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When it comes to managing their business, Paul Lewan and his brother, Lloyd, profit from their differences. "My brother and I have completely different personalities and skills," said Lloyd Lewan, the genial and articulate chairman of Lewan & Associates. "But we are ideologically identical. To avoid bureaucracy, we have always defined the art of leadership as being separate from the science of management. All of our employees who are in leadership positions share the same commitment to upholding the company's attitude of entrepreneurial excellence." And it is precisely Lewan & Associates' internal congruence that has led to its selection as recipient of The Denver Business Journal's First-Generation Family Business Award. Operating primarily in Colorado and Wyoming since 1972, the value-added office technology dealership boasts more than 100,000 customers, most of whom are small- to medium-sized businesses. "The most important aspect of running a business is valuing our customers and employees," said President Paul Lewan, 66, who founded the Denver-based company with just five employees selling calculators and typewriters. "That's why our name is Lewan & Associates. We believe that our customers and employees are all part of an extended family, and we foster the same standard of commitment in every level of the organization." Living proof of the brothers' family-oriented business philosophy is Senior Account Executive Ann Brecke, a salesperson for Lewan & Associates since 1987. "Paul and Lloyd truly care about us," she said, referring to the company's nearly 500 employees. "They consistently show their appreciation, they never leave you hanging and the quality of their services and products makes me proud to represent them." Lloyd Lewan, former dean of the college-level Semester at Sea program and author of three books, put his doctoral study of complex organizations to practical use when he joined Lewan & Associates 10 years ago. "One challenge for family-owned businesses is making the transition from a paternal organization to a professional organization," said Lloyd Lewan, 59. "You have to find a balance in maintaining a personal and intimate company culture within the framework of being professional and competitive." Indeed, competition in the computer industry - which includes players such as Office Depot Inc. and giants Ikon and Xerox Corp. - is increasingly aggressive for the $125 million reseller. "It's a very tough market," said Terry Timm, customer support services supervisor in the information services department of Saint Joseph Hospital. "The reason why we've kept Lewan as our primary vendor over the years is the family atmosphere of the company and their good attention to us. They are always telling us that they are pleased to have our business and that they care about their customers. And when there's a problem of any kind, they are quick with a solution." Saint Joseph Hospital has been a Lewan & Associates customer since 1989. Other local customers include First Bank, Holland & Hart, J.D. Edwards & Co. and Children's World. "We bend over backwards to get the job done," Paul Lewan said. "We are more flexible than many of our competitors and we find ways to accommodate customers' special needs. Our focus is more on retaining customers than it is on recruiting customers, and our strength lies in providing services and solutions - not just products." Another successful strategy of Lewan & Associates is its long-term development plan. "Family-owned businesses must develop a responsible exit strategy," Lloyd Lewan said. "You have to present employees with challenging career opportunities, and then let the people who have learned the business run the company. Entrepreneurs must be able to relinquish their personal stake in a business ... they should never let the business own them." His tall and soft-spoken brother is also a firm believer in leading a balanced life. "We never work on evenings or weekends," said Paul Lewan, who has been forced to limit his working hours due to his ongoing battle with prostate cancer. "My wife and three children are first in my life, and then comes the business. And my spiritual faith is centrally motivating to how I live my life and run the business." The Lewan brothers also are actively and consistently involved in their immediate community. Lloyd Lewan is a frequent speaker at seminars focusing on such issues as volunteerism, fund-raising and gender diversity. He also makes a regular holiday appearance at The Children's Hospital dressed as Santa Claus. And the company sponsors such events as composer Ludwig von Beethoven's birthday celebration. "Contributing to society is extremely important to us," Paul Lewan said. "Doing something you believe in and enjoy is key to success. I found something to do that fits my personality."

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Business Journal staff writer Brandt Brereton likes making mountains out of molehills-helping little companies become part of bigger ones. Mr. Brereton and his partner and father, Bill Brereton, run Brereton and Co., a private San Jose investment banking consulting firm specializing in mergers and acquisitions. Merger and acquisitions have become big business these days as companies seek larger market shares and business owners search for retirement exits. Wall Street is also applying pressure to increase earnings by building or buying out companies, Mr. Brereton said. But most of the deals are on the extreme ends of the revenue spectrum. Investment banks generally handle acquisitions valued at more than $20 million and business brokers go up to roughly $3 million, Mr. Brereton said. Left nearly untouched are the businesses in between. That's where Brereton and Co. has stepped in and built its early success. Since the launch of the company about 18 months ago, the firm has completed three transactions with a combined value of $25 million. Using the "double Lehman index" as its fee structure, Brereton and Co. is already showing a profit. The Lehman index, named after its developer, Lehman Bros., a New York investment bank, charges 10 percent on the first $2 million of the value of the transaction, 5 percent on the second $2 million, 4 percent on the next $2 million, and then 3, 2, and 1 percent for each of the following $2 million increments. Mr. Brereton said that the firm will also finalize stock deals, depending on the companies involved in the acquisitions. The idea to start the company hit the younger Mr. Brereton when he was brokering stocks and bonds for Kidder-Peabody Inc., a New York investment bank. He saw that these "mezzanine level companies"-those with revenues between $3 million and $20 million, and profits between $1 million and $4 million-would be turned away by his firm and other investment banks because the value of the deal wasn't high enough to justify the overhead of the big firms. This left a niche for business brokers like Brereton and Co. to step in. Bill Brereton provided the loan to start the enterprise through his other businesses, principally Silicon Valley Printing and Eagle Business Products Inc., both of San Jose. He declined to discuss the amount of the investment. Brereton and Co. opened shop in excess office space at Silicon Valley Printing. After completing its first deal, the company moved to downtown San Jose. In the ensuing deals, including a fourth that is nearing completion, Brandt Brereton worked up detailed documentation of the selling businesses, and used his contacts from his days with the investment bank to find possible buyers. Business brokers typically do not have hands-on business experience or securities experience, and tend to represent small, retail-oriented companies, according to Mr. Brereton. The company employs the securities experience of Mr. Brereton and the business background of the elder Mr. Brereton when conducting its deals. A targeted buyer is provided with a blind summary of the company to prevent the buyer from "low-balling" the selling company, Brandt Brereton said. By the time the buyer commits to an on-site demonstration of the selling company's product, more detailed documentation is provided. Using a intermediary like Brereton and Co. provides selling companies with multiple bidders, which ultimately increases selling prices. And there's no shortage of selling companies. Unlike an initial public offering, business owners are able to divest 100 percent of their business ownership and receive the majority of the money at the close of the acquisition. Public offerings are subject to federal regulations barring owners from selling proceeds of an IPO for a specified period of time. "They get cashed out and get to see their baby grow up," Brandt Brereton said.

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The clock is ticking down on Edward Givens. The year 2000 will be the start of a new millennium, but for Givens Carpet Cleaning and Building Maintenance, it also will be the year the company graduates from the Small Business Administration's 8(a) program. For owner Givens, it means he has less than three years to make major changes in his company. He must move from mainly relying on non-competitive government contracts set aside for socially and economically disadvantaged businesses to competing soley in the competitive market. "That's one of my biggest challenges I've got coming before me right now ... trying to (determine) what's my best avenue to take," Givens said. Currently, non-government business makes up 40 percent of his $1.5 million annual revenues. Givens said he has several ideas to increase the income from the competitive side of his business. In fact, Givens hopes to triple overall receipts in the next three years. One method he is using to increase business is advertising. He is expanding his phone book presence, using direct mail and radio. He is also using bids and knocking on doors to earn business. Additionally, he has expanded his business to include fire and water restoration. Eventually, he said he would like to see an even split between the carpet cleaning and restoration part of his business and the custodial work. Today, the custodial side makes up about 80 percent of the business. If he achieves this goal, he will be greatly expanding his residential business, which is now 75 percent of his carpet cleaning and restoration business. One way he has attempted to achieve growth is bidding for large non-government contracts. One stumbling block has been getting bonded for these large jobs. Givens is exploring options in this area, but it has cost him business. Iris Newton, a public information officer with the SBA, said getting bonded is a common problem for small companies. Bonded or not, Newton believes Givens will ultimately be successful in the open market. "He takes care of business the way it should be taken care of," Newton said. While Givens hasn't received large non-government jobs, he has impressed at least one government official. The company has had a custodial contract with McConnell Air Force Base for five years. "We're very satisfied with them out here," said Ed Harvell, director of contract operations for the base.

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Diverse interests and a variety of arrangements determine hotel accommodations for business travelers overseas. Many prefer to stay in U.S. hotels. Some say it is because those hotels cater to the executive, providing in-room modem hookups, fax capability and telephones needed to conduct business. Others prefer them simply for their familiarity. Astrid Foremen, a consultant with Gulliver's Travels, said most of the agency's corporate contracts are with large U.S. chain hotels overseas. "Typically, people belong to frequent-travel programs that are associated with the hotels, which benefits the customer in the long run for their vacation traveling," said Ms. Foreman. But some of the more experienced and sophisticated travelers still prefer local hotels-even on business trips. Montserrat Torres, manager of foreign programs for Litton Systems Applied Technology, is one such traveler. "I prefer the local hotels because of their ambiance," said Ms. Torres. "It also gives me a chance to learn more about the local culture, customs and foods of the region." In Madrid, for example, she stays at the Santa Mauro Hotel, which originally was the residence of the local marquis. Each room is decorated differently, and guests dine in the library, giving the feeling of being in a home rather than a hotel. And on one trip to Switzerland, Ms. Torres stayed in a tiny hotel next to a lake. "It doesn't have any of the modern conveniences or luxuries, such as a television in the room or computer connections," she said. "However, after a day of business meetings, it's wonderful to go back to the hotel and spend a peaceful time in such a beautiful place." Ms. Torres said she often asks her customers to recommend places, and sometimes she researches an area through consulate brochures and makes her own arrangements. However, many executives' destinations are determined by corporate contracts with certain hotel chains. In such cases, one staffer (or, at larger firms, a department) often is designated to handle bookings for all employees. "Every company culture is a little bit different," said Kevin Stern, owner and president of Rainbow Travel. Because Rainbow is part of a consortium of travel agents, Mr. Stern can negotiate good rates for corporate customers traveling to Europe. Therefore, he has as many customers staying at local hotels as he does at American hotels overseas, depending on people's personal preferences. He said people's choices often are based on whether a hotel has certain amenities, or if it is conveniently located to the place of business. The most unusual request he's received: One man wanted to stay at a hotel that had some kind of pinball machine. "He was addicted to them," said Mr. Stern, "and that's what he did in his spare time after business negotiations." Adobe Systems Inc. travel manager Janice Coley said Adobe tends to contract with a large American hotel chain in Asia. "Americans tend to like larger rooms and larger beds, and some of the larger local chains are accommodating to U.S. customers," says Ms. Coley. "Most of the hotels have a special executive level, where computer hook-ups and other conveniences are made available for the business traveler." But David Lehr, Adobe's business development manager for the Far East, prefers to stay in smaller hotels. Mr. Lehr typically travels every two or three months to Korea, Taiwan, Hong Kong, China and Japan. He's always had an interest in the culture, and has spent many years in China studying the language. He asks Adobe's business partners in Asia to recommend local hotels in places where no American hotels are available. "In the smaller hotels, I get to know the people," said Mr. Lehr. "Because I travel so often to the same cities, it's nice to see familiar faces-and they tend to remember you." His favorite hotels are the Shilla Hotel in Seoul, Korea, and the Sherwood Hotel in Taiwan. "The Sherwood is very small, and the people are extremely nice," said Mr. Lehr. "They will shine your shoes and fix the seam on your suit." At Catalyst Semiconductor, which has about 120 employees, Kathryn Beaulieu said most of the traveling businesspeople prefer to stay at American hotels. "I love the local hotels in Italy. They are charming, and the atmosphere is very relaxed," says Ms. Beaulieu. "But when I'm there on business, I want to have a good modem setup and access to faxes." But that doesn't always mean it's necessary to stay in American hotels. Larry Sladewski, director of operations at Catalyst, said he prefers to stay at Chinese hotels when he travels to Asia. He said in Manila, Philippines; Bangkok, Thailand; and Singapore, those hotels tend to have all of the modern electronic gadgets needed for the business traveler. "The Chinese hotel service is very good," said Mr. Sladewski. "I like their overall ambiance, and the personnel are very attentive without being sterile." To Mr. Lehr, it doesn't matter whether he stays at a luxury hotel with all the right gadgetry or at a small, old-fashioned villa. Either way, he said, work is never as smooth as it would be sitting at his desk.

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Colorado welfare reform legislation is tempting businesses with the carrot-and-stick approach, offering tax incentives to help welfare recipients enter the work force. Businesses will be able to claim a 20 percent tax credit for providing child care, health or dental insurance, job training or education, and transportation to employees on public assistance. Whether small businesses will pursue the carrot remains to be seen. "The less I have to pay for taxes, the more money there would be for more effective training,"said Glenda Robinson, president of Finishing Touch Janitorial Service in Longmont. But past efforts to take advantage of hiring incentives has left Robinson wary of red tape and none the richer. "I would be elated if the process was streamlined," she said. Getting Robinson to take on welfare recipients is like preaching to the converted. From her first employee, in 1983, until now, she has made it her "mission" to hire the "disadvantaged" -and built an invaluable work force in the process. This year and last, two single parents employed at her company came off the welfare rolls. Other small-business owners say if the process to claim the tax credits is burdensome, hiring welfare recipients may not be cost effective. "It depends on the paperwork," said Joseph Wyskiel, president of the Denver moving company Two Men And A Truck. "We're already overburdened with paperwork. A one- or two-page form would be fine but if I get a booklet of forms, I'd need to hire a secretary," he said. Wyskiel is a step ahead of the lawmakers. "We give anybody a try if they want to work and we find out quickly if they do. Generally, they must have had a job in the last six months," but Wyskiel sometimes bends the rules. "We have an employee {who lives} in a halfway house and he's one of our best. He did not have a serious offense. He'll be released in a couple of weeks and we'll have an employee out of the deal." But some people just don't cut it. "It really depends on the individual. It's very difficult to teach work habits and work ethics," he said. Frank Rider, president of Boulder Blimp Co., said he may hire someone on welfare when a position becomes available. "I feel like it's the right thing to do. I wouldn't do it for the tax credit since the amount of paperwork probably wouldn't pay for it. "I might get anxious or nervous about that but I've taken bigger risks in my life," he said. Law takes effect soon Beginning July 1, anyone on welfare able to work will be limited to five years of benefits in their lifetime. To help make the new program work, state Sen. Doug Linkhart, D-Denver, who initiated the tax credit provision in the Senate, is calling for businesses to team with government. "A key ingredient in the success of welfare reform, now that responsibility has been passed to the counties, will be partnerships between local governments and businesses to place recipients in good jobs with benefits. The tax incentives will help make this happen," Linkhart said. The tax credits are available to businesses for two years after a welfare recipient comes on board - the credits apply to tax years beginning Jan. 1, 1998. If the tax credit exceeds taxes owed for the year, the excess will be carried over to the first of the next three years when taxes are owed. As many as 32,000 families that receive welfare benefits are expected to make the transition to self-sufficiency. "What I'm also hoping is that it will provide a new source of reliable employees in a tight labor market," Linkhart said. Small business challenges Small business will have the greatest challenge as public assistance recipients begin settling into jobs, according to Tom Clark, executive vice president of the Denver Metro Chamber of Commerce. "People coming off welfare will need extra care and nurturing for the first few month on the job, but small businesses lack the finances and resources to do this," he said. Large companies already have support systems in place to deal with problems that may arise. The flip side, he added, is that welfare recipients are likely to get more overall personal attention and monitoring in a smaller company. Employers beware. Clark said employers are likely to face a new set of problems when this "at-risk" portion of the labor pool enters the work force. Some who are not used to holding down a job may have trouble getting up mornings, some may have trouble adjusting to an eight-hour workday and some may not show up because their car won't start, according to Clark, who has worked in the human-services arena. 'Birth dearth' opens market Despite the challenges, many businesses may welcome these job seekers with open arms. "We're scraping for labor, with the 'birth dearth' and 'baby boom echo,'" said Clark. When many baby boomers delayed childbearing until later in life, there was a time when births took a nose dive. The result is far fewer 17- to 25-year-olds today, making for the birth dearth, explained Clark. Reinforcements will be on the way when the children of baby boomers, many of whom are now in their early teens, knock on employers' doors. Meanwhile, welfare recipients will help ease the work force shortage in this thriving economy. "Welfare reform provides the impetus for recipients to find employers," said Clark. Counties set agenda State legislatures have turned much of the dirty work for welfare reform over to the counties. So far, Denver-area counties are approaching the reforms in a variety of ways. "Adams County has a sound plan for welfare reform," said Allen Murphy, division director of Adams County Department of Social Services. Because welfare reform is still a work in progress, Murphy noted that his comments are conditional since county programs will require approval. "We will work as closely as possible with business," he said. "We feel employers should see that as a sound business decision, not charity." Some getting ready to enter the work force will attend a two- to three-week training program learning about work ethics, writing resumes and dressing for the workplace. Employers tell Murphy's department that they view work ethics as paramount. Adams County plans to provide child care to those on welfare who are moving to self-sufficiency so they can "be confident" their children are looked after. Adams County officials, local economic development groups and the chamber of commerce are exchanging ideas about how to best get on with welfare reform. And they're listening to how it's done elsewhere, like in South Carolina, where job fairs and marketing programs have been used. "We see this as a very comprehensive effort. We are seeing this not just as a welfare problem, but certainly as a community challenge," said Murphy. The county's employment center, along with private employment agencies, will link employers with prospective employees. Once employees are settled in jobs, there will be "post-employment check-ups."

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Russ Yost is first and foremost an auto mechanic, but he also has a growing business. Since its start in 1982, Yost Automotive has evolved from a two-stall unheated metal building into a modern 18 stall-building in a prime midtown location, and $1.2 million in revenue. All that development has been a challenge for a man with automotive technical skills and a love of people, but no business background. Through many mistakes, Yost said he has expanded his business because "I care for people and I put them first before I put in profit." The challenges Yost faces aren't unique, but they are plentiful. He has the typical small-business problems of government regulations, complicated tax codes and paperwork flow. Add to that the problems of finding qualified technicians, staying current with rapid technological changes and purchasing expensive, but necessary equipment. For Yost, a key to learning the business side of running a company was finding a good banker. He also goes to classes, learns from other business people and is involved with a Christian business men's organization. He credits his religious faith with helping him through difficult times. Another problem auto repair businesses face involves communication and trust. In an industry with a tainted reputation, Yost said he works hard to ensure that he and customers don't talk at one another, but rather understand each other. Additionally, Yost said no shop fixes every problem right the first time. In those cases, he said his business is committed to continuing to work on a problem until the customer is satisfied. He said he would rather refund a customer's money than have someone feel defrauded. Yost said he has worked to earn customers' trust and so the company's growth has been built on word-of-mouth recommendations. "If I don't do it by word-of-mouth," said Yost, "I have a problem, and I'd better go find out what it is." One customer who has confidence in Yost is Joe Stout. Stout is personnel director for Love Box Co. and also was the owner of the former Stout-Crawford AMC-Jeep automotive dealership. "There are a lot of shops in town that are honest." said Stout. "But Russ' genuine sincerity in wanting to help you with your problem stands out." Yost said that while some of his mechanics have expertise in a specialty area, they all have an extensive knowledge base as the days of the "shade-tree mechanic" are over. "The pool of good technicians is shrinking tremendously," said Yost. "Because the skill and quality has to be so much more than it was in the past. These people we have are not grease monkeys." John Rawcliffe, service manager at Quality Chevrolet, agreed. "The training that's involved in it," said Rawcliffe, "and the schooling is just phenomenal ..." He added, "I think people would be surprised at the sophistication that we are faced with in this industry anymore." Yost doesn't consider auto dealerships such as Quality Chevrolet to be his competitors. Auto dealerships account for only a small percentage of the overall auto repair business, he said. His main competition comes from specialty businesses such as muffler shops, tire centers and parts retailers who do repairs. Often those businesses concentrate on the easier, more lucrative repairs, leaving the more complicated, less profitable ones for full-service shops. Rawcliffe also said his dealership often gets repairs other places can't or don't want to fix. For his part, Yost said he isn't concerned about competitors. He believes there is enough business for everybody. Yost said he can't control what other companies do, but he can compete against his own past performance. He does this in areas of customer satisfaction, productivity and profitability. "The competition that I have is not outside there," said Yost. "The competition is what we build inside."

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This news release may contain "forward-looking statements" relating to BFI Canada and IESI within the meaning of applicable securities laws, including Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The use of any of the words "anticipate", "continue", "estimate", "expect", "may", "will", "project", "should", "believe" and similar expressions are intended to identify forward-looking statements. These statements involve known and unknown risks, uncertainties and other factors that may cause actual results or events to differ materially from those anticipated in such forward-looking statements. Certain of these risks and uncertainties include: the combined business is capital intensive and may consume cash in excess of cash flow from its operations and borrowings; the combined business' growth strategy depends, in part, on acquiring other solid waste management or related businesses and expanding existing landfills and other operations, which the combined business may be unable to do; the combined business may not be able to successfully manage its growth; the combined business faces risks related to certain deficiencies in the operation of the combined business' internal control over financial reporting and disclosure controls and procedures; competition could reduce the combined business' profitability or limit its ability to grow; provincial, state and municipal requirements to reduce landfill disposal by encouraging various alternatives may adversely affect the combined business' ability to operate landfills at full capacity; the combined business may lose contracts through competitive bidding or early termination, which would cause revenue to decline; the combined business' U.S. operations are geographically concentrated in the northeastern and southern United States and susceptible to those regions' local economies and regulations; the loss of the City of New York as a customer could have a significant adverse effect on the combined business' operations; the ability of the combined business to pay dividends or make other payments or advances (which will support distributions on the Fund's units) will be subject to applicable laws and contractual restrictions contained in the instruments governing the indebtedness of those entities; the degree to which the combined business is leveraged could adversely affect its financial condition and make it more difficult for the combined business to make payments with respect to its debt; despite its current indebtedness, the combined business may require additional equity or debt financing to fund its growth and debt repayment obligations; the ability of the combined business to service its debt, remain competitive, sustain its growth and expand its operations will require large amounts of cash, and the combined business' ability to generate cash depends on many factors, some of which are beyond its control; the interests of the retained interest holders and their affiliates could conflict with those of other investors; the combined business depends heavily on its senior management; if the combined business is unable to obtain performance or surety bonds, letters of credit or insurance, the combined business may not be able to enter into additional municipal solid waste collection contracts or retain necessary landfill operations permits; the combined business is subject to extensive legislation and governmental regulation that may restrict its operations or increase its costs of operations; the combined business may not be able to obtain permits it requires to operate its business; the combined business may be subject to legal action relating to compliance with environmental laws; the combined business may have liability for environmental contamination; and the combined business will always face the risk of liability, and insurance may not always be available or sufficient.

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The study investigated various aspects of market orientation and innovation performed by small-sized businesses in small towns of the U.S. The objectives for the study were: (1) to examine market orientation constructs in the small-sized organization, (2) to examine market orientation in relation to business innovation and business performance, and (3) to examine business innovation in relation to business performance.A sub-sample of small businesses for the study was drawn from the larger national random sample. Small businesses located in communities of less than 20,000, counties adjacent and non-adjacent to non-metropolitan area were chosen for the study. The sample population of the study was small businesses operating with less than 20 employees and with annual sales of $l million or less.Simple and multiple regression analyses were performed to examine relationships among the variables under study. The simple regression analysis suggested a significant and positive relationship between small business owners/managers' competitor and customer market orientation and their performance in terms of gross profit (before taxes) and perceived overall business success. The results also indicated that there was a positive and significant relationship between both small business owners/managers' competitor and customer market orientation and innovation. A positive and significant relationship between the small town business owners/managers' degree of innovativeness and their business performance in terms of gross profit and their perceived overall business success was also found.The results of the multiple regression analyses indicated that among the three variables, business innovation, competitor market orientation, and customer market orientation, business innovation significantly influenced the small town business firms' gross profit, while customer market orientation and competitor market orientation did not significantly affect small town businesses' gross profit with innovation in the equation. Customer market orientation had the most significant influence on small business owners/managers' perceived overall business success among the three variables.Along with market orientation, innovation was found to be an important factor in business performance in small town businesses. The adoption of market orientation led innovation for small town businesses. When small town businesses are more market oriented, they are also more innovative and show strong business performance.

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Business cards haven't changed much through the years. They're still about the same size, usually imprinted with logos, names, phone and fax numbers and addresses. But John Citrigno is changing the way people advertise them. Mr. Citrigno, 42, owns CardBoard Co. Inc., a Los Gatos-based business that sells his creation-a wall-mounted box that displays up to 30 different business cards. Each compartment in the box can hold 300 business cards that passers-by or prospective customers can grab one at a time. Since starting the company in July 1996, Mr. Citrigno has worn out his shoe leather to place nearly 30 of the display boxes, called CardBoards, in retail outlets in Campbell, Los Gatos and the Willow Glen area of San Jose. In addition, he has signed commitments to place 30 additional CardBoards at companies throughout Silicon Valley. "I get lots of 'oohs' and 'ahhs' from people who see this," Mr. Citrigno said. "This is something unique that gets people's attention." Mr. Citrigno leases space from business owners, which he calls sponsors, to attach the CardBoards on a wall of a business. He sells the CardBoard's individual compartments for $10 a month, with a minimum contract of 12 months. The types of advertisers who pay to place their cards range from car washes to restaurants. The cards come from a variety of businesses and people who are connected to the local community, as well as from major chains that can afford to be in multiple CardBoards. If you don't have business cards, Mr. Citrigno works with a Campbell printer that will design and make them. "Essentially, this is a real estate job," he said. "I'm subdividing wall space." Real estate is nothing new to Mr. Citrigno. Before starting CardBoard, the San Jose native had been a real estate broker for 10 years. Mr. Citrigno said that after working in the industry for a decade, he wanted to venture into marketing or something else that was creative and fun. He looked into working in advertising and tried to get jobs at agencies. But not getting any offers there, the idea for CardBoard came to him by happenstance. His cousin, Mike Falcone of San Jose-based plumbing company Falcone and Synder, one day told him of how he was in Lake Tahoe and saw a container the size of a cigar box that was divided in quarters with plastic slats. Each section of the box was holding a stack of business cards. An entrepreneurial spark lit up in Mr. Citrigno. He looked into devising his own container for business cards that would dispense them and be attractive to place in various locales, from classy restaurants to fitness centers. Even though he said he can't program his own videocassette recorder, Mr. Citrigno designed every nook and cranny that makes up the CardBoard. He has six patents pending on the case, which is made of bullet-proof plastic. The CardBoard used today is his ninth prototype. He also has designed the canvas bags that he uses to carry the CardBoards on sales calls, and he even went to a Costa Mesa-based shop that makes surfboard covers to help make his bags. "Nothing was easy about getting this business off the ground, even the bags took more work than the boards," Mr. Citrigno said. "All along I kept wondering if this thing was gonna work or if I'm crazy." Mr. Citrigno said he and his partner spent "many tens of thousands" of dollars to develop the product and company. Though he's not earning a profit on his business, Mr. Citrigno plans to create a national franchise operation. And he said he's received interest from people in Arizona, Montana and Utah, and some advertising executives may wish to invest in the company.

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WASHINGTON - A little-known provision in the government's supplemental appropriations bill could once again defer the electronic filing of payroll taxes by an estimated 1.2 million small businesses. The U.S. Senate added a clause to the appropriations bill, which passed May 8, that would prohibit the Internal Revenue Service from assessing penalties on small businesses that are unable to file their payroll taxes electronically. Under current mandate, small businesses that pay more than $50,000 in yearly payroll taxes must file their taxes electronically starting in July, or face a 10 percent penalty for using the current paper forms. "Our members believe this is one issue of extreme importance, and having an extension for this mandate will help things significantly," said Todd McCracken, president of National Small Business United, a Washington-based small-business advocacy group. Key senators drummed up support for the small-business provision during the past two weeks. Sen. Don Nickles, R-Okla., said a temporary extension of the IRS mandate will give him time to pass legislation that would make electronic filing of taxes a voluntary measure, not mandatory, for businesses. "This amendment gives us the opportunity to permanently repeal the unnecessary mandate, which represents yet another government effort to micromanage our nation's small business," Nickles said. Also, Sen. Christopher Bond, R-Mo., chairman of the Senate Small Business Committee, is fighting to keep the amendment in the supplemental appropriations bill, which soon will be voted on by the House of Representatives. The bill will then go to the conference committee, where a final version will be developed. A Nickles staffer said it is unclear whether the extension of the electronic filing mandate will face opposition from House members because of a possibility of a shortfall in the Treasury. "Everything will depend on the make-up of the conference committee and how important they think this issue is," said the staffer. The Electronic Federal Payment System was mandated by the 1993 North American Free Trade Agreement Implementation Act. The purpose was to reduce the paperwork burden on businesses and expedite payments to the U.S. Treasury. The electronic dispatch of payments was expected to raise $3.3 billion in tax revenue between 1994 and 1998. Testifying before a subcommittee in April, Rep. Doc Hastings, R-Wash., said the Treasury is doing just fine without small businesses chipping in. According to a Department of the Treasury letter sent to Hastings, the Treasury has had a revenue increase of $2.89 billion because of the electronic fund transfers developed in 1994 for big businesses. "This amount does not include the 1.2 million taxpayers that are scheduled to begin using electronic fund transfers for their payroll obligations," Hastings testified. "This clearly demonstrates that we will far exceed the goal of accelerating revenue collections by $3.3 billion during the 5-year phase-in." Hastings, in a move similar to Nickles' in the Senate, introduced legislation in the House that makes electronic filing voluntary for small businesses.

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Business schools must be a clear solution to the global competition, cultural and economic factors. International business courses, students set up a foundation for international professionals, is essential. As international business has been affected in other countries and economic entities, which have greatly affected Taiwan's economic development over the past several decades. The study attempted to identify international business capabilities, is considered to be the necessary business educators, policy makers and practitioners in the international commercial enterprises set up. The initial questionnaire included 42 statements prepared by the review (a) of the National Business Education Association (NBEA) 1995 International Business and (b) Research Zeliffs 1993 years, "the ability of the international business it is important that the wealth of the world's top 500 enterprises." 33 experts, including policy makers, business educators, and practitioners of international business as the ability to determine which group it is important or not important. (A) In order for Taiwan to ensure its economic competitiveness, it is important that business graduates 4-year University / University with top foreign language skills, especially English; (b) It is important for students to master the skills to cope with And management of advanced information technology in an increasingly competitive global environment; (c) have a better understanding of legal liability related to international business development of enterprises should be graduates.

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Jorge Sanchez understands how business is done there, having run a custom brokerage operation in Nuevo Laredo in the 1980s. And he has drawn on that experience to build Sana International Commerce Inc., which has been in business in San Antonio since 1993. The company specializes in heavy-equipment exports to Latin American countries - concentrating on the oil, locomotive and maritime industries. "We provide parts and services to locomotives and ships in the bigger countries of South America - Argentina, Chile, Brazil - and Mexico as well," says Sana's sales manager, Rosie Ortiz. Sana's business has been especially promising in the locomotive industry, as many of South America's trains are old and the parts are in continuous need of replacement. "The equipment in Latin America is 20 years old or more," Sanchez says. Sanchez, who is the president of the company, says that the business has experienced significant growth since it first began operations. The company has nine employees and projects revenues of $750,000 for this coming year. Sana's success has not gone unnoticed. The U.S. Small Business Administration recently named Sanchez the 1997 Small Business Exporter of the year for the San Antonio region. "He's involved in a very unique business," says Henry Cardenas, international trade officer for the SBA's office in San Antonio. Cardenas says SBA officials were impressed with Sanchez's dynamic spirit as a businessman. "Sanchez has been able to bridge the gap between the small businesses and the larger companies, working with suppliers who would usually not be involved with smaller businesses," Cardenas says. Despite the growth and the achievements, however, Sanchez and Ortiz say that there have been obstacles along the road. The biggest problem has been finding suppliers. Sanchez started the company with money he earned from his business in Nuevo Laredo. And right away, people were quick to tell him that he was making a mistake in his decision to launch an equipment export company in San Antonio. "When he first came here, he started sending out advertisements for heavy locomotive equipment," Ortiz says. "People told him that he was wasting his time; that no one in San Antonio was qualified to provide this equipment." And while some of the parts for Sana's clients do come from as far away as Chicago, the company has found that there are local vendors that have been able to meet Sana's needs. Despite the stumbling blocks, both Sanchez and Ortiz say they find their work with Sana fulfilling. For Ortiz, the challenge of finding the right part at the right price is the best part of the job. "I do not stop until I find a part, and then I find the source that has the best price," she says. "To be able to go back and tell the client that I have been able to do this for them, I find that very exciting." Sanchez says that exporting is a very competitive field. But he adds that his company has carved out a strong niche, in part because it has the ability to speak to clients in their own language. "One thing we have seen, Latin American companies want to work with someone who can speak to them in their own language," Sanchez says. This means not only being able to speak Spanish but Portuguese as well, when it comes to dealing with Sana's Brazilian clients. Sanchez is fluent in both languages. Another strength Sanchez brings to the exporting game is an understanding of the culture in which his clients operate their businesses. "He always studies a country before going over there - the customs, the ways of life," Ortiz says. "That is why we have been able to gain the trust of our clients. And once they trust you, the doors begin to open." While the maritime and the locomotive industries have been the most lucrative for Sana so far, Sanchez says he would like to expand his company's presence in the oil industry. He also sees another new opportunity in the transportation industry. "This year I will be traveling and sending brochures to different countries to let them know what services I can provide for their subway systems," Sanchez says. And Sanchez already has one location in mind. "I want to go to Buenos Aires, Argentina. They have the oldest subway - about 90 years old," he says. "That's a good customer." If Sana is successful in expanding its horizons, that also bodes well for San Antonio and other businesses operating here. "My preference is to work with companies in San Antonio - even though people said it could not be done," Sanchez says. "South American countries know little about San Antonio, but they are beginning to be more aware of its potential. This is a town that has excellent possibilities."

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Wisdom Industries Ltd., a carnival ride manufacturer, strives to give customers a thrill, but its business loop-de-loops have provided executives with a different breed of white-knuckler. The Merino, Colo., operation is poised to emerge from its second bankruptcy in three decades, making it a case study for how to survive and even thrive using Chapter 11 protections. The court-chaperoned reorganizations, the first beginning in 1974, each had greatly different circumstances, but both allowed the eastern Colorado company to continue producing rides such as the Astroliner and the Gravitron. "The first was really luck and perseverance," said Chief Financial Officer George Edwards. "The second was really planned and carried out for a reason." Though few companies survive bankruptcy, it's a pitfall of business that can be a methodically planned event instead of a haphazard dive into an abyss. "It's like chemotherapy: you come out a lot sicker and a lot weaker if you come out," said John Wasserman, an attorney with Denver-based Katch Sender & Wasserman. Wisdom's first lesson in reorganization came after it made an ill-advised attempt to enter the wood stove business in 1974. Its carnival-ride sales, though strong, provided only seasonal work. Searching for something to keep valued workers on the payroll year-round, Wisdom began manufacturing wood stoves, and the trusting owners quickly found themselves strapped for cash and under the gun from creditors. Though the stove business turned to ash and Wisdom had to file for Chapter 11, orders began pouring in for a simulated rocket ride called the Astroliner. "That really pulled them out," Edwards said. The second, Edwards explained, was a strategic move to consolidate and disperse a swarm of lawsuits dogging Wisdom. The Chapter 11 brought all the cases to Denver before the bankruptcy judge and they were able to settle $35 million in claims for $134,000. While some may view the move as a slick attempt to dodge the system, Wisdom saw it as a survival tactic. Not only did it shake off a ton of litigation, but the Chapter 11 allowed Wisdom to get product liability insurance to protect it from future suits. It wasn't, however, without a downside. One bankruptcy, not to mention two, provides a long-lasting stain on any businesses' records. "It's going to take a very long time to go away no matter how healthy we get," Edwards said, boasting that Wisdom is the second-largest carnival-ride maker in the country. "It's very healthy." Few companies are so fortunate. One lawyer estimates the success rate at about 10 percent of the relatively few companies that file for Chapter 11 bankruptcy each year. The other 90 percent end up on a liquidation scrap heap. In 1996, businesses and individuals filed for Chapter 11 bankruptcy 109 times in Denver's U.S. Bankruptcy Court, according to the court clerk. The court received 16,336 total bankruptcy filings last year, including 13,086 requests to go straight into liquidating Chapter 7 bankruptcy. Reducing the pain Though bankruptcy is rarely an attractive option, local bankruptcy attorneys say there are some ways to make the process less painful whether you want to sell the company, liquidate it or nurse it back to health. Wasserman advises people to abandon the ostrich approach that puts many executives and business owners in denial. "Instead of avoiding the problems, what they should be doing is talking to a professional," Wasserman said. The typical scenario involves desperate hope and costly delays that allow bills to pile up and destroy a company's credibility. "There is nothing to be salvaged at that point," he said. "They have burned their creditors because they have been shucking and jiving." Harvey Sender, also an attorney with Katch Sender & Wasserman, sees bankruptcies from the perspective of a trustee, but his advice is similar. "The best course of action is to maintain some level of credibility with your creditors," he said. "That means telling them the truth instead of lying to them. If you have an angry group of creditors, it's going to be harder and more expensive." There are ways, however, to keep a business out of the lawyers' hands. Steve Demos, president of White Wave Soy Foods, credits the survival of his natural-food manufacturing business to "straightforwardness." The Boulder entrepreneur has had to give the straight dope to creditors more than once, telling them they can either stick by White Wave during the lean times or fight it out in bankruptcy court. "It's the crash- and-burn syndrome that we consider the cycle of business," he said. White Wave, riding a crest in 1994, borrowed big money when cash flow was good to bankroll product expansions. Two years later, times were tight and the banks came calling. "It's amazing how short their memories are," Demos said. "It's unbelievable." While the first step is laying out the path to wellness, Demos said the second is execution. "Let's not kid around, you've got to do it," he said. Sometimes, however, management can't be part of the solution because it is part of the problem. Peter Spanberger, vice president and managing director of the Denver office of RHR International Co., is often asked to analyze management structure of faltering businesses. The consulting psychologist examines the leadership of a company that isn't living up to its potential before a fiscal meltdown. His company often looks at divisions of larger companies concerned with lackadaisical performance, but sometimes owners put themselves under the microscope. "Readiness of the executive group to look at itself and the individuals' willingness to look at their contributions is a pretty good indicator of success," Spanberger said. Success, though, often hinges on replacing the top executives to provide fresh vision. Charles Steinbrueck was brought into stop Grease Monkey Holding Corp.'s leaking market share in the quick lube and oil change business. His first job as president and CEO was to restore confidence in the company to stop an exodus of valuable talent. "Good people start leaving, and it's just a downward spiral," Steinbrueck said. He did it by establishing a clear vision and setting twice-annual goals to get the company on track and dissipate the "loser mentality." In Grease Monkey's case, Steinbrueck elected to abandon a haphazard strategy that scattered 200 stores in 30 states and instead focus on Colorado and the surrounding area where its franchise is strongest. "I want to create a nimble, strong regional company," he said.

girl16

Wisdom Industries Ltd., a carnival ride manufacturer, strives to give customers a thrill, but its business loop-de-loops have provided executives with a different breed of white-knuckler. The Merino, Colo., operation is poised to emerge from its second bankruptcy in three decades, making it a case study for how to survive and even thrive using Chapter 11 protections. The court-chaperoned reorganizations, the first beginning in 1974, each had greatly different circumstances, but both allowed the eastern Colorado company to continue producing rides such as the Astroliner and the Gravitron. "The first was really luck and perseverance," said Chief Financial Officer George Edwards. "The second was really planned and carried out for a reason." Though few companies survive bankruptcy, it's a pitfall of business that can be a methodically planned event instead of a haphazard dive into an abyss. "It's like chemotherapy: you come out a lot sicker and a lot weaker if you come out," said John Wasserman, an attorney with Denver-based Katch Sender & Wasserman. Wisdom's first lesson in reorganization came after it made an ill-advised attempt to enter the wood stove business in 1974. Its carnival-ride sales, though strong, provided only seasonal work. Searching for something to keep valued workers on the payroll year-round, Wisdom began manufacturing wood stoves, and the trusting owners quickly found themselves strapped for cash and under the gun from creditors. Though the stove business turned to ash and Wisdom had to file for Chapter 11, orders began pouring in for a simulated rocket ride called the Astroliner. "That really pulled them out," Edwards said. The second, Edwards explained, was a strategic move to consolidate and disperse a swarm of lawsuits dogging Wisdom. The Chapter 11 brought all the cases to Denver before the bankruptcy judge and they were able to settle $35 million in claims for $134,000. While some may view the move as a slick attempt to dodge the system, Wisdom saw it as a survival tactic. Not only did it shake off a ton of litigation, but the Chapter 11 allowed Wisdom to get product liability insurance to protect it from future suits. It wasn't, however, without a downside. One bankruptcy, not to mention two, provides a long-lasting stain on any businesses' records. "It's going to take a very long time to go away no matter how healthy we get," Edwards said, boasting that Wisdom is the second-largest carnival-ride maker in the country. "It's very healthy." Few companies are so fortunate. One lawyer estimates the success rate at about 10 percent of the relatively few companies that file for Chapter 11 bankruptcy each year. The other 90 percent end up on a liquidation scrap heap. In 1996, businesses and individuals filed for Chapter 11 bankruptcy 109 times in Denver's U.S. Bankruptcy Court, according to the court clerk. The court received 16,336 total bankruptcy filings last year, including 13,086 requests to go straight into liquidating Chapter 7 bankruptcy. Reducing the pain Though bankruptcy is rarely an attractive option, local bankruptcy attorneys say there are some ways to make the process less painful whether you want to sell the company, liquidate it or nurse it back to health. Wasserman advises people to abandon the ostrich approach that puts many executives and business owners in denial. "Instead of avoiding the problems, what they should be doing is talking to a professional," Wasserman said. The typical scenario involves desperate hope and costly delays that allow bills to pile up and destroy a company's credibility. "There is nothing to be salvaged at that point," he said. "They have burned their creditors because they have been shucking and jiving." Harvey Sender, also an attorney with Katch Sender & Wasserman, sees bankruptcies from the perspective of a trustee, but his advice is similar. "The best course of action is to maintain some level of credibility with your creditors," he said. "That means telling them the truth instead of lying to them. If you have an angry group of creditors, it's going to be harder and more expensive." There are ways, however, to keep a business out of the lawyers' hands. Steve Demos, president of White Wave Soy Foods, credits the survival of his natural-food manufacturing business to "straightforwardness." The Boulder entrepreneur has had to give the straight dope to creditors more than once, telling them they can either stick by White Wave during the lean times or fight it out in bankruptcy court. "It's the crash- and-burn syndrome that we consider the cycle of business," he said. White Wave, riding a crest in 1994, borrowed big money when cash flow was good to bankroll product expansions. Two years later, times were tight and the banks came calling. "It's amazing how short their memories are," Demos said. "It's unbelievable." While the first step is laying out the path to wellness, Demos said the second is execution. "Let's not kid around, you've got to do it," he said. Sometimes, however, management can't be part of the solution because it is part of the problem. Peter Spanberger, vice president and managing director of the Denver office of RHR International Co., is often asked to analyze management structure of faltering businesses. The consulting psychologist examines the leadership of a company that isn't living up to its potential before a fiscal meltdown. His company often looks at divisions of larger companies concerned with lackadaisical performance, but sometimes owners put themselves under the microscope. "Readiness of the executive group to look at itself and the individuals' willingness to look at their contributions is a pretty good indicator of success," Spanberger said. Success, though, often hinges on replacing the top executives to provide fresh vision. Charles Steinbrueck was brought into stop Grease Monkey Holding Corp.'s leaking market share in the quick lube and oil change business. His first job as president and CEO was to restore confidence in the company to stop an exodus of valuable talent. "Good people start leaving, and it's just a downward spiral," Steinbrueck said. He did it by establishing a clear vision and setting twice-annual goals to get the company on track and dissipate the "loser mentality." In Grease Monkey's case, Steinbrueck elected to abandon a haphazard strategy that scattered 200 stores in 30 states and instead focus on Colorado and the surrounding area where its franchise is strongest. "I want to create a nimble, strong regional company," he said.

girl16

Wisdom Industries Ltd., a carnival ride manufacturer, strives to give customers a thrill, but its business loop-de-loops have provided executives with a different breed of white-knuckler. The Merino, Colo., operation is poised to emerge from its second bankruptcy in three decades, making it a case study for how to survive and even thrive using Chapter 11 protections. The court-chaperoned reorganizations, the first beginning in 1974, each had greatly different circumstances, but both allowed the eastern Colorado company to continue producing rides such as the Astroliner and the Gravitron. "The first was really luck and perseverance," said Chief Financial Officer George Edwards. "The second was really planned and carried out for a reason." Though few companies survive bankruptcy, it's a pitfall of business that can be a methodically planned event instead of a haphazard dive into an abyss. "It's like chemotherapy: you come out a lot sicker and a lot weaker if you come out," said John Wasserman, an attorney with Denver-based Katch Sender & Wasserman. Wisdom's first lesson in reorganization came after it made an ill-advised attempt to enter the wood stove business in 1974. Its carnival-ride sales, though strong, provided only seasonal work. Searching for something to keep valued workers on the payroll year-round, Wisdom began manufacturing wood stoves, and the trusting owners quickly found themselves strapped for cash and under the gun from creditors. Though the stove business turned to ash and Wisdom had to file for Chapter 11, orders began pouring in for a simulated rocket ride called the Astroliner. "That really pulled them out," Edwards said. The second, Edwards explained, was a strategic move to consolidate and disperse a swarm of lawsuits dogging Wisdom. The Chapter 11 brought all the cases to Denver before the bankruptcy judge and they were able to settle $35 million in claims for $134,000. While some may view the move as a slick attempt to dodge the system, Wisdom saw it as a survival tactic. Not only did it shake off a ton of litigation, but the Chapter 11 allowed Wisdom to get product liability insurance to protect it from future suits. It wasn't, however, without a downside. One bankruptcy, not to mention two, provides a long-lasting stain on any businesses' records. "It's going to take a very long time to go away no matter how healthy we get," Edwards said, boasting that Wisdom is the second-largest carnival-ride maker in the country. "It's very healthy." Few companies are so fortunate. One lawyer estimates the success rate at about 10 percent of the relatively few companies that file for Chapter 11 bankruptcy each year. The other 90 percent end up on a liquidation scrap heap. In 1996, businesses and individuals filed for Chapter 11 bankruptcy 109 times in Denver's U.S. Bankruptcy Court, according to the court clerk. The court received 16,336 total bankruptcy filings last year, including 13,086 requests to go straight into liquidating Chapter 7 bankruptcy. Reducing the pain Though bankruptcy is rarely an attractive option, local bankruptcy attorneys say there are some ways to make the process less painful whether you want to sell the company, liquidate it or nurse it back to health. Wasserman advises people to abandon the ostrich approach that puts many executives and business owners in denial. "Instead of avoiding the problems, what they should be doing is talking to a professional," Wasserman said. The typical scenario involves desperate hope and costly delays that allow bills to pile up and destroy a company's credibility. "There is nothing to be salvaged at that point," he said. "They have burned their creditors because they have been shucking and jiving." Harvey Sender, also an attorney with Katch Sender & Wasserman, sees bankruptcies from the perspective of a trustee, but his advice is similar. "The best course of action is to maintain some level of credibility with your creditors," he said. "That means telling them the truth instead of lying to them. If you have an angry group of creditors, it's going to be harder and more expensive." There are ways, however, to keep a business out of the lawyers' hands. Steve Demos, president of White Wave Soy Foods, credits the survival of his natural-food manufacturing business to "straightforwardness." The Boulder entrepreneur has had to give the straight dope to creditors more than once, telling them they can either stick by White Wave during the lean times or fight it out in bankruptcy court. "It's the crash- and-burn syndrome that we consider the cycle of business," he said. White Wave, riding a crest in 1994, borrowed big money when cash flow was good to bankroll product expansions. Two years later, times were tight and the banks came calling. "It's amazing how short their memories are," Demos said. "It's unbelievable." While the first step is laying out the path to wellness, Demos said the second is execution. "Let's not kid around, you've got to do it," he said. Sometimes, however, management can't be part of the solution because it is part of the problem. Peter Spanberger, vice president and managing director of the Denver office of RHR International Co., is often asked to analyze management structure of faltering businesses. The consulting psychologist examines the leadership of a company that isn't living up to its potential before a fiscal meltdown. His company often looks at divisions of larger companies concerned with lackadaisical performance, but sometimes owners put themselves under the microscope. "Readiness of the executive group to look at itself and the individuals' willingness to look at their contributions is a pretty good indicator of success," Spanberger said. Success, though, often hinges on replacing the top executives to provide fresh vision. Charles Steinbrueck was brought into stop Grease Monkey Holding Corp.'s leaking market share in the quick lube and oil change business. His first job as president and CEO was to restore confidence in the company to stop an exodus of valuable talent. "Good people start leaving, and it's just a downward spiral," Steinbrueck said. He did it by establishing a clear vision and setting twice-annual goals to get the company on track and dissipate the "loser mentality." In Grease Monkey's case, Steinbrueck elected to abandon a haphazard strategy that scattered 200 stores in 30 states and instead focus on Colorado and the surrounding area where its franchise is strongest. "I want to create a nimble, strong regional company," he said.

girl15

Feminist" businesses can also have considerable financial clout. Very little of the money goes into the women's movement, because they both draw from the same pool of money, and most of the money made stays within the business. "Feminist" businesses also provide similar services as, and divert women from, political organizations. The financial viability of the business can crowd out political organizations with much less money, by sidetracking money from political groups to the business. And whatever money a particular business decides to put into the women's movement is dependent purely on the good graces of those running that business. They decide the amount of money to give, and to whom and where it goes. A major defense of "feminist" businesses is that their ability to pay their workers frees many women, who could otherwise not afford it, for participation in the movement. But many "feminist" businesses run on the energies of volunteer staffs. Further, many "feminist" businesses have wage inequities among their workers, so the degree of financial freedom enjoyed by the lesser-paid is at best questionable. With that given, there is no guarantee that women, especially low-paid women, working in "feminist" businesses will put money or energy into the movement, or will be able to. In fact, since "feminist" businesses offer the delusion of participation in the women's movement just by working in them, they militate against women participating in the women's (political) movement. We maintain that the solution to the money problem in the movement is not to be found in starting separate businesses, but in political organization. Some women, (for instance, Coletta Reid, "Taking Care of Business," Quest, vol. I, no. 2, fall 1974,) see political organizations as "feminist" businesses. Since the goals of the two are different, this only confuses the issue and provides a spurious pro-business argument. The problem of financing a political movement, and especially the payment of political workers, is, however, a real issue, which we will examine here briefly.What is the political role of alternate institutions? Alternate institutions can be used as a power base if they are: 1) linked to a strong mass movement, 2) governmental in nature, and 3) providing basic necessities to the population. It is also necessary for the regular institutions to have broken down and/or be insufficient for meeting the needs of the populace. Most importantly, however, these alternate institutions are conceived of not as alternates or substitutes for existing institutions, but as vehicles for taking power. If the alternate institutions do not meet all these criteria (and "feminist" businesses do not), "alternates" serve to sidetrack people from the main goal of taking control of major institutions (and changing some and abolishing others). The very name -- alternate institutions -- defines them as something parasitical to the ruling system. An additional result, in the case of "feminist" businesses, is the myth of the "individual solution" to political problems."Feminist" businesses may give those few women who work in them the chance to gain economic independence, do work they like, possibly learn new skills, and become involved in an "alternate lifestyle" (another one of those "alternates"!). With these side effects, an illusion is created that the "feminist" business is a new type of operation, liberating to women. A false sense of security -- and of movement strength -- is fostered both for the operators of "feminist" businesses and for their customers. Individuals involved at either end of the "feminist" business are under the impression that they are doing their bit for the women's movement by being so involved. In fact, working in a "feminist" business becomes pseudo-movement busywork, and energy which could be devoted to political action is sidetracked into the work of owning, operating and keeping afloat an economic enterprise. These individual solutions are being mistakenly construed as solutions for all women, but are really a way of running away from the political realities of women's oppression. "Feminist" business becomes an ivory tower -- a way to avoid the grim realities of life. It is ironic that cultural feminists, who claim to be anti-capitalist, are using capitalist strategies as a road to liberation. But despite their radical claims, cultural feminists and "feminist" businesses, with their emphasis on upward mobility and personal liberation, basically constitute a liberal ideology, and liberalism, of course, is the ideology of capitalism.

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Business intelligence has evolved from a standard component of the IT infrastructure to the single most important and strategic solution in any company's arsenal," said Mark Doll, senior vice president of global services at Business Objects. "Business Objects Global Services offers targeted levels of services that match our customers' needs and the maturity of their business intelligence standardization. Our customers benefit from global services that are a combination of our own capabilities used in concert with those of our valued systems integrator and solution provider partners. From education services, product implementations, and platform standardization, to data and performance management strategies, the extended Business Objects Global Services enables customers to use business intelligence to foster their business innovation." Many Business Objects customers already enjoy strong relationships with the partner community, and Business Objects Global Services is committed to working with partners to deliver a seamless and consistent business experience for customers. Business Objects has created a robust education and certification program for partners, and will leverage the considerable industry knowledge and business process expertise of its partners to deliver targeted solutions that can meet the requirements of any customer. The increased investment in services will open up new opportunities for the Business Objects partner community to grow their business and deliver added value to customers. Business Objects is the world's leading business intelligence (BI) software company, with more than 39,000 customers worldwide, including over 80 percent of the Fortune 500. Business Objects helps organizations of all sizes create a trusted foundation for decision making, gain better insight into their business, and optimize performance. The company's innovative business intelligence suite, BusinessObjects(TM) XI, offers the BI industry's most advanced and complete solution for performance management, planning, reporting, query and analysis, and enterprise information management. BusinessObjects XI includes the award-winning Crystal line of reporting and data visualization software. Business Objects has also built the industry's strongest and most diverse partner community, and offers consulting and education services to help customers effectively deploy their business intelligence projects.

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INTERNET WORLD, NEW YORK--(BUSINESS WIRE)--Oct. 5, 1999--Today at Fall Internet World '99 (Booth No. 2745), Bluestone(R) Software, Inc. (Nasdaq: BLSW), a leading provider of Enterprise Interaction Management software, announced its response to the need for a comprehensive, robust e-business solution with the launch of Total-e- Business(TM) product suite, an e-business solution that meets the exacting demands of the people responsible for e-business operations, sales, marketing, and finance, while addressing the IS technology mandate for a non-stop, high-performance platform to support mission- critical applications. Total-e-Business combines best-of-breed components for content management, personalization, and e-commerce with Bluestone's award-winning Sapphire/Web(R) application server infrastructure and Bluestone XML Suite(TM) integration server - based upon Java Server Page (JSP) and Extensible Markup Language (XML) standards.Supporting the announcement, several of Bluestone's Internet- savvy customers, such as HealthAxis.com and Strategic Weather Services, have committed to Bluestone's Total-e-Business to satisfy their need for an e-business platform that transcends first- generation Web-based publishing, marketing, and commerce efforts. They look to Bluestone to deliver a true e-business solution that meets virtually all of their requirements for an online business, and empowers their business professionals to contribute to the e- business mission, by reducing time-to-market, enabling business-to- business integration, increasing customer loyalty, and expanding customer bases to global proportions.Companies increasingly understand that e-business is a broader concept than merely putting a catalog on the Web, offering a shopping cart, and letting customers purchase goods and services over the Internet. Rather, e-business needs to integrate every aspect of the enterprise, connecting every diverse unit of the company. Total-e- Business is for companies that believe their success depends on e- business success. For companies forming Web-based businesses, and others transforming their traditional business to e-business, Bluestone's Total-e-Business offers the following essential components:

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Dub Hankins believes that luck favors a prepared business. Hankins is the sole proprietor of the Rhapsody Street Studio, a recording studio located at 200 West Rhapsody Drive on the city's Northeast Side. "Luck is what happens when preparation meets opportunity," he says. "And this is a business with a lot of preparation." Hankins launched his music business in the mid 1970s from his home. He moved the operation to a small space in the Acropolis building on the Northwest Side of San Antonio in 1990. Back then, though, luck was not on Hankins' side. A fire in the building complex caused severe smoke damage to his studio's equipment. But Hankins used the setback to prepare for the future. "We needed to get in a real space. The fire pushed this along," he says. Hankins purchased the facility that now houses his business in March 1995. It offered him 3,800 square feet of space with which to build the studio that he truly wanted. "We have two 32-track studios. Studio A is 2,000 square feet, which allows us to set up a whole band," he says. Studio B, which is half the size of studio A, is primarily used as a mixing studio - a location for audio and visual post-production work. Hankins says creating a recording studio is relatively easy. It's turning a studio into a business that's the hard part. "Anybody with $5,000 can have a studio," he says. "That's why we have to sell our room." Currently, Hankins has more than $300,000 invested in his business, including the building and the equipment. The two studios have been designed to eliminate as much outside noise as possible, which produces what Hankins calls a "true listening environment." The control room, located in studio A, also was designed to produce the best listening environment possible. The design of the control room insures that all sounds decay at the same rate. What this prohibits is reflected sound, or an echo effect when music is played back, Hankins explains. The little empire Hankins says his business is "a little entertainment enterprise," which is the most accurate way of describing the several ventures that Hankins' has wrapped together under the business name Oh So Good! Productions. In addition to the recording studio, Hankins operates his own record label and his own music publishing company - both of which were started in 1996. The record label is called Sonar Productions; the publishing company is Uncle Doggy Music Co. To date, two albums have been released under the Sonar record label. Uncle Doggy is a music promotion business that primarily markets artists recorded on the Sonar label. The other portion of Hankins' business that has paid off well is the Oh So Good! Band. "The band is the cash cow. It enjoys a lot of success and it pays most of the bills," he says. Hankins has done vocals and played bass for the band since the group's inception in the 1970s. The members of the first incarnation of his band included a name that is still widely known in the industry - Christopher Cross. "(Cross) and I went to high school together. We were in our first band together while we were still in high school," Hankins says. Since 1972, the band has gone through numerous changes, including a 10-year period in which there was no band at all. So, from 1975 to 1985, Hankins worked on the projects that eventually led to the recording business - writing jingles. "I sold my first jingle in 1976 and I just built up my client base from there," he says. By 1985, the Oh So Good! Band was back. The current seven members of the band (including Hankins) have been together since 1991. And Hankins is as enthusiastic about the band as he was when it first started. "The band is a big deal. We've been working on it, improving it," he says. "It has a lot of personality, so much variety." The personality of the band is something appreciated by Margie Casteel, executive director for the March of Dimes South Central Texas Chapter, and Connie Brigman, owner of the PROPerty Room - which is a production company for theme-based events. "They're the only band I use (for events)," Brigman says. "They really know how to work a crowd I love them." Both Casteel and Brigman say they are impressed with the band's professional manner, including their dedication to being on time and giving the best performance possible. Casteel also is pleased with how fellow employees have responded to the idea of using the group for the organization's events. "Whenever I mention them at meetings, heads always perk up," she says. "That makes me feel good - they were my idea." After the music While Oh So Good! Productions may be a "family" of numerous ventures, Hankins stresses the studio is the future of everything. Hankins currently has two full-time employees at the studio. The Oh So Good! Band currently generates approximately $100,000 a year in revenues. And Hankins is confident that the recording studio will boast those same figures by the end of the year. (Hankins record label and promotions businesses are projected to bring in a total of about $25,000 in revenues during their first year of operation.) Since last year, Rhapsody Street Studio has been doing digital audio work for the locally-based firm Inmar, which produces and sells automated tools and multi-media presentation software. Gary Whitford, creative director for Inmar, first used Rhapsody Street Studio for a promotional soundtrack for Boise Cascade Office Products. Whitford has known Hankins for two decades and has stayed with Rhapsody Street Studio because of Hankins' knowledge of the industry. "Rhapsody tends to be very technologically savvy," he says. "I need someone who can be as much of a technician as a performer - and this is what (Hankins) can give." As Hankins looks to expand the company's clients, he stresses the benefits that his studio provides. "There are a lot of advertising agencies that will want to start using us once they see what we have to offer," he says. "We provide a place that is comfortable and nice to look at. Plus we have all the latest toys."

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When brothers Ronald and Michael Roybal started The Roybal Corp. in 1981, it was truly a family business because they were the only employees. Today, the architectural firm is the fifth largest in Denver, according to Business Journal research, and at $5.3 million in revenue for 1996, is also Denver's largest minority-owned architectural firm. The brothers' working relationship began even before they started the firm, however. The first in their family to attend college, they both attended the University of Colorado. After receiving undergraduate degrees in architecture, both the brothers were awarded fellowships to the University of California at Berkeley. Both earned master's degrees in architecture and Ronald also earned a master's in city and regional planning. The business has been a success, Ron Roybal said, because the brothers have a close personal and professional relationship. "One of the reasons is the fact that we have a lot of mutual respect for each other and can depend on each other, which are key elements in any partnership," he said. Roybal pointed to the amount of turnover among the principals of professional service companies such as architecture firms, law firms and engineering firms. "You see so many companies' names change over the years as partners move," Roybal said. "There is a lot of splitting off. We've never had to face anything like that. Because of the fact that we are brothers, we can work closely together." Ron said that he and younger brother Mike are confident in each other's capabilities. "When one of us is sick or out, we know that the other partner knows everything about the business that there is," Ron said. Over the years, the firm's clients have come to know each of the partners' personalities and how that affects their business style. "We have clients who have worked with us for a number of years," Roybal said. "After a while they got to know our personalities." Ron is a self-professed talker who enjoys going out and gathering new business and taking on more of the administrative duties, while Mike is the more technically-minded brother who does much of the design work. "We realize in a business that there has to be a person who is in the {administrative} side, and I enjoy that," Ron said. "Mike is more methodical and a very good designer." "It was never deliberate, it came about in terms of what we like to do," he said, while emphasizing that both are also capable of handling all aspects of the business. "We wear a lot of hats." Among their peers, the Roybals have earned a solid reputation for their professionalism and commitment to the community. "They have respect for each other, respect for their employees and respect for their friends and business associates," said Ronald Montoya, president of Denver-based PlastiCom Industries Inc. and chairman of the United States Hispanic Chamber of Commerce. I have always felt that they were extremely professional and hardworking," Montoya said. "They are quite creative, and not just because they are architects, but also direction they have taken {their company}. Their business has extended to some different realms." The brothers made a conscious decision during the mid-1980s when times were tough to diversify the Roybal Corp.'s services. The firm began offering services in areas such as environmental engineering, interior design and facilities management. In 1989, the company opened an office in Tulsa, Okla., which focuses on facilities management. It now employs about 30 people. The environmental division has grown significantly over the past few years, particularly after receiving a contract with the U.S. Department of State. "We really have blossomed in all directions," Ron said. "Our biggest challenge today is to make each division grow." As far as whether or not this first generation family business will ever become multi-generational, the brothers said they haven't thought too much about it yet. Both have young children and, while encouraging of their early interest in design, are careful not to push them in that direction. "But if they chose to do that," Ron said, "there would be some opportunities."