Muskegon Lakeshore Chamber names Agents of Change
A chamber of commerce has honored a group of leaders for being change agents.
The Muskegon Lakeshore Chamber of Commerce named the 2016 Agents of Change at its ninth-annual Agents of Change Business After Hours celebration this month.
The honorees were selected based on community activities ranging from business reinventions to the creation of festivals, education initiatives and art installations.
“These passionate individuals are dramatically changing the landscape of our community and deserve recognition,” said Cindy Larsen, president, Muskegon Lakeshore Chamber of Commerce.
Agents of Change
Hoby Thrasher, Bear Lake Tavern
Thrasher reinvented the building and business at 360 Ruddiman Dr. in Muskegon to preserve local history, while modernizing and rebranding.
Jason Talsma and RandiLynn Talsma, Blended Furniture Market
The Talsmas turned a closed drug store at 730 Seminole Rd. in Norton Shores into a "destination" furniture store, moving their business from Holland to Norton Shores.
Lakeshore Brewers Guild, Burning Foot Beer Festival
The Lakeshore Brewers Guild turned its festival at Pere Marquette Beach into a Midwest craft beer celebration.
Ellen Berends, First Fridays
Berends’ First Fridays concept brings thousands of people to Western Avenue in downtown Muskegon on the first Friday of every month. The family friendly event includes street performers, Touch the Trucks, bonfires and more.
John Severson and Megan Byard-Karaba, Muskegon Area Promise
This program offers graduating high school students access to two-year college degrees, tuition-free in Muskegon County. Severson and Byard-Karaba worked with a volunteer board and state officials to seal final approval of the program. Read more: Grand Rapids Business Journal
This year, thanks again to the generosity of our sponsor, George Obernagel, and with the assistance of the City of Waterloo, Meurer Brothers Tree Care, and Monroe County, the Waterloo Chamber of Commerce coordinated the planting of a 15 ft Norway Spruce on the corner of Main and Mill Street. The tree will bedecorated for the holiday season as we continue our tradition of the annual lighting of the Waterloo Christmas tree. Be sure to join us Thursday, December 1, at 6:30 pm at the tree! More information: Waterloo Chamber
New Castle-Henry County Chamber of Commerce 2016 Community Map
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| New Castle-Henry County Chamber |
The New Castle-Henry County Chamber of Commerce 2016 Community Map is available at the New Castle-Henry County Chamber today! Thanks to Missy Modesitt, Mary Campbell and the chamber team for their help and direction putting this together!
Town SquarePublications (www.townsquarepublications.com) can help you accomplish your chamber's gloss map, directory, community guide or publication needs at no expense to the chamber. Please email John Dussman at jdussman@tspubs.com or call (847)-427-4633.
#BestChamber Practices: ICEA Guest Article: What Sponsors Really Want
Guest Article Submitted By John S. Myrland, Senior Vice President Community Engagement Executive with Old National Bank - Central Indiana Region
Joni Mitchell once wrote – and sang – “I’ve looked at life from both sides now.” Well, I’m no Joni Mitchell, but since I took on my new role at Old National Bank nearly two years ago, I can say that I’ve seen the chamber profession from both sides now!
From July, 1976, through December, 2005, I had the honor and joy to work for three chambers of commerce: Ft. Wayne, Indiana, and Indianapolis. As we all know, a key part of what we all do as chamber execs is generate revenue for our chambers. That part of our jobs has changed a great deal through the years, from almost 100% dues income to a wide variety of non-dues sources to complement dues income. Some chambers today even rely on those non-dues sources – sponsorships, events, employee benefits, government dollars, etc. – for their primary revenue sources, with dues taking on more of a supporting role.
It appears the days of dues only, or even primarily, are gone and may never return!
With my “role reversal,” from dues raiser to dues payer, I think I can even better see the need for chambers to have an even more compelling story to tell potential donors/customers/members. With more competition for those dollars, uncertain economic and political tides, and increased pressure from investors and board members, businesses today are looking very carefully at these “discretionary” dollars. I know…I’ve seen it…I’m living it in my new job!
As you do “Job1” every day, what are some of the things you should be thinking about? What are the questions you ought to be asking them…and, yourself? How can you be even more creative in packaging a relationship which will work for both the member and the chamber? Here are five suggestions. They’re not absolute “must dos” or guaranteed answers, but merely things to think about. And…they may not all be “original!” They’re just my thoughts after 30 years as a chamber exec and 2 years as a member.
1. Do your research! Know more about them than they do, if that’s even possible. Know their hot buttons, what they care about, and what they will invest in. Then, once the sale is made, follow up…exceed their expectations…give them recognition for their investment and, you’ll develop a lifetime relationship and customer!
2. Know the chamber! I know that may sound silly, but just think about quizzing yourself before you meet with a member or potential customer, anticipating questions they may ask you that you haven’t thought about recently. Know your stuff before you pitch it!
3. Listen to them! Take notes, don’t interrupt them. Act…no, BE!...interested. Then, ask questions based both on what they say AND what you learned in your research. People love to talk about what they do, so let them. This process will also give you a better idea of what the chamber has/does that might interest them or help their business. Again, then you can deliver what they really want/need!
4. Don’t try to have every answer! People can tell when you’re stretching for an answer or, worse yet, making something up just to please them and make a sale. Suggest you’ll get an answer for them and follow up later. Then, ask another question to try to get them back on the discussion at hand.
5. Always leave them with something to think about that makes your presentation unique! There’s a technique I’ve learned about recently called “Yes, and.” It was born in comedy improv, but it also works in sales. And, let’s face it, that’s the business we’re all in! When they ask about you or the chamber or the product or event you are trying to get them to invest in, tell them about it (this is the “Yes”), then add something that will make their connection to it even better, more worthwhile, or more significant to their success (this is the “and”). They’ll be impressed that you care, that you understand their needs, and that you have something to offer that can truly make a difference! Again, then exceed their expectations in your delivery!
Try these techniques and I’m pretty certain you’ll be successful in winning over an existing OR new customer, AND you’re more likely to ensure that your next effort will lead to yet another sale and, more importantly, another lasting relationship.
From my new perspective as a member of several chambers, THAT’S “What Sponsors Really Want!” Contact John at john.myrland@oldnational.com
CEO Position Available: Panola (MS) Partnership Job Description
The Chief Operating Officer of the Panola Partnership is responsible for the supervision and day-to-day operation of the Partnership, its activities, events, councils, committees, and related programs as established and directed by private and public sector leadership of the organization. The CEO reports and is accountable to the Partnership Board of Directors. The CEO duties include planning, organizing, and directing an economic and community development program, which promotes and solicits capital investment and job creation in Panola County. A key element is ensuring that the various staff and boards cooperate and work together to create a synergy of programs which maximizes the resources of the various committees or councils including Economic Development, Tourism, Community Development, Main Street Batesville, Finance and Membership.
The CEO will ensure that funding is in place to carry out the Partnership programs. This involves keeping local political bodies up to date on programs and activities, ensuring that activities, which produce dues, are ongoing and of substantial quality, pursuing grants, and ensuring that contracts with appropriate agencies are executed and fair. The CEO will make regular reports to the Board of Directors of the Panola Partnership and other leadership groups as appropriate. Appropriate minutes and financial statements will document these reports. The CEO will ensure that monthly financial statements are completed and presented to the various leadership groups in a timely manner. She/he will ensure that the financial records of The Partnership are kept in a professional manner in compliance with generally accepted accounting standards.
Other duties of the CEO
Provide effective leadership in tapping city, county, private, state and national resources to enable Panola County to realize its full potential for community and economic development; provide a liaison between local, regional and state agencies in identifying resources for assistance (both financial and other).
Assume a leadership role in enhancing local business climate and encouraging growth and profitability of local companies; identify and deal with local problems that detract from a favorable business climate.
Understand technology issues facing the community and the region. Establish plans and activities, which maximize the: use of technology for the benefit of the Partnership and the community as a whole.
Identify new business prospects; both industrial and non-industrial as potential new startups for the community. Ensure that the network of business development allies sees all the cities and towns that make up Panola County in a favorable light.
Broaden the base of support in the community for Partnership activities. Develop awareness of needs and desires of divergent groups; partner with groups as appropriate, serve as a balancing wheel.
Maintain regular contact with members of the Partnership and network with other community organizations for the betterment of Panola County.
Maintain current demographic, area industrial data, educational information, technology information, and data as might be needed for business development needs.
Hire, dismiss, direct, supervise and development staff of the Partnership to better serve the community and economic development needs of Panola County.
Other Requirements
Works to improve, develop, and implement marketing plan
Recruits new business and industry for the community
Prepare, presents, and administers annual operating budget
Serves as liaison between existing business, industry, and local state
Government
Ensures compliance with and administer grant and loan programs associated with economic development
Presents reports to local governing bodies and state and federal agencies as necessary
Works with community to develop entrepreneurial opportunities
Supervises staff
Perform all other duties as assigned
Required Knowledge and Abilities
Knowledge of business, financing, and accounting principles
Knowledge of city and county ordinances, in addition to state and federal laws governing communities, business, and industrial development
Knowledge of federal, state and other economic development assistance programs
Knowledge of bidding procedures, contract writing and the ability to conceptualize, design and implement community development and business/industry programs
Ability to establish and maintain effective working relationships with the public, business, and industry, and other community organization, regional and state organizations
Resumes should be emailed (preferred) to wbr@tvepa.com or mailed to the Panola Partnership, c/o Search Committee; 150A Public Square, Batesville, MS 38606. More information: Panola County MS CEO Position
#BestChamber practices: Harrisonburg-Rockingham Chamber: Show your numbers
Economic Studies
JMU’s Office of Institutional Research recently conducted an in-depth analysis of the economic impact the university makes in Harrisonburg, Rockingham County and the Commonwealth of Virginia.
Click here to download a brochure that summarizes the results.
Click here to download a brochure that summarizes the results.
The Numbers:
■ More than 4,500 non-JMU jobs in the local area were the result of university-related spending; the total employment related to JMU was 8,200.
■ Roughly 13 percent of all local employment, including JMU employment, resulted from university-related spending.
■ More than $448 million were spent locally by the university, students, employees and student visitors.
■ More than $62 million were spent in “indirect effects” — payments to local businesses that were re-spent with other local businesses.
■ More than $67 million was spent in “induced effects” — payroll received by employees working for local businesses that were re-spent to support their households.
■ More than $66 million (71 percent of the FY 2009 total) were spent with local firms for capital planning and construction.
■ Almost $16 million in health-insurance premiums paid by the university for its employees was returned in payments to local health-care providers.
■ Almost $11 million in retiree benefits from the Virginia Retirement System and non-VRS retirements plans were paid to JMU retirees.
■ University-related spending generated a tax effect of $10.5 million in revenue to local governments and $22.7 million to the state.
■ More than $62 million were spent with local small- , women and minority-owned businesses.
■ More than $15 million were spent by student visitors.
■ Students using their JMU Flex Card electronic debit accounts spent more than $1.2 million off campus and in the local community.
■ Roughly 13 percent of all local employment, including JMU employment, resulted from university-related spending.
■ More than $448 million were spent locally by the university, students, employees and student visitors.
■ More than $62 million were spent in “indirect effects” — payments to local businesses that were re-spent with other local businesses.
■ More than $67 million was spent in “induced effects” — payroll received by employees working for local businesses that were re-spent to support their households.
■ More than $66 million (71 percent of the FY 2009 total) were spent with local firms for capital planning and construction.
■ Almost $16 million in health-insurance premiums paid by the university for its employees was returned in payments to local health-care providers.
■ Almost $11 million in retiree benefits from the Virginia Retirement System and non-VRS retirements plans were paid to JMU retirees.
■ University-related spending generated a tax effect of $10.5 million in revenue to local governments and $22.7 million to the state.
■ More than $62 million were spent with local small- , women and minority-owned businesses.
■ More than $15 million were spent by student visitors.
■ Students using their JMU Flex Card electronic debit accounts spent more than $1.2 million off campus and in the local community.
Shopping small in Frankfort: Small Business Saturday provides welcome boost for local stores
Sheboygan County Chamber Executive Series: Emergency/Crisis Management: An Ounce of Prevention
“An ounce of prevention is worth a pound of cure” became so true when a local Johnsonville Sausage facility caught fire on May 11, 2015.
Join us for November’s Executive Series, where you’ll learn how Johnsonville was impacted by the loss of a facility, how it affected the overall business and how Johnsonville’s response ultimately created one of the best Johnsonville Way stories in company history.
Paul Rutledge is Director of Environmental Health & Safety for Johnsonville Sausage, LLC.
Good morning #Chamber World! It's going to be a GREAT day!
Town Square Publications Chamber Membership Directories and Community Profiles: The best in the U.S.
Town Square Publications, a division of the Daily Herald Media Group, is a national chamber custom publishing group that specializes in developing partnerships by producing high-quality print and digitally integrated publications along with other added value programs dedicated to creating relevancy for local chambers of commerce and other membership focused organizations interested in raising non-dues revenues.
Town Square Publications parent company, Paddock Publications, has over 100 years’ experience of print product development and dedicated customer service in communities throughout the Midwest. Our experience allows Town Square Publications to offer you attractive royalty and non-dues revenue share streams, provide direct distribution of your custom designed printed publications, including digital and mobile integration, and all with the quickest turn-around times available in the industry. Town Square also offers multi-media maps in both print and online formats, both with our No-Cost guarantee. More information: Town Square Publications
Chambers of Commerce and member focused organizations serve as a valuable resource in the local marketplace. The networking opportunities and representation with a wide variety of diverse businesses in your community is the catalyst of a successful organization. For further information about Town Square's publishing partnership with chambers of commerce and our No-Cost guarantee and Earned Revenue Share Program, To request your chamber publication or map proposal, Contact Town Square Here
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