Archive for November, 2005

The Search and When the Future Catches You

Wednesday, November 30th, 2005

by Dean Whittaker

“500 Channels and Nothing On” by Bruce Springsteen describes the reason I read two books this month. Other than Jon Stewart’s Daily Show, my TIVO didn’t record a bit or byte. I would like to share my “take away” from each of these books and encourage you to pick them up on your next long flight or when you need to re-create what you are doing.

The Search

Have you ever dreamed of the “perfect search”? The folks at Google have. In his book, The Search, John Battelle tells the story of how Google and its rivals are changing our culture. The book describes the history of information retrieval on the internet.

He describes Google’s motto – “Don’t be Evil”–and their modest mission statement: “organize the world’s information and make it universally accessible and useful” http://www.google.com/corporate/ . John Battelle also notes the ethical dilemma created for Google when mainland China required Google to filter out websites unpleasant to mainland China ‘s government from its search results there.

He brings out the dramatic impact that Google is having on the nature of advertising as it shifts from a content-driven model to a very targeted relevance-advertising model. Content advertising is putting an ad in a magazine hoping the intended audience will see the ad while reading the publication’s contents. An example of relevance advertising would be having an ad relevant to your search appear next to your Google search results.

By monitoring the click stream of its users, Google knows what people want. Needless to say, this is very valuable information and perhaps explains why Google’s stock price recently exceeded $400 per share after opening at $85 following the recent Initial Public Offering.

The book is an easy read and I think you will find many useful insights in it.

When the Future Catches You

Another book I read this month was When the Future Catches You by Juan Enriquez. In it Dr. Enriquez discusses the impact technology is having on our society and some of the ethical issues the use of technology creates. He says, “The rules of an economy based on knowledge and networks are very different from those of a manufacturing-based economy.”

He talks about the bifurcation of our society based on what I would call “The Knows” and “The Know-nots.” The knowledge gap between the “knows” in the world and the “know-nots” is growing dramatically wider. Juan Enriquez offers a method to measure this knowledge gap using the number of patents produced in a country or community (This may be a little deceptive because ideas know no boundaries, as exemplified in the development of “open-source” software development efforts of networks of volunteers).

Juan explains that those locations that produce new knowledge will prosper and increase in importance. Education will become the key factor to being a participant in our knowledge-driven economy, and continuous innovation will be required to compete in the global marketplace. He then goes on to discuss the de-coding of the genome and the enormous impact this will have on our society. Medicine, for example, will become about prevention rather than treatment, using genetically-engineered plants whose produce provides gene therapy tailored to our genetic susceptibilities. The sheer volume of information flowing from the effort to understand what makes us who and what we are is creating a whole new industry – “bioinformatics.” In our cyclical world, I wonder if agriculture will become the factory of the future. Wouldn’t that be a hoot!

Rank Your Ideal Prospects…Introducing the Predictive Model

Wednesday, November 30th, 2005

by Joel Burgess

Maybe you have already had this question:

I have a list of prospects. Is there a way to prioritize my prospects, allowing me to better focus my marketing efforts and more efficiently manage time, money, and other resources?

Whittaker Associates has your answer.

Whittaker is rolling out an innovative Targeted Company Predictive Model. The Targeted Company Predictive Model is a powerful tool that identifies and ranks the companies with the highest probability to relocate or expand into any particular geographic area.

So How does it work?

The first step in the process is to identify companies that have recently located to your area (in the last 3-5 years). Whittaker interviews these companies and based, in part, on the information obtained, we determine the factors that triggered those companies to relocate or expand to your area. Then by cross-referencing and establishing common denominators between the determining factors of your area’s new companies and companies that show the greatest promise to relocate or expand, a matrix of variables is formed. Our current matrix ranks high-growth companies based upon their correlation with 41 variables (19 industry factors and 22 company factors).

Each variable is assigned a numerical score, based on the direct causal effect it has on the likelihood of a company’s decision to relocate or expand. If a company exhibits the variable, a tic or mark is placed in the matrix under that variable for that particular company. The idea is to establish a Weighted Total. The weighted total is the sum of all the values of the 41 variables that a particular company exhibits. The higher the weighted total the greater the likelihood of a relocation or expansion.

An example output:

Weighted Total Company
865 Angus Palm
850 Cell Genesys, Inc.
805 Bridgestone/Firestone North American Tire, LLC

The Predictive Model accounts for the time sensitivity of the information provided, given the dynamic nature of today’s businesses. The Predictive Model can be updated to re-rank companies, reflecting any known changes that occur within the targeted companies or within industry trends.

In addition, the Predictive Model can be tailored to meet your specific needs in two ways: by adjusting the variables or the variable weights based on the importance they have in influencing a company to relocate or expand into your community.

As with all our lists, company records contain address, telephone, business description, sales and employment numbers, SIC codes, up to four contacts and titles, and when available, fax numbers, websites, recent articles, and company locations.

Building a Structure at Home

Wednesday, November 30th, 2005

by Tammy Hart

Not long ago I found myself overwhelmed, with not enough time in a day to accomplish all the things that I needed to get done. As much as I ran around doing laundry and dishes, there was never an end to them. I realized something had to give and something had to change; I was running myself ragged and had nothing to show for all my hard work.

My transformation into a control freak had started years ago when my son was a toddler. As a single, working mother, I always seemed to be on the go. Without realizing it at the time, I was teaching my son very bad habits that would haunt me for years to come. Since I was always so busy, rather than taking the time out to make sure he followed through with what I asked him to do, I would just do it for him. Now he’s nine years old and up until a few months ago, I was still doing everything for him!

One stressful day I came to the realization that I don’t have control over my household – my kids do! I remember laughing about it to myself. That’s when I decided to do something about it for their sake – and for my own sanity.

This may not sound logical, but I figured out that sometimes you have give up some control before you can get control back in your life. I had done everything for myself for so long and I liked everything done “my” way. It was hard to let go, but I started by creating a list of rules, including things like daily chores and the consequences for not getting chores and/or school work done.

We dedicate one night per week for more thorough cleaning such as changing bedding, washing windows, dusting, and organizing drawers and cupboards, to list a few. I chose Thursday (Friday is garbage day so my son gets the chore of taking the garbage out to the road).

Looking back, I think I felt strapped to my home by household chores most of the time, so it’s a huge weight off my shoulders to have the freedom to do things without worrying about the load of things that need to get done at home.

My son used to beg me to watch him ride his quad; now I take my daughter on the quad and ride alongside of him with his dirt bike. I’ve noticed an improvement in his grades and his attitude in general. Since I let go of some control and freed up more of my time, I’ve even expanded my menu at home (instead of the weekly tater-tot casserole, chili and spaghetti specials): now I have a more diverse selection of things to make, so that also makes it easier to plan ahead and keep on schedule.

I try not to be discouraged about the fact that I wasted so much time being stressed out before figuring out what needed to change. I just appreciate the fact that things are going smoothly. I still color-coordinate my closet, and go a little crazy reorganizing things, but sometimes I just have to look the other direction when my son puts his clean shirts in the pants drawer. I’ve definitely learned to let go of the less important things, like which direction the towels get folded.

For the most part, my house is actually cleaner and I have much more free time to relax with my kids because I’m not wasting my time running around multi-tasking (which often translates to running around being busy and getting nothing done).

One last thing that I should mention: God bless my daycare-provider who keeps my toddler on a daily schedule. Now she goes to bed at the same time every night – which has been a pleasant change since her early days of colic and many sleepless nights!

The People are the Future

Wednesday, November 30th, 2005

by Pete Julius

For the past several years, this country has witnessed many U.S.-based corporations laying off domestic employees in order to establish more cost-efficient operations in a foreign country. It does not matter where these operations are going because this trend will continue to occur in China, India and other developing countries around the world. What matters most is how to deal with the situation. Economists and politicians are spending too much time crying like little babies, pointing fingers and playing the blame game. We should be spending our time, energy and effort figuring out how to find jobs for those displaced workers affected by this inevitable and endless trend.

As a result of this trend, most communities are left with the task of finding jobs for undereducated, undertrained people in an innovative, knowledge-based economy. In addition to this unprecedented skills gap, the personal income gap is growing bigger and bigger by the day. This country is becoming one of haves and have-nots. Most communities have been affected by this trend in some fashion, with rural communities hurting the most. These communities host workers with inadequate skills and low levels of education, and they lack nearby educational and training programs. As a result, the old philosophies and principles of economic development need to change.

Most economic development organizations are still focused on and measured by the number of jobs generated and the number of new and expanded facility announcements per year. In today’s economy and in the future, this approach will not maximize their results. These philosophies and principles will not address the biggest challenges faced by many of the hardest-hit communities. Under such a system, an economic development organization appears to be successful for generating low-wage, low-skill jobs. In many instances, these jobs were developed for displaced workers and often times do not pay as much as their previous jobs. So what can communities do to provide better, higher-skilled and higher-wage jobs?

Identify, develop, connect and retain talent – Create an inventory of the skill sets of the local and regional workforce. Domestic corporate expansions and locations are driven primarily by the availability, ethical standards, knowledge and skills of a community’s labor force. This inventory should be used as the centerpiece of any marketing initiative. More importantly, communities must avoid the “brain drain” scenario by putting systems in place that develop the skills of the regional workforce and connect them with necessary tools, such as job training.

Develop entrepreneurial programs – Communities must establish an entrepreneurial program that will provide entrepreneurs with the tools necessary to develop and grow a business. Entrepreneurs drive innovation and the development of innovative, value-added products and services. Systems must be put in place that will provide entrepreneurs with the tools they need to prosper. This could include access to capital, available work space, networking opportunities and small-business assistance programs.

Merge economic development and education strategies – Communities that do not combine their economic development and educational strategies will struggle tremendously in the future. This does not just entail higher education and workforce-training initiatives. It also includes K-12. A lot of communities are faced with the challenge of graduating high school students who have not been properly educated and trained for the jobs that exist within their area. Graduates then take jobs for which they aren’t trained or leave the area to find work. Local businesses, government, economic development organizations, schools, parents and others must all be a part of this initiative. These strategies should be combined at the local, regional and state levels. Ideally, the national government should be involved, but the U.S. government just does not get it. This country has waited too long for our national government to respond and provide assistance. It is time for local, regional and state governments to get involved.

Identify and eliminate obstacles – Too often, laws, permitting processes, tough regulations and policies, and negative press get in the way of creating and growing a knowledge-based economy. Lengthy permitting processes can force a company that needs to build a new facility within a two-three-month window to locate in a community that promises to meet a short building timeline that you can’t make. A local news station or paper that is consistently filling headlines with negative images and events within a community can hurt a community’s growth potential. Businesses do not want to locate in communities where there is great potential for being negatively portrayed in the local news.

Change measurements – Most economic development organizations continue to be measured on the number of new jobs generated, the increase in the tax base and the number of new facility and expansion announcements over the course of a fiscal year. This way of measuring must change. The number of expansions and relocations are nowhere near the levels that occurred prior to our most recent recession. In addition, current project sizes are smaller in number of jobs and investment. As a result, most communities need to adjust their economic development strategies to reflect this trend. Most jobs that are currently being generated in this economy involve innovation and a higher skill level. In order to counter this trend, communities must measure themselves via criteria that are in line with developing and growing a knowledge-based economy. The new measure criteria could include the number of new businesses, number of patents filed within the community, educational attainment, and income levels.

Establish career ladders – Many communities, especially rural ones, struggle with the lack of career-advancement opportunities. This is another reason people leave a community. Educational institutions, job-training facilities, economic development organizations and businesses must all work together to create an environment where everyone has the chance to work and live in the community of their choice, especially their home towns.

These are not very easy initiatives to undertake. If they were, everyone would be employing these tactics in their economic development programs. Undertaking these tactics will involve a lot of time, energy, effort and risk. The majority of the people who are unemployed in this country do not have the skills and education necessary to fill the jobs of the future. In order for our economy to grow and continue to dominate, we must employ initiatives that focus on developing and growing our people.

David Chang

Wednesday, November 30th, 2005

David Chang May 7, 1982 – November 19, 2005

I am very sorry to report that David Chang passed away on Saturday, November 19, 2005, after a strong fight against stomach cancer.

David was born in Grand Rapids, MI, and raised in Beijing, China. He came back to Grand Rapids at 18 years old and graduated from Davenport University. David joined the staff of Whittaker Associates in April of 2005. He is survived by his mother and father; paternal grandparents, and many uncles, aunts and cousins in China. David will be buried with services in Beijing, China.

David taught us about courage, suffering, compassion and the importance of following our passion. He will be missed.