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SRP 2007 Arizona Business Study - Focus on Minority-Owned Business
SRP 2006 Arizona Business Study focus on Hispanic Minority Business Report
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“Tiping the Scales - Upscaled Marketing Despite Downscaled Budgets“ by Andres Chagolla
“How Does a Small to Mid-Sized Business Succeed
in Today’s Economy?”
By
Doug Masi
VICO Systems / GeoTechnix LLC
We have all felt the pressure as the United States continues sinking into more debt. It is important that we learn from past mistakes, and as small businesses, avoid following in the footsteps that lead to a downward trend.
The way we do business today has changed drastically from the way we did business back in the 70’s, 80’s and 90’s. Since the boom of the internet has placed information at our fingertips, small businesses have many exciting opportunities to grow their client base, and significantly increase their revenue.
Doug Masi of Geotechnix, LLC has embraced this new technology and directed his focus on assisting other companies and non-profit organizations as they harness that online power. What is that power, you may ask? It is the ability to incorporate a complete marketing solution for small to mid-sized businesses. Building a small or mid-sized business is not unlike building a racecar. We start with the engine and work our way out to the body. Think of the engine as a 24 hour system that is running and processing new business, capturing and following up on leads, offering instant acquisition of necessary resources, and providing a client data base. Now, think of the body of the racecar as your business image; both the incoming and outgoing marketing. Each business should have a website with a lead capture that enables prospects to visit 24 hours a day. We recommend having a personal video and video overview of your services or products. It is our purpose to assist clients in the race to drive traffic into their lead capturing sites by utilizing AFM (Automatic Follow-up Marketing).
Once this powerful AFM marketing solution system (racecar) is developed, it completely takes over. Before, a business owner would have to hire additional staff to handle leads, follow-up, do accounting, write letters, enter new information into a database and complete a variety of other support tasks. All of this creates tremendous overhead for the small business owner. With our new system, small business owners can grow their business from the sales out. New staff may be hired once a business has reached its monthly sales goals rather than the alternative of struggling to reach sales goals in order to support new staff. New staff members can therefore feel more confident in their job security.
The more productive our businesses are, the more secure our work force will be. Properly implemented, AFM systems can handle the workload of at least 3 to 5 people. Just think of the thousands of dollars that could save every month!
The economy will always be cyclical. Small to mid-size businesses that are positioned to take advantage of the time savings, and the sales leveraging power of AFM, are far more likely to succeed in challenging times like this.
With our compliments, we would like everyone who has taken the time to review this report to get a free report on Getting the Edge. Just visit http://GetTheEdge.onlineemercial.com
Try a test drive yourself at http://www.VicoSystems.net/AFMtest.html
If you would like more information, or an opportunity to test drive this new “racecar” marketing system, feel free to email Doug Masi at: dmasi@VicoSystems.net
Doug Masi – Bio
As a graduate of Liberty University in 1988, Masi has followed his passion in business and marketing. During the early 90’s Masi along with his brother were credited with starting a very successful affiliate marketing company, which is still growing around the country. In the mid 90's to mid 05, real estate became Masi next focus has the industry increased greatly each year.
In mid 05-06 Masi and his brother once again teamed up to start GeoTechnix LLC. GeoTechnix assist businesses around the country to expanded their marketing efforts on the internet. By using Geo-targeted campaigns, business owners can select the excat group of prospects to market to based on several different selects or locations. As more and more business are looking for ways to streamline their marketing dollars, GeoTechnix seeks to show them the way. VICO Systems is a partnership where Masi and his parter (Matthew Caraway) personally assist business owners setup their own custom marketing software. This will allow the business to really harnest the power of online marketing. Better known as Automatic Followup Marketing (AFM)
Doug Masi - CEO/Senior Partner
VICO Systems/GeoTechnix LLC
623-399-4708 Office
623-455-9864 Fax
Get your free copy of The Edge (just click)"Get on your way to doubling your sales Today!
www.VicoSystems.net
http://www.vicosystems.net/afmtest.html
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Good Science Needs Good Marketing
By Kevin D. Weber
September 2008
“Science is a wonderful thing if one does not have to earn one's living at it.” Albert Einstein
In the bioscience industry in Arizona, however, many scientific entrepreneurs are trying to make a living at it! The point, since this is a business journal, is that while science for the sake of science can be intellectually stimulating; it just might not be very profitable. Without profit, there is no investment capital to fund development.
For a scientific discovery to eventually generate revenue and profit, it must be developed with the customer in mind. Be that a physician, patient or laboratory technician, it must be positioned in the marketplace to meet an unmet or underserved medical need. Therefore, the two functional disciplines of R& D and Marketing are equally critical to the commercial success of a bioscience product. These two groups must come to agreement on a set of realistically achievable product attributes designed to meet certain end-user requirements once that product actually gets to the market. That set of attributes is often captured in a document called a Target Product Profile or TPP.
What is a Target Product Profile (TPP)?
The concept of a TPP has its beginnings in the realm of drug discovery and research. In fact, the FDA has actually published a draft guidance document on the recommended content and format of a TPP and how one can be used to facilitate a company’s interactions with the agency. The current basic format focuses on the main elements of the package insert, or proposed product labeling. For the purposes of this article however, and its focus on good bioscience marketing, I propose that a TPP should be broader in scope, and should address more than just the main headings of the package insert. Furthermore, it should also be applied to the development of medical devices and diagnostic products.
My definition of a truly useful TPP is a document that provides the product development team with a detailed description of virtually every aspect of a product’s profile. It starts as a description of an “ideal” drug, device or diagnostic test, and changes over the development process as limitations in the potential product emerge. This “adaptive” TPP keeps the development team focused on the endgame – developing a drug, device or diagnostic test for an actual customer.
Why is the TPP so important?
In the bioscience industry, not having a well thought out TPP established very early in the development process can mean the difference between having a wildly successful product, or one that dies a quick and quiet death before your customers even knew it was launched. However, as obvious as having a well thought out TPP might seem, many bioscience companies often initiate a product’s development efforts without making a concentrated effort to answer some fundamental questions about the desired future attributes of that product. The result is that many years after the development process has been initiated and the FDA finally approves the product, millions of dollars and countless hours have been spent developing a product with a poor to mediocre profile. To make matters worse, sales and marketing teams are then told to take this poorly planned product and achieve market leadership. A tall order indeed!
So What Do You See In Your Crystal Ball?
The job of defining a TPP is extremely challenging, given that you are looking way out over the horizon, potentially several years into the future trying to predict the competitive environment in which you will be launching your new product. I believe that the difficulty of this task is a primary reason why so many companies either delay the process of producing a TPP or just ignore the need for it altogether. Unfortunately, they do so at their peril.
The job of defining the TPP should be a collaborative effort among all members of the product development team; however it should be led by the commercial functions of marketing and sales, given that they are supposed to possess the greatest knowledge of both the customer and marketplace. Their assessment must be fact-based and forward-looking in order to ensure the best product eventually gets to the market.
The following are just a few of the important questions that need to be answered by the entire product development team, as early in the development process as possible. This list is decidedly biased toward drug development but could easily be adapted to devices or diagnostic tests. It will hopefully stimulate other questions or considerations within your organization that should be discussed before your target product profile is finalized and agreed upon by the appropriate people in your organization.
Safety profile: Many times it is assumed that the safety profile of a drug or device is what it is. Instead of leaving it to fate, companies must take into account how clinical studies are designed and will be conducted, as the effect of those decisions could a yield very different safety profile in the final product.
• What percentage of adverse clinical events is acceptable in your pivotal clinical studies (i.e., headaches can be no more common than 3% of study subjects)?
Efficacy profile: Being honest with yourself now about the important dimensions that define the efficacy profile within the applicable therapeutic category, and how you compare to competitors on those dimensions, could save you a lot of heartache and money in the future.
• What is the minimum acceptable level of efficacy that is required to achieve your projected market share for your product (i.e., 60% of patients achieved 25 days or more per month without symptoms?)
Packaging: Some attributes of packaging are easy to change as you get closer to launch, but most are not. These need to be firmly decided upon early in the product development process.
• How many units per pack? One month of therapy or more? What is the maximum number of days of therapy that most insurance companies will pay for at one time?
• Is the product in its final form for use or does it require preparation prior to use (i.e., reconstitution into a liquid that is ingested orally or assembly required?)
• Will additional components need to be added to the final package for administration (i.e., spoon or cup?)
Selling Price and Cost of Goods: Even if you are not able to determine the final, definitive answers to these questions, you will need to make some working assumptions during the initial stages of development. You can refine them as you move through the development process.
• What is your desired price point for a course of therapy at the time of launch?
• Can the product be produced at a cost that yields an acceptable market price and gross profit margin?
Distribution, storage and use: Often overlooked, these issues can have a dramatic impact on your eventual market share.
• How will the product be distributed to wholesalers? Retailers? Final customer/user?
• Will special handling be required (i.e. refrigeration, extra security for controlled substances, etc.)
• What are the minimum and maximum temperatures the product can be exposed to and for how long?
• Where will the product be administered or used (i.e., hospital clinic, physician’s office, patients home, in an airplane, etc.?)
Volume of product per dose: Consider these questions as if you or one of your family members were the patient using the product.
• How much actual drug does a patient need to take per dose? Per day? Per week? Is this reasonable?
Route of administration: Consider how and to whom your product will eventually be administered.
• What is the optimal route of administration for your target audience of physicians and patients (i.e., oral solid or capsule, topical, intravenous, intranasal, intramuscular, inhaled, intraocular, etc.?)
Color and shape of pills, capsules, liquid or device: Think of opportunities to establish a strong, memorable brand (i.e., that little blue pill.)
• What is the desired color of the finished product from a commercial standpoint?
• What shape does your product need to have in order for you to establish a distinctive brand identity for your product? For good/acceptable ergonomics?
Taste and/or smell of your product: Again, consider these questions as if you were the patient using the product.
• Will the product have an unpleasant taste or smell? How important is the taste and/or smell of your product to the end user?
The questions that the development team will need to answer early in the development process may appear to be endless. Nonetheless, just being aware of and putting a high priority on working through many of these questions will greatly increase your chances of market success. The key to asking good questions is simple. Imagine yourself in the environment of anyone and everyone who comes into contact with your product from the moment production is initiated, to when the drug, device or diagnostic test is used by a patient or healthcare provider. From that standpoint, you can more easily determine if there are any potential issues that could prevent your product from dominating its market segment.
Weber Advantage Consulting, LLC
Company Bio
Weber Advantage Consulting, LLC (WAC) was established to help pharmaceutical, biotechnology and medical device companies generate more revenue. Many of these companies have solid products and technologies but lack the critical mass of marketing resources and experience to give their products a solid chance at true market success. If your company is developing innovative new products and/or technologies that will add real value to the healthcare system but you aren’t sure how to get that technology to the market successfully, Weber Advantage Consulting can help. With over 23 years of practical commercial experience in the bioscience industry, they can provide the expertise you need to achieve global market success with your new product or technology.
Kevin D. Weber Bio
Kevin D. Weber is Principal and Founder of Weber Advantage Consulting, LLC of Scottsdale, Arizona. His firm provides marketing consulting services to pharmaceutical, biotech and medical device companies, primarily in the Southwestern USA. Prior to starting his own business, Kevin was Sr. Vice President of Global Operations and Strategy at Hyperion Therapeutics, a South San Francisco, CA start-up venture. Hyperion was formed around the products and R&D pipeline projects of Kevin’s former company, Ucyclyd Pharma. As Vice President, Division Manager of Ucyclyd Pharma (a subsidiary of Medicis Pharmaceuticals Corporation) Kevin was responsible for day-to-day operations of the $30 million global business and was instrumental in the divesture of some of its assets to Hyperion. Before taking on the Ucyclyd Pharma assignment, he was Vice President of Marketing for Medicis Pharmaceutical’s Dermatology and Pediatric business unit. Prior to that, he held numerous domestic and international management positions at Rhone-Poulenc Rorer Pharmaceuticals. Kevin’s extensive experience in the pharmaceutical, biotech and medical device industry spans over 23 years.
Kevin is very involved in the Arizona Bioindustry Association, a member of the Arizona Tech Council, the Arizona TiE group, the Arizona Technology Investor Forum, the American Marketing Association and is an adjunct member of the American Academy of Dermatology.
Kevin earned his BBA in Management from Western Michigan University and has taken numerous executive development courses at Columbia and Harvard Universities.
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101 Ways to Finance Small Business
by Phyllis Rector, Business Funding Specialist at The Interface Financial Group
www.businessfundingaz.com
 read her blog at
www.businessadviceaz.com
Are you looking for ideas to finance your small business. After you have maxed out your family and friends, where do you turn? Traditional ways include the various SBA (Small Business Administration) programs and traditional bank loans. But if you are a new company, or had a hiccup in your earnings, banks won’t finance you even in the best of times. And the SBA programs are pretty restricted when it comes to working capital: only $50,000 and the bank has to take half of the risk. These sources of financing working capital are available when times are normal.
But now is not normal. Tightened lending standards are making it harder for small businesses to borrow money. So more small businesses are turning to plastic to make ends meet.
A recent survey by the National Small Business Association in Washington, D.C., finds that 44% of small businesses used a credit card to finance capital needs over the past 12 months and 55% had trouble securing credit. Credit cards were the only source of small-business financing that didn’t decrease between 2007 and 2008. And more than half the respondents say their credit-card terms have worsened in the past year.
Unsurprisingly, some credit-card issuers are positioning their cards as a way cash-strapped small businesses can get some relief.
American Express’s new Plum card, for instance, lets businesses wait two months to pay off their full balance without incurring interest and finance charges, as long as they pay 10% of the bill by the due date. Amex’s SimplyCash card doles out 1% to 5% cash back each month on purchases.
Discover Card and Capital One also offer cash-back rewards cards for businesses.
One of the hazards, however, is if they carry a balance they can be at the mercy of the bank. An annual percentage rate can be raised or a credit limit chopped at a moment’s notice.
Some small business owners are taking advantage of some other newer, alternative funding sources. Peer-to-peer lending sites are an outgrowth of the micro loans industry started for poor borrowers in developing countries. Business owners with good credit can find money on these sites:
www.prosper.com
and
www.myrichuncle.com
.
These are two new sources of alternative financing for small business. Other kinds of financing include factoring (using your accounts receivable to finance your cash flow), equipment leasing (for both new and used equipment), and purchase order financing. What kind of financing are you using to get through the credit crunch?
Information Systems Strategies: Source IT, Quality IT, and Consult IT
1."Source IT" is a very well proven, results oriented, innovative model for helping customers manage the complete cycle of right sourcing, from the right place at the right time, to the best cost and quality leadership.
Typical Challenges when using Sourcing models:
• Making a decision on right sourcing and achieving the right ratio of employee to external resources
• Managing the sourcing model with appropriate metrics and an accountable partner
• Aligning service levels with vendors and IT objectives
• Finding genuinely accountable Sourcing providers for the value proposition
• Measuring the efficiency and effectiveness of the IT organization with the models – Internal processes are too cumbersome
Look at the sourcing challenge from a different perspective.
“Source IT”
consists of three innovative areas of service:
Context To Core (C To C) is a structured approach defining the areas where the employees and external service provider resources can be used for the best value, cost, and quality leadership in the peer groups.
Application Development and Support Life Cycle (ADSLC) follows full OMG, SEI/CMMI compliant processes and uses the latest UML modeling tools, along with our own innovative technologies throughout the Application Product Lifecycle to reduce time and improve ROI as well as TCO.
Business Intelligence for IT (BIIT) provides integrated tools for customers to monitor, collect data, analyze, and help decide the areas for efficiencies at a fraction
of the cost the customer would incur by doing it on-site with full-time employees.
2. "Quality IT"provides an innovative functional testing methodology breaking through "the traditional ways" of performing functional and IT testing of your company’s applications.
IT challenges:
Generally the Industry agrees that, Testing is essential for defect free functionality. For this to happen, functional SME resources are part of the critical path. This typically pushes the project budget upward.
QA Engineering functions are generally performed by business users resulting in a potentially expensive QA process that occurs outside of IT and therefore would not appear as a benchmark cost – Gartner Study
Problem/Opportunity:
Create an environment to meet two objectives:
• Provide a defect free quality product post go-live
• Do not depend heavily on expensive functional subject matter experts to meet objective one. *
3."Consult IT"provides consulting services in the application development and support life cycle for various industry standard technologies. Consulting teams with deep process and technology knowledge in the IT area add value to the customers in the areas such as,
• IT Portfolio Analysis for Right Sourcing
• Architecture and Technology Planning
• Product Selection and Technology Finalization
• Application Development and Support Life Cycle consulting
• Solution Modeling
• IT Effectiveness Assessment and Planning
"Consult IT"
provides consulting services in the application development and support life cycle for various industry standard technologies, including:
• Microsoft Technologies- ASP.Net, BizTalk, SharePoint, Commerce Server, MS DTS
• J2EE framework architectures using Eclipse tools
• ERP – Oracle and PeopleSoft technologies
• Data Warehousing and BI – Business Objects and Cognos
• Data Integration – ETL technologies Informatica, Ascential, Oracle Warehouse Builder(OWB)
• Middleware - BEA Tuxedo and WebLogic servers, Oracle RAC systems
• Database systems: Oracle, MSSQL server and MYSQL
Vera Technologies Inc is a global company that provides IT outsourcing services using a multi sourcing strategy for our customers. We use low cost global resources to satisfy a need for any place, any time response targeting small and medium businesses (SMB) as our primary customer segment. Vera Technologies provides services through uniquely designed proprietary processes in the IT offshore application development and support life cycle segment. We offer consulting services in specialized areas and Quality Assurance functional testing which are always available, affordable, and delivered on time.
At Vera we operate under three distinct service offerings: Source IT, Quality IT and Consult IT.
* Vera Approach:
Vera Technologies resolves the above challenge using its highly innovative proprietary process for leveraging technology and functional experts in an offshore model. We create value for our customer in the following ways:
• Cost efficient and high quality testing
• Less dependency on the Functional SME - Our process allows for less dependency on the client’s subject matter expert for QA Functional Testing enabling rapid project progress.
• Compliance records - Accommodates Sarbanes Oxley (SOX), ISO/BVQI audits, and other regulatory compliance records requirements.
• Proactive defect free applications - Near zero defect delivery of application components
Company Officer Bios :
John W. Plummer, President and Chief Executive Officer –
Mr. Plummer has over 22 years in the Information Technology profession and 12 years in Human Resource Management. Prior to taking the helm of Vera, he held positions as Senior Director for Enterprise Solutions and Business Divisional CIO respectively for two major Fortune 500 companies.
He is credited with conceiving, introducing, developing and delivering the first completely closed loop e-commerce application for a traditional brick and mortar luxury brand. He is also credited with several implementations of ERP solutions for Procurement, HR, Finance and Manufacturing. Mr. Plummer is well recognized for his expertise in formal Information Management, Business Process Reengineering, Change Management, Data Stewardship and Project Management practices.
Mr. Plummer is a recipient of the Top 100 IT Leaders Award in 2000, and has been featured in articles by Computerworld, The Star Gazette and Information Week. He holds a Master of Science Degree from Syracuse University, An Advanced Management Diploma from the National Defense University and a Bachelor of Business Administration Degree from the University of the District of Columbia.
Venkat Borusu, Chief Operating Officer –
Mr. Borusu has over 10 years of experience in Information Technology solutions architecture and delivery and an additional 4 years of experience in manufacturing, process reengineering and supply chain/logistics operations, He is the founding member of Vera Technologies and prior to starting this company, he held positions as Senior Solutions Architect, and Manager for Database/Infrastructure for a major Fortune 500 company.
He brings various industry verticals such as automotive, heavy turnkey machinery for thermal/hydro power plant, boiler manufacturing, and telecommunications equipment. In addition, he has expertise in horizontal functions such as production planning and control, process reengineering, supply chain/logistics channel management, information technology solutions and related functions.
Mr. Borusu holds a Masters Degree in Business Administration and Marketing from Andhra University in India and a Bachelors Degree in Mechanical Engineering from Nagarjuna University in India.
Looking for Business Capital, What Are Your Options?
By Terry Benelli
It Takes Money to Make Money
We have all heard the cliché “It Takes Money to Make Money.” I have done a little to research on the origin of the statement; it does not seem to be attributed to any one historical figure, philosopher, business mogul or average person trying to make a success of their business. The statement does seem to based in reality; an investment of operating capital is required before a business can open its door on any given day, not to mention opening the door for the very first time.
The Best Case Scenario – A Bank Loan
A bank or credit union can most often lend money to a business at the lowest rate. They have access to a large loan fund. Some banks are certified to offer SBA Loans that are guaranteed by the Small Business Administration Department of the US Department of Labor. Bob Hope, a comedian, once said, “A bank is a place that will lend you money if you can prove that you don't need it.” Of course he meant this to be funny, but for anyone that has ever been turned down for a bank loan, it rings true and probably does not seem so funny.
What Should You Do If You Hit a Brick Wall? Translated -You get turned down for a loan at a bank
o DON’T be discouraged, give up and get in further trouble
o DON’T close your business or give up on your business idea
o DON’T start to use credit cards to support your business
o DON’T turn to a high interest, predatory type lender
o DO look into Community Development Financial Institutions (CDFIs).
What Is The CDFI Fund?
The Community Development Financial Institutions Fund (CDFI Fund) was created within the U.S Department of Treasury to promote economic revitalization and community development. The vision of the CDFI Fund is “an America in which all people have access to affordable credit, capital and financial services.” The fund invests in and assists Community Development Financial Institutions (CDFIs). The characteristics that define a CDFI are: it has a primary mission of community development, it serves a specific target market, it is a financing entity, it also provides development services, it remains accountable to its community, and it is a non-government entity.
What is NEDCO?
Neighborhood Economic Development Corporation is a CDFI that is certified by the US Department of Treasury to provided Alternative Financing Programs anywhere in the state of Arizona. Traditional bank loans can be hard to qualify for with a start-up business, a new venture or a business or business owner that has or is struggling financially. Loans available from NEDCO, or another CDFI, are far more cost effective and flexible than the options listed above as DON’Ts. Also, the qualification factors for a loan are weighted differently than a bank. An added bonus is that along with funding, NEDCO provides development assistance: education, networking and support.
Neighborhood Economic Development Corporation is a collaborative partnership between private and public sectors, a vehicle for institutions to meet community reinvestment and community development goals. It is a funding mechanism for implementing such opportunities in Arizona, opportunities that neither the private sector nor the public sector alone can do.
Most importantly, NEDCO knows that helping you and your business succeed helps the community, helping the community creates opportunity for more businesses and more people. NEDCO knows how important you and your business are to the big picture.
Terry Benelli is the Executive Director of Neighborhood Economic Development Corporation.
For more information on NEDCO visit their website at
www.NEDCO-Mesa.org
or
call 480-969-1093
IT Needs for Small Business – On Staff vs. Outsourcing – Part 1
By Brad Eastman
It’s an undeniable fact that most businesses have computer workstations, printers, servers, and a whole slew of other office machines along with the networks that interconnect them. They know this is the backbone of their company’s information infrastructure, but it’s much more than that.
Bad Things Happen to Good Businesses
Due to all these forces working against a business’ computers, eventually each and every one is going to run in to some sort of problem at some point. Sometimes they are minor and you can even go on with business as usual, however sometimes they are catastrophic and you may not even know it. For example, we all know “the error message” that always pops up when you open a certain program, or every time you load Windows, we always just click “OK” or “Ignore” right?
That’s because that’s what we all want to do as business owners is to just get past the problem so we can get our computers to do what we need them to do, and without a headache. Well, very rarely are those error messages okay to ignore, nine times out of ten they are a sign of a more serious problem on the horizon, that has not totally manifested itself. The unfortunate reality is that the majority of business owners and their employees aren't "computer literate" enough to distinguish between the little problems and the ones that are seriously threatening; let alone be able to solve critical problems once identified.
What’s A Small Business to Do?
So you’re a small business and you have a serious computer problem that has just popped up out of the blue. Or maybe all of your equipment is working perfectly, but maybe you’re not planning for a disaster. When it comes to technology of any kind it’s not a question of if, but WHEN disaster will strike; whether it’s Mother Nature, in the form of fire or flood; or perhaps from criminal activities like hackers or theft, or maybe negligence of the every day user.
Having a full time staff IT manager is one option, but almost always not a viable one for small businesses because of the cost incurred paying them salary. When you think of your budget in comparative terms, take into account that most mid sized companies and larger corporations pay their full time IT staff quite well. The most basic technicians for example make somewhere between $30,000 and $50,000 per year, & on the high end of the spectrum a full blown IT Manager or Network Administrator can make $75,000 to $125,000 or more depending on skill level, experience, and the size of the company. Unfortunately for a lot of small businesses that would be either a large chunk of their gross annual income or in some cases that may even exceed it!
These are just a couple of the options available to businesses out there. Be sure to check back for some of the other types of solutions and to find answers to other computer technology problems… in “On Staff vs. Outsourcing – Part 2”
About the Author:
Brad Eastman has been in the Information Technology industry for over 7 years, with experience in systems integration and network support. Brad has conducted workshops, training, and staff education for dozens of small to mid-sized businesses spanning a vast array of industries. He has authored and published various works on computers and technology. His career includes time being an Information Systems Manager for Sony Online Entertainment, Inc & Sony Computer Entertainment America, Inc. Brad has built hundreds of computers, designed and implemented countless networks, conducted workshops, training, and staff education for dozens of small to mid-sized businesses in industries such as medical, dental, financial, mortgage, and staffing, just to name a few. He has developed a number multimedia projects and taught many people how to use a variety of software suites. His contact information follows:
Brad Eastman - President & CEO - Eastman Modern Technology
Brad@EastmanModern.com
- Office: (480) 321-9321
“Selecting the Right Solution”
By Major Williams
A common issue business owner’s face is selecting technology solutions.
Selecting
solutions in an environment of rapid change from a multitude of options can be
overwhelming. Unfortunately, many companies find themselves with a great solution
that doesn’t fit their business model. To help you select the right solution for your
business, the principals of JR2 Solutions offer these tips:
Tip #1
Review your strategic goals
Knowing where your business is going by reviewing your business plan to focus
attention on the emerging needs of the company. If you don’t have a business plan, this
would be a great time to develop one. Many times business owners are distracted by the
neat features and the advancement of technology--but are they the right solutions for the
company? Identify a few key goals for your business, and how technology can help you
reach those goals. Avoid selecting technology based on bells and whistles when all your
business really needs is a horn.
Tip #2
Understand your processes
As a business owner, you may be removed from the day to day processes of your
business. Since operational performance is a critical piece of the puzzle, don't assume.
Meet with key individuals in your organization who have grassroots knowledge of the
processes and how they have changed or will change over time. Understanding your
processes helps identify technological features that are most beneficial to your company.
Tip #3
Determine your budget
We place this tip 3rd for a reason. It is very common for business owners to set the price
range before really knowing the true value of the solution to the company. Until you
review your business goals and processes it will difficult to know the value of the solution
you’re seeking. Once you have performed steps 1 & 2, the true value of the solution to
your business is quantifiable. Understanding the solutions will save you and the
presenting vendor time and money.
Tip #4
Seek Help
There is nothing wrong with asking for help. As small business owners, we can not have
the answers to everything. Leveraging the knowledge of other business owners is
encouraged. In addition, there are independent consulting firms that are willing to assist
you in making an informed decision.
Choosing the right technology solution is not easy. It is also a decision that should not
be taken lightly. Following these tips will allow you to make a more informed decision in
selecting the right solution.
JR2 Solutions is an 8A Certified Provider of Technology Solutions
based in Glendale,
Arizona. Created and owned by Rick Moody and Major Williams, the firm is dedicated to
restoring quality and service to the IT industry. For more information, visit :
Website:
http://www.jr2solutions.com
;
Phone:
623.444.8360;
Toll Free: 866.439.7080;
Email Address:
info@jr2solutions.com
To Be a Franchise or Not To Be?
Invest research and time before making a Franchising investment decision. Check out the following Franchise Websites:
Take time to check resources/websites that list franchise opportunities in varying degrees of detail. Try out those websites that do no require one to first fill out a questionnaire before providing one with information.
www.MinorityFranchising.com
:
This website, where there is no charge to franchisors for listing their systems, is designed to promote those franchises that actively encourage the recruitment of minorities into their systems. It includes very detailed profiles on over 500 such franchisors, each noting a breakout of minority franchisees in their systems, as well as any specific programs they might have aimed at minorities.
www.Entrepreneur.com/franchises
:
Entrepreneur Magazine provides abbreviated profiles on a large number of franchisors, including unique historical operating unit growth over the past four years. For more details, you must fill out a questionnaire.
www.Franchise.org
:
This is the website for the International Franchise Association, the industry trade association. Detailed profiles are provided on over 800 members of the IFA.
www.WorldFranchising.com
:
This site is unquestionably the most comprehensive and up-to-date on-line directory. It provides a very comprehensive directory on over 1000 North American franchises. One of the key advantages with this website is the ability to sort the universe of franchisors by six different search categories (alphabetically, industry type, average total investment, average franchise fee, average royalty fee and total operating units). If you already know in which industry category you want to invest, you can sort by category and see franchisors that provide similar products and services. Via
www.frandata.com
, the franchising industry is broken into 30 primary categories and 227 subsectors.
A Google search will yield more sites:
www.franchise.com
,
www.bison.com
,
www.franchisesolutions.com
, and
www.franchisegator.com
.
Books and Publications on Franchising:
Read, Read, and Read more about Franchising to earn a level of expertise on the investment process.
For industry specific books check out
www.sourcebookpublications.com
where the site lists over 25 books on franchising, industry surveys, and franchisee satisfaction surveys. Some information books include: Bond’s Franchise Guide, the IFA’s Franchise Opportunities Guide, Tips & Traps When Buying a Franchise, “How Much Can I Make?”, Franchising for Dummies, the Minority Franchise Guide and The Franchise Bible.
Monthly magazines include: Franchise Times (
www.franchisetimes.com
), Franchise Update (
www.franchise-update.com
) and Franchising World (
www.franchise.org
).
KEY INFORMATION:
Before a franchisor can sell anyone a franchise, it must be registered with the Federal Trade Commission or various states under the Uniform Franchise Offering Circulars (UFOCS), which contains most of the key information one needs before investing. If one desires to learn more about a company or its competitors before committing oneself, the UFOC can be purchased. Check out the website
www.UFOCs.com
for the database of current filings and historical UFOCs dating back to the 1980s for a cost of $220. Remember to check on item 19 in the firm’s UFOC, which provides an earnings claims statement. This statement can prove to be highly beneficial regarding projected costs, sales, and profit margins.
Conservative Financial Management
- Hon. Rainow Byrd-Baldwin
Conservative financial management—a growing construction firm must be very careful about cash flow and receivable. This consultant has seen otherwise capable companies fail because of sloppy financial management. Businesses fail even in these days of prosperity—turning otherwise profitable enterprises into dismal failures—often in a surprisingly short time.
This column frequently discusses thise topic of financial management and it’s its role in business success. There are quite a few detailed surveys conducted by Business Research Organization. These surveyed organizations have identified many management traps and to survive you must avoid them.
Whether a firm is a giant in its field, or is a relatively small firm, the businesses that fail are guilty of one or more lapses of good management, and fall into one or more traps. The main trap (see future columns for others) is:
Keeping Inadequate Records or Slipshod record keeping:
* Poor records lead to an absence of adequate financial information to allow management to know the results of operations.
* While larger firms often skip this problem because of the lack of full- time staffs, inadequate record keeping was the greatest single cause of business failure unearthed.
A recent client session acknowledges the impact of this point. The client has now felt the affect of growth without a comprehensive financial plan and previous discussions dealt with the facts that “growth cost cash.” Under these fast growth conditions, with no strong plan, you just run out of cash. With no cash and when efforts to secure funding prove unsuccessful, you maybe unable to sustain operations.
If your management team detects the company in that position, you must now follow the process of Analysis, Diagnosis, and Planning to develop a comprehensive financial plan.
The major tool for survival and beyond is “MANAGEMENT.” Some of you may be thinking more money. You’ve heard the phrase a thousand times: “It takes money to make money,” but without sound financial management practices, the only thing more money makes is more waste.
Rainow Byrd-Baldwin has authored and published numerous articles on small business management that have appeared in national and international Trade and various publications. He is a recognized lecturer and speaker to both national and international audiences of associations and government entities. He is active in Small Business Education having taught college classes in Job Cost Estimation, Business Plan Development, and Management Principals. He is a well-known, top-level operational and strategic management consultant specializing in improving capabilities, asisting in achieving proficiency in the technical skills involved in construction contracting. Rainow has received his Bachelor of Science Degree in Business Management from Metro State College in Denver, Colorado; Urban Horticulture from Denver Community College in Denver, Colorado.
Hon. Rainow Byrd-Baldwin - 480.545.1356
Reaching the pinnacle of success
By Loretta Love Huff
Do you have goals you’ve given up on or just haven’t made the kind of progress you desired?
Whether you’ve given up on them or completed the ones you set and moved on, here are some tips you can use to stay motivated and keep on track.
-
Maintain a positive, expectant attitude.
This comes from what I call the BBR Theory. Our Beliefs shape our Behavior and our Behavior dictates our Results. Believe that your goal is attainable and that you deserve to attain it. Many people fail to reach their goal simply because they give up before they get to the goal line. Don’t be one of them. If you believe you won’t make it…you won’t. Wayne Gretzky once said, “You'll always miss 100% of the shots you don't take.
-
Take a toddler approach
Have you ever watched a toddler just learning to walk. They stumble and swerve and fall down. But when they fall, do say they “Oh! I’m such a failure. I’ll never walk!”? No! While they might not be very conversant, you can see in their eyes the determination that says “OK, it didn’t work that time, but if they can do it, I can do it!”
-
Model the masters
Don’t try to re-invent the wheel. Whether you’re building wealth, sculpting a new body or finding that ideal relationship, learn from people who’ve succeeded at what you’re at work on. Study the lives of men and women who have risen from the ashes of poverty to wealth. Eat and work out like people who have lost weight and stayed thin. Find out what people who enjoy happy, supportive relationships do to attract them. It’s back to the BBR Theory: find out what they think about and the actions they take if you want to have a life like they have.
-
Get past the plateaus
Whether you’re working at building your business or losing weight, it’s natural to get discouraged along the way. It doesn’t mean you should give up. Try something new. Vary your routine.
Work out on different equipment or try a new DVD. Join a group of like-minded people to get the encouragement and support you need. For your business, use local resources like the SBDC (SmallBusinessDevelopmentCenter) and other city, county or state organizations that offer counseling and classes.
-
Keep your goal in sight and your reason in your heart and mind
Your mind works in mysterious ways. It is multi-sensory; it works utilizing all of your senses. The more of them you can engage in the pursuit of your goals, the more optimally your mind will work. Hang that slightly-too-small yellow polka dot bikini on the wall and look at it. Cut pictures out of a magazine and make a collage of the thing(s) you most desire (e.g. love, travel, beautiful home, healthy body, car, etc.). Include words that capture how you’ll feel when you reach your goal (peaceful, happy and content.). Remembering why you want something is just as important as remembering what you want.
Above all else, write your goals down. A study done of HarvardBusinessSchool graduates showed that the defining factor in income achievement was having written goals. Only 3% of the HBS graduates studied had written goals, but that 3% earned an astounding 10 times as much as the other HBS grads! Similar studies have shown that people with written goals
tend to have better health and happier marriages than those without goals.
 Better yet, once you’ve written your goals down, find someone to hold you accountable for staying focused and on track. If you’re like most people, going public with your goals will inspire you to take action in a way that staying private about them won’t. Think about it, aren’t you more likely to keep promises you’ve made to someone else, than those you’ve made to yourself?
One of my mantras is “People and teams exceeding their dreams”. Your future is in your hands, your mind and your actions. Stay focused and never give up.
Loretta Love Huff is a speaker, business consultant and an executive coach. She works with business owners, leaders and teams on performance improvement, business development, conflict resolution, and leadership development. She can be reached at
loretta@emeraldharvest.com
or 602.454.7787. Visit her website at
www.emeraldharvest.com
to receive free performance enhancement tools.
What is
Data Management ?
By Sasha Frugone
For many companies it is a computer “junk drawer.” Data no longer sits in plain sight but no one is quite sure where any of it now resides. The old cardboard box is more efficient (though not very practical in the electronic age) as you only have one place for file retrieval. Creating a system that is easily understood by all for accurate, on-demand information retrieval and flow is Data Management.
Case Studies
Client 1
A “Mom and Pop” interior plant design company - during the first interview - the client was unable to locate a new client (would become their largest client) contract. As the mêlée ensued, a time study/investigation was initiated. The president spent over 30 minutes talking with everyone about how important it was to find the contract, while lifting anything covering a surface. His assistant, directly behind him repeated the same process. It took 5 people (including the President) over 1.5 hours to discover that the document had been left on the copy machine. The lost time profit equaled $63 (many years ago) a large amount for a little plant company. The delay also caused a contract reduction – more profit lost.
New computers sat in their boxes unopened. The Information Facilitator consultant had to convince them that they needed these foreign objects and that the use of these objects would not result in the entire office staff experiencing migraines.
Typewriter carbon contracts were converted to Word mail merge documents, the plant design/order lists to Excel documents (with built in forms) with a macro that joined the two. The Information Facilitator consultant orchestrated the programming and implementation of the Data Managementsystem. The staff was able to focus on their jobs with a minimal amount of down time, resulting in improved profitability by the simplicity, accuracy and speed of future paper processing.
Client 2
A specialty waterproofing contractor with a union shop constantly paid fines for underpayment of union dues, payroll taxes, and workman’s compensation. At the time of the Information Facilitator Consultant’s intervention, the contractor was facing fines of $20k from his union and $7k from the IRS. The Client was set up with QuickBooks Pro bookkeeping and payroll service. This became the data capture source that outputted to Excel, Word and Access. Within each of these software packages a program was written to automate reporting functions. The audit portion of the consultant’s Data Management system determined that the client had paid everything to the union via Los Angeles County (most expensive reporting county) while most of the work had actually been performed in Ventura County (one of the least expensive).
The Outcome
- by allocating the hours to the appropriate counties, the client earned a $2k CREDIT! Further, the audit revealed that payment application had been made to the wrong payroll quarters and all fines were rescinded by the IRS. Since the implementation of the Data Managementsystem, the client reports over 40 public works projects per week (versus the 1 prior to the system), operating with the same number of administrative staff that the contractor had 7 years prior, and the client has not been fined for underpayment of payroll taxes, workers compensation or union benefits. Client is lauded as one of the most accurate job reporting contractors directly impacting the client’s receipt of timely payments, resulting in:
Ø
materials purchased on time without late interest fees
Ø
loans not taken to meet overhead
The Outcome
translates into the Bottom-line - Interest Saved is Profit Gained.
Information Facilitators
designs custom databases in Access, Excel and Word that handshake with other databases (QuickBooks) and output to PDF (Adobe Acrobat Professional) for review, electronic dissemination, and paperless office filing – Information flows in/out from/to many sources - Data Management is controlling that flow.
 The firm’s focus is small business. The firm offers affordable Data Management, using software that is often already owned by the client. It has hands-on experience with all of the administrative functions, giving the firm the necessary insight to implement a system with the least amount of down-time – a profit saving advantage. The firm is a certified QuickBooks Pro Advisor. It stresses that businesses can pay once to achieve on-demand information with absolute accuracy or pay penalties and employees to correct mistakes forever.
What is Data Management?
It is harnessing the untapped power of your computer system to provide accurate, on-demand data flow to many sources from many sources with a single action.
Sasha Frugone – Owner of Information Facilitators, is an avid crafter with her husband and mother-in-law. She is also the proud Mom of Kiki and Tiggar.
Information Facilitators ♦ Data Flow Solution Providers
623 ♦ 466 ♦ 4163
informationfac@gmail.com
http://infofac.homestead.com/
VoIP
Communication – The Right Solution for Small Business
By Germaine Hall
Voice Over Internet Protocol (VOIP) is a method for making telephone calls over the Internet by sending voice data in separate packets, just as e-mail is sent. Recent technology improvements have made VOIP as seamless and smooth as a regular telephone call. VoIP offer many features that eclipse traditional telephony, including open flexible standards, increased choices of end-users phones, and quick deployment of productivity enhancing applications all on the same network as your email or any other PC application we have come to enjoy.
Voice over Internet Protocol (VoIP) technology sometimes referred to as IP telephony has been going strong for over 10 years and it has changed significantly over the past few years, focusing on small and medium sizes businesses. A highly available, scalable and secure small business can build a VoIP call center with only 15 phones and in can scale up to 1,500 devices with an initial infrastructure investment of $3000.
The typical lifespan of a PBX/telephone system ranges from 5 to 10 years because VoIP is scalable. You would never have to replace the system, rather one would simply add to the infrastructure. As VoIP becomes the platform of choice, prices will drop and new developments will continue on the platform. There are a number of situations in which a VoIP solution could benefit small business:
- End of lease with PBX/Telephone equipment
- Lower cost than PBX
- Integrating one central Voice and Data platform.
- Growing existing office or adding and connecting remote and home office locations.
The platform delivers a broad range of services with ease. Non-technical personnel can make individual or system-wide changes with the click of a mouse, and as business needs evolve, the system can as well.
MicroMillennium is an IT Supply Chain Service Provider and Value added Reseller that will assess technical requirements and design complete solutions to meet small business needs. The results are a solution that delivers measurable ROI by improving organizational and employee productivity, enhancing a firm’s ability to serve its clients and partners.
MicroMillennium is proud of its roots in IT (Information Technology) diversity, emerging as a leading Small and Minority Business Enterprise (MBE) We deliver Supply Chain Services as a Value Added Reseller without compromise, providing vendor diversity participation mandated, required, and encourage by socially conscious and political institutions.
MicroMillennium brings together a vast selection of business computing products and a complete suite of service offerings to make procuring and supporting IT products simple and cost effective. MicroMillennium offers more than 100,000 products from more than 750 manufacturers plus a broad service offering that includes basic configuration, advanced design, implementation, and technical support, flexible and customized solutions to meet client requirement.
Tax Tip of the Month (October) Aldo Aprile Employees VS Independent Contractors For this month’s topic, Aldo is going to address questions that many business owners encounter while running their business. Are the people working for you employees or independent contractors? The answer will impact tax withholdings, tax contributions as an employer, and dictate the type of the documentation that must be used in either case. Employers that classify employees as independent contractors can find themselves in trouble on a tax bill that will include the owed tax plus penalties and interest. The answer to this question is “it depends.” The IRS has stated that in order to determine the worker status, three broad characteristics are to be used:
• Behavioral Control
• Financial Control
• Type of Relationship Behavioral Control- Deals with the fact that business has direct control over the workers, informing them of how the work is done by means of training, or through direct instructions such as:
• When and where to do the work
• What tools or equipment to use
• What workers to hire or to assist with the work
• Where to purchase supplies and services
• What work must be performed by a specified individual
• What order or sequence to follow Financial Control- Deals with the facts that show whether the business has a right to control the business aspects of the worker's job include:
• The extent to which the worker can realize a profit or loss
• The extent to which the worker has unreimbursed business expenses
• The extent of the worker's investment
• The extent to which the worker makes his services available to the relevant market
• How the business pays the worker Type of Relationship
• Are benefits offered to employees
• Written contracts defining the intended relationship
• The length of the relationship
• The impact of the worker’s services to the company If any of the three characteristics is identified, then the work status must be classified as an employee, and not as an independent contractor. Types of Workers-There are four types of workers: 1. Independent Contractors- Professionals such as attorneys, architects, designers, contractors, etc., who offer their services to the public, are usually considered independent contractors. No taxes need to be withheld from employees. 2. Common Law Employees- The substance of the relationship is what matters, if business treats the worker as an employee, even, if the worker is labeled as an independent contractor. 3. Statutory Employees- An independent contractor under the common rules can still be treated as an employee by statute for certain employment tax purposes as long as they fall within one of the following four categories and meet 3 conditions under Social Security taxes: a. Drivers who distribute produce and groceries; or pick up and deliver laundry
b. Insurance agents who sell life insurance and/or annuities for one life insurance company as their principal business
c. Worker who performs work at home with materials supplied by business and that must be returned to the business or to a designated person
d. Salespeople who sell merchandise for resale or for company operations use Social Security and Medicare taxes - Withhold Social Security and Medicare taxes from the wages of statutory employees if all three of the following conditions apply.
• The service contract states or implies that substantially all the services are to be performed personally by them.
• They do not have a substantial investment in the equipment and property used to perform the services (other than an investment in transportation facilities).
• The services are performed on a continuing basis for the same payer.
Income tax -Do not withhold federal income tax from the wages of statutory employees.
4. Statutory Non-Employees-Three categories:
a. Direct Sellers
b. Licensed Real Estate Agents
c. Companion Sitters
Get a jump start on your finances (and taxes) for 2008 and contact Aprile CPA for an appointment today! Situated on the border of Phoenix and Glendale, Aprile CPA is located on the NE corner of Loop 101 and 51st Avenue at 20325 N 51st Avenue, Suite 134. The office of Aldo Aprile CPA, PLCC can reached at 602.288.9109 or visit them online athttp://www.aprilecpa.com Some of these tax benefits might not apply to your specific situation. It is always best to seek the advice of a qualified CPA or tax professional.  Aldo Aprile received a bachelors of Science in Accounting from ASU in 2000.
He also received his CPA Certification in 2004. Aldo's work experience includes working for corporations such as American Express, General Electric, and PF Chang's Inc. among others. In his free time Aldo enjoys spending time with friends and family, as well as attending sporting events and learning about world history.
SMALL BUSINESS Q & A
Melanie E. Beauchamp
Beauchamp Law Office, P.C.
What is a sole proprietorship?
A sole proprietorship is doing business as yourself no matter what name you may call your business. You are personally responsible for your business and there is no protection of your assets from creditors.
What is a general partnership?
A general partnership consists of two or more individuals who conduct business as partners – whether the partnership is official or not. Liability falls on all partners and all assets are affected.
Anything one partner does affects the other partners equally because all partners are equally responsible for the obligations of the partnership.
What is a limited partnership?
A limited partnership consists of at least one general partner with one or more limited partners who conduct the business as co-owners. The general partner is responsible for the business obligations while the limited partners have limited liability as long as they do not control the business. In other words, the general partner is responsible for the debts and obligations of the business. As the business grows so does larger risk exposure. In this event, a corporation may serve as the general partner to protect the assets of the business. Seek the help of an experienced attorney to help make this determination.
What is a limited liability partnership?
A limited liability partnership operates like a limited partnership but allows members to participate actively in the business without the exposure of personal liability. The only liability is the member’s investment in the partnership.
What are corporations?
A corporation is a distinct entity that is separate from the members and shareholders. A corporation is perpetual and governed by the articles of incorporation. Some advantages are limited liability and the ability to maintain unlimited shareholders; however, you must carefully review tax laws and consult an accountant and attorney when choosing the appropriate corporate structure.
What are limited liability companies?
A limited liability company combines the benefits of a partnership with the limited shareholder liability of a corporation. Advantages consist of limited liability protection, lack of shareholder restrictions and shared losses with investors. An operating agreement is prepared that addresses the day-to-day issues of running the company. Seek the help of an experienced attorney to assist with this process.
What do I need to start a business?
Before starting any business, the first thing you should do is prepare a business plan. You should have a good understanding of the business, economics, experience and operating capital to keep your new business going until it becomes profitable. You should consult with an accountant and an attorney to help you become familiar with tax and legal issues.
What legal aspects do I need to consider?
There are many legal aspects to consider such as licenses, permits, zoning laws and other regulations. You should contact your local Chamber of Commerce and Small Business Administration (SBA) office for assistance with local laws that may apply to your business. You will need to consult an attorney to determine how to form the organization (corporation, partnership or sole proprietorship).
What is the best way for partners to terminate their business (an LLC) and go their separate ways?
The best way to address dissolution of a business is to obtain the expert advice of an attorney. All members need to formally agree to dissolve the LLC and then articles of dissolution need to be filed with the Secretary of State. Before doing this you will need to pay all creditors and distribute any left over assets among the members according to their shares and/or the operating agreement.
Contracts – Are they necessary?
No one likes contracts but they are a necessary part of business to help avoid disputes and offer protection depending on the type of business. You should have an attorney discuss your business transactions to formulate a contract that will offer the needed protection in the event of a dispute. This is an ongoing relationship between you and your attorney. As your business grows and issues arise, your contract will need revising. One important clause to consider is mandatory arbitration to settle disputes. This clause will help avoid legal costs and therefore long court battles.
Do I really need an attorney?
Many businesses have an attorney available to answer business questions as they arise. You should consult an attorney regarding employment or business issues that could be a potential legal risk. For a small retainer, many lawyers make themselves available to answer questions. This means not having to call around to different attorneys until you find one available to help you.
Melanie E. Beauchamp
Beauchamp Law Office, P.C.
Melanie Beauchamp is the owner and principal of Beauchamp Law Office, P.C., a successful law practice that has been serving clients in the Phoenix metro area for over seventeen (17) years. In fact, Melanie just purchased her own building in February 2006.
Melanie has appeared in federal, state, justice and city courts. Melanie’s areas of concentration include DUI, personal injury, misdemeanor criminal defense, felony criminal defense, juvenile defense, civil litigation, traffic violations and civil and criminal appeals. She has tried over 200 cases; 50 of which were tried in front of a jury. Prior to establishing Beauchamp Law Office, Melanie served as a law clerk for Justice James Moeller and Justice Ruth McGregor of the Arizona Supreme Court. Melanie obtained her Law Degree from the University of Virginia . She earned a Master’s in Economics from GeorgeMasonUniversity and a Bachelor of Arts with honors, from YorkUniversity in Toronto, Canada .
Professional affiliations include membership in Arizona Attorney’s for Criminal Justice, the Arizona Trial Lawyer’s Association and Arizona Women Lawyer’s Association. Melanie is also an active member of the Ahwatukee Chamber of Commerce and the Phoenix Chamber of Commerce.
What makes Melanie so successful is that she truly cares about her clients. Every one who walks through her door feels comfortable and confident that their case is very important to Melanie. Melanie and her staff diligently contact their clients weekly to ensure they know what is going on with their case. In fact, clients are relieved that their case is handled with professionalism. Melanie’s goal is to relieve stress so her clients may continue with their day-to-day life while her office manages their case. This brings a continuous flow of new clients to Beauchamp Law Office through referrals from satisfied clients.
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