard to believe that the 97 percent of the islands currently designated as preserved space will actually be able



If you’re reaching for a glass of wa-ter in Jamaica, chances are you are just getting started with the local Scotch Bonnet peppers. Rated as

one of the hottest peppers in the world according to the Scoville scale, they are commonly used to add flavor. You won’t be the first they’ve taken by sur-prise, and as Jamaica’s traditional or-ganic cooking traditions spread their heat around the world, you certainly won’t be the last.

Jamaican cuisine is unique because of its isolated roots and the way that it has preserved its core flavorings throughout centuries of outside influ-ences. The Tainos welcomed Christo-pher Columbus to the island with sea-soned meats that made him sweat, and despite the incoming Spanish cooking traditions, those seasonings provided to be the true Conquistadors. They’ve held up against not just the Spanish, but also Hakka, African, and British influences over the years. The net re-sult is an island cuisine flavored like none other, and a historical cooking tradition that Jamaicans can embrace as uniquely their own with pride.

With the rising tide of processed food imports and “junk” food choices, this strong cooking tradition is more important than ever to preserve. Tra-ditional food choices offer low calo-rie and low fat alternatives to pizzas, burgers, and fries, while the spicing helps keep portions in check. Add in a preference for uniquely Caribbean fruits and vegetables, and a taste of Ja-maica will satisfy on multiple levels.Historically Prevalent Organic Food ChoicesJamaicans’ food choices throughout history have been influenced by the ecological bounty of the island itself and the crops brought in by foreigners over the years. From the island itself, Jamaicans have embraced seafood, bananas and plantains, peas, kidney beans, and allspice. From incoming forces, Jamaicans have acquired the African based ackee fruit, vinegar seasoning from the Spanish, and cur-ries from the East Indian and Hakka settlers.

Most of the traditional foods in the Jamaican diet are fresh or lightly proc-essed meats, fruits, and vegetables

that are then richly seasoned. One of the most dominant and uniquely Jamaican spices is allspice, which was once believed to grow only on the is-land, though it is now grown in warm regions throughout the world. Con-taining taste elements of cinnamon, nutmeg, and clove, allspice also con-tains eugenol. When eaten, eugenol has antimicrobial properties and is credited with helping to relieve indi-gestion and gas.Embracing the Power of the JerkOne traditional organic dish stem-ming from Jamaica that dates back to the indigenous Tainos is the Jamaican Jerk. Jerk, a dry rub for meats and seafood, was the singular flavor that gave Columbus pause after months at sea. Thanks to its uniquely Jamaican blend of ingredients, it’s a singular flavor that continues to be an island signature.

The main ingredients in Jamaican Jerk are the nuanced allspice and the blazingly hot Scotch Bonnet Pep-pers. Other common ingredients in the spice rub include sea salt, cloves,

Organic Cooking Traditions in Jamaica

- by John Jacobs

Delicious Diversity Food Talk


Food Talk

cinnamon, nutmeg, scallions, thyme, garlic, and black pepper. This spicy blend is then applied to chicken or pork, although modern versions also apply it to all seafoods, red meat, and tofu.

To cook traditional Jamaican Jerk, the marinated meat needs to be smoked. The wood of choice for the most traditional version of the recipe is allspice wood itself, as the flavor-ing from the wood further enhances the elements of the spice on the meat. The final product is a protein-rich dish covered with spices that enhance gut health and fight disease causing microbes.Spreading the BenefitAs diners around the world seek out unique flavors that remind them of distant locales, Jamaican Jerk is gain-ing popularity. The spice rub can be bought as a pre-blended mix, appeal-ing to harried home cookers seeking a bit of simplicity. With its powerful punch and distinctive taste of the is-land, there is no mistaking that some-thing different is on the menu for a

change with serving Jamaican Jerk.Modern variations of the dish

also no longer call for the meat to be smoked over specialty wood. On the island, a steel drum-based jerk pan is used to make Jamaican Jerk, but those far from Jamaica can simply grill out with a different rub. This is appealing to backyard barbeque kings and their variety-seeking kingdoms alike.

Since the flavor power of the dish comes from simple spices, it is also easy to make Jamaican Jerk a part of heart-healthy and diabetic diets. There’s no deep frying or butter, and those watching their salt intake can make or buy blends that don’t include the salt. With minimal prep time (rub and done), simple cooking op-tions, and the ability to fit into diet-conscious lifestyles, Jamaican Jerk can be found on menus around the world as well as in shakers on mainstream supermarket shelves.Opening the Way for Jamaican Food WorldwideAs Jamaican Jerk makes inroads on supermarket shelves and restaurant menus, it opens the door for those who are interested in exploring other traditional island dishes. Many of these dishes are lightly processed, based on fresh produce and spices, and can be quickly assembled by nov-ice cooks. Not all of them are as hot as true Jamaican Jerk, either, freeing more hesitant palates to indulge in is-

land flavors.The variety of unique flavors in

common Jamaican dishes further in-vites people into the island cuisine. They can opt for more richly flavored dishes like goat curries, Coconut Rundown, and Grapenut ice cream, or they go for simpler staples like the Jamaican Coat of Arms, rice and peas stewed in coconut milk, or es-cabeche, a poached fish in a vinegary sauce. Each offers its own flavor pro-file while not being unduly complex for amateur chefs.

Island staples like Jamaican Jerk offer an appealing alternative to the same old meat flavorings. The healthful benefits of the dish also make it an attractive alternative to buttery sauces or mysterious liquid marinades. With minimal prepara-tion or culinary skill needed to turn out a tasty version, diners around the world are preparing their palates for more and more of the same unique flavors that Columbus so vividly re-membered.

Delic

ious

Div

ersi

ty

Located on Africa’s Western Coast, Ghana is often cited as one of the continent’s success stories. The country has a sta-

ble government, ranked second after Mauritius on the 2009 Failed States Index for African nations. A former British colony, it was the first sub-Saharan nation to achieve colonial in-dependence, taking charge of its own destiny in 1957. Known for its vast natural resources and well-educated population, Ghana has cultivated a number of global trading relationships since achieving independence.The Scope of the OpportunityWhen it comes to opportunities in Af-rica, Ghana offers a number of appeal-ing avenues for success. The country is multi-lingual and a ready embracer of emerging technology. National

goals are to bring the nation to mid-dle income status by 2015, providing a market of consumers with the dispos-able income available to fully partake in global trade opportunities.

Currently, the personal purchas-ing power of each of the 24 million residents stands at the equivalent of $1,600 USD. Just over a third of all citizens work in agricultural areas, with light manufacturing, textiles, and mining/drilling accounting for the rest of the economy. Though some areas are resource constrained, 83 percent of the student population is in school, and Ghana’s adoption of English as the official language further lowers barriers to establishing business ties in the country.Key Trade MaterialsGhana itself is known as a raw mate-

rials exporter and an importer of fin-ished goods. It generally runs a typi-cal North-South trading deficit with its partners, importing finished goods at greater values than the raw materi-als it exports. Its largest deficit is with China, at nearly $2 billion USD, and with the US, at around $800 million.

In 2010, Ghana was the second largest producer of cocoa world-wide, with shea butter, pineapple, and mango other key agricultural exporters. The country discovered a large oil field in 2007, and also trades in coal, gold, diamonds, bauxite, and manganese. Its energy exports and rare earths have been working in its favor, especially in recent months as the Chinese have disrupted the rare earths markets.

In terms of manufactured goods suitable for trade, the main export is clothing. Low-cost rayon shirts from Ghana can be found throughout the U.S. at discounters such as Ross Stores. Traditional Kente cloth made by boutique sellers is also a notable export.Financing, Security and Legal ConcernsTrading with Ghana is mainly a mat-ter of finding the right path into the country. The stable political environ-ment and austerity measures from the government on debt issues provide a relatively stable economic outlook, and the crime rate is low. The legal system is based on British Common Law as a colonial legacy, different but not wholly alien to the modern U.S. system which shares the same roots.

The government itself is a trade promoter, with preference given to relationships that allow Ghana trade equality. According to the Ministry of Trade and Industry (MOTI, http://www.moti.gov.gh/) the current man-date is, “to develop a vibrant, technol-ogy-driven, liberalized and competi-tive trade and industrial sector that significantly contributes to economic growth and employment creation, particularly involving mass mobiliza-tion of rural communities and other vulnerable groups including women.”

- by William Bell

Global Outlook

A Primer on Doing Business in

Africa: Ghana


- by William Bell

Thus, minority owned businesses in the U.S. looking to do business with Ghana would do well to consider the current mandate when making trade proposals.

In terms of financing for trade deals, the country is in good financial standing internationally, and partici-pates in a number of regional and pan-African trade alliances. These groups have been known to provide grants and loans, particularly on the local side of international partnerships. On the U.S. side, minority businesses can tap into the resources offered by the National Export Initiative through the Minority Business Development Agency and the resources available through the International Trade Ad-ministration.

The main impediments that U.S. businesses are likely to face on the ground revolve around the diver-sity of cultures that thrive in Ghana. There are more than 100 distinct eth-nic cultures and 47 recognized local languages. Taking the time to build business connections and cultivate relationships will help smooth over differences and provide guidance in navigating hyper-local norms.Global CompetitorsAmerican minority businesses headed into Ghana may be surprised at how much competition there is for the op-portunities the country represents. Both China and Britain maintain a large trading presence on the ground, with Britain capitalizing on its his-torical relationship with the country to set targets to double trade by 2015. Along with the heavy British presence, some analysts have alleged that China has effectively over-run the country from a trade perspective. The two countries have a preferential bi-lateral trade agreement, and China has been investing heavily in upgrading the lo-cal infrastructure at the behest of the Ghanaian government. However, there is still room for smart U.S. busi-nesses to get a piece of the action.

The main areas of opportunity revolve around energy efficient solu-tions, finished goods, and industrial

equipment. Ghana has struggled to provide enough power to support its expanding industries and population, to the point that it is estimated power shortage have shaved two percent off the national GDP. Firms that can pro-vide large and small solutions as well as power sipping products will be welcomed. Finished goods are also popular, especially in the electronics category, and the need for improved infrastructure is an area of invest-ment for the government, providing a steady market for industrial equip-ment and products.Success FactorsIn terms of success factors for Ghana-ian business with U.S. partnerships, the main link between firms has been referrals and word of mouth. Sleek Garments, the Ghanaian clothier sup-plying Ross Stores, was referred into the relationship by another partner. Many firms advertise their capabili-ties through their reputations as pro-viders rather than formal promotion networks.

While the USAID organization operates broadly in rural Ghana, most of their efforts are on helping Ghana-ian groups gain access to global (but not necessarily US-based) markets for their agricultural and natural re-

source products. Formal trade fairs sponsored by MOTI as well as an updated “Key Contacts” list on their website attempt to bridge the gap be-tween aid agency programming and small-scale internationalization be-tween U.S. and Ghanaian firms.

To find success doing business with Ghana, MBEs in the U.S. should pay careful attention to the country’s needs and spend time cultivating rela-tionships. With most local businesses open to the idea of trade and partner-ships, the main remaining barrier is time. Ghana is on an upward path, and only those firms who take the time to research and build the con-nections will be able to compete with the established international players to thrive in the local markets.

Glob

al O

utlo

ok



Steps to a Better Workplace Environment5

- by Ingrid Johnson

The average U.S. worker spends more than 1,777 hours each year in his or her office, ac-cording to the Organization

For Economic Cooperation and Devel-opment (OECD). Minority and women business owners, especially in smaller operations where night and weekend hours are common, may spend an ad-ditional 300 or 400 hours in their of-fices. With this much time spent at the office, it only makes sense to want to spend that time in the best workplace environment possible.

Naturally, the “perfect” workplace varies by industry and is subject to personal preference. Still, there are a few factors that can be universally ex-amined to improve working environ-ments. These revolve around light, air quality, plants/greenery, noise levels, and temperature.Let There be LightLighting is a prime place to start when it comes to getting a better workplace environment. With sustainability and green initiatives trending in all indus-tries, lights have come in for extra at-tention and change. However, the fo-cus has generally been on the bottom line impact or the environmental ef-fects rather than the way that lighting solutions impact workers.

New compact fluorescent bulbs can cause workers to complain of “cold” or “sterile” work environments. Traditional fluorescents buzz, hum, and flicker. Natural light is ideal, but many office and manufacturing spaces suffer from a distinct lack of windows, sometimes deliberately as an insula-tion, safety, or cost-cutting measure.

There are ways to provide more natural lighting without compromising on environmental or security issues. The answer is full-spectrum bulbs, which maintain the “warmth” of tra-ditional yellow-hued light bulbs while being available as compact fluorescent bulbs. Useful in personal lamps or as overheads, these can provide more ac-ceptable and comfortable lighting so-lutions to workers while meeting green standards.

Address Air QualityWalking into a work environment with stale air or an odd “funk” on Monday morning hardly gets the week started right. Air quality issues can also con-tribute to sick days and stale, uncircu-lated air becomes a festering annoy-ance, especially in hermetically sealed buildings where opening a window isn’t really a viable solution.

Instead, air quality issues can be addressed by bringing in air filters. Doubling as fans that can circulate air throughout the office or shop floor, basic HEPA-standard air filters are readily available from big box stores, office supply stores, and online retail-ers. Entry level models are less than $30, though high tech filters can cost several hundred dollars. Their impact is almost immediate, and many mod-els compete on how quietly they run. Even if a full install of filters isn’t fi-nancially viable for a MBE, adding one

to break rooms to cut food odors or to entry and reception spaces to cut lin-gering tobacco smells from smokers coming in and out can dramatically improve the workplace environment.Embrace the Power of PlantsPlants are not merely “nice to haves” in the work environment. Plants can also provide benefits for employee’s mental well-being, improve air qual-ity, and soften stark, barren work-spaces. For those who adhere to Feng Shui principles, plants can also serve as bringers of peace and positive en-ergy.

Elaborate plant systems aren’t necessary to get a better workspace. Instead, choosing a handful of low-maintenance plants can bring the necessary benefits without causing great inconvenience. Leafy ferns, decorative orchids, or even bamboos can put energizing oxygen back into the air, green up the space, and add

Work-Life


Work-Life

visual interest without becoming dis-tractions.Target Noise Pollution & Noise ControlNoise control is a serious environ-mental issue for workspaces. Every-thing from manufacturing sounds to clattering keyboards can contribute to noise levels at the office, killing work-er focus and becoming an all-day ir-ritant. Left unaddressed, noise issues can raise stress levels, cause workplace clashes, and even damage hearing.

Combating noise is a matter of choosing the best battles to fight. Manufacturing sites obviously have different challenges than office spaces, and both sides have to balance health and safety with noise concerns. Still, by addressing carried sounds and vol-ume levels, the work environment can be improved.

Internally generated and externally generated sounds have to be handled differently. Internal noise levels can be battled with protective earplugs for extreme sounds, but adding a few strategically placed doors or hanging soundboards from the ceilings will also help block or soak up unwanted

sounds. Rugs on tile floors, guide-lines for radio use, or even designated “quiet hours” at the beginning or end of the day can cut the negative effects of internal noise. For external noise, checking window and door seals, hanging drapes on windows, or in-vesting in white noise machines can dramatically improve the workplace environment.Stop Playing Hot & ColdTemperature levels are another ma-jor work environment issue. Not all workers run at the same aver-age temperature, and neither do the machines they use to do their jobs. Finding a comfortable balance helps improve the work environment, but it can also significantly shave costs off annual heating and cooling bills.

The first step is to take control of the temperature. Remotely control-led heating and cooling solutions may work for equipment areas, but they don’t work well for purely human environments. Workers don’t accept that some computer 1,000 miles away is accurately meeting their needs, and the frustration with not being able to get it hotter or colder is often vented

in non-related situations that keep negativity in the workplace.

Instead, bring control over the temperature to the local office, and work on areas that bring in unwanted drafts, heat, or icy blasts. Weather-proofing offices (especially smaller and home-based offices) can have dramatic results on the workplace environment. Mindfulness about the outside environment can also put an end to constant adjustments and the need for workers to have sweaters at work or to use fans that contribute to noisy offices and set off automated heat systems.You Can Build a Better WorkplaceThe “perfect” workplace may be an elusive construct, but that doesn’t mean a better work environment is out of reach. Spending some desig-nated time considering the key en-vironmental elements of light, air quality, greenery, noise levels, and temperature can help uncover areas where small improvements might go a long way. With the sheer amount of time the average worker spends in the office, making it a better place to be is well worth the effort.

sion had its origins in housing and financial markets, it is not these markets that will lead us out of the recession. Furthermore, the economy that we are becoming is not the same as the pre-Great Reces-sion economy. One important difference is that speculative excesses in housing and financial mar-kets will be slow to return as entrepreneurs and corporations attempt to return to business basics. In the early stages of the recovery, the economy we are heading into will be based more on operational cash flow and less on speculative projections. The business world has become a “show me the money” economy. This change in entrepreneurial attitude will mean that companies will become more inte-grated into a global network of suppliers and cus-tomers all searching for value. MBEs can no longer afford to believe that they can comfortably ignore the advantages of sourcing and selling globally.

MBEs must look at strategies that link them to similar MBEs and others in different geographic markets in ways that leverage expertise and relationships. For example, we must have a thousand certified MBE corporate gift companies across the country. Why won’t some of them combine forces in ways that do not relinquish local autonomy by generating greater profitability through increased buying power and superior marketing effectiveness? The same holds true for IT staffing firms, law firms, computer resellers and others. Entrepreneurs who make these changes will thrive in the coming expansion.

The Great Recession is over and it is time for MBEs to come out of the bunkers and claim their piece of the global economy. MBEs today have greater skills, financial experience and superior quality networks than any generation of MBEs in history. There is no reason why MBEs cannot and should not lead the ex-pansion of the U.S. and global economy.

(continued from page 8)


Minority Companies to Watch in the Healthcare Industry

ChemicoMays is perhaps one of the very few chemical manage-ment companies that are proc-

ess not product driven. They focus on everything that it takes to ensure the client’s goal is reached without com-promising on standards. They have 50 years of experience to offer your company, whether you’re develop-ing a new product or manufacturing a chemical. The whole focus is on the process and that means that cost are radically reduced. ChemicoMays has been able to reduce chemical inven-tory by 60 percent on average for the

Pioneering real estate devel-opment, Jones Lang Lasalle, dared to do what others could

only think of. Built on the revolution-ary ideas of changing with changing times, since the time of the Second World War, Jones Lang Lasalle delivers quality. The company personifies global manage-ment, whether dealing with individual investors or shareholders. In a world where financial markets are always in turbulence and no one seems to know just how and where to invest, Lasalle steps in with the an-swer. People who have exceptional expertise and can bring relevant mar-ket knowledge to the table are always welcomed.

This means that the experts at Chemi-coMays will do whatever it takes to meet set targets. A complete on site invento-ry has boosted ongoing cycle counting to maintain accuracy at a phenomenal 95 percent. ChemicoMay’s custom-ers are its guide. You just have to look at their past track record to know they deliver under pressure. Saving or re-ducing cost is a major concern when it comes to chemical manufacturing and that is the area ChemicoMay’s experts work on the best. Chemical procure-ment with all its associated respon-sibilities and liabilities are kept under close scrutiny while every step of every transaction is documented.

ChemicoMays provides invaluable depth, understanding and a critical ap-proach to all facets of chemical man-agement. Unnecessary risks are not taken, and special attention is paid to the way individual organizations func-tion, so that services can be custom-ized to fit the client’s needs.

Their strict code of conduct con-duct, especially when it comes to business transactions. The real estate business is one of extremes, but if one knows how to work within the system, it becomes possible to overcome ad-versity. They do the research, provide the insight and present the solution best fit for each and every client. Glo-bal management is taken very seriously, especially when it comes to handling such a diverse group of clients. Re-gardless of which country’s branch you may be working with, the standard ini-tially set by Jones Lang Lasalle is never compromised. In fact, Lasalle takes its ethical responsibilities very seriously so that any client, firm or institution that comes in contact with Lasalle walks away with the best deals ever. Trust is the knot that holds the professionals at Lasalle together with their clients.

Fortune 500 manufacturers.

In a world where the environ-ment has become a key issue with most pharmaceutical and chemical manufacturing companies, Chemi-coMays has just the right services to ensure that continues. Minimizing risk, recycling chemicals and reduc-ing costs drastically are just some of the benefits that you can accrue if you opt for their specialized services. Chemicals are volatile. That’s why with ChemicoMays, onsite removal of hazardous material has reached 40 percent, which enables workers to become more productive by work-ing in risk free surroundings. The ex-perts at ChemicoMays will work with you in six main areas: IT, logistics, and purchasing, environmental, chemistry and industry specific process special-ists.

The reason behind ChemicoMay’s industry wide success is its dedication to process driven implementation.

Jones Lang Lasalle’s reputation for growing continually is based on its ability to lavishly reward and attract the best in the industry. Working with over 30, 000 people in 60 coun-tries, Lasalle has received tremendous recognition as a management firm in real estate. The company’s motto is to provide real value to every client

they come into contact with. Building long lasting, harmo-nious and mutually beneficial relationships with close part-

ners and clients, Lasalle strives to maintain the highest standards in all areas of life, be it economically, en-vironmentally or ethically. Detailed market research, collated data and a close scrutiny of the present real estate market situation are what has catapulted Lasalle to the top.

ChemicoMays - On the Cutting Edge

Jones Lang Lasalle Americas Inc - Never Skipping a Beat


Minority Companies to Watch in the Healthcare Industry

Liberty IRB, Inc. has one motto: to fuel and support active re-searchers who dare to pioneer

modern science while recognizing the importance of, and taking meas-ures to ensure that the risks taken never endanger human live. Located in DeLand, Florida, Liberty is an inde-pendent institutional review board (IRB) that boasts of a diverse board of members who all contribute to its de-velopment. Liberty IRB takes into ac-count the social, economic, scientific and ethical aspects of the research it supports thereby facilitating ease for the IRB application and submission process.

Fully AAHRPP accredited in 2009, Liberty has the ability to review Phase I – IV behavioral, pharmaceutical and biologic research. Members at IRB continually endeavor to produce ac-curate, diligent and punctual reviews of clinical research. They provides

Founded by Elizabeth Plaza in 1993, Pharma Bio Serv’s philoso-phy is based solely on working

within an ethical framework of values. They manage and direct their busi-ness and all transactions on the basis of the ethical effects it may have on their customers, clients and human kind at large. Their unfaltering com-mitment to core values is the reason behind their success. Nurturing em-ployees and their families, Pharma Bio Serv believes in valuing people and resources equally. Strengthening the core of its organization through cohe-sive planning and management, it has set an example for all other MWBEs to follow high standards of competitive-ness and excellence. They conduct business on the basis of these core values because they believe this is what makes for a fruitful organiza-

the initial orientation. Liberty IRB has also incorporated and developed an extensive database that all members can use to make sure they comply with regulations and to facilitate queries.Each researcher receives a comprehen-sive multi – institutional review that includes various project management approaches. Communication is of es-sence at Liberty IRB, so all members make it a point to effectively convey their thoughts and ideas in a proactive and constructive manner.

Members of Liberty IRB make it a point to ensure that whatever research the participant is undertaking is of the highest quality in terms of time. Since time is of essence, on site visits are al-located to researchers who need them. There is competitive pricing so that able and deserving candidates can participate in the field of scientific re-search. Liberty IRB prides itself on its quality, and makes sure that all who enter its doors leave satisfied.

compromised in order to save costs. Pharma Bio Serv actively works towards maintaining quality while keeping costs down through outsourcing whereby li-abilities decrease, cost of supervision and training goes down and risks are better managed and prevented. Staff augmentation and project manage-ment are some of the services that it provides for its clients through active participation with the client.

Pharma Bio Serv has branches in Puerto Rico, Ireland and the United States. This allows it to boast of a unique and diverse staff that is one of the most professionally recognized and respected in the industry. Most of its staff hold degrees in Pharmaceuti-cal Sciences, Microbiology, General Sciences and many others, all adding to Pharma Bio Serv’s overall value and worth.

complete legal protection to research participants by being a proud mem-ber of the Consortium of Independent Review Boards (CIRB). Liberty is also registered with the FDA and OHRP. It observes and follows all federal regu-lations and rules in tandem with the legal framework that governs phar-maceutical related research.

Joining Liberty IRB can be an uplifting experience because of the numerous benefits that customers can make avaiable. All IRB members receive ongoing education in the field of human subject rights after

tion.

What distinguishes Pharma Bio Serv is its impeccable business man-ner, whereby any task undertaken is done so considering all its implica-tions. Honesty, integrity and transpar-ency are highly prized by its mem-bers, and sustained efforts are made in every aspect of R&D to ensure that customers are kept happy. No com-promising is done or tolerated when it comes to their core values of trust, excellence and respect. Its mission is to provide a cost effective, flexible and strategic approach to its customers while maintaining the integrity of the Health Sciences Industry, by keeping in compliance with legal, federal and ethical codes of conduct.

The Pharmaceutical industry, like any other, has become highly com-petitive where most often quality is

Liberty IRB - On The Watch

Pharma Bio Serv - Charging Ahead


People & Places

WEPO Breakfast Awards

Direct Women Awards Luncheon

DirectWomen honored Helene Kaplan, Roberta Karmel, and Siri Marshall for serving with distinction on boards of directors of public companies at the Sandra Day O’Connor Board Excellence Award Luncheon on February 11th, 2011 in New York City. Several hundred attendees filled the Grand Ballroom at the Waldorf=Astoria to join keynote speaker Linda Koch Lorimer, Vice President and Secretary of Yale University and Lead Director of the McGraw-Hill Companies, to pay tribute to these remarkable women. The mission of DirectWomen is to increase the representation of women on corporate boards. For more information, please visit www.directwomen.org.

The 4th annual DirectWomen Board Institute was held at the Waldorf=Astoria in New York City from February 9th – 11th, 2011. This year’s class included 23 members from across the United States, who met with leading corporate executives, directors, and academics to discuss key governance issues facing boards in the current business and regulatory environment. The mission of DirectWomen is to increase the representation of women on corporate boards. For more information, please visit www.directwomen.org.

Marsha Firestone, Ph.D., President & Founder, WPEO; Liz Cullen, Former Executive Director, WPEO-DC; and Erica Billie, Supplier Diversity Manager, US, Capital One; with representatives from ExxonMobil Corporation, winner of the Outstanding Corporation Award for the DC Region.

Attendees at the WEPO Breakfast networking prior to the start of the event

Marsha Firestone, Ph.D., President & Founder, WPEO; Liz; Judy Bradt, Summit Insight LLC, winner of the 2011 WPEO Rising Star Award for the DC Region; Sandra Eberhard, Executive Director, WPEO-DC

Marsha Firestone, Ph.D., President & Founder, WPEO; Bunni Wheeler-Young, Manager, Supplier Diversity, Freddie Mac, winner of the Outstanding Women’s Business Advocate Award for the DC Region; Liz Cullen, Former Executive Director, WPEO-DC


People & Places

Skanska USA Supplier Conference

Standing - Wade Colclough, President, Minority Supplier Development Council PA-NJ-DESitting - Harold Levy, Eastern Regional Representative, Commonwealth of PA Dept. of General Services

Ed Szwarc, Executive Vice President / General Manager, Skanska.Wade Colclough, President, Minority Supplier Development Council PA-NJ-DESherry Nacci, Diversity Coordinator, Skanska. Harold Levy, Eastern Regional Representative, Commonwealth of PA Dept. of General Services

Diversity Workshop in Session

Lyle Frederick, Project Manager, Skanska. Ron Payne, PSI (Purchasing Services, Inc.) Dick Hahn, Project Director, Skanska

PSEG Supplier Fair

Susan Hogan, Manager of Supplier Diversity at PSEG, opening the PSEG Supplier Fair. The event was a big success with suppliers across different industries competing for available contract opportunities. PSEG was represented across all major divisions with buyers and procurement heads in attendance.

Potential suppliers listen with rapt attention as several speakers spoke of the opportunities at PSEG and the kind of value proposition PSEG is looking for in suppliers that would lead to long-term relationships.

Event Calendar


Month Event & Place Contact Mail & Website

MarchMarch 1-2nd Annual NASA/JPL High-Tech Conference for 818-354-4550 [email protected] Small Business http://acquisition.jpl.nasa.gov/boo/2011HT/ index.asp

March 4th Annual Alliance Mid-Atlantic 509-838-8755 [email protected] www.allianceforbiz.com

March 7th NJAWBO Mentoring Meeting, Novartis, East Hanover 862-778-8149 [email protected]

March 10th Regional Alliance for Small Contractors 509/838-8755 [email protected] Clearing House, Con Edison, NYC Alliance of Mid Atlantic SMWBE – Atlantic City Expo

March 14-17th Annual Reservation Economic Summit & American 480-545-1298 [email protected] Indian Business Trade Fair (RES 2011) www.ncaied.org

March 17th NY/NJ MSDC Board of Directors Meeting - NYC 202-466-1800 [email protected]

March 17-18th Annual SFMSDC Business Expo 305-762-6151 www.sfmsdc.org

March 22nd NJ BPU SDDC Board of Directors Meeting – PSEG Newark

March 22-23rd Summit and Salute to Women’s Business Enterprise 202-872-5515 [email protected] www.wbenc.org

March 31st SET2011 Exhibition and Conference [email protected]

AprilApril 4th MBE Procurement Fair with the NY/NJ Council

April 7th PSEG Newark MBE Procurement Fair – 212-502-5663 [email protected] w/ NY/NJ MSDC

April 13-14th Diversity Procurement Fair 416-941-0004 [email protected] www.camsc.ca

NJAWBO Procurement Expo 609-799-5141 [email protected] Pines Manor Edison, NJ

April 18-19th Indiana Business Opportunity Fair 317-921-2680 [email protected] www.imsdc.org

April 18-20th Chicago Business Opportunity Fair 312-775-8880 [email protected] www.cmsdc.org

April 26th NJ BPU SDDC Board of Directors Meeting- PSEG, Newark

MayMay 2-3rd Virginia Business Opportunity Fair 804-788-6490 [email protected] www.vmsdc.org

May 3-5th Michigan Minority Procurement 313-873-3200 Conference and Trade Fair (MMPC)

May 10-12th 12th Annual DOE Small Business Conference & Expo 866-925-5708 [email protected] http://smallbusinessconference.energy.gov

May 11th NJAWBO Mentoring Meeting, PSEG, Newark

May 15-18th ISM’s 96th Annual International Supply Management 800-888-6276 www.ism.ws Conference and Education Exhibit.

May 15-18th 96th Annual ISM International Supply Management

Even

t Cal

enda

r

For more events visit: http://www.diversityplus.com/calender/calmar.aspx


Lightning—Get off the course

It’s that time of the year where we have more thunderstorms and golfers need to understand that being on the

golf course is one place to avoid. Of an estimated 80 deaths attributed to light-ning each year here in the United States, half occur on golf courses. It’s easy to see why when you see open fields, iso-lated trees, open-sided shelters and even golf carts as places to avoid.

A good safety motto is: “If you can hear thunder, clear it. If you see light-ning, flee it.”

Last summer while in Aruba, my group of golf writers from the United States followed this advice. We could see a storm approaching from the ocean as we played our practice round. You could

hear thunder and see lightning off in the distance. As I prepared to tee off on a par 3 not far from the ocean, I heard thunder and dropped my club just as a big flash of lightning could be seen. We all got into our golf carts and headed to the clubhouse. En route back, a warning was posted on our golf cart for all play-ers to stop play.

As a golfer, even playing in a tour-nament, you have the right to stop play even if play has not been officially stopped if you feel that there is a dan-ger from lightning. My group did that in one an event in Myrtle Beach. We got to the clubhouse just as the sirens went off to stop play and before heavy rains started. Many other soaked writers

wished they had followed our lead, but no one was struck by lightning, which starts before the rain.

Use common sense before going out on the course; monitor the local weather forecasts on television as they can usually give times when storms will hit in your area. Golf courses have staff keeping their eyes open to these reports and sound sirens to tell golfers to come in and post warnings on golf carts.

For events like the Crowne Plaza Invitational at Colonial and the HP By-ron Nelson Championship, the PGA Tour staff has sophisticated systems that give them time to get fans to safety, too.

James McAfee is a freelance writer based in Texas who was a former editor with Golf Digest and a long-time tournament director. Currently, you can read more of his articles at www.theaposition.com.

Golf by James McAfee


ADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCEADVANCING OPPORTUNITY ADVANCING COMMERCE

Our diverse supplier relationships enhance everyone’s business. As a recognized advocate of supplier diversity, MasterCard provides opportunities for businesses owned by minorities, women, and veterans, as well as small businesses, to participate in our procurement processes. It’s how MasterCard is helping to grow businesses and the communities around them. It’s how MasterCard is advancing commerce.

Learn about our supplier diversity program and how it can strengthen your business at mastercard.com/supplierdiversity.

©2011 MasterCard.MasterCard and the MasterCard brand mark are registered trademarks of MasterCard International Incorporated.

Supplier DiversitySupplier Diversity

Coming together onlymakes us stronger.

C

M

Y

CM

MY

CY

CMY

K

MAE90062_Sup_Diversity_DivPlus_X1a.pdf 1 12/21/10 3:52 PM

DiversityPlus

Documents

Transcript of DiversityPlus