november/december 2012

©2012 Charter Communications. *25% savings claim based on average phone company standard rates across Charter markets as of 7/11/12 vs. Charter Business promotional offer. **Internet speed comparison between Charter Business Internet Essentials20 and 3Mbps DSL (downloads only). Internet speeds may vary. ‡Local phone service required to receive Unlimited Long Distance (ULD) and applies only to calls within the U.S., Puerto Rico, and Canada. Usage monitored for improper use and abuse, and Charter may move customer to another long-distance plan or may restrict or cancel customer’s service. ‡‡$350 monthly service required for $500 gift card. Valid while supplies last; subject to change. Restrictions apply. Call for details.

Charter Business Internet6x faster than phone company DSL**

FREE desktop security

FREE custom Web and email addresses

Charter Business PhoneCrystal clear sound

Unlimited long distance‡

21 FREE business calling features

Call 855.684.3374 today. www.CharterBusiness.com

As if getting faster Internet and business phone with predictable pricing weren’t reason enough to switch, Charter Business can save you over 25% versus the phone company. Plus, act now and get up to a $500 gift card when you switch!

“Congress needs more people with experience building businesses, not burning bridges.” -Jim Graves

www.jimgraves.com

Back to business.

Paid for by Jim Graves for Congress

PROFIT

10 News ReelWhat’s happening and who’s moving. Business news from around Central Minnesota.

10 Book ReviewWhat Makes Great Leaders Great; Management Lessons From Icons Who Changed The World by Frank Arnold

12 Your Voice In GovernmentA Case for Reform It’s time to re-engage moderates in Minnesota elections.

13 People to Know

16 Regional Round-Up Moving & Shaking

UpfrontNETWORK

GROW

BusinessTools

PROFIT

Special Sections

•• Tips for a functional home office

•• Entrepreneurial assistance for veterans

•• Become a public speaking superstar

•• 10 trends we won’t remember

ONLY ONLINE

www.BusinessCentralMagazine.com

PROFIT

38 FeatureUnboundedSt. Cloud-area businesses are finding a growing market for their goods and services overseas.

42 Special FocusCreditworthyThe Five C’s of commercial lending have long been used by lenders to evaluate a company’s creditworthiness. But the economic realities of the past several years have changed the way they are applied.

50 Business SpotlightDaniel Funeral Home

This Issue

32 COVER STORYA NEVER ENDING SPIRITEvery entrepreneur has a descriptor. For Bob Coborn, that word is tenacious.

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• CONTENTS

GROW • NETWORK • PROFIT NOVEMBER/DECEMBER 2012

President’s Letter Editor’s Note Business Calendar Network Central Top Hats

6 8 14 2018

CH

AMBE

R ENDORS

ED

BU

SINESS APP

ROV

ED

CH

AMBE

R ENDORS

ED

BU

SINESS APP

ROV

ED

IN EVERY ISSUE

ON THE COVER: The Tuscany neighborhood in the Westwood Parkway Development. Bob Coborn calls the housing development “my crowning glory. It involved 1200 housing units and there are 17 home owners’ associations there. The Tuscany area is one of our best.”

22 Management Tool KitMeeting Mojo Make your meetings matter.

23 Doing GoodSmart Giving Charitable giving can be a valuable business strategy in a down economy.

24 TechStrategiesNewsworthyThere are many tools businesses can use to spread their news.

26 Working WellThe New Age of Addiction Technology addiction can cause deteriorated health, depression, and job loss.

28 Economy Centralpresented by Falcon Bank

43 Financial and Professional Services; Retirement Trust & Financial Planning

45 Smart Business

http://www.businesscentralmagazine.com

http://mashable.com/2012/07/30/tips-home-office/

http://www.sba.gov/bootstobusiness

http://www.entrepreneur.com/article/223109

http://www.ypulse.com/post/view/thats-so-2012-10-trends-of-today-that-will-be-mocked-in-20-years

Serving you with dedicated, highly skilled professionals —

it’s part of our commitment to quality care.

Dedicated, skilled professionals

www.centracare.com

BrandingAds_BusinessCentral_7.11_Layout 1 7/29/11 9:03 AM Page 4

http://www.centracare.com

6 B u s i n e s s C e n t r a l M a g a z i n e • • N O V E M B E R / D E C E M B E R 2 0 1 2

We’re Listening

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••PRESIDENT’S LETTER

NETWORK

Teresa BohnenPresident

I have written about the

value of our Grow Minnesota!

Program in President’s Letters

over the years. We’ve been

involved in this powerful business

retention program, in partnership

with the Minnesota Chamber,

since its beginning 10 years ago.

We’ve called on hundreds of area

businesses and learned first-hand

how to bring them value in an

ever-evolving world.

This year, we increased the

number of calls we made from

50 to 75. I wanted the calls to

be a priority on my already

full schedule, which created

a nightmare of sorts for our

valiant program administrator,

Ginny Kroll.

As always, Ginny got the job

done. Here are some outcomes

from calls we made this year.

A call with Jon Pearson at

Freightliner has us thinking

about ways we can help bridge

ongoing workforce needs with

worker training resources. Our

goal is to complement efforts

of others and be more involved

in workforce issues, as the gap

widens between the needs of our

businesses and the people who

want to work for them.

I called on the general manager

at Verso Paper five days before the

explosion and fire that eventually

caused the company to announce

their permanent closure. We

talked about the regulations

that made staying in business

harder and harder for them. The

government was requiring ever

more from them in taxation and

regulation conformity, even as

their industry contracted by 10

percent per year.

In the days following the

explosion, I found great irony in

the politicians who showed up at

the devastated site pledging to do

“everything we can to keep this

company open.” Weren’t they

the same ones who supported

the regulations and taxation that

made it so difficult for Verso to

stay in business for years before

the accident?

During my last call of

the season, I met with Mark

Krebsbach, managing partner at

CliftonLarsonAllen in St. Cloud.

Their story of growth and expansion

is fascinating. You’ll need to attend

the Grow Minnesota! Panel sponsored

by the Chamber on January 31 as

part of SCSU’s Winter Economic

Institute to get that story. It will be

worth your time.

When the Minnesota

Chamber initiated partnerships

with local chambers to launch

the Grow Minnesota! Program, I

had no idea the value and power

it would bring to our Chamber. It

seemed like just another thing to

get done on top of all the other

Chamber initiatives.

I now believe it is one of the

most important things we do.

Certainly it is one of the most fun

and fulfilling. If you would like to

have a Grow Minnesota! call, call

Ginny Kroll or me. You can learn

more about your Chamber, but

more importantly, we can learn

more about you, which will allow

us to serve you better.

Until next month,

When the Minnesota Chamber initiated partnerships with local chambers to launch the

Grow Minnesota! Program, I had no idea the value and power it would bring to our Chamber.

Teresa Bohnen, President

Visits with area businesses help the Chamber provide value.

N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 7

Main Phone320-251-2940Automated Reservation Line320-251-2940, ext. 126Program Hotline320-251-2940, ext. 125email: [email protected] ST. CLOUD AREA CHAMBER OF COMMERCE STAFF President | Teresa Bohnen, ext. 104Vice President | Gail Ivers, ext. 109Director of AdministrationJudy Zetterlund, ext. 106Special Events CoordinatorVirginia Kroll, ext. 105Communications & Workforce Development Coordinator Whitney Bina Membership Sales SpecialistWendy Franzwa, ext. 134

Administrative AssistantVicki Lenneman, ext. 122Administrative AssistantCindy Swarthout , ext. 100Administrative AssistantSharon Henry, ext. 124 CONVENTION & VISITORS BUREAU STAFFExecutive DirectorJulie Lunning, ext. 111Sales ManagerLori Cates, ext. 113Director of Sales & MarketingJudy Okerstrom, ext. 112Director of Sports & Special Events Kelly Sayre, ext. 128Director of Visitor ServicesJean Robbins , ext. 129ReceptionistNikki Fisher, ext. 100

2012-13 BOARD MEMBERSJim BeckMinnesota School of BusinessJason Bernick Bernick’s - Beverages & VendingGary Berg G.L. Berg Entertainment, Performing Artists & SpeakersCraig Broman St. Cloud Hospital/CentraCare Health System, Board ChairNeil Franz Neils-Franz-Chirhart, Attorneys at LawJayne Greeney SchillSt. Cloud Area School District #742Steve HahnHahnMark, LLCJohn HergesFalcon National Bank, Board Vice ChairScott JohnsonTimes Media

Diane Mendel Playhouse Child CareKris NelsonCustom Accents, Inc.Rick PoganskiPrincipal Financial GroupDr. Earl Potter, IIISt. Cloud State University Roger Schleper Premier Real Estate ServicesJodi SpeicherThe Good Shepherd CommunityBill WinterSt. Cloud Federal Credit Union,Past Board Chair

Chriss Wohlleber Le St. Germain Suite Hotel

marconet.com

A benefits administration company improves service, security, and scalability with a virtualized voice solution. Go to www.marconet.com/VirtualSavings to learn more.

Let’s face it. We’re all looking for ways to save money. And for many businesses, cost savings start with servers because they take up

space and require a sizable energy expense.

Marco can show you how server virtualization can translate into less hardware demands and lower energy costs – plus less worries and

more profits for your business.

From voice redundancy to data backup and storage, a virtualization solution from Marco may be the answer. If you’d like to chat about

how much you could save, we’re all ears.

Save time, space and money. Virtually.

Worry less. Focus more. Save lots.

http://www.marconet.com


••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••EDITOR’S NOTE

NETWORK

T .hose of you who have been

around St. Cloud a long time

will remember the Darrell

Burger. The Darrell Burger was

the signature item at the Flat Iron

Restaurant. This triangular shaped

building located near the railroad

tracks in downtown St. Cloud now

houses Studio D Photography.

But in the late 1970s and 1980s

it was home to a tiny iconic

restaurant that served – by its own

proclamation and that of its patrons

– the Best D*** Burgers in Town.

(The *** are mine.)

One evening as we entered the

restaurant we noticed the ceiling

was draped with ribbons. Attached

to the ribbons with clothes pins

were $1 bills and note cards with

PYMWYHI written on them.

Of course we asked what it was

about. Darrell said if we gave him

$1 he’d tell us. In a rare moment

of insight, I suddenly knew what

it meant. I didn’t think I knew. I

knew. I was absolutely certain.

My friend, of course, didn’t

believe that I knew and I wouldn’t

tell him. So he paid his $1, I

said what it meant and Darrell

confirmed that I was right.

I can count on one hand –

probably one finger – the number

of times I have been able to make

such a connection between the

obscure and the concrete.

Not so Bob Coborn. (See the

cover story on page 32) Serial

entrepreneur and self-described

tenacious businessman, Bob

has spent his life seeing the

indecipherable and turning it into

jobs. He sees an isolated cornfield

and turns it into a popular housing

development. He sees a water

testing lab and turns it into an

international provider of freeze-

dried microbes. He sees an aging

population and turns nursing home

care into home-nursing care. He

sees young entrepreneurs with

ideas and helps turn them into the

next major employer.

I’ve been thinking a lot lately

about inspiration and innovation.

Eli Whitney saw a cat reach

through a fence to grab at a chicken

and was inspired to invent the

cotton gin. Many people had seen

that same image before Eli Whitney

and none of them invented the

cotton gin. I asked Bob how he

made the connection between a

business in northern Minnesota

that manufactured lyophilizers for

taxidermy use and his water testing

lab in St. Cloud. “I’m tenacious,”

he said. “I define that as a never-

ending spirit. If we decide we’re

going to do something, we do it.

We don’t give up and walk away.”

I think that’s a fancy way of

saying, “I don’t know.

It just happens.”

Sort of like my understanding of

PYMWYHI.

If you’ve read this far hoping I’ll

tell you what PYMWYHI is, you’re

going to be disappointed. However,

if you send me $1 or give me $1

next time you see me, I’ll tell you.

And should I actually receive any

money, I will donate it to the Glenn

J. Imholte/Chamber Connection

2013 Unite For Success High

School Scholarship.

Until next issue,

PYMWYHI

St. Cloud’s

Microbiologics is

a leading provider

of quality control

microbes. I was given

the opportunity to see

some of the secrets to

their success, but they

truly are secrets, so we

settled for a photo in

the lab.

Gail IversVice President

Editor

I can count on one hand – probably one finger – the number of times I have been able to make such a connection between the obscure and the concrete.


110 Sixth Avenue South • P.O. Box 487, St. Cloud, MN 56302-0487

Phone (320) 251-2940 • Fax (320) 251-0081

www.BusinessCentralMagazine.com

For advertising information contact Wendy Hendricks, (320) 656-3808,

110 S. 6th Ave. • P.O. Box 487, St. Cloud, MN 56302-0487.

Editorial suggestions can be made in writing to:

Editor, Business Central, P.O. Box 487, St. Cloud, MN 56302-0487.

Submission of materials does not guarantee publication.

Unsolicited materials will not be returned unless accompanied

by a stamped, self-addressed envelope.

© Copyright 2012 Business Central LLC

Business Central is published six times a year by the St. Cloud Area

Chamber of Commerce, 110 Sixth Avenue South • P.O. Box 487,

St. Cloud, MN 56302-0487 • Phone (320) 251-2940

Fax (320) 251-0081 • Subscription rate: $18 for 1 year.

Publisher Teresa Bohnen

Managing Editor Gail Ivers

Associate Editor Dawn Zimmerman

CONTRIBUTING WRITERSWhitney BinaSt. Cloud Area Chamber of Commerce

Colette CarlsonCliftonLarsonAllen

Sharon HenrySt. Cloud Area Chamber of Commerce

Dr. Fred E. HillSt. Cloud State University

Gail IversSt. Cloud Area Chamber of Commerce

Tracy KnoflaHigh Impact Training

Al KremersGSCDC’s air service corps

David OlsonMinnesota Chamber of Commerce

Lawrence SchumacherWordbender Communications, LLC

Briana StonelakeWorkplace Behavioral Solutions

Jacki TemplinPlaza Park Bank

Dawn ZimmermanThe Write Advantage

ADVERTISINGAssociate Publisher/Sales Wendy Hendricks, Hendricks Marketing

Ad Traffic & Circulation Yola Hartmann, Hazel Tree Media

ARTDesign & Production Yola Hartmann, Hazel Tree Media

Sarah Sucansky

Cover Photo Joel Butkowski, BDI Photography

ACCOUNTINGAccountant Judy Zetterlund

WEBSITEVicki Lenneman

Charles W. MootyCEO, Faribault Woolen Mill CompanyInterim CEO, Fairview Health ServicesThursday, January 24, 201311:30 a.m. – 1:00 p.m.River’s Edge Convention Center

Charles “Chuck” Mooty has more than30 years of business and civic leadershipexperience. He earned both hisbachelor’s degree and a Masters ofBusiness Administration degree from theCarlson School of Business at theUniversity of Minnesota. After graduating,Chuck worked for SuperValu in theFinance and Treasury departmentsbefore transitioning to InternationalDairy Queen, where he served in avariety of leadership roles for more than21 years. During his last eight years ofservice with International Dairy Queen,Chuck held the titles of Chairman,CEO and President.

Currently, Chuck is President and CEOof Faribault Woolen Mill Company. Heis also serving as interim CEO of FairviewHealth Services—a large, integratedhealth system headquartered inMinneapolis. Chuck has volunteered atFairview for more than 12 years invarious governance capacities. He is thecurrent chair of the board of directors forFairview.

Chuck is a life-long resident of Minnesota,and he is active in a variety oforganizations and community activities.He and his wife Elizabeth reside inMinneapolis and have three grownchildren—John, Paige and Will.

www.anderson-cen te r .o rg

For more information,call Eric Jungels at 320.251.5420

JANUARYKEYNOTESPEAKER

Corporate Sponsors


••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••UPFRONT GROW NETWORK PROFIT NEWS & PEOPLE THAT MAKE UP THE CHAMBER NETWORK

Management Know-howPersonal stories tell how management know-how helps leaders reach goals. Reviewed by Fred E. Hill

BOOK REVIEW

Author Frank Arnold

introduces his book stating,

“Regardless of the domain in

which you wish to achieve

your goals, one thing is certain:

management know-how will

be an essential prerequisite for

attaining them.” Management

know-how is not just applicable

and essential to business. He

refers to his book as a practice-

based manual designed to be

put to practical use.

Arnold has a lofty premise.

He says that “Spotlighting key

aspects of the achievements of

icons from all kinds of social

domains clearly shows just

how widely and effectively

management know-how

can be used to attain specific

objectives.” Would that this

were always true. I applaud his

efforts in giving his readers one-

stop shopping for management

know-how. I agree with his

position of “while management

know-how may most clearly

come into its own in running

an organization, the knowledge

underlying it is actually applied

everywhere, whenever people

perform, achieve results, or

attain goals.”

The book is organized

around three core areas:

Managing Organizations,

Managing Innovation, and

Managing People. There are 56

chapters structured under the

three core areas. Each chapter

shares an important perspective

of learning from an historical

icon. For example, the icon

for Chapter 44, Create Trust,

is learning from Levi Strauss;

the icon for Chapter 53, Foster

Creativity All Life Long, is

learning from Pablo Picasso.

The author lists ten social

domains of expertise or

specialist knowledge. They

are Art, Music, Culture,

Sports, Medicine, Military,

Science, Education & Training,

Politics, and Economics. He

interweaves these domains

in and through his three core

areas. He has 14 chapters under

Managing Organizations, 10

chapters under Managing

Innovation, and 32 chapters

under Managing People. I’m

not sure if he is connoting

that managing people is

more difficult than managing

organizations. (It is okay to

laugh here).

I confess I did not know

that Niki Lauda is a former

Formula One race car driver

(see Chapter 51, Think

Constructively, learning from

Niki Lauda) – who started

Lauda Air and NIKI airlines. His

chapter convinced me to read

and enjoy this book. Try it –

you may feel the same way! BC

Dr. Fred E. Hill is a professor of

Learning Resources Services,

at St. Cloud State University.

What Makes Great Leaders Great; Management Lessons From Icons Who Changed The World by Frank Arnold, McGraw-Hill, New York, 2012, ISBN 978-0-07-177051-4

Adelman Advertising wins awardsAdelman Advertising won two 2012 National Mature Media Awards for lifestyle folders created for The Fountains at Hosanna! Senior Living in Lakeville and Trails of Orono Assisted Living & Memory Care in Orono. The program, presented by the Mature Market Resource Center, recognizes the nation’s finest marketing, communications, educational materials, and programs designed and produced for older adults.

Freightliner earns certificationFreightliner of St. Cloud has been certified as an Elite Support Dealer. Elite Support focuses on enhancing dealership processes that address customer concerns. To become Elite Support certified, dealers need to demonstrate proficiency in 19 areas including express assessment and customer amenities.

Attorneys recognized as “Super Lawyers”Steven Schwegman and James McAlpine, attorneys with the Quinlivan & Hughes law firm, were selected as “Super Lawyers”

by Thompson Reuters. Schwegman was selected as a “Minnesota Super Lawyer” and McAlpine was selected as a “Rising Star.”

NEWSREEL

CH

AMBE

R ENDORS

ED

BU

SINESS APP

ROV

ED

CH

AMBE

R ENDORS

ED

BU

SINESS APP

ROV

ED

10 11 12 13 14 15 16

Book Review Point of View Your Voice in Government People to Know Business Calendar It Happened When? Regional Roundup

Schwegman

McAlpine


POINT OF VIEW

Business Central asked readers: “What significant changes have you seen in your profession or business over the last few years?”

Mike GundersonCartridge World

“We’re in the technology business so it’s always changing.”

Kirsten Freeman360 Chiropractic

“We have seen a resurgence in the acknowledgement and appreciation of holistic care. We are also working more with the medical community.”

Dick AndersonHoliday Inn & Suites

“Business is still good. Competition continues to be strong and people are updating their properties, which is good for the industry.”

Jeanine NistlerCentraCare Health System

“The opportunities and avenues for communication with the public have increased tremendously. Traditional print and broadcast media have now become almost limitless.”

Mike NiesNies Electric

“There was a fast decline and now a slow increase in our business. We lost over one third of our electricians and half of the shops.”

medica works for your business.Medica is a leader in providing personalized healthcare coverage. And we offer the region’s most comprehensive portfolio of plan options.

Whether you’re looking for cost savings, flexibility, or access to providers, there’s a Medica plan that works for you. Plus, employees get to choose personalized coverage that fits the way they live.

So choose the health plan that works hardest – provides the most value – for you and your employees. Medica works for you.

For more information, call your broker, or call Medica at 855-55-FOR-ME.

MDCA2443B19b-4pt875x7pt375.indd 1 9/17/12 9:43 AM


YOUR VOICE IN GOVERNMENT

Bader joins Rajkowski HansmeierSteven A. Badar has joined Rajkowski Hansmeier as an

associate attorney. Badar is a graduate of Gonzaga University School of Law. He will practice in the areas of insurance defense, construction law, criminal law, and general litigation.

Schlenner Wenner hires staffSchlenner Wenner & Co. hired the following people: Mark Ebensteiner, Mary Backlund, Tim Beyl and Jon Latcham. Ebensteiner joins the accounting and audit department as a senior accountant. Backlund joined the accounting and audit team in Little Falls as manager. Beyl and Latcham, recent SCSU grads, join the firm as tax and accounting staff.

CSB Board members namedThe College of Saint Benedict Board of Trustees has named five new members: Rebecca Bergner Coborn, Terrance Dolan, Patricia Ruether, Tu Tran, and Pam Bacon.

NEWSREEL

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••UPFRONT

NETWORK

A Case for ReformIt’s time to re-engage moderates in Minnesota elections.

Every legislative seat is up for grabs

in the November elections. Are you

excited by your party’s candidates?

Were you actively engaged in selecting

candidates who will appear on local ballots?

It’s a good bet most Minnesotans would

answer “no.”

Minnesota takes pride for consistently

ranking near the top in voter turnout, yet

a majority of rank-and-file citizens play a

minimal role in selecting the candidates from

whom we ultimately choose an officeholder.

A tiny number of political activists do the

choosing for us by showing up at their

local party caucuses. Even fewer use that

steppingstone to attend party conventions

where they endorse candidates, the majority

of whom wind up on the November ballot.

The time-consuming and unfamiliar process

tends to discourage moderates – both the

moderately interested and the moderately

leaning – and to reward those who are

singularly focused on hot-button issues.

Give credit to the activists who show up

for the debates. They unfortunately have

transformed today’s political parties into either

far-right or far-left ideologies that can be a

deterrent to crafting thoughtful, bipartisan

solutions to today’s complex challenges.

Here are some ideas to reform Minnesota’s

nomination process:

•• Candidate recruitment: We must work

harder to encourage and enable people to run

for office. Wouldn’t it be great if the choice

on the ballot were between a Democrat

and a Republican who each had practical,

private-sector business experience of how our

economy works?

––––––––•• Stronger citizen engagement: When

did you last attend a caucus? We need

to change the process and make it more

welcoming and understandable.

––––––––

•• Eliminate caucuses: Great idea,

great history, but today the system is

polarizing our democracy and crippling

our ability to govern.

––––––––•• Move the primary: An earlier primary

creates a fairer playing field for challenger

candidates against entrenched incumbents.

At present, a candidate new to the game

needs to navigate the treacherous waters of

the party endorsement and primary process

over a seven-month period – only to have 83

short days to build a viable campaign for the

November election.

Finding ways to enlist more individuals

to seek office is the first step, but that alone

won’t solve our current predicament. We

may need to change the rules just a bit. Then

the silent majority needs to show up and

participate – or quit complaining. BC

David Olson is president of the Minnesota Chamber of Commerce. For more information, visit www.mnchamber.com.

Badar

Ebensteiner

By David C. Olson

IN THE NEWS

COMMUNITY PRIORITIES INITIATIVE RECEIVES FUNDINGThe Central Minnesota Community Foundation and the Initiative Foundation awarded $52,500 to area projects within the St. Cloud Area Community Priorities Initiative. Organizations that received grants include: St. Cloud State University, St. Cloud Area Family YMCA, United Way of Central Minnesota, Greater St. Cloud Development Corp., and the City of St. Cloud.

Beyl

Latcham

Backlund

Coborn Dolan

Ruether Tran Bacon


Jason BernickBernick’s - Beverages & Vending

(320) [email protected]

Diane MendelPlayhouse Child Care


Dr. Earl H. Potter IIISt. Cloud State University


Roger SchleperPremier Real Estate Services


Chriss WohlleberLe St. Germain Suite Hotel


PEOPLE TO KNOW

Five Elected to Chamber BoardThe following individuals have been elected to fill three-year terms on the Board of Directors of the St. Cloud Area Chamber of Commerce.

If you’re looking for financial resources to take your business to the next level, count us in. For decades, Bremer bankers have been helping movers and shakers all across the region. We have the resources and the business savvy to help you get where you want to go – locally or globally. Talk to a Bremer business banker near you.

NO MORE STATUS QUO.JOIN ME.

COUNT US IN.Downtown St. Cloud • 251-3300 West St. Cloud • 656-3300Sauk Rapids • 252-1938 Sartell • 255-7121 Rice • 393-26001-800-908-BANK (2265) Bremer.com Member FDIC. © 2012 Bremer Financial Corporation. All rights reserved.

BRE1006A6BCM 4.875x7.375.indd 1 11/28/11 3:06 PM


•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••UPFRONT

NETWORK

Nov. 7 and Dec. 5

Lunchtime Learningnoon-1 p.m.Educational networking events that give busy professionals a chance to stay on the cutting edge. Meets the first Wednesday of the month at the Chamber office, 110 6th Ave. S. Registration is required: $15 for Chamber members, $22

for the general public.

November 7: sponsored by KDV, with Dorraine Larison, Gray Plant Mooty, presenting “Avoiding High

Stakes Wage and Hour Claims”

December 5: sponsored by WACOSA, with Mike Schlough, Park Industries, presenting “How to Keep Your Customers Coming Back for Life”

Dec. 7

Chamber Connection Birthday Party7:30 - 9 a.m. This fun-filled event celebrates the anniversary of Chamber Connection. $1 at the door; no reservations required. Coyote Moon/Territory Golf Club, 480 55th Ave. SE, St. Cloud

Nov. 8 and Dec. 6

Business After Hours4:30 - 6:30 p.m.A complimentary open house for Chamber members and guests. Bring lots of business cards and

prepare to grow your network!

November 8: hosted by House of Pizza, 1733 Pine Cone Road S,

Sartell

December 6: hosted by St. Cloud Technical and Community College, 1540 Northway Drive,

St. Cloud

Nov. 15 and Dec. 20

Sauk Rapids Chamber11:30 a.m. - 1 p.m. For businesses interested in Sauk Rapids issues. Lunch is provided by the host when you register at least two days in advance. Located at Good Shepherd Fellowship Hall,

1115 4th Ave. N, Sauk Rapids

November 15: hosted by Wells Fargo with a presentation by Representative Tim O’Driscoll on “What to expect from the

Legislature in 2013”

December 20: Holiday Networking hosted by the Good Shepherd Community

Nov. 9 and Dec. 7

Government Affairs7:30 - 9 a.m. A discussion of local government issues on the second Friday of the month, at the Chamber office,110 6th Ave. S

November 9: Post Election Discussion

December 7: Legislative Session Preview

Nov. 21 and Dec. 19

Waite Park Chamber11:30 a.m. - 1 p.m. For businesses interested in Waite Park issues. Lunch is provided by the host when you register at least two days in advance.

November 21: hosted by St. Cloud Area ISD #742, with a presentation on the Student Success Initiative. Discovery or McKinley School (TBD)

December 19 : Holiday Party hosted by Sentry Bank, at Moose Family Center, 1300 3rd St. N, with entertainment by Tech High School singers, sponsored by

Forsberg Investments & Insurance

For information on these or other

business events, call 320-251-2940.

Technology and Education ConferenceAnnual conference featuring training in legal, human resource, technology, and other areas. Free and open to the public; 8 a.m. – noon. Holiday Inn & Suites, 75 37th Ave. S, St. Cloud

Can’t miss opportunities to influence, promote, and learn.

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••BUSINESS CALENDAR

NOVEMBER/DECEMBER 2012 •• Visit events.StCloudAreaChamber.com for a detailed calendar.

NOVEMBER 6

Brandenburg completes trainingRonald W. Brandenburg, Quinlivan &

Hughes P.A., completed a 30-hour civil mediation training requirement and is now a Qualified Neutral under Minnesota Rule 114. Brandenburg can expand his practice to include the mediation of business and employment disputes.

Women on Stage raises $150,000Women on Stage, an annual fundraiser through the Central Minnesota Community Foundation Women’s Fund, raised a record $150,000 for local programs that support women and girls. Proceeds were granted to Clara’s House, Anna Marie’s, Whitney Center and the Women’s Fund Scholarship Fund.

Marco acquires business, hires staffMarco acquired TelServ Communications, Inc., a voice communications, data networking, and managed IT services provider located in Aberdeen, SD.

Marco also partnered with Five Star Telcom, Inc. Employees from Five Star Telcom joined the Marco team and will continue to provide voice and data sales and service to current customers.

Jim Boettcher was hired as a managed service manager and business analyst and Katie Streitz was hired as a managed services client relations specialist.development and sales.

Compiled by Whitney Bina

For consideration in Business Central’s News Reel, please send press releases to Gail Ivers, Editor at [email protected]

NEWSREEL

Brandenburg

Boettcher

Streitz


IT HAPPENED WHEN?

1989 The Birth of Chamber Connection

The St. Cloud Area Chamber’s Number One networking program, Chamber Connection, has grown

significantly since it began in 1989. Luke Cesnik, Computech, Inc., started the program, with 22 people attending the first meeting in the basement of the old Chamber office.

Tom Moore, president of the Chamber at the time, approved of the program but had one big concern. There was no exit strategy if the Chamber Connection failed to catch on. However, attendance grew quickly and soon over 40 people were at each meeting. After the first couple of years, attendance at Chamber Connection was consistently above 100 members.

Today, Chamber Connection still begins with introductions, is hosted by a Chamber member, and includes time for

announcements and testimonials. Every year in December, the Chamber

celebrates the birthday of Chamber Connection. Help celebrate Chamber Connection’s 23rd birthday this year on December 7 at Coyote Moon/Territory Ridge Golf Club. No inflation here – the price is still a steal at $1 at the door. BC

TOP: Chamber Connection Birthday Party December 1999 with chair Tammy Schlough Buttweiler (center).

BOTTOM: Jim Gruenke (left) and Luke Cesnik at the Chamber Connection Birthday Party December 2009.

First Anniversary of the Chamber Connection – December 1990. Jim Hoolihan congratulated Luke Cesnik for his contribution in starting the group.


REGIONAL ROUNDUP

Moving & ShakingThe announcement that international manufacturer Geringhoff is expanding in St. Cloud may be the biggest economic development news to hit Central Minnesota in the last few years. But look around – there is plenty of other good news.

ST. CLOUDEarlier this year three businesses were able to take advantage of a construction assistance program offered by the St. Cloud Economic Development Authority. All three projects are expected to be substantially finished by December:

•• Jason Friese Dentistry is building a 3600 sf building on 25th Ave. S on the site of the former Schwinn bicycle shop. The expansion is expected to retain three and add two jobs.

•• Executive Express added 4000 sf at their existing location on Southway Drive in St. Cloud. The expansion is expected to retain 17 and add at least nine new jobs.

•• Arctic Cold Storage is completing an 18,000 sf expansion to accommodate new technology. The project is expected to retain 50 and add eight new jobs.

•• Also in St. Cloud, Microbiologics completed a substantial addition and remodel of their existing facility, and Marco completed a new headquarters building at 4510 Heatherwood Rd, St. Cloud.

“Right now we’re working with a large existing manufacturer about a possible expansion,” Cathy Mehelich, St. Cloud’s

economic development director, said. “And another international manufacturer is looking at St. Cloud or Sauk Rapids. They’ll have 60 jobs to start.”

Interest in the area has been driven by workforce needs, Mehlich said. “We’re getting interest from North Dakota and Canada because of our workforce – it’s skilled, it’s substantial, and it’s available.”

For more on Geringhoff, see the story on page 28.

ST. JOSEPHIf you haven’t seen St. Joseph lately, you haven’t seen St. Joseph. New construction and redevelopment has changed the face of downtown, leaving only one store vacant, according to Cynthia Smith-Strack, economic development consultant for the City of St. Joseph. Highlights include:

•• The Mill Stream Shops and Lofts are full

•• The College of Saint Benedict completed new dorms and athletic facilities

•• Collegeville Development Group’s senior housing, The Villages at CSB, are directly adjacent to the new student housing.

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••UPFRONT

NETWORK

CHECKLIST

Fly St. Cloud to Grow St. Cloud

By Al Kremers

Beginning December 15th, Allegiant Air will provide twice weekly jet service to Phoenix from the St. Cloud Regional Airport. Direct flights, low fares, close proximity to the airport, and free parking are just the immediate personal benefits of using this service. Additionally, successful Phoenix service is an essential step in securing Chicago service.

Twice daily Chicago service will have an $8 million annual economic impact on the region from growth in goods and services provided to area businesses and visitors to the region. Chicago service improves the region’s ability to compete for national and multi-national companies, resulting in further economic benefit to the region. Everybody benefits from a growing economy.

Chicago service provides travelers access to a less expensive hub with more daily flights and connections to more destinations. Rather than spending three hours driving to Minneapolis, clearing security and waiting at the airport, travelers can be in Chicago engaging in business or pleasure or on to their final destination.

Community support is key to acquiring Chicago service. l Fly St. Cloud l Share your travel information at www.LetsGoSTC.com. l Make a tax-deductible pledge to match the minimum revenue guarantee grant by contacting Jami Bestgen at [email protected] or 320-252-2411.

Al Kremers is chair of the Greater St. Cloud Development Corporation’s air service corps, a founding member of the GSCDC, and a director at DeZurik and DCI.

Construction on County Road 2, west of St. Joseph, started in September.


•• The City of St. Joseph is about 40 percent through a large business retention and expansion survey that covered 150 local businesses. “The survey results will help the city identify red flags for development,” Smith-Strack said. “We hope to learn which businesses might be thinking about leaving and why, who might need some assistance, and if there are any regulatory or development processes that we can streamline. “

•• Construction of the County Road 2 to County Road 3 connection has finally begun. This interchange, west of St. Joseph, will move truck traffic out of downtown St. Joseph, without restricting local traffic.

SAUK RAPIDSSauk Rapids’ downtown continues to enjoy growth and redevelopment. The Old

Capital Tavern, Good Patina, Flying Pig Pizza, and Independent Lifestyles all opened in the downtown area in the past year. Along with the new faces, long-time downtown resident, Jimmy’s Pour House did an outside remodel and Wash ‘n Tan received a major face-lift helping the town continue its pattern of growth and development that received a jump start with the completion of the Sauk Rapids Bridge in 2007.

Other development in Sauk Rapids includes:

•• Hardware Distributors put on a

40,000 sf expansion•• Custom Caseworks added

15,000 sf to their facility•• The Torborg apartments and

townhomes on U.S. Highway 10 will be finished by the end of 2012. The development has been well–received with all 20 townhomes already leased.

WAITE PARKA few businesses that recently opened in Waite Park include: Fiesta Taco, Mexican Village Too Express, and Treasure Chest. BC

“We’re getting interest from North Dakota and Canada because of our workforce –

it’s skilled, it’s substantial, and it’s available.”

When joints wear out, we rebuild. Stay active with minimally invasive joint replacement surgery from St. Cloud Orthopedics.

Knee & Shoulder • Joint Replacement • Sports Medicine • Hand Center • Trauma • Spine Center • Foot & Ankle • Physical & Occupational Therapy

1901 Connecticut Ave S, SartellStCloudOrthopedics.com

320.259.4100

orthopedics redefi ned

In 2011, our orthopedic surgeons

successfully completed over

7,500 surgical procedures.

(verb) restore to sound condition after damage or injury

See also: St. Cloud Orthopedics

re pair

http://www.stcloudorthopedics.com


The 2012 Chamber Open was held at Blackberry Ridge Golf Club. Almost 140 golfers participated.

Jim Gruenke, Mark J. Traut Wells (right) says “I’m such a lousy golfer that the only way I can get any recognition is to round up random bystanders and convince them to act like they are impressed with my game.” And make sure there’s a photographer standing near-by.

Kirsten Freeman, 360 Chiropractic (left) and Jeanine Nistler, CentraCare

Mark Larkin, CentraCare Health Foundation (left) and Craig Broman, St. Cloud Hospital

Cheryl and Mike Nies, Nies Electric

Oops! Bob Miller, Kendeco (L) didn’t know his own strength when he borrowed a club from Mike Gibbons, St. Cloud State University.

(From left) Angie Hill, Restoration Professionals; Kristen Berreau, St. Cloud Overhead Door; Wendy Hendricks, Hendricks Marketing; Jackie Tendrup, Finken Water Centers; Tara Tollefson, Plaza Park Bank

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••UPFRONT

NETWORK CENTRAL

Network!The Chamber Open Photography by QuarterTon Productions

NETWORK CENTRAL

Business After Hours at CentraCare Health System River Campus

Cheryl Hochhalter, Bremer, and Peter Maus, J. F. Kruse Jewelers


(From left) Kyle Gregory and Aaron Smith, Schlenner Wenner and Co.; and Dan Anderson, Miller Welle Heiser Steve Sauer, Erickson Electric and Pat Bitzan

(From left) Dee Rengel, Rengel Printing; Rachelle Nelson, Sentry Bank; and Peter Mullin, Kramer Financial

Don Bitzan, DJ Bitzan Jewelers

Network!Business After Hours at DJ Bitzan Jewelers

NETWORK CENTRAL

Mike Schmitt, Coldwell Banker Commercial-Orion (left) and Ted Takala, Wells Fargo Bank


ProvidaCare Medical Supply, a respiratory/durable medical equipment company for oxygen and PAP therapy, 414 Great Oak Drive, Waite Park. Pictured: Inese Mehr, Lisa Strong, Vicki Burton and Owen Peterson.

Cragun’s Resort Legacy Golf, 11000 Cragun’s Drive, Brainerd. Pictured: Diane Ohmann, Jackie Giefer and Owen Peterson.

McGough Construction, new construction and renovation in all sectors of the construction industry, 3900 Roosevelt Road, Suite 115, St. Cloud. Pictured: Owen Peterson, Danielle Johnson, Jim Rothstein, Janet Artmann and Inese Mehr.

CDS Welcome Home, LLC, a six bedroom home for assisted living on five acres on the Mississippi River, 616 22nd St. S, St. Cloud. Pictured: Chris Panek, Chris and Dara Smith and Jill Magelssen.

Skin FitNessMD/The Vein Center, offers a wide variety of safe, proven ways to enjoy younger, healthier looking skin, 1990 Connecticut Ave. S, Sartell. Pictured: Brenda Eisenschenk, Maretta Johannes, Kristin Storm and Kris Hellickson.

Artzeria, digitally customizing your photos, 1257 2nd St. N, Sauk Rapids. Pictured: Tauna Quimby, Jim Schmitz, Dan Stevenson and Kris Nelson.

DAYTA Marketing, social media marketing, 921 1st Street N, Suite 205, St. Cloud. Pictured: Chris Panek, John Riordan, Luke Riordan and Jill Magelssen.

Avalon Fortress Security Corporation, full protection security, 2407 109th Ave. NE, Suite 110, Blaine. Pictured: Tauna Quimby and Dan Seman.

Lester’s Water Works, horizontal drilling for geothermal, 26052 County Road 139, St. Cloud. Pictured: Eric Wille, Tauna Quimby and Lester Wille.

Food Dudes Delivery, delivery and catering from a wide variety of local restaurants, 408 ½ 37th Ave. N, St. Cloud. Pictured: Kris Nelson, Dave Carlson and Jayne Greeney Schill.

TOP HATS | New Members

Contact Jaime Engel320.257.7100www.jdb.com

Featured Project AbeTech

Highlights:Over 130 Pages , Kentico CMSRandom Customer Quote Repeater, Web Analyticswww.abetech.com

Call today for all your IT needs:• Web Site Design and Development• Content Management Systems (CMS)• Search Engine Optimization (SEO)• E-commerce

• Custom Applications Development• Dashboards and Reporting• Project Management• Network Design and Support

HARNESSING TECHNOLOGY. UNLEASHING

YOUR POTENTIAL.

http://www.bernicks.com


25 year Chamber member Workplace Behavioral Solutions, human resource and manage-ment consultation, 1015 St. Germain St. W, Suite 440, St. Cloud. Pictured: Jayne Greeney Schill, Emily Larsen, Shawn Friday, Briana Stonelake and Inese Mehr.

The Work Connection, temporary help services, 200 25th Ave. S, Suite 103, St. Cloud. Pictured: Roger Schleper, Nathan Brown, Joel Marie Neubert, and Kris Nelson.

25 year Chamber member Express Employment Professionals, locally owned employment expert with 26 years staffing industry experience, 1410 St. Germain St. W, St. Cloud. Pictured: Jayne Greeney Schill, Christy Zietlow, Kimberly Kowach, Jill Magelssen, Amy Sip, Tiffany Platz, Tristen Moulzolf and Roger Schleper.

Restoration Professionals, 24 hour emergency service, fire, water, mold, and more clean-up, power washing, 301 34th Ave. S, Waite Park. Pictured: Jayne Greeney Schill, Chris Steinke, Angie Hill and Kris Nelson.

25 year Chamber member Royl Masonry, 2445 Imperial Drive, St. Cloud. Pictured: Diane Ohmann, Kurt Lommel and Jayne Greeney Schill.

Schuler Shoes, 342 3rd St. NE, Waite Park. Pictured: Diane Ohmann, Maggie Kihin and Kris Nelson.

25 year Chamber member Kalenda Law Office, 919 St. Germain St., Suite 2000, St. Cloud. Pictured: Jayne Greeney Schill, Theresa Loch-Thoele, Robert Kalenda, Bonnie Johnston, Brenda Pretzer and Kris Nelson.

CW Technology, provider of managed IT services and system procurement 25113 21st Ave., St. Cloud. Pictured: Chris Panek, Mike Kiekenapp, Kathleen Court Stanger, Josh Niezgoski and Tauna Quimby.

TOP HATS | New Locations, New Ownership & Expansions

AirMaxx Trampoline Park, indoor trampoline park offering family fun and fitness, 3900 Roosevelt Road, St. Cloud. Pictured: Garrett Ewers, Nate Heilman, Owen Peterson, Dr. Mike Balfanz, Russ Pikus, Rob Young, Tauna Quimby, Kayla Deters and Ken Larson.

Massage Envy, a massage therapy franchise catering to people who want the benefits of massage at an afford-able price, 2714 W Division St., St. Cloud. Pictured: Bob Lien, Sandy Loom, Amber Larson, Scot Ziessman.

TOP HATS | New Businesses TOP HATS | Milestones

St. Cloud Surgical Center1526 Northway Drive • St. Cloud • 251-8385 • 800-349-7272

www.stcsurgicalcenter.com

Accredited byAccreditation Association for Ambulatory Health Care, Inc.

Celebrating 41 Years of Excellence

in Caring for You!

Celebrating 41 Years of Excellence

in Caring for You!

Continuing to Make a Difference!

Continuing to Make a Difference!


A sk twenty people their pet peeves about meetings and you can

be sure they will have similar responses. These include: meetings that start late, run over allotted time, allow participants to engage in extended tangents, don’t accomplish anything, were unnecessary to begin with, had no clear leader, and allowed participants to hold side conversations or text continuously during meetings. Curtailing these behaviors will not only enable your meetings to be more effective, it will

create meetings that your employees will be happy to attend.

Try these techniques to enhance your meeting mojo.

1) Make sure you have acompelling reason to meet. Don’t allow a “regularly scheduled” meeting time to dictate your plans. You either DO have something to accomplish or you DON’T. Cancel meetings when you don’t have important things to accomplish. Special note: make sure you have at least two

methods of contacting people about cancelled meetings. Every effort must be made to alert folks of cancelled meetings in order to maintain employee trust.

2) Create a working agenda. This means a written agenda that is available prior to the meeting as well as at the meeting. This document allows you to focus and re-focus discussions and provide opportunities for participant research and reflection on issues. This document should have lines under each agenda item so that people can take notes (even electronically) and review their action items and areas of responsibility following the meeting. The agenda should be projected or displayed on a wall of the meeting room with the actions taken under each item so that participants who are late can see what has been accomplished without disrupting the flow of the meeting.

3) Start and end every meeting on time. There is nothing more precious in the workplace than time. Respect

your participants’ workload and other commitments by setting a firm time for the meeting and strictly adhering to it.

4) Begin each meeting by setting or reviewing the behavioral norms established for this group. These could include expectations about personal participation, active listening, texting, settling conflicts, etc. These norms may seem awkward at first, but once agreed upon, they become the basis for confronting disrespectful actions.

5) ALWAYS summarize the accomplishments/action items at the end of every meeting. Reiterate how these actions will help the group achieve its goals.

Meetings can be a wonderful way to share information and create strategies for future growth. They can also be a time-consuming waste of valuable employee resources. Get the best out of your people by hosting meetings that they look forward to attending because they realize that you respect their time, talents, and contributions. BC

MANAGEMENT TOOLKIT

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••BUSINESS TOOLS GROW NETWORK PROFIT RESOURCES THAT HELP YOUR BUSINESS GROW

Management Toolkit Doing Good Tech Strategies Tech News Working Well Economy Central presented by Falcon Bank

22 23 24 2625

Meeting MojoA few simple steps will help make your meetings matter. By Tracy Knofla

About the writerTracy Knofla is the co-owner and featured consultant of High Impact Training. She has been presenting to audiences

across the country for more than 25 years.

2827


INTENT IS KEY. Businesses donate to charities in many ways, including cash or property donations (including inventory, supplies and fixed assets), participation on charitable organization boards and time commitments to the charity itself.

. Cash donations provide a dollar-for-dollar deduction unless the donor receives a benefit (i.e. dinner tickets). . Donations of business assets generally yield a deduction no greater than the donor’s cost of the item. . Donations of real estate are deducted at the fair market value of the property. . The structure of a donation can result in an ordinary versus a charitable deduction where the primary intent of the donation is to market the business. Documentation of intent is key.

DOING GOOD

Smart GivingCharitable giving can be a valuable business strategy in a down economy. By Colette Carlson, CliftonLarsonAllen

It’s budget time – time to assess where you’re at and where you’re going. You stare at the

line item “donations.” You know it’s important to contribute to your community in order to keep it strong and vibrant, but in this economy you need to be smart about your giving. Charitable donations are one of those expenditures that provide a double benefit: first, as a tax deduction for a business or for the owner of a pass-through business entity and second, as a marketing tool. Smart donors insure that their donations provide the intended benefit and are also recognized by the community. How? They investigate the financial track record of the charity and they make sure that the donation is reciprocated by the charity in the form of public recognition.

Involvement in a charity provides an opportunity to increase awareness of a business, expand market share and grow the top line. As unemployment rates have increased, charities have seen a decrease in monetary gifts, but an increase in in-kind gifts. Employers can cash in on the desire of employees to “keep on giving” by establishing programs that encourage charitable giving. Some prominent trends in this area include employer matches of employee donations, employer volunteer grants where employees contract with the employer to complete a designated number of service hours in exchange for an employer’s monetary grant to a charity, and the “adoption” of a specific charity by the business.

Washington works for you!As a business owner, I understand what Obamacare and Washington Bureaucracy are doing to our small businesses. I’ve voted to cut spending, balance the budget and address the taxes, regulations, and uncertainty that limits our recovery.

That is why Trust in Small Business and the US Chamber of Commerce have endorsed me, along with hundreds of

families and businesses in Minnesota.PAID FOR BY BACHMANN FOR CONGRESS MicheleBachmann.com


•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••BUSINESS TOOLSGROW

“There’s a plane in the

Hudson. I’m on the

ferry going to pick

up the people. Crazy.”

That’s how the infamous

Hudson River plane landing

story broke. It was a tweet

by a driver of one of the New

York commuter ferries that was

diverted to pick up the stranded

airline passengers. He used his

mobile phone to take a shot

of the plane and uploaded it

to TwitPic, a service that enables

Twitter users to instantly share

their snaps over Twitter.

He was not alone. Within

minutes of the US Airways

flight ditching into the river,

social media lit up with

passengers reassuring their

friends and loved ones,

and onlookers capturing an

unforgettable moment.

Some of the biggest stories

broke in social media: the death

of Osama bin Laden, protests in

Egypt, the royal wedding, and

the death of Whitney Houston.

How we get our news is

changing. On an average day

61 percent of Americans read

their news online and an equal

proportion look to newspaper,

radio and social media, according

to a report by Pew Research

Center. It is estimated that half of

people now learn about breaking

news through social media rather

than official news sources.

Social media is changing

the way media outlets – large

and small – get and report

the news. In most cases,

news media organizations

are using social media to

post news and drive traffic to

their websites. That strategy

accounted for a 57 percent

spike in traffic on their sites

in 2009, and continues to

serve as a significant driver.

This year proved to be a

tipping point with online

news revenue surpassing print

newspaper revenue.

The shift provides significant

opportunities for businesses.

They no longer need to rely

on making the perfect pitch to

a reporter to get their stories

told. Organizations certainly

can begin by posting “news”

through their social media

account. But there are many

tools that businesses of all sizes

can use to spread the news even

farther, faster. Here’s a look at

just three of them:

ShareThis (Sharethis.com) ShareNow (Sharenow.com)Organizations can add a

ShareThis widget or the latest

ShareNow widget to their

website to make it easy for

readers to share their articles on

Facebook, LinkedIn and Twitter.

This goes beyond

adding a Facebook icon to

the website by allowing

organizations to track which

articles are being shared the

most and on which networks.

HootSuite (Hootsuite.com)Some social media

administrators say they could

not imagine life without this

tool. It allows organizations

to manage multiple social

media accounts, schedule

messages to be posted, and

track the posts getting the most

engagement.

BlogFrog (Blogfrog.com)This tool focuses on engaging

what are considered

“influencers” to help spread

specific content. Companies

can use BlogFrog to increase

their online presence, and

blog readership in particular,

by creating or engaging an

interactive community of

social media influencers based

on a topic, vertical market,

demographic, social influence,

or consumer reach. BC

TECH STRATEGIES

About the writerDawn Zimmerman is CEO of The Write Advantage, a St. Cloud-based communications

company that specializes in social media.

It is estimated that half of people now learn about breaking news through social media rather than official news sources.

NewsworthyThere are many tools businesses can use to spread their news without waiting for traditional media to notice them. By Dawn Zimmerman


Paper RulesAt least in some applications. In a

recent survey of readers, Smart-

Pulse on Entrepreneurs found that

a significant majority still use paper

to keep track of their to-do lists. A

distant second was email. Here’s

how the results played out:

57.38% The old fashioned way, on paper

23.77% Through my email program

11.07%It’s all in my head

7.79% Through a web-based application

BY THE NUMBERS

DOING GOOD

BREMER HELPS HUNGER RELIEFThe seventh annual “Taking Action to End Hunger” campaign raised $111,174 – up from last year’s record donation total of $84,614. Bremer Bank’s $50,000 matching gift was met and exceeded when donations increased nearly 32 percent over 2011. In seven years, the Bremer campaign has raised $958,608 for Second Harvest Heartland and local Feeding America food banks.

TECHNEWS

INNOVATION AWARDSThe Center for Nonprofit Excellence and Social Innovation, in partnership with the Greater St. Cloud Development Corporation, presented the 2012 St. Cloud Innovation Awards in Sept. The Small Business I-Award was presented to Dawn Zimmerman and Jon Nock, co-owners of Cloud Co-Working. The Large Business I-Award went to GeoComm. Non-profit I-Awards were presented to the United Way of Central Minnesota and to the Paramount Arts Resource Trust. All winners received a $1000 cash prize.

POWERING YOUR BUSINESS IS HUMANLY POSSIBLEBuild the workforce you need to succeed in this new business environment.

425 East Saint Germain Street Suite 103 Saint Cloud, MN 56304320-251-1924

www.scr-mn.com

Formerly St. Cloud Refrigeration

RefRigeRation HVaC SeRViCe Building automation food SeRViCe

CentRal | metRo diViSionSt. Cloud 320-251-6861

MetRo 800-827-1642

noRtHeRn diViSionBaxteR 800-273-9071

SoutHeRn diViSionRoCheSteR 877-399-4546

Mankato 800-447-3259


W ebster’s Dictionary 2012 defines addiction as a

“compulsive need for and use of a habit-forming substance… characterized by tolerance and by well-defined psychological symptoms upon withdrawal.” How does this relate to technology? We can all likely think of someone who cannot get through a meal, movie, or even a conversation without reaching for a phone to check Facebook or Twitter, or to send a text. Symptoms of technology addiction include:

Excessive Thinking: Excessive Thinking about what you will do when next online, and what you have done recently. For example, laying awake thinking about the next text message you want to send.

Lying: A sign of most addictions. If you need to lie, then you have something to hide.

Experiencing Detriments: If you find yourself staying up late or missing work or class, for example.

Tolerance: If you need increasingly longer periods of time online to achieve satisfaction, you are developing a tolerance.

Cravings: If you get anxious or irritable when you cannot get online or check Facebook, you may be showing withdrawal symptoms.

Technology addiction can negatively impact workplace performance and everyday functioning. “Twenty-seven percent of companies say that they’ve fired employees for

misuse of office e-mail or Internet,” according to Snapshotspy.com. Technology saves time, money, and energy. However, when it becomes addictive, the impact on work performance includes:

•• Increased absences

•• Distraction from work

•• Loss of trust with co-workers

•• Isolation from the team

•• Job loss due to poor performance

Boundaries regarding technology in the workplace should be set to promote professionalism. Boundaries should also be developed at home to ensure that next generation workers know the consequences. “It is not the kids who have brought the widespread use of technology

into the home; it is us [the parents],” concludes a 2011 Barna Group study titled, The Family and Technology Report. As parents, teaching children the proper uses of technology can help minimize technology addiction in the next generation. As an employer, these steps can address technology addiction:

•• Discuss and educate on signs/symptoms

•• Report suspected misuse to a supervisor or the human resource department

•• Provide open door policies regarding this issue

•• Use employee surveys to gain a better understanding of technological uses

•• Gain commitment and understanding from all departments across the organization on this issue

As organizations become more proactive on technology addiction, it may become apparent that some employees are addicted. In such instances, access local services for individual and group therapy to address the addiction and underlying issues. The consequences of untreated technology addiction include erosion of social relationships, health problems, and depression. If you think you may have an issue or are simply curious, take the online test at www.virtual-addiction.com. BC

Briana Stonelake is a Licensed Graduate Social Worker with Workplace Behavioral Solutions.

The New Age of AddictionThe consequences of technology addiction can include deteriorated health, depression, and job loss. By Briana Stonelake

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••BUSINESS TOOLSGROW

WORKING WELL


TECH NEWS

NO MORE TEARSAlmost everyone knows someone who has watched in horror as a cell phone sank sadly into the water – be it the lake or the toilet. Well, salvation may be at hand. A few firms are competing to provide waterproof coating for phone makers, increasing the odds that your next Smartphone will be safe from an inadvertent trip to the loo. That’s just one of a handful of new Smartphone technologies that are on the horizon. Source: Time Techland

Edible WasteAn oxymoron? Maybe not. Inventor and chemical engineer David Edwards is well on his way to creating what he calls WikiCells. The idea is rooted in the way nature delivers nutrients: in a digestible skin “held together by healthy ions like calcium.” Think apples, potatoes, tomatoes: they all have an edible exterior that protects the treat within. Edwards and his team have experimented with a wine-filled grape-like shell, and an orange juice-laden orb with a shell that tastes like an orange. Possibilities like an edible milk bottle or yogurt container are not out of the question. The inventor’s goal is to help reduce packaging waste —millions of tons worth end up in landfills each year, according to the EPA. Source: GOOD

And the winners are…Finalists for the 2012 Tekne Awards include Central Minnesota’s own St. Cloud State University. SCSU is a finalist for the EdTech Award, recognizing the development of technologies and innovations that enhance teaching and learning both in and out of the classroom. The Tekne Awards honor those who play a significant role in discovering new technologies that educate, improve lifestyles, and impact the lives and futures of people living in Minnesota and all over the world. The awards are presented annually by the Minne-sota High Tech Association. The winners will be announced Nov. 1. For more information, visit www.BusinessCentralMagazine.com

320.251.4109 | www.millerab.com

Single source. Superior service. Remarkable Results.

SINCE 1874

Architectural Design and Construction Services

BC Nov/Dec 2012 Ad_Layout 1 9/21/12 2:37 PM Page 1

S Sandler Training Finding Power In Reinforcement (with design) and Sandler Training are registered service marks of Sandler Systems, Inc. © 2012 Sandler Systems, Inc. All rights reserved.

Sandler Training® utilizes continual reinforcement through ongoing training and individual coaching sessions not only to help you learn but also to ensure your success. With over 200 training centers worldwide to provide support, you won’t fail…because we won’t let you.

The first step in making a successful

sale is to let the prospect do most

of the talking.

Brian Hart220 Park Avenue South, Suite 100St. Cloud, MN • 320-224-2121www.brianhart.sandler.com

http://www.millerab.com


A fter almost a year of meetings,

information gathering, site-visits, hard

work and a lot of hope, German farm

equipment manufacturer Geringhoff selected

St. Cloud as the site for its new plant. The

operation will be located in St. Cloud’s Airport

Industrial Park.

Geringhoff officials visited over 40

factories before choosing St. Cloud. “Why

are we here?” asked Daniel Hansmeier,

CEO of Geringhoff Worldwide. “Because

of the people,” he said. “The people in St.

Cloud were so helpful and put so much

effort into our meetings. Then when we

went back to Germany, they became even

more helpful and put more effort into

answering our questions.

“We can’t wait to integrate in the

community,” Hansmeier added. “When we

visited St. Cloud I wouldn’t say that it felt like

home, but it felt like it could become home.”

“The quality of the local workforce was

one of the primary factors that contributed

to our decision to open the facility here,”

said Joe Jandrisch, president of Geringhoff in

North America. “In the end, it was the people

from Minnesota and the St. Cloud region that

made the difference.”

St. Cloud’s proximity to local suppliers in

fabricated metal, advanced plastics production,

hydraulics and electronic componentry also

helped attract Geringhoff to the region.

“The Minnesota Chamber was contacted

twice by the Minnesota Department of

Employment and Economic Development,”

according to Bill Blazar, senior vice president,

Business Development & Public Affairs at the

Minnesota Chamber. “They asked us to help

identify potential suppliers key to Geringhoff’s

success with a St. Cloud area location. Using

our statewide Grow Minnesota! business data

base we were able to identify suppliers to

meet Geringhoff’s needs. The St. Cloud Area

Chamber is a great Grow Minnesota! partner,

helping insure that St. Cloud area businesses

are well represented, not just for this request,

but all such requests that we receive.”

Securing Geringhoff was a joint effort

of several organizations. The Greater

St. Cloud Development Corporation and

the City of St. Cloud provided the company

with community and business information.

They also worked closely with the State of

Minnesota regarding incentives and regional

benefits for the company. St. Cloud State

University and St. Cloud Technical and

Community College provided facility tours,

and information about local workforce and

training options.

This is Geringhoff’s first manufacturing site

in North America. The company plans to hire

100 people initially, but Hansmeier suggested

that this might be only the beginning, since

the site has expansion space available. “We

have a variety of new products coming to the

North American market,” Hansmeier said.

“We see huge potential for future growth.” – GAIL IVERS

Home Run

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••ECONOMY CENTRALPRESENTED BY FALCON BANK

Economy Central presented by

BY THE NUMBERS

71.2%Minnesota’s population that was in the labor force in 2011

75.1%Minnesota’s population that was in the labor force in 2000

292,071the number of Minnesotans employed in manufacturing in 2010

87,637the number of Minnesotans employed in construction in 2010

-7.5%the projected decrease in manufacturing jobs in Minnesota from 2009-2019

15.3%the projected increase in construction jobs in Minnesota from 2009-2019

International manufacturer expands to St. Cloud

Earn

ings

Gro

wth

Sto

ry S

ourc

e: B

urea

u of

Eco

nom

ic A

naly

sis,

CA0

5N P

erso

nal i

ncom

e by

maj

or s

ourc

e an

d ea

rnin

gs b

y N

AICS

indu

stry

. Las

t upd

ated

Apr

il 25

, 201

2—re

vise

d es

timat

es fo

r 201

0; S

ourc

e: M

inne

sota

Dep

artm

ent o

f Em

ploy

men

t & E

cono

mic

Dev

elop

men

t;

Daniel Hansmeier, CEO of Geringhoff Worldwide

N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 29Economy Central presented by

Earn

ings

Gro

wth

Sto

ry S

ourc

e: B

urea

u of

Eco

nom

ic A

naly

sis,

CA0

5N P

erso

nal i

ncom

e by

maj

or s

ourc

e an

d ea

rnin

gs b

y N

AICS

indu

stry

. Las

t upd

ated

Apr

il 25

, 201

2—re

vise

d es

timat

es fo

r 201

0; S

ourc

e: M

inne

sota

Dep

artm

ent o

f Em

ploy

men

t & E

cono

mic

Dev

elop

men

t;

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

Sauk RapidsRESIDENTIAL BUILDING PERMITS

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

St. CloudRESIDENTIAL BUILDING PERMITS

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

Waite ParkRESIDENTIAL BUILDING PERMITS

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

St. AugustaRESIDENTIAL BUILDING PERMITS

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

St. JoeRESIDENTIAL BUILDING PERMITS

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

SartellRESIDENTIAL BUILDING PERMITS

No. of permits 256 241 206 106 62 25 62 128 160 157 182 117 215 No. of permits 121 152 141 59 42 17 27 46 98 92 122 118 127 No. of permits 43 55 52 27 37 57 24 35 32 41 45 59 43 No. of permits 2 4 4 8 2 3 0 6 16 13 11 7 11 No. of permits 23 27 17 4 6 5 3 7 3 0 21 8 12 No. of permits 45 44 50 27 7 23 6 22 19 22 61 57 45

$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA

Sauk RapidsCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA

St. CloudCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

Waite ParkCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

St. AugustaCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA

St. JoeCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA

SartellCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA

Sheri� ’s Foreclosure AuctionsBENTON COUNTY

0

10

20

30

40

50

AJJMAMFJDNOSA

Sheri� ’s Foreclosure AuctionsSTEARNS COUNTY

-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ

United States Nonfarm JobsUNITED STATES - MONTHLY % CHANGE

-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ

Local Nonfarm JobsBENTON AND STEARNS COUNTY - MONTHLY % CHANGE

0.0

0.5

1.0

1.5

2.0

2.5

3.0

2nd Quarter1st Quarter4th quarter3rd quarter

Gross Domestic Product2011-2012 QUARTERLY % CHANGE IN REAL GDP

0

30

60

90

120

150

AJJMAMFJDNOSA

Home Sales Closed - TotalST. CLOUD

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ

Lodging Tax DollarsST. CLOUD

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ

Food & Beverage Tax CollectionsST. CLOUD

-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ

Minnesota Nonfarm JobsMINNESOTA - MONTHLY % CHANGE

4%

6%

8%

10%

DNOSAJJMAMFJ

Unemployment RatesCOUNTRY WIDE

No. of permits 8 28 31 4 8 9 6 5 2 2 10 5 12 No. of permits 11 3 0 1 7 11 14 7 1 3 1 4 3 No. of permits 5 11 14 12 7 13 9 9 6 11 8 18 16 No. of permits 0 0 0 4 1 0 1 0 0 0 1 0 1 No. of permits 10 7 10 9 11 13 3 8 3 6 3 3 4

St. CloudMinneapolis/St. PaulMinnesotaUnited States

$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA

Median Housing PricesMINNESOTA

St. CloudMinneapolis/St. PaulRochester

1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162

= exceeds chart scale

XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX$3

,105

,391

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

Non Farm Jobs2011-2012 % CHANGE

Benton & Stearns CountiesMinnesotaUnited States

-2.0%

-1.5%

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

JJMAMFJDNOSAJ


Unemployment Rates2011-2012

4%

6%

8%

10%

JJMAMFJDNOSAJ

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

ECONOMIC INDICATORS & TRENDS

Residential Building Permits Commercial Building Permits

Employment


Sources: Building departments for the following cities: St. Cloud, Sauk Rapids, Sartell, Waite Park, St. Augusta, and St. Joseph.

Source: www.positivelyminnesota.com Source: www.positivelyminnesota.com


Compiled by Sharon Henry, data current as of 9/14/12


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

0

10

20

30

40

50

Oct-11Oct-10Oct-09Oct-08Oct-07Oct-06

Number of IncorporationsST. CLOUD AREA

2006

-3.0%

-2.5%

-2.0%

-1.5%

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

Annual change in real GDP COUNTRY WIDE

St. CloudMpls/St.PaulMinnesotaUnited States

2007 2008 2009 2010

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

ECONOMIC INDICATORS & TRENDS

Housing/Real Estate

Commerce/Services

Gross Domestic Product

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••ECONOMY CENTRALPRESENTED BY FALCON BANK


Now onlineVisit www.BusinessCentralMagazine.com

Sources: Tax Collections – City of St. Cloud Incorporations - MN Secretary of State, Graph courtesy of SCSU

Housing/Real Estate sources: St. Cloud Area Association of Realtors, http://stcloudrealtors.com/pages/statistics; Benton County Sheriff’s Civil Process; Stearn’s County Sheriff’s Office; http://thething.mplsrealtor.com/

Sources: Minnesota Compass led by Wilder Research; Bureau of Economic Analysis - www.BEA .gov.

$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA



$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$1M

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$.5M

$1M

$1.5M

$2M

AJJMAMFJDNOSA


$0

$1N

$2M

$3M

$4M

$5M

AJJMAMFJDNOSA


No. of permits 41 35 45 41 42 31 41 27 28 15 31 35 26

0

3

6

9

12

15

AJJMAMFJDNOSA


0

10

20

30

40

50

AJJMAMFJDNOSA


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0.0

0.5

1.0

1.5

2.0

2.5

3.0



0

30

60

90

120

150

AJJMAMFJDNOSA


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

JMAMFJDNOSAJJ


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




$0

$50,000

$100,000

$150,000

$200,000

AJJMAMFJDNOSA



1.8%

2.8%

2.2%1.7%

$2,0

76,3

02

$2,4

89,3

99

$2,5

44,0

33

$10,

914,

217

$25,

702,

953

$12,

449,

306

$5,4

34,8

57

$23,

294,

590

$46,

115,

239

$12,

457,

379

$46

,603

,752

$3,5

36,8

34

$15

,075

$15

7,03

0

$195,840

$900$1,200

$72,162


XXXXXXXX

XXXXXXXX

$3,1

05,3

91

$3,1

05,3

91

$8,990

$619,558

$41,900

$18,600

N/A N/A

$778,000

$8,511$64,755 $39,800

$21

5,19

0

$5,

475

$8,

431

$6,1

78,9

10

$2,4

34,5

00

The Cost of Living index measures regional differences in the cost of consumer goods and services, excluding taxes and non-consumer

expenditures, for professional and managerial households in the top income quintile. It is based on more than 90,000 prices covering almost 60 different items for which prices are collected quarterly by the St. Cloud Area Chamber of Commerce. Small differences should not be interpreted as showing any measurable difference, according to ACCRA.

Cost of Living - Minnesota

Second Quarter 2012Minnesota and other Upper Midwest Cities of Comparable Size to St. Cloud

St. Cloud, MN 2011 Average Annual Data 95.6 103.9 78.5 102.2 101.1 103.3 102.4

St. Cloud, MN 1st Qtr 2012 94.7 106.2 76.8 95.5 97.1 110.6 102.5

St. Cloud, MN 2nd Qtr 2012 95.0 106.8 78.0 96.2 95.4 111.9 102.5

Minneapolis, MN 107.7 103.4 112.9 101.5 98.0 104.0 110.4

St. Paul, MN 108.3 101.9 115.2 100.5 99.7 105.2 110.5

Rochester, MN 101.5 95.0 98.1 116.8 102.5 109.2 100.8

Cedar Rapids, IA 90.6 93.6 75.9 95.9 94.8 92.5 99.0

Eau Claire, WI 92.0 98.6 79.5 83.2 97.6 112.3 98.4

Wausau, WI 95.6 98.7 80.9 111.0 97.2 105.1 100.5

All Ite

ms

Groce

ry

Item

s

Housin

g*

Utiliti

es

Health

CareTran

s-

porta

tion

Goods

/ Ser

vices

Sour

ce: C

2ER

- Th

e Co

unci

l for

Com

mun

ity a

nd E

cono

mic

Res

earc

h. *

Incl

udes

sin

gle-

fam

ily a

nd m

ulti-

unit

resi

dent

ial h

ousi

ng

0 50

100

150

200

250

Manhattan NY 233.5

Brooklyn NY 183.4

Honolulu HI 170.8

San Francisco CA 163.2

San Jose CA 156.5

Queens NY 151.4

Stamford CT 146.7

Washington, D.C. 145.5

Framingham-Natick MA 143.0

Orange County CA 142.5

ACCRA COST OF LIVINGAmong the 306 urban areas participating in the first quarter report, the after-tax cost for a professional/managerial standard of living ranged from more than twice the national average in New York (Manhattan) NY to almost 17 percent below the national average in Harlingen, TX.

N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 31Economy Central presented by

Manhattan NY 233.5

Brooklyn NY 183.4

Honolulu HI 170.8

San Francisco CA 163.2

San Jose CA 156.5

Queens NY 151.4

Stamford CT 146.7

Washington, D.C. 145.5

Framingham-Natick MA 143.0

Orange County CA 142.5

x Rod RungeVice President and Branch Manager

PROVIDING OPTIONS FOR GROWING BUSINESSES WITH SBA PREFERRED LENDINGWe are proud to be a SBA Preferred Lender, and to provide prompt loan service to fuel growth and small business expansion. We understand the needs of small and expanding businesses, which is why at Falcon National Bank we offer a knowledgeable staff with SBA lending expertise, local decision making with prompt loan funding, and customized financing options. That’s reality.

I do.

www.FalconNational.com

http://www.falconnational.com


O utdoor advertising. Wholesale appliances. Land development. Retail gardening center. These are just a few of the types of businesses Bob

Coborn has helped build. In all, he has started, or taken over in their first phase of development, 22 businesses. Of those, two weren’t successful. “We had a beverage bottling business. That was one of the losers. It was in business one year,” Coborn said. “The other was the wholesale appliance company. That was totally my fault. I didn’t do enough due diligence.” Coborn, a native of St. Cloud, may best be known in Central Minnesota as a land developer. From 1991 to 2008 Coborn’s Land Company was one of the largest residential land developers in Central Minn. That isn’t to say that he built houses. He didn’t. He developed the land so houses could be built on it. “You can’t build houses on a corn field,” Coborn said. “We worked with municipalities on zoning, did the platting, put in the roads, water, sewer, park areas, that sort of thing. I won’t say we were the

biggest, but during that time we were among the biggest. We literally created developments for thousands of houses.” Even while he was creating housing developments, Coborn had a second full-time job. He was changing a small, local water-testing lab, into an international provider of quality control microbes. In 1983 Coborn left the J.W. Miller Construction Company. With a two-year non-compete agreement before he could open his own shop, he began looking around for something new to work on. His father was a partner in a company called Environmental Protection Laboratories. The partner wanted to retire so Coborn’s father suggested he take a look at the business and see what he might do with it. “I said I’d take a look and put a business plan together,” Coborn recalled. “It turned out I liked the plan and my father suggested I join the company and implement the plan with the idea of eventually buying into the company. Which I did.” Coborn had a big vision for the company. It included securing top level quality certifications, moving away from being a testing laboratory to

SPIRITEVERY ENTREPRENEUR HAS A DESCRIPTOR.

FOR BOB COBORN, THAT WORD IS TENACIOUS.

SPIRITA NEVER ENDING

BY GAIL IVERS // PHOTOS BY JOEL BUTKOWSKI

N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 33N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 33

EVERY ENTREPRENEUR HAS A DESCRIPTOR. FOR BOB COBORN, THAT WORD IS TENACIOUS.

After 25 years at the helm Bob Coborn (left) sold Microbiologics. During his tenure he took the company from a local testing lab with $200,000 in sales and turned it into an international manufacturer of lyophilized microorganism preparations with $10 million in sales. Brad Goskowicz (right) took over as CEO in 2010, leading the company through a major expansion and on-going double-digit growth.

CEO Brad Goskowicz

COO Donna M. Scholer

ADDRESS: 217 Osseo Ave N, St. Cloud, MN 56303-4455

PHONE: (320) 253-1640; 1-800-599-2847

FAX: (320) 253-6250

www.microbiologics.com

OWNERSHIP: Granite Equity Partners, a private equity investment firm in St. Cloud, MN

BUSINESS DESCRIPTION:

Manufactures lyophilized microorganism preparations for quality control purposes. The preparations are used in the clinical, pharmaceutical, cosmetic, dietary supplement, food, water, environmental, and educational industries.

LOCATIONS: Headquarters in St. Cloud, MN; a second lab in Lexington, KY

COMPANY CERTIFICATIONS:

• ISO 9001:2008 Certified • ISO 17025:2005 Accredited • ISO Guide 34:2000 Accredited • CE Mark Conformity • Food and Drug Administration Establishment • ATCC Licensed Derivative® Program

SALES: About $20 million

SERVICE AREA: Worldwide. Microbiologics ships to 138 countries

NUMBER OF EMPLOYEES: 82 in St. Cloud; 21 in Lexington, KY

STARTED: 1971

BUSINESSPROFILE

Microbiologics, Inc.


manufacturing microbial preparations for labs, (see the accompanying story) and expanding into the global marketplace. He also changed the company name to Microbiologics. Critical to Microbiologics growth was a connection Coborn made between his St. Cloud company, and one in which he was a partner in northern Minnesota that manufactured lyophilizers. Lyophilizers are commonly used to freeze-dry food, medical specimens, taxidermy, and other industrial processes. “I was involved in this other company. That’s how I knew where to find the machines,” Coborn said. It wasn’t long before Microbiologics was specializing in providing lyophilized microorganism preparations used for quality control in clinical and industrial microbiology laboratories. To supply capital for the company’s growth, Coborn returned to his land development roots. “I took money from the land company to support research, development, and growth of Microbiologics,” he said. “Microbiology is not my area of expertise,” he added. “Land development is my area of expertise. But I knew how to drive the business. In 2000 we set three major goals: provide the industry with the best possible products, achieve the highest level of credentials possible, and deliver our product to the global market place. By 2007 we had achieved all three.” In 2008 Coborn sold Microbiologics to Granite Equity Partners in St. Cloud in order to pursue new entrepreneurial opportunities. He had taken the company from $200,000 in sales in 1983 to $10 million. Much of what Coborn does today has its roots in Microbiologics. He continues to have a significant financial investment in the company and serves on the board of directors. His wife, Veronica, owns MicroScientifics, which draws on the international relationships she developed while creating distributorships in Latin America for Microbiologics. And Coborn has created

an investment company that helps fund and advise his and other start-up companies. “When we sold Microbiologics I said to Veronica, we have all these great relationships in place already. Let’s not let them grow cold. There’s an opportunity here we should take advantage of.” In June 2010, Veronica Coborn started MicroScientifics. She and Coborn seek out U.S. companies that manufacture microbiology-related products and help take them worldwide. “Some companies don’t have the money to go into the international marketplace,” Coborn said. “It can be incredibly expensive and time consuming. We are the manufacturer’s

agent and can expedite the process for the manufacturers.” The Coborns seek out companies that can benefit from their international distribution network, but do not compete against Microbiologics. “I’m kind of proud of the fact that we’re making some impact on the balance of trade with our export efforts,” Coborn said. While Coborn helps Veronica with MicroScientifics, his major focus is on Coborn Investments, Inc. and a new

1968-1975Bob Coborn serves as regional manager for Morton Buildings

1971Bob Coborn, Sr., with partner Cleon Lemont start Environmental Protection Laboratories in St. Cloud. The company’s primary activity is to test water quality.

1975-1983Coborn works as development consultant for J.W. Miller Construction, St. Cloud

1975Environmental Protection Laboratories starts manufacturing microbiology culture media for clinics, small hospitals, and veterinary clinics

1982Jerald Tjernagel, a microbiologist from Mankato becomes a partner in the business, helping to design and develop new products.

1983Cleon Lemont retires. Coborn Sr. approaches Bob Coborn, Jr., to change the business from regional testing services to global manufacturing. Company sales are $200,000.

1984Coborn uses his connections with a business in northern Minnesota to purchase a freeze dryer (lyophilizer). The machine allows Microbiologics to freeze-dry microorganisms for transport anywhere in the world.

1986EPL, renamed Microbiologics, focuses on growing and distributing

microorganisms for use in quality control in clinical and industrial microbiology laboratories

1991-2008While growing Microbiologics, Coborn also owns Coborn’s Land Company, a residential land developer in Central Minnesota. Revenue from the land development company help fund Microbiologics’ growth.

2008Coborn sells controlling interest in Microbiologics to Granite Equity Partners, a private equity investment firm based in St. Cloud. Company sales are $10 million.

2009Brad Goskowicz joins Microbiologics as sales and marketing director

2010Coborn co-starts Cherrywood Advanced Living; his wife, Veronica, opens MicroScientifics; Coborn advances Coborn Investments, Inc. to become a merchant bank.

2010Goskowicz takes over as CEO of Microbiologics

2012Microbiologics expands their facility from 24,000 sf to 46,000 sf; company sales top $20 million.

“The obstacles to running a business are the same today as in the past, but the responsibility on the entrepreneur is more extreme. You can’t stroll into the bank and ask for money. No one does that today.” –BOB COBORN

TIMELINE

Bob and Veronica Coborn

N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 35N O V E M B E R / D E C E M B E R 2 0 1 2 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 35

Microbiologics is unique. Well, almost. There are only three companies in

the world, including Microbiologics, which compete in the microbial quality control field. The other two are small departments within much larger firms. That gives Microbiologics what company CEO Brad Goskowicz likes to call “a unique value proposition.” Microbiologics grows fungi, yeast, bacteria, and parasites that are shipped to companies that need to test for those exact microbes. The problem is, you can’t prove a negative. So how do the companies know if their quality control equipment is working? “If you’re a food company, you need to ensure that you are not contaminating your end product,” Goskowicz explained. “You need to test your building, your equipment, your counters…. We provide the test material – the bugs – you can use to prove that your testing equipment is working properly.” The microbes come from certified sources around the world. Microbiologics takes small numbers of these microbes and grows them into huge numbers. “We get them freeze dried,” Goskowicz said. “We reconstitute them. Grow them to increase the number. Then we freeze dry them again and ship them to customers.” Once freeze dried, the microbes are stable for up to two years. “You rehydrate them and they come back to life,” he said. The freeze drying process is done in a lyophilizer. The lyophilizers used at Microbiologics are part of their secret to success,

and it is a secret. “No photos in here,” Goskowicz said as he walked through the lyophilizer room. Most of the company’s product is turned into pellets for shipping. “We have a special formula for the pellets to freeze and wake the bugs,” he said. How the pellets are created is part of the secret formula. “We don’t share that either.” Their process is precise, according to Goskowicz. “We can freeze dry in exact quantities. Some customers need to be able to test for very low levels of a bacteria. Some want really high levels. For instance, they may want to make sure that the preservative they are using is working.”

DIAMOND IN THE ROUGHMicrobiologics was founded in 1971 by Bob Coborn, Sr., and Cleon Lemont. Originally it was a laboratory testing facility specializing in environmental and public health threats. In 1976, the company began manufacturing microbiological diagnostic products including culture media. In 1983, Bob Coborn, Jr., joined the company eventually purchasing it from the original owners. “Bob Coborn, Jr., changed the name from Environmental Protection Laboratories to Microbiologics,” said Donna Scholer, the company’s chief operating officer. Scholer joined the company in November 1982 and spent eight hours labeling media tubes on her first day. “We did food, water, feed, and forage testing here. Bob thought bigger.

He asked ‘What else can we do in the world of laboratory?’ We understood what labs needed because we were a testing lab.” In 2008 Coborn sold controlling interest in Microbiologics to Granite Equity Partners, a private equity investment firm based in St. Cloud. Goskowicz joined the company in 2009 and became CEO in 2010. “It truly is a diamond in the rough,” Goskowicz said of the business. “Bob did a lot of really great things, but we have a long way to go to reach our full potential.” Proof that the business has room to grow is in the numbers. In 2008 the company had 55 employees and $10 million in sales. Just four years later they have 85 employees and sales have doubled. One of Coborn’s many contributions was ensuring that Microbiologics had the best and highest certifications possible. “Under Bob the focus wasn’t on letting the community know what

we did,” said Scholer. ”We focused on getting all of our accreditations and on product lines and growing our business.” Those accreditations set Microbiologics up for its current growth. “The trend is your friend,” Goskowicz said, “and the trend is toward more controls and higher standards for controls. Think food safety. At Microbiologics we have the highest levels of standards for testing you can have.” Creating an international distribution chain for Microbiologics products was another of Coborn’s legacies. Forty percent of the company’s business comes from outside the U.S., according to Goskowicz. “Places that never did testing are doing testing now. Places that were testing, are starting to use controls, which is what we produce. And the big companies that always were doing testing, are now standardizing their

VALUE PROPOSITIONSt. Cloud’s Microbiologics is turning freeze-dried bugs into double-digit growth.

FUN FACT Almost all of Microbiologics product is shipped out as pellets. The company produces more than 2 million pellets per year

company called Cherrywood. “Microbiologics took 20 years to grow. I had to find investments and financing. Cherrywood will take five years because I’m able to be the investor, as well as the CEO.” Cherrywood is a senior living facility that consists of two 10-unit cottages joined by a common living space. It provides full nursing home care in a residential setting – complete with living, dining and kitchen facilities in each cottage. The facility is licensed by the state and has a fully licensed, skilled nursing staff. Currently there is a Cherrywood in Richmond and

one in Big Lake. A third one is scheduled to be built in St. Cloud. “Every entrepreneur has a word that describes them,” Coborn said. “In my case, it’s tenacity. I define that as a never ending spirit. If we decide we’re going to do something we do it. A good example is Cherrywood. We employ 45 people, we provide care for 40 elderly, and we didn’t exist two years ago.” Coborn plans to build 10 units in Central Minnesota, with the next two to three well through the planning stage. “You can’t just say you’re going to build these and build them,” Coborn said. “There are lots of regulatory bodies that you’re working with. You’re working with municipalities. You’d be amazed what we have to go through and all the approvals we need. It takes years of advanced planning.” And it takes tenacity. “Maybe we’ll build Cherrywoods all over the U.S. Maybe we’ll franchise them. I don’t know, we’ll see. Right now we want to build 10 units in Central Minnesota.” In addition to funding his own enterprises, Coborn’s Investments makes investments in other companies, according to Coborn. “We make loans, we mentor, and we help with business plans. If we

testing worldwide. We had 15 percent growth right through the recession and we don’t see that dropping.” Since 2009 the company has gone from six lyophilizers to 14.

CULTURE CHANGEAs CEO, Goskowicz is responsible for sales and marketing. His background in business start-ups and medical technology were the perfect combination to help the company grow. He is also responsible for changing the corporate culture. “The culture wasn’t bad before,” he said. “It was a typical entrepreneurial system where the entrepreneur is the CEO and drives all the decisions and others carry them out. That works great for companies of a certain size, but at some point the line out the door gets too long and it slows everything down.” Goskowicz is working to create a culture that is a continuous improvement loop. He restructured the organization, empowered employees to make independent decisions, created appropriate committees, and instituted regular staff meetings. “Those are the formal methods of culture change,” he said. He is also using informal methods such as role modeling by senior management, encouraging collaboration and cross functional behavior, and providing social training. “People don’t like to change and they won’t until they start to see success,” he said. The company’s recent expansion – from 24,000 sf to 46,000 sf – allowed them to relocate departments and align the physical plant with the flow of work. “Surroundings are huge,” he said. Now there are spaces where informal and spontaneous meetings can occur and cubes, while designed to provide privacy, have low walls that also encourage interaction. In addition to the expansion, the company completely renovated the original building. “We didn’t want to have any employees working in the ‘old’ building,” Goskowicz said. “We didn’t want to create that kind of separation.” “We’re getting more community recognition now,” Scholer said. “Unless you worked in a lab you didn’t know what we do here. It’s nice to see we are being recognized after all these years. It gives us a little more legitimacy in the community.”

Cherrywood, a senior living facility, is one of Coborn’s newest companies. “We employ 45 people, we provide care for 40 elderly, and we didn’t exist two years ago,” he said.

“We make loans, we mentor, and we help with business plans. If we feel they have a chance we help them along. I know which ones will work because we spend the time to analyze every request.” –BOB COBORN


CO

UR

TESY

OF

CH

ER

RYW

OO

D A

DVA

NC

E L

IVIN

G


feel they have a chance we help them along. I know which ones will work because we spend the time to analyze every request.” Coborn is as interested – if not more interested – in the entrepreneurs as he is in their companies. He recently invested in a company that takes apart cars and sells the parts on eBay. “What appealed to me was the person,” Coborn said. “He’s an immigrant from Laos. Aggressive. Had the idea…the drive... the spirit. He just needed a little help getting started. I’ll say that five years from now he’ll have 20 people working for him.” Nurturing what he calls “that true spirit of entrepreneurism,” is important to Coborn. “It’s easy to tell you what I like best about being an entrepreneur,” he said. “It’s watching and being part of the people. Helping them grow and achieve their dreams. It’s not about the money for me, it’s about the people.” BC

Gail Ivers is the vice president of the St. Cloud Area Chamber of Commerce and managing editor of Business Central Magazine.

Bob CobornAGE: 65

TITLES:

• CEO, Cherrywood Advanced Living • President, Coborn Investments, Inc., • Vice President, Business Development, MicroScientifics

HOMETOWN: St. Cloud

EDUCATION: 1968, Business Administration, Harding University in Searcy, Arkansas

FAMILY: Wife, Veronica, is from Brazil. They were married in 2008. Coborn was married to his first wife, Kathleen, for 37 years. They had two daughters, Cara, who died in 2009 and Chanda Gebhardt, who with her husband Eric, own Fairview Gardens in Sauk Rapids.

HOBBIES: Hunting, fishing, boating

FUN FACT: Coborn has helped create an indeterminable number of jobs. The land development projects alone have created thousands when you take subcontractors into account. Currently, the companies he owns employ a combined total of 55 people.

Brad GoskowiczAGE: 56

TITLE: Chief Executive Officer, Microbiologics

HOMETOWN: Milwaukee, Wisconsin

EDUCATION: Bachelor of Science Degree in Medical Technology from Marquette University, Milwaukee

FAMILY: Wife, Peggy; children, Tony, Julie and Caitlin

HOBBIES: Fishing, golf, speed skating

BEST BUSINESS ADVICE: It is never the wrong time to do the right thing.

PERSONALPROFILES

www.beautifulresults.com320-257-VEIN (8346)1990 connecticut ave s

sartell, mn 56377

Call The Vein Center today for your complimentary consultation and ask about our cosmetic treatments.

Physicians with The Vein Center and Regional Diagnostic Radiology:Dr. Jody Bolton-SmithDr. Danielle LeightonDr. Rochelle Wolfe

“The procedure itself was not painful. Plus my legs look and feel so much better.” ~BERNIE

No Varicose Veins. No Surgery. No Down Time.

like us on facebook


T hose who have

ventured into

foreign markets may

follow different paths,

but they generally agree

on one thing – finding

international buyers takes

research, commitment and

lots of patience.

“When you go

international, you have to

make an investment,” said

John Babcock, president of

Rotochopper Inc., which

manufactures grinding

equipment in St. Martin.

“It involves expenses that

take some time to recover,

but you will get them back,

because the markets are

there, waiting.”

Minnesota companies

are increasingly looking

to foreign markets to spur

growth, especially during a

sluggish domestic economy.

The Minnesota Trade Office

reported in August that

exports from this state

reached a record $5.4 billion

in the second quarter of

2012, up 3.4 percent from

the same period last year.

That growth came

despite uncertainties in

some overseas markets,

including financial crises in

Europe, said Katie Clark,

executive director of the

trade office. “Many small

and mid-sized companies

are creating new jobs and

a healthier economy in

Minnesota through growing

their export business,” she

said in a release noting the

record quarter.

Making connectionsIndeed, St. Cloud-area

businesses are finding that

they don’t have to “go

big” to go overseas. Even

small businesses can find

international markets, if

they know where to look

and how to make the right

connections.

To hear Mark Held tell

it, international markets

found Ickler Bearing and

Machine, not the other

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••FEATUREPROFIT

UNBOUNDEDWhether it’s heavy-duty grinders delivered in cargo ships, small parts sent in boxes, or software transmitted via the Internet, St. Cloud-area businesses are finding a growing market for their goods and services overseas. By Lawrence Schumacher


way around. “We don’t travel

much,” the company’s general

manager said. “But we did do

an international trade show

in Chicago, and that started

things moving for us.”

The company found

there was a demand for

replacement parts for high-

pressure dairy homogenizer

pumps that wear out – parts

Ickler specializes in making –

in international markets such

as Latin America, Canada,

China and Japan, Held said.

Since picking up their first

foreign customer about 12

years ago, Ickler has seen

international sales rise to

become about 15 percent of

the company’s business.

At GeoComm Inc.,

President and CEO Tom

Grones hopes to make his

connections with California-

based ESRI pay off. The

St. Cloud-based public

safety and GIS software

company plans to co-host an

international conference with

ESRI in Argentina in October.

“If we’re not jumping in,

we’re at least wading in

waist-deep,” Grones said.

“I’m an optimist, and I

believe at least one significant

opportunity is going to result

from going out there.”

Doing your homeworkFor Grones, October’s

conference is the culmination

of more than a year’s worth of

research that identified Latin

America and the Caribbean as

the best potential markets for

GeoComm’s E-911 software

and other public safety and

security-related products.

“The (St. Cloud-based)

Anderson Center really helped

a lot,” Grones said. “I took

away enough information

from their sessions to do the

necessary research.”

First, Grones said, a

company must know

the value it brings to the

domestic marketplace. Next

it must examine which

international markets offer

the opportunity to bring

the same value. Finally,

it must assess where the

culture and timing is right

to deliver that value. Other

resources, such as the

Minnesota Trade Office

and the US Commercial

Service, can help open

doors and provide valuable

information, he added.

Rotochopper found its

first overseas opportunity in

northern Europe, especially

Scandinavia, according to

Babcock. “There’s a similar

business culture there as

here, despite the language

difference,” he said. “And we

found that American products,

by and large, are widely

respected overseas for their

quality and service.”

“Many small and mid-sized companies are creating new jobs and a

healthier economy in Minnesota through growing their export business.” - KATIE CLARK, EXECUTIVE DIRECTOR,

MINNESOTA TRADE OFFICE

Looking for Meeting Space?Conferences | Meetings | Presentations | Receptions | Trainings | Workshops

SCSU Welcome Center Location:355 Fifth Avenue South(4 blocks north of campus)St. Cloud, Minnesota

Contact:320.308.6100 [email protected]

SCSU Welcome Center Advantages:Adjacent parking Conference planning servicesFlexible catering options Personalized customer serviceRegistration services available State-of-the-art technology

www.scsutraining.com/rentwc

WORKING WITH PEOPLE,NOT JUST NUMB3RS.

“As our business grew, we knew we needed more expertise. We turned to Schlenner Wenner & Co. to help lead us through this growth. With a local office and an experienced reputation, they get the job done right.”

-Jerry Smude

www.swcocpas.com

STEVE SCHUELLER, C.P.A.with Jerry Smude of Evergreen Equipment

Little Falls320.632.6311Albany320.845.2940

Maple Lake320.963.5414Monticello763.295.5070

St. Cloud320.251.0286

An Independently Owned Member, McGladrey Alliance

http://www.scsutraining.com


•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••FEATUREPROFIT

Overcoming obstaclesToday, Rotochopper products

are also sold in Australia, New

Zealand, Turkey, and the Middle

East, Babcock said. Indeed,

machinery is Minnesota’s

top export, according to the

Minnesota Trade Office. Sales

climbed 9.1 percent from a year

ago, to $1.1 billion.

The biggest challenges are

getting the large industrial

grinders the company specializes

in to their customers. “Shipping

things takes time, it’s expensive

and it affects your sales process,”

Babcock said. “You also have to

identify good dealers in these

various countries and build

relationships with good people

who can provide the service

on the other end that your

customers expect.”

Held finds that securing

payment from foreign customers

can prove tricky, and advises a

cash-first policy as a safeguard

against varying legal systems and

business cultures. “The funds are

transferred and in our account

before it leaves our dock,” he

said. “We don’t even take credit

cards, because the transactions

can be reversed.”

Sustaining momentum After what he hopes is a

successful conference in

October, Grones said GeoComm

will likely face a choice – invest

in building its overseas business

by hiring someone who can be

dedicated to that task, or risk

losing its momentum. “We’ve Rotochopper’s B-66 horizontal grinder with crawler tracks shown here grinding and coloring wood waste to produce colored landscape mulch.

CO

UR

TESY

OF

RO

TOC

HO

PP

ER


taken it about as far as we can go

with me doing the research and

travel in my spare time,” he said.

“We’re going to have to bring in

additional talent to make this stick.”

The economic and financial

turmoil in Europe has affected

Rotochopper’s international sales,

making it hard to predict what

each year will bring, Babcock said.

Minnesota Trade Office figures bear

that out, with sales to Europe falling 5

percent from the previous quarter. “It

bounces around. One year is strong,

and another year we only sell one or

two machines in Europe,” he said.

“This debt crisis is a big deal for us, and

it’s mostly out of our control.”

Final recommendationsIf Ickler can find international markets

to sell its products to, then other

St. Cloud-area businesses can too,

Held said. “Don’t be so intimidated by

it,” he advises other companies who

may be considering selling to foreign

markets. “It’s not as hard as you think.

You just have to be bold enough to

jump in and try.”

Take a systematic approach and

search for the right opportunities for

your company, Grones advises. “You

have to do a significant amount of

research,” he said. “The more work

you put in on the front end, the better

I believe the result will be.”

Above all, don’t expect a fast

payoff, Babcock warned. “Be careful,

slow and deliberate and the payoff will

be there,” he said. “Just don’t expect

to make a quick killing. It’s not trouble

free, but (international markets are)

going to be a key to future growth for

most companies.” BC

Lawrence Schumacher is the creator and owner of Wordbender Communications, LLC, a communications consulting and freelance writing firm. He lives in St. Cloud with his wife and two children.

CHECK OUT OUR NEW DIGITAL FORMAT.

www.BusinessCentral Magazine.com

High Expectations?We perform.

• Certified Property Managers: office, retail, apartments, MOB’s, HOA’s• Combine Services: property management & leasing• Largest Licensed Leasing Staff: We’ll fill your vacancy• Proven Performers: We lower your expense & increase income

Call St. Cloud’s commercial broker for leasing, sales and property

management!

320-253-0003www.GraniteCityRealEstate.com

http://www.jenningsins.com


•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••SPECIAL FOCUSFINANCIAL SERVICES

Here’s a look at what you may

not know about the Five C’s of

commercial credit, the steps bankers

take when evaluating your business

request and what has changed.

Collateral is not the only king.Collateral includes what the company or an

individual owns and can pledge as security

for a loan. Lenders want to see what assets

can support repayment. While cash is

always the primary source of repayment

for a loan, pledged assets offer a secondary

source. Buildings, equipment, vehicles

and marketable securities such as stocks

and bonds are seen as strong collateral.

Accounts receivable and inventory, when

combined with a solid track record, also

can work for short-term borrowing.

Capacity can be defined as cash flow.Capacity has long been defined as the

ability of a business to repay the loans.

Today it has become almost synonymous

with cash flow. There has been a market

shift since 2008 that has made cash flow

the most critical metric lenders use in the

evaluation process. For many years, the real

estate market delivered business owners the

appreciation values they needed to cover

loans when cash flow went south.

A lender’s evaluation of a company’s

cash flow often begins with the dissection

of a company’s financial statements and tax

returns for the past three years. Lenders

look at the traditional metrics, such as net

income, sales and profit margins by year

and focus on understanding the intricacies

of the figures. They also use a series of key

ratios, such as debt service coverage. The

CREDIT WORTHYThe Five C’s of commercial lending have long been used by lenders to evaluate a company’s creditworthiness. But the economic realities of the past several years have changed the way they are applied. By Jacki Templin

About the writerJacki Templin is a business banker at Plaza Park Bank, a family-owned community bank based in Sartell.

She has 16 years of banking experience and works with small business owners every day to help them achieve their

goals. This column is presented for informational purposes only and does not provide advice on an individual situation.


FINANCIAL & PROFESSIONAL SERVICES

RMA Annual Statement Studies provide

insights on what’s average for every

industry and allows lenders to compare a

particular company’s key financial ratios to

the national average.

Capital shows skin in the game.Capital describes an owner or management

teams’ personal investment in the

business. Like any good investor, lenders

prefer business owners have some “skin

in the game.” There are no hard and fast

rules on capital ratios, but a good rule

of thumb is for at least 20 percent of a

company’s funding come from the owner

based on today’s conditions.

Character matters.Character is the overall impression a business

and the executive team make on the lender.

Yes, this is subjective and that’s why business

banking relationships are so important,

especially today. Background, experience,

reputation and personal credit all play a part

in a lender’s assessment of character.

Conditions can change everything.The role of conditions became all too

clear for business leaders during the

recent recession. When evaluating

conditions, lenders look at everything

from the current economic landscape to

competition in the marketplace. When

conditions are unfavorable, companies

often need to compensate with more

capital or collateral.

Evaluating a company’s credit-

worthiness is not one-dimensional. By

applying a series of factors like these,

lenders – and the business – can take the

steps needed to position the borrower for

future success. BC


Learn more about the variety of financial & professional services available to businesses in Central Minnesota on the following pages.

Bremer Insurance

Mindy Clafton

Insurance Representative320-656-3379 •• [email protected]

bremer.com

If you own or manage a business, you need the proper insurance products and services to protect your livelihood. At Bremer Insurance, we take action to learn your unique needs — and we’ll provide appropriate solutions to meet them.

Property & Casualty Solutions• Automobile • Workers’ compensation• Umbrella coverage • Directors and officers• Surety bonds • Crime• Employment practices liability

Life and Health Solutions• Group Health • Life Insurance

Please stop by one of our five convenient St. Cloud area locations to learn more.

American HeritageNational Bank

American Heritage National Bank, a family-owned commercial bank

over four generations, where more than just money…

relationships are our business.

www.LogBank.com

West St. Cloud – (320) 654-9555East St. Cloud – (320) 257-5000

Offices also in Long Prairie and Browerville

Member FDIC

ProGrowth Insurance

Allan Karki

Agent/Owner • 320-251-3333 www.ProGrowthInsurance.com

THE COVERAGE YOU NEED, THE PRICE YOU DESERVE.ProGrowth Insurance was founded

over 80 years ago. Today, owned by Allan Karki, ProGrowth’s offices are located in

Sartell and Gaylord Minnesota. ProGrowth Insurance is a full-lines Insurance Agency,

with 6 licensed agents, operating in the five-state Midwestern area. Our primary focus is

on home, auto, business and recreation Insurance – but we also offer our Insurance

expertise in all areas including life, disability, worker’s compensation, bonds and more.

Whatever your personal or business Insurance need, we’ll work hard to design a

plan that offers you security and value.



Sauk Rapids1301 2nd St N.

320.252.5121

Pierz80 Main St. 320.468.6422 fmpierz.com

Serving Sauk Rapids since 1995, and a part of Pierz since 1908.

Eric Peterson, Loan Officer9 years experience, Rice native

Roger Poganski, Chief Credit Officer30 years experience, St. Cloud native

Because Experience Still Counts…At Farmers & Merchants State Bank, we’re proud of our people. That’s because they have the knowledge and experience to offer you everything you’d expect from a full-service bank, and more.

We believe you want a banker to do more than just hand you an application. You want someone who understands you and your business. We offer just that – employees with local roots and experience to help your business grow.

If experience still counts… think Farmers & Merchants. Stop by or give us a call today!

Farmers & Merchants State Bank

Eric Peterson

Commercial Loan Officer320-252-5121 •• [email protected]

fmpierz.com

Farmers & Merchants State Bank has the knowledge and experience to offer you everything you’d expect from a full-service bank, and more. As a leader in Central Minnesota offering financing solutions for local businesses, we have employees with local roots and experience to help your business grow. Stop by or give us a call today.

FalconNational Bank

John Herges

President and CEO320-223-6300

[email protected]

A DOOR THAT’S ALWAYS OPEN. Mine.

We understand that no two businesses are alike; that’s why we offer a unique,

personalized approach to business banking. If you value a dedicated staff, local

decision-making, and money to loan when you’re ready to borrow, you’ll appreciate

Falcon National Bank. That’s reality. Member FDIC.

Laraway Financial Advisors

Steve Laraway

President & CEO, J.D., CPA®, CFP®

(320) 253-2490 •• [email protected]

At Laraway Financial Advisors, we believe your financial future is a journey that should not be embarked on alone. We are as invested in your financial freedom as you are and are with you every step of the way. Steve Laraway has over 30 years of experience in the financial planning/investment management field. He has extensive knowledge on investment strategies, tax planning, securities, employee benefit plans and estate planning. Securities offered through Cambridge Investment Research, Inc., Member FINRA/SIPC.


Schedule your annual “physical” with Laraway Financial Advisors

Take this important “Five-step check” for your financial health:

1 Has my personal situation changed this past year?New job? Experienced a

death or divorce? Facing

a health issue? You may

need changes to your

financial plan.

2 How did my investments perform last year and over time?Was the performance of

each of your investments

appropriate for the risks

you took? If not, consider

changing the types

and amounts of your

allocations.

3 Did I receive value in return for the fees charged to me this past year?Does my advisor listen?

Follow my wishes? Return

my phone calls? Give me

invaluable service? It’s

important that you get

what you pay for in an

advisor.

4 Does my current asset allocation help me achieve my goals?Did I make progress toward

my financial objectives

and dreams for my life?

The manner in which

a person invests has a

significant impact on the

end results. An advisor

helps determine whether,

based on the asset

allocation, you can have

reasonable expectations of

meeting your goals.

5 What do I need to do now to work toward a positive financial future?Save more? Review my

risk tolerance? Curtail

spending? Or, re-adjust

my financial plan? A

financial advisor helps

you adjust the plan when

necessary. Call upon

other members of your

financial team as well––

attorney, accountant, life

insurance professional,

and others.

“At minimum,

schedule an annual

investment check-up,”

reminds Steve. “And if

your financial situation

changes, see your

advisor immediately for

his or her timely advice.

Your financial health is

too important to leave to

chance.”

— mary macdonell belisle

Laraway Financial Advisors, Inc., 1219-33rd St. S., St. Cloud, MN, 320.253.2490, 800.758.8916Securities offered through Cambridge Investment Research, Inc., a Registered Broker/Dealer, Member FINRA/SIPC. Investment Advisory Services offered through Laraway Financial Advisors, Inc., a Registered Investment Advisor. Cambridge Investment Research, Inc., is not affiliated with Laraway Financial Advisors.

BUSINESS DESCRIPTION: Laraway Financial Advisors, Inc., is an Independent Registered Investment Advisor, headquartered in St. Cloud, MN. LFA has its own well-defined investment process and focuses on providing the right solution for clients, using a team approach.

1219 33rd St. S., St. Cloud, MNwww.larawayfinancial.com

SMART BUSINESS: Laraway Financial Advisors

SPONSORED PROFILE

Steven A. Laraway,

Laraway Financial Advisors,

Inc., schedules his annual

physical because it’s the

smart thing to do. Similarly,

he believes in an annual

investment “physical.”

“Just as your health

calls for conscientious

monitoring, your financial

situation in today’s economy

suggests the wisdom of

frequently meeting with

your advisor,” says Steve.



SPECIAL ADVERTISING SECTION

TO ADVERTISE Contact WENDY HENDRICKS Associate Publisher, Business Central Magazine Direct: 320.656.3808 or by e-mail:[email protected]

COMING JANUARY 2013

Medical -Health Care

Act fast, limited space available.

DEADLINE: NOVEMBER 20, 2012

Featuring: Hospitals • Clinics • Surgical Centers • Family Care •

Specialty Clinics • Plastic Surgery

WWW.BUSINESSCENTRALMAGAZINE.COM

Conway, Deuth & Schmiesing, PLLP

Michael A. Johnson

CPA, CVA, ABV and Partner320-252-7565 •• [email protected]

www.cdscpa.com

Mike has over 30 years of public accounting experience including over 20 years owning and managing his own practice. Mike specializes in helping businesses analyze acquisition and sale opportunities, including business valuation, income tax planning, business consulting and accounting. Business owners can be assured knowing that Conway, Deuth & Schmiesing, PLLP strives to provide quality, efficient, and responsive tax, accounting, auditing and management advisory services. Exceptional service, a dedication to details and technical competence are at the foundation of our firm.

Plaza Park Bank

Bethany Schwinghammer

Relationship [email protected]

320-257-3304 •• www.plazaparkbank.com

Plaza Park Bank proudly welcomes Bethany Schwinghammer, Relationship Manager. Bethany has 7 years of expertise in personal banking and 5 years in small business banking. She has a passion for developing strong relationships and enjoys helping clients understand their entire financial picture. In accepting the position and coming toPlaza Park Bank, Schwinghammer says, “I love that we treat people as individuals at Plaza Park Bank. We know them by name and can take time to really know their needs, goals and dreams.” Visit Bethany in our Waite Park location today!

Gaslight Creative

Kelly Zaske

Marketing Strategist320-290-5909 •• [email protected]

Kelly Zaske has been directing the marketing initiatives for Central Minnesota businesses for nearly 20 years. As a principle in Gaslight Creative, she collaborates with businesses to clarify their marketing goals, develop strategies to best meet their needs and implement campaigns to reach these goals – on time and within budget. She and partner Jodie Pundsack assemble their team to bring the full scope of experience and enthusiasm to each project. Gaslight Creative offers an array of services from branding campaigns and public relations to web development and social media.

http://www.gaslightcreative.com


Raise your glass (or bottle) in toasting

this up-and-coming marketing agency’s

accomplishments, sense of fun, moxie

for taking risks and all-around style.

A few years ago, Gaslight Creative was

just a two-person team, but quickly grew to

three and then six.

Today, with a bustling staff of 10 multi-talented

team members, Gaslight is the go-to agency for

branding campaigns, packaging design, online

advertising, tradeshow displays, promotional

videos, sales material and much more.

Having started the business in 2009,

co-owners Kelly Zaske and Jodie Pundsack

know a thing or two about building a brand

from the ground up. The name Gaslight

Creative was different, that’s for sure – but it

didn’t mean anything right away.

“Often clients want a name, logo, and

identity that is instantly recognizable. We

educate them that although the brand needs to

be strong, it doesn’t mean anything until you

communicate it,” says Pundsack.

Communicating it is what they did, when

they had the time and money to work on their

own marketing campaign, that is. Like many

of their clients, they took risks financially and

artistically, and struggled with timelines. But

after three years of consistent marketing, they

are proud to say that now Gaslight Creative

means something.

“We believe that the talent and experience

of our team is the key to our success, so we

have always featured our employees in our

ads; not groundbreaking, I know, but we did it

differently and it works,” says Zaske.

Gaslight’s self-promotion includes rock

band-like group photos on the roof of a

downtown building and a “Mad Men” spoof

at the Red Carpet’s Martini Lounge. Both

campaigns were well received.

“We take our work seriously, but not

ourselves,” attests Zaske. “Mostly because

we are busy working hard to help our clients

succeed.”

“If we didn’t know then, we definitely know

now what it is like to build an identity for a

business – how important it is, how it can be

refined along the way, and how powerful it can

be,” says Pundsack.

SMART BUSINESS: Gaslight Creative

Branding to the top and having a little fun along the way

Gaslight Creative LLCSt. Germain, Ste 305

Downtown St. Cloud

320-257-2242

www.gaslightcreative.com

Business Description: Full-service marketing and

public relations agency

specializing in branding,

marketing campaigns, sales

materials and web site

development.

Hand-drawn characters and

intentionally imperfect old-printing

techniques signifies Third Street

Brewhouse’s brand. The Gaslight

team created a multi-media

campaign, including a website,

labels, packages, signage, tap

handles, ads, posters, coasters and

more. And no they didn’t get paid

in beer — well, not always.

SPONSORED PROFILE



REACH YOUR GOALS WITH A CUSTOMIZED, PERSONAL APPROACH

Securing the future ... for you, your family, and your business

Email: [email protected] • www.security-banks.com/trust.htm

Gregory A. Kummer, CTFA, President • 320-864-5134 Serving the St. Cloud area for over 10 years.

Our relationship with you is key. We provide reliable, unbiased advice and services customized to your individual goals.

AIS Planning

Cathy Juilfs AIFA ®, CEBS, CFP ®

Life Wealth Advisor320-252-6552 •• [email protected]

aisplanning.com

AIS is an independent team of select Life Wealth Advisors focused on people and planning, not products. We give you peace of mind by providing planning solutions from a broad-based perspective. We question and listen to understand your values, then act to optimize your financial, personal and social “net worth”. Cathy is an accredited fiduciary investment analyst experienced in creating customized retirement plans for business owners by coordinating administrative and fiduciary duties, as well as helping to educate and motivate you and your employees to become financially independent.

Security Bank & Trust Co.

Gregory A. Kummer,CTFA

President - Investment Management & Trust320-864-5134 •• [email protected]

www.security-banks.com/trust.htm

Greg is President of the Trust Company at Security Bank & Trust Co. With over 20 years of experience in the financial services industry, he specializes in providing comprehensive wealth management solutions for the affluent. Greg’s areas of expertise include investment management, trust and fiduciary services. A Minneapolis native, Greg earned his Bachelor of Arts degree in economics from the University of Minnesota. Additionally, he holds the designation of CTFA, Certified Trust and Financial Advisor.

SECURING THE FUTURE …FOR YOU, YOUR FAMILY, AND YOUR BUSINESS



Stearns Bank

Isaac Flenner

Vice President320.253.6607 •• [email protected]

www.stearnsbank.com

Stearns Bank is a local, employee owned bank dedicated to providing customized banking solutions to fit both your personal and business finance needs. Originally chartered in 1912, Stearns Bank has grown to a $1.5 billion in assets offering checking & savings, business loans, equipment leasing, home mortgages, online banking and much more. We are proud to support the communities we serve through contributions made by the Norman C. Skalicky Foundation. Give Isaac a call today to get a free banking analysis. We get the job done!

Central MinnesotaCredit Union

Travis Moore

St. Joseph Branch Manager888.330.8482 •• myCMCU.org

facebook.com/myCMCU

Central Minnesota Credit Union is a full-service financial institution providing all the same products and services as a traditional bank. As a not-for-profit financial cooperative, earnings are returned to members through better rates and lower fees. Our St. Joseph branch features extended drive-up hours: Monday-Thursday: 7:00 am – 6:00 pmFriday: 7:00 am – 7:00 pmSaturday: 8:00 am – Noon

Recent SBAloans closed in

Central MinnesotaRestaurant

$2.5 Million

Lumber Company$1.8 Million

Pharmacy$308,000

Manufacturing$2.9 Million

Laser Hair Removal$200,000

Tux Rental Store$150,000

Call 320-253-6607

FAST & FLEXIBLEBusiness Loans

stearnsbank.com/sba

u FAST, in-house approval & processing to close quickly!

u FLEXIBLE, we look at each applicant individually

u Loan amounts of all sizes, terms up to 25 years

u A Preferred Nationwide SBA Lender

u Equipment finance & leasing available

888.330.8482 | myCMCU.orgfacebook.com/myCMCU

Federally Insured by NCUA


Business Central: What’s it like to be the fourth generation leader of a business?Paul Daniel: When you’re in

a family business, the most

important thing is to make a

succession plan so this continues

and doesn’t fail on your watch.

My nephews have joined me

in the business. We have a

succession plan for the future

of our family business for many

years to come.

BC: What has been your biggest challenge?Daniel: The consumer. That’s true

for every business. They’re very

well educated. They know what

they want. It might be radically

different from what you’re

thinking or from what the next

customer wants, but that doesn’t

matter. Our job is to create

meaningful events that celebrate

a person’s life and the customer

defines what that means.

BC: What do you like best about your business?Daniel: The relationships you

build with people. Our business is

131 years old this year. It’s one of

the oldest in St. Cloud. It’s my job

to ensure that the relationships

that were built over the last

131 years are taken care of.

That requires a high level of trust.

They may only call you every

15 years, but they need to know

that you’ll show up. I’m the

custodian of those relationships

– that’s my biggest challenge and

my biggest reward. BC

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••BUSINESS SPOTLIGHTPROFIT

TIMELINE1881 Arnold J. Daniel, Sr., arrives in St. Cloud from Germany. Daniel establishes a partnership with Rudolph Huhn and starts a furniture and casket building business known as Daniel Furniture and Undertaking Company.

1896 Arnold Daniel graduates from the Champion College of Embalming in St. Paul

1932The Daniel family builds the first funeral home in St. Cloud

1956 The Daniel Funeral Home buys Warnert’s funeral service in St. Joseph, MN, establishing that city’s first funeral home.

1966 A new Daniel Funeral Home opens at its current location at 10th Ave. and 2nd St. N, St. Cloud. The facility undergoes major renovations in 1992, 1993, 1998, and 2001.

1980The Daniel Funeral Home builds a facility in Sartell

1985The Daniels build a new facility in St. Joseph at 120 College Ave. N.

1992The Daniel Funeral Home purchases the Lindquist Funeral Chapel in Clearwater

1997The Daniel Funeral Home purchases the Anderson Funeral Home in Paynesville, running it as the Daniel-Anderson Funeral Home.

1998The Daniels replace the Clearwater facility with a new funeral home and Wright County’s only crematory.

PERSONAL PROFILEPaul Daniel, 53

Title: president and CEO

Education: 1981 graduate of St. John’s University with a degree in accounting; 1982 graduate of the University of Minnesota with a degree in Mortuary Science

Family: Wife Karen, children Rachel and Grant

Hobbies: hunting, fishing, golf, visiting their cabin by the Boundary Waters

BUSINESS PROFILEDaniel Funeral Home1010 2nd St N PO Box 1222 St. Cloud, MN 56302-1222 (320) 251-0383 (800) 358-3313 Fax: (320) 251-4791 danielfuneralhome.com

Ownership: Paul Daniel and his nephews Michael Daniel and Eric Daniel

Business Description: A fifth generation company providing funeral home and cremation services

Number of employees: 19

Number of locations: 5: St. Cloud, Clearwater, Sartell, St. Joseph, and Paynesville

Paul Daniel, Daniel Funeral Home, is taking steps to ensure his fourth generation business will be around for a long time to come. By Gail Ivers

Michael, Paul, and Eric Daniel, Daniel’s Funeral Home

Legacy

BELOW LEFT: Arnold J. Daniel, Sr., in front of the Daniel Furniture and Undertaking Com-pany, circa 1881.

BELOW RIGHT:The Daniel Funeral Home opens at its current location in St. Cloud in 1966

Offices also in Long Prairie and BrowervilleMEMBERFDIC

Contact Us for Professional & Personal

Banking Services

West St. Cloud2915 Second Street South (320) 654-9555

East St. Cloud525 Highway 10 South

(320) 257-5000

BusinessBanking

Wall StreetnotMain Street

for

http://www.logbank.com

november/december 2012

Documents

business news

charter business internet6x

valuable business strategy

charter markets

charter communications

phone company dsl

local phone service

faster internet