Select local businesses offer their expert advice on essential business products and services

Sponsored by

Your ideal business location

Design that boosts results

Managing your supply chain

Writing a business plan

Best customer service

Hiring a CGA

Sustainable electricity

Great company retreats

Advanced communications and your image

Master of global management (MGM) degree

Indoor air quality

Saving money on tradeshows

Replacing your roof

Facilitating meetings

Choosing your fuel source

Getting the best catering

Emergency planning

PET–CT scans

$7

PRACTICAL TIPS FOR BUSINESS READERS 2011

Find out how to get the most effective printing for your money. We do more than just print. We provide custom-tailored solutions

that make you stand out from the crowd.

How Tostretch your tradeshow marketing budget—4

hire a certified general accountant—6

leverage design as a business asset—8

manage an efficient supply chain with the right manufacturer—10

be innovative in improving indoor air quality—12

respect your roof—14

turn your office green—16

face a cancer diagnosis head-on—18

define the primary purpose of your business—20

deliver outstanding customer service and build lasting customer relationships—22

make your small business look more professional with advanced communications—24

get and apply international business skills with a master of global management degree—26

centralize control of your fuel purchases—28

organize a company retreat—30

maximize your catering experience—32

maximize meeting value and optimize results—34

prepare your business for an emergency—36

live for today and plan for tomorrow —38

Publisher: Paul HarrisEditor-in-chief: Naomi Wittes ReichsteinDesign director: Randy PearsallProofreader: Baila LazarusContributors: Rebecca Edwards, Lynsey Franks,

Noa Glouberman, Baila LazarusProduction manager: Don SchuetzeProduction: Carole ReadmanSales manager: Joan McGrogan Advertising sales: Lori Borden, Corinne Tkachuk Administrator: Katherine ButlerOffice manager: Dennis LeBlancController: Marlita HodgensPresident, BIV Media Group: Paul Harris

How-To is published by BIV Magazines, a division of BIV Media LP, 102 4th Avenue East, Vancouver, B.C. V5T 1G2 604-688-2398, fax 604-688-6058, www.biv.com. BIV Media LP also publishes Business in Vancouver.

Copyright 2011, How-To. All rights reserved. No part of this book may be reproduced in any form or incorporated into any information retrieval system without permission of How-To. The list of services provided in this publication is not necessarily a complete list of all such services available in British Columbia. The publishers are not responsible in whole or in part for any errors or omissions in this publication.

How-To has received consideration from advertisers for editorial content appearing in this magazine.

Publications Mail Agreement No: 40069240. Registration No: 8876. Return undeliverable Canadian addresses to: Circulation Department 102 Fourth Avenue East, Vancouver, B.C. V5T 1G2. E-mail: subscribe@biv.com

PRODUCED BY

PRACTICAL TIPS FOR BUSINESS READERS 2011CONTENTS

SPONSORED BY

stretch your tradeshow marketing budget

We all live in an age of doing

more with less. We’re seeing

stiff competition, shrinking

budgets and less manpower,

yet results are still expected.

Here are seven ideas that

will allow you to achieve

results and stay within budget:

1. Consider cost of ownershipWhen planning your annual tradeshow

program, consider its full cost. Far too

often, clients don’t take into considera-

tion the costs of freight, show services

and material handling of their exhibits

prior to purchase. The information is

available from previous show manu-

als, and the calculations are quick and

easy. By performing this exercise, you

avoid year-end budget surprises.

2. Rent a displaySometimes exhibits that make an impact

are too costly to purchase. Renting a

custom or custom portable exhibit

allows you to avoid the costs of building

an exhibit, storing it and refurbishing

it. When you rent an exhibit, you can

let your provider know the impact you

are looking to achieve and how much

you have available for the rental cost.

The exhibit provider may also offer

you a turn-key package whereby you

show up on the day of the show, and

once the show is over, you walk away

from the exhibit. Savings can really add

up if you don’t have to fly staff mem-

bers in early for set-up and if they can

leave immediately after the show.

3. Consider leasingIf your needs are unique or you attend

a significant number of shows in a year,

renting may not be cost-effective. To

avoid the upfront costs of building a new

exhibit, consider leasing as an option.

Leasing companies are very flexible

with their term and payment options.

Many clients opt for three-year payment

plans with lump-sum payments made

at the beginning of each year from a

fresh budget. If you are launching a new

product or breaking into a new market

and need a $30,000 exhibit, it is much

easier to ask your chief financial officer for

$10,000 a year. Another advantage is that

the lease payments become an expense

as opposed to a capital purchase,

resulting in accelerated tax savings.

4. Buy space early or lateBy taking advantage of early booking dis-

counts for booth space and show services,

you can realize savings of up to 20 per

cent on your tradeshow program. Also,

if the show does not typically sell out in

advance, keep in touch with its organizer

to take advantage of last-minute deals

on excess space. This is possible if you

have a very flexible tradeshow schedule

and can mobilize your team quickly.

5. Consider related industry showsBy taking advantage of related industries,

you may accomplish two things: find-

ing a less expensive show and finding

new clients with very little competition.

The main industry show may be fully

booked every year, and if you’re a small

startup, you might not get noticed.

By finding regional related industry

shows where your target audience will

also be, you can gain access to those

clients without any competition, and

such shows are usually less expensive

than national ones. For example, if

you provide office-cleaning services,

instead of attending major national

shows, consider attending regional

dental or medical shows and cater

your message to health professionals.

6. Collateral materialUnless it’s absolutely necessary, never

take collateral material to a tradeshow.

Most collateral material ends up in the

recycling bin before attendees get

back to their offices. By providing them

with a digital brochure that you push

to their PDAs at the show, or by asking

for their contact information and send-

ing it to them electronically after the

show, you avoid the expense of shipping

and printing paper brochures. If you

have a nice paper brochure, you may

want to take a few copies with you to

show prospects. If they require paper

copies, mail them after the show.

7. Rent smaller space plus hospitality roomIf you normally have meeting space

within your booth, consider getting

a smaller space and instead renting

a hospitality room close by. Your cli-

ents will appreciate the opportunity

to meet one-on-one with you in the

comfort of a relaxed private environ-

ment. The cost of renting a hospitality

room is a fraction of that of using up

valuable booth space for meetings.

Hanif Muljiani, president, The Portables

Renting an exhibit saves you the costs of building, storing and refurbishing it

4 H /2011 BIV Magazines

http://theportables.com

ships with the Association of Chartered

Certified Accountants, CPA Australia

and other organizations that have

extended the global reach of CGAs.

What should you look for in a CGA?Ideally, you will work with the same

accountant for many years. A long-

term working relationship between

you and your CGA can help you take

an informed, consistent approach to

personal, financial and business goals.

Before deciding, you should meet

with your prospective accountant. Are

your needs compatible with the CGA’s

character and personality? Make sure the

CGA has experience in your industry.

How do you get the most from you CGA?There is no set fee structure for CGA firms.

Firms base fees on the time required to

perform the services you request and

the quality of information you supply.

Before your appointment, gather

information about business or

personal financial decisions under

consideration so that you can ask

the CGA specific questions.

Be organized: Save yourself

unnecessary fees by maintaining

good financial records.

Be open: CGAs are in the best pos-

ition to advise you and serve your

interests when they understand

your goals and expectations.

Be open to advice: CGAs have vast

experience and can assist you with

your problems and concerns. Their

objective advice may directly improve

your financial stability and cash flow.

Keep your CGA informed of changes

in your personal and professional life.

For more information, visit

www.cga-bc.org.

hire a certified general accountant

To equip your business to

navigate today’s turbulent

financial waters, hire a certified

general accountant (CGA) firm

or employ a CGA as a member

of your managerial team.

CGAs advise businesses

throughout British Columbia

and the world in industry,

commerce, finance, government and

public practice: in any sector where

accounting and financial management

are required. Their clients range from

major corporations to entrepreneurs.

In a recent survey, 92 per cent of B.C.

residents polled said they trusted CGAs

more than any other professional group.

Why hire a CGA?Anyone can call himself or herself

an “accountant” even with little or

no formal training, so it is important

to use a designated accountant.

The Certified General Account-

ants’ Association of B.C. is B.C.’s larg est

accounting body. CGA was the first

in B.C. to require members to take

professional-development courses

and to require public-practice firms to

have professional liability insurance.

CGA–BC has introduced a rules-and-

standards course for all new graduates

and an ongoing ethics requirement.

All CGA public practitioners have

mandatory practice reviews to ensure

that they are meeting the profes-

sion’s acknowledged standards.

These three letters are awarded only

those who have successfully completed

the very demanding CGA program.

What can a CGA do for your business?A CGA can give you and your busi-

ness the tools you need to stay pros-

perous in any financial climate.

Your CGA can produce finan-

cial statements to assist you with

everyday decisions and can pro-

vide payroll, tax and management-

consulting and advisory services.

Your CGA can advise you on invest-

ments and obtaining finance, as well

as on personal inheritance, tax-form

preparation (personal and business),

estate-planning and retirement-planning.

In times of crisis, your CGA can

analyze problems in your business

and help you improve profitability.

As an employee or as a consultant,

your CGA looks beyond the balance

sheet to help your team find efficiencies,

create opportunities and maximize value.

How do you find a CGA?You can search for your nearest CGA

public-practice firm at www.cga-bc.org.

Looking to recruit a CGA to your staff?

Use the association’s online job board,

www.CGAjobs.org, which allows employ-

ers in B.C. to find information both

about CGAs and about CGA students.

The Partners in Employment

Program (PEP) connects employ-

ers around the province with CGA–

BC members and students.

CGA–BC can also help employers

connect with new graduates who wish

to obtain employment and pursue

the CGA designation. CGA–BC holds

recruitment days on and off campus,

allowing employers to interview a num-

ber of students before deciding which

to invite back for second interviews.

“It’s a big time-saver,” says Dan

Relihan, CGA and manager, recruit-

ment and employment initiatives. “You

don’t have to pre-screen resumés.

You get all the first interviews done

in three hours, not three weeks.”

You can find CGAs in Canada and

around the world thanks to partner-

Rebecca Edwards

6 H /2011 BIV Magazines

L E A D E R S H I P | E F F I C I E N C Y | P R O D U C T I V I T Y | S U S TA I N A B I L I T Y | M A N A G I N G R I S K

If you want access to the largest pool of accounting professionals in B.C., look no

further than CGAjobs.org. Whether you’re an HR professional looking to hire

the best accountants or a CGA student looking for a rewarding career,

CGAjobs.org is your hub. Using CGAjobs.org puts career opportunities in front

of qualifi ed professionals to ensure you get what you need. Gain access to the

breadth of knowledge and experience that a Certifi ed General Accountant adds.

Get connected today. Go to CGAjobs.org.

We see more than jobs. We see careers.

leverage design as a business asset

Think about your business assets: human resources, information technology, invest-ments, property and design.

That’s right: design. In a recent poll of 526 businesses conducted by Harris/Decima,

63 per cent of respondents reported a link between design and better business per-formance. A recent study from the United Kingdom shows that three-quarters of businesses that have made design an integral part of their operations have improved their competitive advantage.

How does visual strategy trans-late into business success?

Differentiating your product Level Ground Trading in Victoria was one of the first companies to market fair-trade coffee, but since its beginnings in 1997, many similar companies had entered the market. Consumers liked Level Ground’s coffee and key message but not the packaging and design of the product.

Level Ground worked with Subplot Design Inc., which overhauled the company’s brand strategy, logo and packaging. From a decline of 1.3 per cent in sales from the prior year, Level Ground saw an increase in sales of 12 per cent across its main categories.

“It finally gave them a way to tell the story that they hadn’t had in the past,” says Roy White, CGD, creative direc-tor and partner at Subplot Design.

Reaching your target market In 2009, Amacon, a real-estate and development and construction firm, launched District, a condominium complex in Vancouver’s Mount Pleas-ant neighbourhood. “We really had to build brand awareness, because

there were limited developments like District in the area. We needed to sell the area,” says Nic Jensen, Ama-con’s sales and marketing manager.

Amacon hired Industrial Brand, a Van-couver design firm, to target a specific demographic with a cohesive campaign that included a website, a display centre, brochures and several 40-foot billboards.

Amacon opened the display suites on September 15, 2009, intending to sell 75 per cent of the units by the end of the year. By the close of open-ing weekend, the first building was sold out. Three months later, the second building was sold out, and Amacon closed the sales centre, a full nine months ahead of schedule.

“The pre-sale market wasn’t very strong at that time, especially in a new area. The campaign was exactly what we needed,” says Jensen.

Gaining a competitive edge Read Jones Christoffersen (RJC) is Canada’s oldest engineering firm. Its outdated website didn’t reflect the stature of a company that had been in business for six decades and com-pleted more than 30,000 projects. “We needed to bring the personality of the firm to the forefront,” says Patricia Glass, RJC’s marketing specialist.

Industrial Brand revamped the web-site. Search-engine optimized, the new site has a robust search function that has brought in new clients. What’s more, a new recruitment interface has significant-ly streamlined RJC’s recruitment process.

Becoming more efficient Mountain Equipment Co-op (MEC) is Canada’s leading retailer of qual-ity outdoor gear and clothing. With 14

stores across the country, the company has a strong brand and consistency across its visual communications.

This is primarily due to MEC’s brand-standards guide. The 38-page guide provides explicit instructions for the company’s visual communications: logo, font, colours, in-store signage, store exteriors, website and more.

For Judy Snaydon, CGD, MEC’s creative director, the guide ensures consistency and enables efficiency. “We work with a lot of external vendors. If we didn’t have brand standards, I’d be constantly having to outline who we are, what we’re about and what our brand looks like. With brand standards, I can stop worrying about these things and focus on the objectives of each project.”

Using design as a business assetThese companies have leveraged design as a business asset and invested in strong visual strategies. In working with certified designers, they work with providers who incorporate strategy, problem-solving and business acumen into the process.

The Society of Graphic Design-ers of Canada (GDC) is the profes-sional association for certified graphic designers (CGD). To be certified, a graphic designer must pass a rigorous portfolio review and abide by a code of ethics. The society’s website pro-vides resources for businesses to find certified designers and to determine whether they themselves are working with reputable designers. For more information, visit www.gdc.net. •

Eagranie Yuh is copywriting chair for the B.C. Mainland chapter of GDC. She is a freelance business writer and award-winning blogger. She also teaches chocolate-tasting classes.

Eagranie Yuh

8 H /2011 BIV Magazines

www.gdc.net

manage an efficient supply chain with the right manufacturer

Companies that make products

from parts purchased from sup-

pliers and then sell those prod-

ucts to customers must man-

age supply chains. Some are

simple, others more complex.

According to Ron Sun, general

manager of Ampco Manufacturers Inc.,

any supply chain can be managed more

efficiently with the right manufacturer.

By designProduct design often affects various

costs within the chain. Aligning prod-

uct and chain can reduce risk, increase

efficiency and lower overall costs.

“Before you start producing your

end product, think about the materi-

als you’ll need to make it, especially if

you’re sourcing them from several dif-

ferent suppliers, as well as the overall

product design,” Sun advises. “Some

manufacturers, like Ampco, have in-

house engineering or ‘pre-press’ depart-

ments that can take your drawings, test

your materials and create a prototype

to ensure your product will meet your

own and your customers’ standards.

“Sometimes a client will come to

us with a product in mind that’s not

really manufacturable. By testing it first,

we can say, ‘Let’s tweak this’ or ‘How

about changing that?’ The product

then not only becomes viable from a

manufacturing standpoint but can usu-

ally be produced at a lower cost and

with less risk than originally planned.”

Straight from the sourceMost end products contain sev-

eral component parts or materials

whose sourcing can greatly affect

the efficiency of the supply chain.

“When it comes to sourcing materi-

als, working with a manufacturer like

Ampco that has close ties with suppliers

can be a great advantage,” says Sun. “For

example, as a major 3M purchaser, we

can obtain high-quality raw materials

and source them to our customers at a

much more competitive cost than they

would be able to purchase them for.”

Other advantages: a guaran-

teed supply of materials, a simpli-

fied process and greater assurance

regarding supply-chain standards.

Ampco has “been able to take on 70

major suppliers” for one of its custom-

ers, Sun says. “We took on his list and

negotiated on his behalf, and now he

buys only from us, which means he’s

cut the risk out of his supply chain. He’s

no longer dealing with materials being

shipped late, improperly tested or poorly

packaged so that they show up broken.”

Make it or break itKnow your manufacturer’s capabilities.

“What steps are needed to make

your final product?” asks Sun. “Do you

require die-cutting, printing, assembly

and warehousing? Can your manu-

facturer provide all these services?

How much volume can it handle?”

A thorough review of each cus-

tomer’s end product helps Ampco

determine specific needs and stream-

line the manufacturing process: “We

offer all of these different manufac-

turing processes internally so that

we can offset the risk and provide

maximum flexibility to our clients.”

Quality controlEnsure that your manufacturer is certified

for quality assurance. Dealing with sup-

pliers or manufacturers who aren’t certi-

fied can undermine your bottom line.

“As we are an ISO/TS 16949-certi-

fied company, quality’s extremely

important to us,” Sun says. Ampco

has “multiple checkpoints within each

process, from design to delivery, from

packaging to shipping, to make sure

we hit that quality standard with each

order. Customers that order from us

once know their product will turn

out just as good every single time.”

Location, location, locationAsk where the materials in your

product come from and where the

manufacturing facility is located.

Sun says to “source your needs from

a single location that’s either close by

or on the way to your product’s final

destination, in order to reduce the

costs of shipping. Also, by choosing an

all-in-one manufacturer like Ampco

and allowing us to source the materi-

als for you, negotiate with suppliers,

test your design on site, manufacture

your product and ship it wherever it

needs to go, you greatly reduce the

risk, lower the cost and increase the

efficiency of your supply chain.”

Dos Do know your manufacturer. If pos-

sible, visit the facility in person.

Do ask about your manu-

facturer’s ability to source

materials on your behalf.

Do request product samples

from your manufacturer.

Do inquire whether your manu-

facturer is certified to uphold

certain quality standards.

Do work with a manufacturer

that can provide various ser-

vices from one location.

10 H /2011 BIV Magazines

www.ampcografix.com

be innovative in improving indoor air quality

There are many benefits

to improving and main-

taining your building’s

indoor air quality (IAQ).

“It can mean providing

employees with a better work

environment, not to mention

potentially huge energy savings,” says

Michael Glassco, operations manager at

Theodor Sterling Associates. “Also, being

innovative in compiling the data sur-

rounding the management of IAQ lets

you gauge your performance and report

your savings, which can earn you a better

environmental reputation.”

Educate yourself and your workersWorkSafeBC regulates IAQ under sections

4.70 to 4.80 of the Occupational Health

and Safety Regulation.

“This is the only actual regulation

related to IAQ in North America,” Glassco

says. “Other jurisdictions offer guidelines,

whereas in B.C. we have to follow this set

of rules. This means more opportunity

to save energy through improved IAQ

and to provide a better indoor working

environment for workers.”

WorkSafeBC’s website provides many

free resources related to improving IAQ.

Also see Health Canada’s site under

“Environmental and Workplace Health.”

Develop an IAQ programOnce you’re informed of the regulations,

Glassco suggests developing a program

for your building or workplace that

documents how related issues are to be

reported, investigated and resolved.

“To the layperson this sounds daunt-

ing, but it’s really just a simple, written

document that outlines the various steps

an employer needs to take regarding

IAQ,” Glassco explains. “If you have several

employees in your office, it’s a really good

idea to have this document in place so that

if you ever get a complaint about air quality,

your staff knows the correct procedure to

follow – [whom] to talk to and so on.”

Occupational health-and-safety laws

regarding IAQ make this particularly

important in B.C.

Do preventative maintenanceYour ongoing preventative-maintenance

program should include your workplace

ventilation system to ensure its operation

for optimal performance.

Many think “that preventive mainten-

ance means getting the filters on the

ventilation system changed every three

months,” but it entails much more, says

Glassco, including “making sure that the

space is getting adequate fresh air, the

unit isn’t leaking water and the condens-

ing coils aren’t covered in grime.”

The property management of most

office towers handles this type of work,

but the larger percentage of compan-

ies and organizations, located in smaller

buildings with rooftop ventilation, needs

to make sure that proper preventative

maintenance happens regularly.

Be proactiveBeing proactive regarding IAQ at work

means annual or semi-annual testing.

“In most cases, workers and build-

ing tenants are aware of potential IAQ

issues that could arise, and proactive

testing helps to address these issues in a

timely manner”: a better approach than

“simply reacting to them as they occur,”

Glassco says. It’s “becoming the norm” at

“larger buildings to do proactive annual

or semi-annual testing. This has been

entirely market-driven, meaning that it’s

something that property managers do

to make their tenants feel good about

being in their buildings.”

An IAQ consultant like Theodor Ster-

ling Associates can provide, among other

services, proactive IAQ management that

includes regular walkthrough inspec-

tions of workspaces and the accessible

components of HVAC systems, as well

as baseline air-quality measurements for

carbon dioxide, carbon monoxide, dust

levels, temperature and relative humidity.

Be innovativeA third element of Theodor Sterling Asso-

ciates’ IAQ management is archival docu-

mentation of test results. This includes

comparison with regulatory standards,

recommended guidelines and previous

test periods, giving you a sense of where

you are in improving your IAQ.

“Our online database of over 300

buildings nationwide also lets us com-

pare the results from your building with

other workplaces across Canada,” Glassco

adds. “This valuable benchmarking tool

enables you to ensure that your results

remain consistent with the air quality of

other buildings.”

Additionally, it allow you to mine your

results for review purposes and deter-

mine whether you can save energy by

modifying your ventilation.

“Lastly, this innovative online system

can show how much particulate a port-

folio of buildings is removing from our

urban settings,” Glassco says. “Rather

than handing you a report that you plunk

on a shelf and forget, we want to show

you what can be done about IAQ on a

corporate social-responsibility level. We

want to help owners and operators show

that their buildings are actually helping

to clean the environment by removing

particulate from the air.”

12 H /2011 BIV Magazines

§• How-To Book_11_00.indd 12 1/19/11 10:20:43 AM

Theodor Sterling Associates is a founding member of the IAQ Association of Canada and a founding member of the Canadian Green Building Council (CaCBC).

THEODORSTERLINGA S S O C I A T E S

MEMBER

Tel 604-681-2701Toll Free 1-877-993-9933310-1122 Mainland St. Vancouver, B.C. V6B 5L1

Visit our website www.sterlingiaq.com to learn more about Indoor Air Quality for Sustainable Buildings.

Green Buildings and Healthy Indoor Air Go Hand-in-Hand

Theodor Sterling is a multi-disciplinary consulting firm providing indoor air quality, environmental and a variety of occupational hygiene & safety consulting services to clients around the world.

Sustainable buildings demand indoor environments of the highest quality. LEED™, BOMA BESt, and other Green Building programs recognize Indoor Air Quality as an important performance parameter.

Whether you are constructing a new building or renovating, Theodor Sterling Associates Ltd. is your single source for the most current indoor air and environmental quality knowledge and services.

Our specialized services include:Indoor Air Quality

Post Construction IAQ Monitoring (LEED™) Construction IAQ Program And Monitoring (LEED™) Monitoring of Building Materials Off-Gassing Mould and Moisture Assessments Proactive IAQ Monitoring Programs HVAC System Inspection for factors that could adversely affect the IAQ

Occupational Hygiene & Safety Hazardous Materials Management (asbestos, lead, PCBs, mould) Industrial Hygiene Surveys Health & Safety Program Development, Implementation & Audits Health & Safety Training Programs WHMIS Program Management Noise Surveys and Control Programs Ergonomic Work Station Assessments Confined Space Hazard Assessments

SETTING THE STANDARD SINCE 1973

respect your roof

One of a building’s most

important parts is the roof.

Yet many people only per-

form maintenance on com-

ponents they see or touch on

a daily basis. Here are some

tips to help you “respect”

your roof.

Knowing your roof: Have a working

knowledge of your roof system. Keep a

dossier of all relevant information, such

as the initial design specifications, the

inspection reports from installation

and records of any subsequent work or

maintenance. These records will help

you when you need to replace the

roof or alter it to add skylights or other

features.

Condition reports: These include photos

and descriptions of issues found on your

roof by professionals experienced with

roofs. Should your roof require replace-

ment, the budget figures from the report

can assist you in planning your expenses.

Design specifications: Having a specific

set of detailed instructions for installation

is critical to your system’s longevity.

Tendering: Ask several reputable profes-

sional contractors for prices on the basis

of the same specifications. By comparing

apples to apples, you’ll make an informed

decision in choosing a contractor.

Independent inspections: Have

third-party inspections by accredited

registered roof observers with practical

experience in applying roofs to make

sure you get the roof you’re paying for

and that it gets installed to specifications.

Guarantees and warranties: You must

have solid guarantee and warranty cover-

age. Some contractors will provide exten-

sive guarantees, then go out of business,

leaving you hanging. Consider a third-

party guarantee such as that provided by

the Roofing Contractors Association of

British Columbia (www.rcabc.org).

Follow-up inspections: How is your new

roof performing? Certain contractor errors

or manufacturing defects will only show

up after some time has elapsed and the

roof has gone through thermal cycling.

Sean M Lang, IP, RRO, president, Inter-Provincial Roof Consultants Ltd.

Dos Do enlist a certified roofing professional. This is huge! All too often, people leave roof maintenance and condition reporting

to generic maintenance staff or to inspectors who have learned by the book. Make sure your roof consultant has spent some

time installing roof systems: often the only way to learn the tricks of the trade.

Do make sure your roof consultant is not working for a roofing contractor or roofing manufacturer. You need an unbiased

opinion.

Do check your roofing contractor’s reputation in the industry.

Do check that your contractor is properly covered by insurance and has the proper coverage from WorkSafeBC.

Do schedule regular maintenance. Drains don’t clear themselves. Sealants need to be replenished regularly.

Don’ts Don’t choose a roofing contractor by price alone. With roofing, you get what you pay for.

Don’t rely on specifications designed by a roofing contractor as their detail can be very minimal and typically leave room for

interpretation. This can lead to disagreements, even litigation, if the installed roof doesn’t look or perform as you expected.

Don’t second-guess your consultant. You shouldn’t have blind faith, but you have hired a professional with years of

experience, so rely on his or her judgment. Micromanagement leads to confusion and frustration.

Don’t do exterior upgrades to your building if you know roof replacement is imminent. Do the roof first, then paint walls or

repave the driveway. Such new upgrades may get damaged during roof replacement.

Don’t leave roof issues to the last minute and then expect immediate attention from contractors and consultants. Roofing is

a busy industry, and lead-time is important in order for informed decisions to be made.

Don’t leave temporary repairs in place on a roof. Supersede any stopgap measures with proper, permanent repairs as soon as

weather permits. Most temporary repairs only last a few months at best, and water ingress will resume, damaging your interior.

14 H /2011 BIV Magazines

Has someone off ered to provide free condition reporting,

specifi cation writing, or inspection services for your roofi ng

project? If they sell or install roofi ng material, they may not have

your best interest in mind.

We do.

We are a third-party, expert independent

consulting fi rm working for you to protect your best interest.

Visit our website to fi nd out more.

www.iprc.ca | inbox@iprc.ca

201 - 19232 Enterprise Way, Surrey, BC V3S 6J9

ph. 604-576-5740 | fax. 604-576-5790

turn your office green

It’s not just your business name

and product that matter to

modern consumers. They also

want to know whether you have

an impact on the environment.

A poll run by Environics for

green electricity provider Bullfrog

Power found that 80 per cent of Bullfrog’s resi-

dential customers surveyed placed more trust

in organizations that chose clean, emission-

free electricity for their businesses.

The good news: you don’t need your

own wind turbine to support renewable

energy. Sign up with a green-power pro-

vider like Bullfrog Power and start advan-

cing green electricity and reducing your

environmental footprint today.

Power up with clean energyOne of the easiest ways to show customers

that you support clean energy is by signing

up with a green-power provider like Bull-

frog Power, which offers a green-electricity

choice to any business or homeowner

in British Columbia. Bullfrog injects low-

impact renewable electricity onto B.C.’s grid

to match the amount of power a “bullfrog-

powered” residence or business uses.

In B.C., this electricity comes from the

Bear Mountain Wind Park near Dawson

Creek, which has been certified as low-

impact by Environment Canada under its

EcoLogo Program.

You won’t need to re-wire your home

or do any construction. If you’re in busi-

ness, this step can help you toward

attaining Leadership in Energy and

Environmental Design (LEED) certification

from the Canada Green Building Council.

Green benefits your business“The majority of B.C.’s energy is still

hydro-generated, so it is important to

show support for new renewable-energy

generators like the Bear Mountain Wind

Park so that they are there for future gen-

erations to use,” says Theresa Howland of

Bullfrog Power.

You will pay two cents more for every

kilowatt-hour of electricity you use, but

Howland says this only amounts to about

$1 per day for the average residential

household.

Your company’s environmental

footprint will shrink, and you can show

customers that you are part of the move-

ment calling for change.

“Consumers are looking to business

and government to take a leadership role

in terms of action against climate change,

and this is one easy way businesses can

do that,” says Howland.

Setting a green exampleThe Vancouver Convention Centre has

hosted major events and played a key

role in the 2010 Winter Olympic and

Paralympic Games by housing the Inter-

national Broadcast Centre and the Main

Press Centre for the respective events.

The facility recently created buzz by

earning LEED platinum certification for its

West building, becoming the world’s first

convention centre to receive the high-

est LEED rating. The facility supports B.C.

wind power with Bullfrog Power for its

West building.

The centre also has Canada’s largest

living roof: a six-acre eco-system featur-

ing more than 20 species from the West

Coast, including over 400,000 indigenous

plants and grasses. The roof is also home

to four beehives. The centre has installed

a heating-and-cooling system that uses

the adjacent seawater to moderate tem-

peratures within the building.

Driven by a zero-waste target, the cen-

tre has established a facility-wide recyc-

ling program that recycles an average

of 180,000 kilograms of waste each year:

more than the weight of two Boeing 747s.

Driving change Coastal Ford Sales Ltd. offers automotive

sales, financing, servicing, parts and

accessories to B.C. residents.

With locations in Burnaby and Van-

couver, the company has chosen green

electricity with Bullfrog Power for its two

locations.

Coastal Ford’s Vancouver facility is

LEED-certified. The Burnaby location

recently registered for the LEED program

and is working toward certification. The

company stocks electric vehicles for

B.C. residents, and the buildings’ green

features include geothermal heating and

motion-sensor lighting.

Meeting green expectations“More than ever, our customers are ask-

ing about our environmental commit-

ments and actions. Supporting green

electricity is an important step in our

implementation of more sustainable

practices,” says Steve McNally, general

manager at Hyatt Regency Vancouver.

One of Western Canada’s largest con-

vention hotels and the preferred hotel of

the Vancouver Canucks, Hyatt Regency

Vancouver chooses 100 per cent B.C.

wind power for its 14,000-square-foot

ballroom as well as for every meeting

room.

“It’s becoming more and more of an

expected thing,” says McNally. “Many

meeting-planners these days come to us

and say, ‘We want to make our meeting

as green as possible. What is the hotel

doing to allow us to go back to our asso-

ciates, our management and our atten-

dees and say this is a green hotel?’”

By Rebecca Edwards

16 H /2011 BIV Magazines

http://bullfrogpower.om

face a cancer diagnosis head-on

If you have been diagnosed

with cancer, knowing what

to expect and planning your

treatment can help make this

stressful time easier. Ask your

doctor the name of the cancer,

its size and location, where it

started and whether it has spread. Learn

whether it is likely to be slow-growing or

more aggressive. Ask to review the avail-

able treatment options, the success rate of

each and what side effects each produces.

Steps to take

1 Get the facts: Gather all the informa-

tion you can on your diagnosis, for an

accurate understanding of what is going

on inside of your body and what to

expect from treatment.

2 Bring someone with you: Dealing

with a cancer diagnosis is difficult.

You will receive a lot of information, and

absorbing it all may be hard. Bring some-

one you trust with you to take notes and

help you through the process.

3 Maintain a healthy lifestyle: A

healthy diet and adequate rest may

help with the stress and fatigue of cancer

and its treatment. Regular exercise and

enjoyable activities can substantially

improve your quality of life and help

reduce the risk of cancer recurrence.

4 Get the tests you need: Ensure

that your health-care team has all

the information it needs to plan a treat-

ment right for you. Ask your doctor to

refer you for a PET–CT (positron emission

tomography–computed tomography)

scan. Go over the results together to gain

a thorough understanding of your cancer

and your best treatment options.

5 Build a support network: Let

friends and family help. They can run

errands, provide transportation, prepare

meals and assist with household chores.

Encourage your family to accept help if

it is needed. Remember: a cancer diag-

nosis affects the entire family and adds

stress, especially to primary caregivers.

Help with meals or chores from neigh-

bours and friends can go a long way in

preventing caregiver burnout.

6 Try to maintain your normal life-

style: Maintain your normal lifestyle

but be open to modifying it as necessary.

Take one day at a time.

7 Talk to others with cancer: It may

help to talk to people who have

been in your situation. Other survivors

can share their experiences and give

insight into what you can expect during

treatment.

Newly diagnosed with cancer?Ask the following questions:

What kind of cancer do I have?

Where is the cancer?

Has it spread?

What does my PET–CT scan show?

Can my cancer be treated?

What is the chance that my

cancer can be cured?

What are my treatment options?

How will the treatments benefit me?

What can I expect during treatment?

What are the side effects

of the treatments?

When should I call the doctor?

What can I do to prevent my

cancer from recurring?

Did you know?A study done at Vancouver General

Hospital in 2010 showed that PET–CT

(positron emission tomography–com-

puted tomography) scans changed

treatment decisions in 50 per cent of

cancer cases and improved decision-

making in 83 per cent of cancer cases,

revealing PET–CT to be a powerful

tool in cancer care.

Because PET is the most advanced

medical diagnostic imaging technol-

ogy available today in cancer care,

your doctor may order a PET–CT scan

to provide information about your

body’s chemistry and cell function

(metabolism) as well as pictures of

your body’s anatomy and structure.

This makes it easier for your health-

care team to diagnose problems,

determine the extent of disease,

prescribe treatment and see whether

your treatment is working properly.

For more information, visit

www.pet-ct.ca.

Make sure your health-care team has all the information it needs to plan a treatment right for you

18 H /2011 BIV Magazines

y p

You have questions. We have answers.

Call us at 604 678 9274.

define the primary purpose of your business

A primary purpose, or primary

goal, is critical for every busi-

ness. It should encompass

everything you do, every action

you take and every product

you buy in or manufacture.

Your primary purpose should

be behind every service or treatment you

provide, every communication you make

and every transaction you conduct.

Without one, you will struggle with

growth, sales, cash and success. Worse,

your customers, clients or patients will

not receive the service they deserve.

You will lose customers, word-of-mouth

advertising and repeat business. Every

morning, take a moment to remember

that your function is to serve and deliver

actual results to your customers or cli-

ents to the highest possible degree.

The business planA solid business plan can make the differ-

ence between success and failure. Within

it, you clearly define your purpose for

being in business. It encourages you to

perform in-depth market research, mak-

ing you realize that entering the entrepre-

neurial world requires tremendous effort.

Your business plan will prompt

you to explore many areas you may

not have thought about and in real-

ity may not know much about. Once

you appreciate this, look for assistance

from mentors, night-school instruc-

tion, third-party suppliers or provincially

sponsored self-employment programs.

Business plans have these elements:

Executive summary: In one or two

pages, you’ll summarize the main

points from each section of the plan.

The executive summary must capture

the reader’s interest immediately.

Business concept/description: This

section covers the industry, segment and

niche markets in which your business will

operate. In preparing this section, you’ll

need to perform market research, talk to

people in the industry, check out web-

sites of existing businesses, go to libraries

and study industry journals until you’ve

gathered enough information that you

feel comfortable entering the industry.

This research will be critical to your

success in answering questions from

bankers, investors, family and friends.

Marketing and sales plan: Lay out how

you’ll bring your product or service to

market, what your target audience is,

how you intend to reach and sell to it

and at what price. Include information on

your competitors, your strategic alliances,

suppliers, product or services, promo-

tions, advertising and location if you are

planning a storefront retail operation.

Operations plan: Include your busi-

ness location, the form of business under

which you’ll operate (sole proprietorship,

incorporation or partnership) and your

policies and procedures. List key members

of your management team and outside

advisors, along with descriptions of their

responsibilities and relevant experience.

Financial plan: Cover every aspect of

costs, revenues, payroll, owner draws

and much more through financial

statements. Should you hire a book-

keeper and an accountant? Do you

need to borrow money from a bank or

an investor? Which bank will you use?

Critical paths: These dated schedules

help you manage the timing of set tasks

(financial, operational and marketing)

so as to complete them all within the

shortest possible time and in the neces-

sary sequence or order of importance.

Finally, passionYou need to be passionate about what

you do, and your passion must be evi-

dent in your business plan. You can

only provide great value and excep-

tional results if you are passionate

about what you provide. Success and

profits come more easily to those who

follow their talents and enthusiasm.

ResourcesThe Douglas College Self Employ-

ment Program can assist eligible par-

ticipants with writing business plans,

practical training, business advice,

one-on-one mentoring and network-

ing support to help them develop

the skills they will need to start and

operate successful businesses.

Also see www.smallbusinessbc.ca, an

excellent online and local resource sup-

porting business owners.

Information supplied by the Training Group at Douglas College

In your business plan, you’ll explore areas you haven’t thought about or don’t know much about

20 H /2011 BIV Magazines

Funded through the Canada-British Columbia Labour Market

Development Agreement

10-293

SelfEMPLOYMENTPROGRAMWhere successful entrepreneurs begin

deliver outstanding customer service and build lasting customer relationships

Commissionaires BC has

developed a new corporate

training course that goes beyond

the basics of customer service.

According to David Freeman,

manager of training and develop-

ment, the new Service Advantage

for Customer Service Excellence course is

about improving the experience of custom-

ers so that they remain loyal to your business.

“Our customer-service course teaches

the basics and beyond,” says Freeman. Cus-

tomer service is “about meeting the needs

of the customer, taking ownership of the

situation, building a relationship and going

the extra mile.” This is good for your com-

pany’s bottom line.

“Customer-service employees are repre-

sentatives of the company,” says Freeman.

“They can encompass its philosophy, orien-

tation and value proposition and present

them to each customer in such a way that

will make those customers return each

time. The company that grabs Service

Advantage and runs with it can sweep the

marketplace in its sector.”

ReliabilityThe first component of outstand-

ing customer service is reliability.

“Customers want and need a sense

that the service that they receive will

be consistently excellent,” says Freeman.

“Reliability is a cornerstone of creating

long-term relationships. By acting in

accordance with this want, you provide

the customer with a sense of security

and confidence in you personally and

in the company. This builds loyalty.”

AssuranceAssurance is the ability of employ-

ees to instil confidence in custom-

ers and make them feel safe in their

transactions with the company.

“Staff members who are consistently

courteous and possess the knowledge to

answer questions about the company in

an honest, straightforward manner give

clients the assurance that they are going

to be treated well and that all company

promises are going to be kept,” says Free-

man. “Having that kind of reputation gives

you an advantage over your competitors.”

Tangibles“Tangibles are all the things that custom-

ers can see and touch,” Freeman says.

“They are very important in providing the

kind of experience that will have custom-

ers coming back time and again.”

Functional equipment, visually

appealing facilities and professional-

looking employees all play roles.

Empathy“Just the act of closing the sale won’t

build relationships or rapport with your

customers,” Freeman notes. “Empathy,

trust, understanding and effective com-

munication are what make customers

want to do business with you.”

Empathy entails really understanding

your customers’ position and feelings.

“The ability to step back from your

own emotions is essential for building

effective and constructive relationships

with clients. This means giving custom-

ers the kind of individual, personal atten-

tion that says you have their best inter-

ests at heart and understand their needs.”

ResponsivenessHow quickly do you respond to custom-

ers’ needs? How willing are you to help?

Would you go out of your way to make

them happy?

“The number 1 complaint from cus-

tomers is lack of responsiveness from the

person they’ve asked for help: you,” says

Freeman. “Keep your clients informed

and give them a sense that fulfilling

their requests is important, that they

are important. Responsiveness is a valu-

able human-relations skill that can help

improve relationships, promote customer

loyalty and lead to business growth.”

The Service Advantage

course can be delivered at your

workplace or at Commissionaires

BC. Visit www.commissionaires.

bc.ca/serviceadvantage.

Key takeawaysUpon completing the Service Advan-

tage for Customer Service Excellence

course, participants will be able to:

understand the components of

service delivery and how to be pro-

active in making it outstanding;

relate to how people react on the

basis of their own histories, intent

and norms and how these affect

employee-customer interactions;

determine what factors break com-

munication down and how lan-

guage fosters successful customer

service;

correct behaviours and attitudes

that prevent outstanding customer

service;

use the five components of

outstanding customer service –

reliability, assurance, tangibles,

empathy and responsiveness;

use newfound human-relations skills

to affect positively all work relation-

ships, not just with customers; and

develop an action plan to imple-

ment their new knowledge into

their workplaces.

22 H /2011 BIV Magazines

A ON

E-DA

Y CO

URS

E TH

AT

WIL

L CH

ANGE

TH

E W

AY

YOU

LOO

K AT

CU

STOM

ER

SERV

ICE.

HE

RE

’S A

NE

W A

NG

LE:

Intr

oduc

ing

a co

urse

on

cust

omer

ser

vice

tha

t go

es b

eyon

d sm

ilin

g an

d no

ddin

g.

This

one

is

abou

t im

prov

ing

the

cust

omer

exp

erie

nce

so y

ou c

an i

mpr

ove

cust

omer

loy

alty

, an

d ul

tim

atel

y yo

ur b

usin

ess

grow

th.

We

believ

e th

e ke

y is

att

itud

e—ta

king

ow

ners

hip

of t

he s

itua

tion

, list

enin

g, a

nd g

oing

th

e ex

tra

mile.

Our

SE

RVI

CE

AD

VAN

TAG

E o

ne-d

ay c

ours

e w

ill

give

eve

ryon

e in

you

r or

gani

zati

on i

nsig

ht i

nto

hum

an b

ehav

iour

tha

t w

ill

help

tur

n yo

ur c

usto

mer

tra

nsac

tion

s in

to l

asti

ng c

usto

mer

rel

atio

nshi

ps.

BE

TH

E F

IRS

T IN

YO

UR

OR

GA

NIZ

ATIO

N T

O S

IGN

UP

AN

D Y

OU

CO

ULD

TA

KE

TH

E C

OU

RS

E F

OR

FR

EE

*.

FOR

MO

RE

IN

FO V

ISIT

:

ww

w.c

omm

issi

onai

res.

bc.c

a/se

rvic

eadv

anta

geof

fer

*Doe

s no

t in

clud

e co

st o

f m

ater

ials

. S

ome

cond

itio

ns a

pply

. 87

7 32

2 67

77

®

make your small business look more professional with advanced communications

Fostering credibility and estab-

lishing a trusted brand can be

challenging for a small busi-

ness, especially one without

a big budget for advertising

or promotional material.

“It’s hard enough getting

new business in the door as a small

business,” says Lori Jetha, marketing

communications manager for Navigata

Communications, based in North Van-

couver. “If you don’t project a profes-

sional image once customers contact

you, your efforts will be wasted.”

Your telecommunications provider,

however, can offer simple solutions to

make your small business look more pro-

fessional − without breaking the bank.

Hosted phone systemsUpgrading your phone system to

include the latest calling features can

help you avoid customer wait-times

and make your small business run

more smoothly. Yet setting up and

maintaining such a system yourself

can be time-consuming and costly.

Telecommunications compan-

ies have developed hosted business

phone systems that use cutting-edge

Internet technology to let you upgrade

and manage all your business com-

munications on line, at a lower cost than

having a traditional phone system.

“Our Hosted PBX service is a big-

business phone system that includes

the most up-to-date productivity-

enhancing features used by larger

businesses,” says Jetha. “You just

choose your phone and the fea-

tures you need now, and we make

sure that you always have the latest

technology and truly reliable phone

service − at the click of a mouse.”

Business phone featuresOne feature that distinguishes a busi-

ness system from a regular phone

is an “auto-attendant”: a recorded

voice message or series of options

that helps callers get to the persons or

departments they need to speak to.

“You may not have the budget to pay

a receptionist, but you can still present

a professional image to callers, which is

essential to gaining prospective partners

and clients,” Jetha says. “Hosted auto-

attendant technology lets you record a

professional message and directs calls to

the right person without tying up a physic-

al resource. Anyone who phones your

number will hear the automated message

at the other end of the line − “Press one

for sales, two for support” and so on − as if

he or she were calling a larger company.”

“Find me/follow me” is another

feature that can help boost productiv-

ity and enhance customer service.

“Small-business owners often wear

many hats and may find themselves

in and out of the office throughout

the day,” Jetha explains. “When a client

phones, this feature can be set up to try

and reach you at several different num-

bers, so you won’t miss an important call

no matter where you happen to be.”

Toll-free and vanity numbersA toll-free number is an inexpensive

way to create brand awareness, reach

a wider demographic and make your

business look like a bigger company.

“Toll-free numbers are free to set

up, and there are no monthly fees. You

only pay for the people who call you,”

says Jetha. “Plus, when you advertise

with a toll-free number, you’re saying

that you serve a broader market than

you would with just a local number.”

Using a vanity number tailored to

suit the product or service you provide

can further help brand your com-

pany and make your phone number

easier to remember. Toll-free vanity

numbers like 855-66-PIZZA are what

she calls “good advertising and great

branding for not much money.”

Virtual phone numbersIf you want your small business truly to

look bigger, a virtual phone number

gives you a local number in any city

where you want to do business with-

out your having to open a physical

location there. You can advertise a

local number in Vancouver, Calgary or

Toronto and answer the calls on your

existing home, office or mobile phone.

“Virtual phone numbers are a simple

and affordable way to establish a local

presence in key markets,” Jetha says.

“They let you effectively reach a new

customer base, test a new market before

expanding and even offer custom-

ers a local support number without

asking them to incur long-distance

charges in order to reach you.”

Online presenceA small business can project a better

image simply by investing in a new

website. Do you lack the budget for

a web developer? Most web-hosting

packages include the basic tools

you need for building a site yourself,

starting at just $14.95 a month.

“Creating an online presence is a

great, inexpensive way for a small busi-

ness to look professional,” Jetha says.

“Even a one-person company can gain

credibility and generate more revenue

simply by being available to new and

current customers on the web.”

24 H /2011 BIV Magazines

http://navigata.ca/hosted

get and apply international business skills with a master of global management degree

To manage complexity and

diversity in the global arena,

today’s professional needs both

practical experience and aca-

demic intelligence. Royal Roads

University’s master of global

management (MGM) program

delivers a graduate-level international

business education that helps you

develop the managerial and entrepre-

neurial skills and competencies you need

to succeed – in just 12 months.

What it is“Doing business today means working

with and among different cultures,” says

Pedro Márquez, dean of Royal Roads’

faculty of management. “There’s a grow-

ing need to develop strong international

business skills. With that in mind, we

designed an intensive, innovative, prac-

tical master’s degree. Individuals who

complete the one-year MGM advance

their skills – in law, finance, marketing, etc.

– to succeed in international business.

“What’s different about this program is

that students apply what they’ve learned

so that they can hit the ground running,

performing and succeeding in an inter-

national setting right away.”

Whom it’s forSteven Glover, associate professor and

academic lead for the MGM program,

says that “entry-level international man-

agers and entrepreneurs looking to

launch their own firms overseas would do

well, those in the public sector and non-

government organizations and those

without formal business training who

want to acquire skills to pursue [advanced

careers] in the global arena. We’re encour-

aging international students to provide

the opportunity to learn from individuals

from other countries and cultures.”

Fahad Al Moammar currently works

for an IT organization in Saudi Arabia that

has diverse international employees and

managers with international experience

and awareness to lead the company.

He says, “I’m interested in growing my

management skills to achieve a higher

position within my company. I know the

practical skills I’ll develop in the master

of global management program at Royal

Roads will help me accomplish my goal.”

Glover notes, “The emphasis in this

program is on management – working

with people, forming professional rela-

tionships – as opposed to just business.”

What is requiredWhile the MGM program prefers appli-

cants with undergraduate degrees and

several years’ work experience, inter-

national experience is not a requirement.

“We want students with some exposure

to the working world so they understand

the concepts and the issues they’ll face as

managers,” Márquez explains. “The pro-

gram is best suited to people who have a

strong motivation to develop competen-

cies in global business issues.”

Glover calls the program “ideal” for

“Canadians who want to work internation-

ally and differentiate themselves in that

context.” A “key ingredient” is “having the

proper mindset – a curiosity about the

world [and] about other ways of doing

business beyond the Canadian border.”

What is involvedKeeping program content “as real as pos-

sible” is key, says Márquez. “By not limiting

ourselves to traditional practices, we’re

taking a unique approach to teaching

about multiculturalism. It’s not just learn-

ing from a textbook. We’ll show movies,

for example, that illustrate features of

different cultures, then hold a roundtable

discussion. Students will participate in labs

designed to simulate what it’s like to do

business and make professionally sound

decisions in another country.”

Márquez describes the program’s

predominant themes: cross-cultural

awareness, ethical and rational decision-

making, self-awareness and international-

business skill development.

“We’ll also encourage each student to

become an expert in a particular sec-

tor – the international mining industry,

for instance,” adds Glover. The student

gains “in-depth knowledge of that sector

around the world: who the key players

are and what current opportunities exist.”

The 12-month intensive MGM pro-

gram also includes the option of a six-

month Canadian internship.

“It’s not just about knowing theories,”

Glover says. “It’s about making sure par-

ticipants can apply what they learn.”

What is acquired“The skills you’ll gain will provide you with

an advantage in competing for and in

those international jobs,” says Márquez.

“By the end of the MGM program, you’ll

be better able as a manager to play the

global game and succeed.”

The MGM program starts March 21.

Application deadline is Febru-

ary 18. For more information, visit

www.royalroads.ca/mgm.

Become an expert in a global sector

26 H /2011 BIV Magazines

§• How-To Book_11_00.indd 26 1/19/11 10:30:30 AM

MAGICAL

BUSINESS AND MANAGEMENT VICTORIA BC CANADA

AND THAT’S JUST OUR CAMPUS.

It is magical. Where else can you study in a castle’s formal

garden – and be surrounded by deer and peacocks? Start your

day with a run – through 277 hectares of ocean-side parkland?

Learn in a 21st-century, 3,000 square-metre learning centre –

where you interact with a renowned CEO – live, from New York?

Royal Roads University’s Master of Global Management degree is just as unique. Give us 12 short months, and

we’ll give you the refi ned knowledge and skills for today’s

increasingly global business world. Everything you learn will

have an international fl avor, and served up in some pretty

unique ways. One example? Learning 200 words of business

language in – say – Mandarin. How about mandatory labs –

watching business-themed movies? The Master of Global

Management has one goal: to prepare you to work and lead in

the diversity and ambiguities of the world’s business cultures.

We welcome applicants who’ve worked for at least two

years, and have an undergraduate degree. If you don’t have

a degree, we’d like to take a look at your (minimum seven

years’) work experience.

Perform a little magic. Visit us, at www.royalroads.ca

and see how you can transform your life. Our Enrolment

Advisors would be happy to hear from you, too:

learn.more@royalroads.ca, or 1-877-778-6227.

centralize control of your fuel purchases

Realizing that the old way of

getting fuel squanders time,

labour and company resources,

businesses are finding a new

solution that creates efficiency,

savings and valuable intel-

ligence: 4Refuel Canada’s Total

Fuel Management (TFM) system.

“TFM helps you to minimize cost

and maximize efficiency by centralizing

control of all of your company’s fuel pur-

chases,” says James Lee, vice-president of

systems development and integration for

4Refuel Canada. “This is done through our

unique, fully automated, end-to-end fuel-

management solution, which features

streamlined fuel logistics, automated data

collection and powerful tools for online

control, cost reporting and usage analysis.”

Is fuel management for you?Whether your business is a global cor-

poration or a small business, TFM will

change your thinking about fuel. With

“conventional fuelling, businesses pay

for thousands of hours of extra labour,

administration, overhead, running time,

maintenance and insurance and get

nothing in return,” says Lee. “TFM gives

you total control by capturing detailed

data at every point of fuelling and

reporting it all on line.”

It starts at procurement, through

4Refuel’s strong purchasing relationships

with producers. Next, a broad network of

mobile service trucks and personnel dis-

tributes fuel when and where it’s needed.

Lastly, TFM’s automated collection of fuel-

consumption data gives you the informa-

tion you need for optimal management.

Track every drop of fuel on line4Refuel’s TFM program includes Fuel

Management Online (FMO), a powerful

system that shows where every drop of

fuel goes so that you can centralize con-

trol of your purchases.

“FMO stores detailed data from every

fuel transaction across an entire fleet –

including the exact amount of fuel that

goes into each vehicle or piece of equip-

ment, the date and time of the fuelling and

a GPS location – in one central database,’”

Lee explains. “This data is sent nightly to

our data warehouse and made available

on line within 24 hours, providing you with

detailed information that you can use to

maximize fuel savings, as well as consump-

tion analysis and reporting that puts you

back in control of your fuel costs.”

Technology and tools, convenience and controlFMO’s web-enabled tools help you

spend less time and money on fuel.

FMO “allows your accounts-payable

department to approve fuel invoices and

transfer data into its systems without

having to key-punch individual items into

spreadsheets,” Lee says. “It also provides

a consolidated view of all fuel purchased

across all divisions, allowing managers

to analyze usage and costs on line from

anywhere in the world, track perform-

ance against fuel budgets instantly and

identify poorly performing equipment.”

A major benefit for 4Refuel’s clients is

that employees are happier because, says

Lee, “we make their jobs easier.”

“Every client loves the convenience.

Since FMO can eliminate certain tasks,”

employees “spend more time doing more

value-added work. Fuel costs are reduced

because clients can identify potential

areas of theft, and once people know that

fuel is being managed effectively, theft

is minimized or eliminated. Before FMO,

many of our clients had very little or no

control over their fuel purchases. With

fuel prices now exceeding $1.20 a litre, not

managing fuel is financial suicide.”

Track greenhouse gas emissions on lineTFM and FMO can help you measure

your greenhouse gas emissions and

manage significant reductions that can

lead to major savings in fuel costs.

“The core 4Refuel business reduces

fuel consumption by clients because

their trucks don’t have to burn gas driv-

ing to the station to fuel up,” says Lee.

Thus “you can have one 4Refuel truck

driving to a client site instead of 50 client

trucks driving to a station.”

FMO helps you identify inefficient

vehicles in your fleet and operators who

do not drive in a fuel-efficient manner.

It also shows you the exact quantity of

toxic emissions you’ve cut by centralizing

control of your fuel purchases.

“That’s something you can tell your

own clients about: your new green initia-

tive,” he says. “They’ll appreciate it.”

Get fuel-efficientCentralizing control of your fuel purchas-

es starts by talking to a 4Refuel consult-

ant to determine the most efficient ways

to refuel your fleet.

“Once you’ve selected your solutions,

4Refuel’s IT support professionals will

work with you to show you how FMO

can be used to implement fuel-manage-

ment best practices for your organiza-

tion,” says Lee. Such practices “are more

than just about buying fuel at the lowest

cost. They’re about streamlining the

entire fuel-management process by mak-

ing employees more efficient and giving

managers the information they need

when they need it.”

28 H /2011 BIV Magazines

http://4Refuel.com/how

organize a company retreat

You show up at work, gather

with colleagues around the

coffee-maker and prepare

your warm mug of Java to

take to your desk, cubicle

or office. There you remain

for the duration of the day,

answering phone calls, responding to

emails, writing reports and assisting

customers. You interact but minimally

with fellow employees, aside from

intermittent conversations and maybe

a weekly brainstorming meeting.

Planning a company retreat may

renew communication and help to

build and strengthen inter-office rela-

tions. Here are some things to consider.

Building relationshipsVictoria Anderson, the regional

sales associate of Prestige Hotels &

Resorts, says that the sole purpose

of a company retreat is to facili-

tate the building of relationships

among departments. This ultimately

increases the company’s morale.

“It’s a time for relaxation and shar-

ing of ideas,” says Anderson. “It offers a

less stressful atmosphere and supports

an environment for work and play.”

Getting everyone together from

every department promotes cama-

raderie: an act that Anderson says

stimulates productivity and the abil-

ity to brainstorm by helping people

get their “creative juices flowing”

in an unguarded environment.

For the purpose of forming connec-

tions, Anderson says that a retreat can

often create a better understanding of

a company’s priorities, inner workings

and goals, providing attendees with

insight and a new sense of belonging.

The corporate office of Prestige is

located in Kelowna, and there will soon

be 10 additional hotel locations across

British Columbia. While Anderson speaks

to employees from the other loca-

tions frequently, she says there is no

better morale-builder than a retreat.

Picking a locationAt Prestige, employees gather once a

year for their annual general meeting.

Depending on the message you’re try-

ing to convey, Anderson says that in

planning a retreat you should consider

accessibility, corporate image, recrea-

tional opportunities and quality.

While picking a location may seem

difficult, Anderson notes that desirable

space can fill up quickly. She recom-

mends booking one year in advance.

“You should probably have the event

co-ordinator visit the venue to ensure

that everything fits into what the event

is about,” she says, adding, “sometimes

websites can be misleading.” Consider

the number of guests, the banquet-

room size and the desired amenities,

as well as guest accommodations.

“We don’t usually give or get input

[on location] from our employees,”

says Anderson. “The surprise aspect

of it is provides the ‘wow’ factor.”

In 2010, Prestige employees gathered

in Kelowna in a luxury penthouse, a

location that allowed them to cook their

meals together, mingle, order in take-out

and shoot some pool. Anderson says this

experience brought everyone together.

Striking a balanceAll work and no play makes a com-

pany retreat a dull occasion.

In an ideal setting, a retreat offers a

50/50 balance of work-related and recrea-

tional activities. Says Anderson, “I would

say partial business and partial play. It

depends on what you’ve got to cover.”

To co-ordinate an event, think

strategically about its goal. Do you

hope to emphasize one message in

particular? Or are you wrapping up

loose ends after a busy fiscal year?

For Prestige, Anderson says that

senior management and the market-

ing and sales team busy themselves

preparing informative presenta-

tions to bring to the group. “We

want to plan for our upcoming year,

drumming up business and help-

ing to garner new ideas to do so.”

Depending on the distance travelled,

a retreat should not exceed five days

in duration; for the necessary material

to be covered, it should be no shorter

than two. “You don’t want to lose every-

one’s interest by talking business all

the time either,” explains Anderson.

“That way you keep everyone fresh.”

Preparing your employeesAn itinerary should tell employees

what to expect, allowing them to pack

the appropriate balance of casual and

formal wear.

“If you are dressed in formal business

attire, you are more amped to work that

way because you’re already in that mind-

set,” says Anderson. “On the other hand,

if you’re in a more casual brainstorming

environment, people would rather be

comfortable.”

Managers should hand out read-

ing material beforehand to familiarize

employees with the topics of discussion.

You can measure the success of your

retreat by positive changes in employees’

attitudes about your company’s services.

You can gauge these by increased sales

or productivity.

By Lynsey Franks

30 H /2011 BIV Magazines

www.PrestigeHotelsAndResorts.com

maximize your catering experience

Whether you need catering

services for a business meet-

ing, for a birthday party or

for your wedding day, you

can do several things to

maximize the experience.

“As professional caterers, we

do our best to ensure that every event

is successful,” says Karen Barron of Out

to Lunch Cuisine Inc., “but there are a

few things that clients can do to help

ensure that the process runs smoothly.”

Steps to take

1 Check references: “Ask to speak to

past clients or get recommendations

from friends and colleagues,” Barron sug-

gests. “Out to Lunch provides photos and

testimonials on line that can give you a

better sense of our services and experi-

ence.” Also check your potential caterer’s

Better Business Bureau rating and read

business reviews on the Internet.

2 Book early: “Booking early means

that you’re giving the caterer enough

time to prepare and cover all the

bases,” says Barron, adding that differ-

ent events require different lead-times.

“It’s about how many guests you’re

having and the importance or com-

plexity of the event. If you’re hosting

a business lunch for 15, you wouldn’t

have to book too far in advance. A

wedding, on the other hand, should

be confirmed at least six months out.”

3 Add value: Besides the food, what

services can your caterer cover and

at what cost? “Professional caterers

can arrange for linens, china, etc.,” Bar-

ron says. “Out to Lunch can even assist

you in planning your event, choosing

a venue and selecting the wine.”

4 Taste-test: Try before you buy. “A

great caterer will invite you to come

in for a tasting prior to your event,” says

Barron. At Out to Lunch, we encourage

people to schedule tastings so that they

can sample the food ahead of time.”

5 Be specific: Most caterers will ask

you to complete a form with details

of your event. “Be as specific as pos-

sible and include any and all special

requirements,” Barron says. “Don’t

leave anything out: the number of

guests, the venue you’ve booked

or are considering, the occasion

and theme, the type of meal you

want or any special food require-

ments you or your guests have.”

6 Be honest: Neglecting to disclose

important details can make or

break your event. “You’d be shocked

at how many people hide the fact

that the events are actually their wed-

dings, because they think it will drive

up the price,” Barron says. “This can

really compromise the quality of your

event, not to mention the enjoyment

and satisfaction of your guests.”

7 Budget wisely: Be forthcoming and

realistic about your budget. Barron says

to “plan the party with all costs in mind.

Everyone wants a good deal, but being

unrealistic about what you can afford is

pointless. If you reach out to your caterer

for help, he or she can guide you through

your options to give you the most bang

for your buck, like forgoing fine china

for more affordable dinnerware.”

8 Time it right: Throwing a party

at seven o’clock puts the onus on

you to serve dinner to your guests.

“Keep the time of your event in mind,

or you’re going to have some very

hungry party-goers,” says Barron. “If

your budget is too tight to include

dinner, instead of compromising on

the menu, why not push it back a few

hours and serve dessert instead?”

9 Count your guests: While a good

caterer is always prepared for a

few extra guests, there’s a difference

between two unexpected mouths to

feed and two dozen. “Letting the caterer

know the day before your party that

the guest list has grown by more than

10 per cent can be a big problem,” says

Barron. “At a time when the catering

staff should be setting up and adding

the finishing touches, having to seek

out additional cases of wine, prepare

hundreds of extra hors d’œuvres or find

15 more pounds of shrimp can really

compromise the quality of your event.”

10 Trust your caterer: Although

you’re expected to be involved in

planning, attempts to micromanage

the catering staff during the event

are likely to cause problems. “The

time to communicate your wishes

and requests is prior to the event,”

Barron says. “On the day of the party,

relax and trust the professionals to do

their jobs. If you find yourself wanting

to oversee every detail, take a deep

breath and remember: that’s why

you hired us in the first place.”

Be specific about all important catering details

32 H /2011 BIV Magazines

www.otlcatering.com

maximize meeting value and optimize results

Meetings are the bane of

organizational existence. How

can you increase the return

on investment of all the time

and money spent on them?

Simple: use a facilitator.

What is a facilitator?“To facilitate” means to make something

easy. In business, a facilitator is a skilled

professional who eases tasks involv-

ing important conversations with two

or more persons, such as planning,

problem-solving, developing teams, set-

ting goals, resolving conflicts, identifying

corporate values, creating an organiza-

tional mission or determining criteria

for selecting new business partners.

Why bother using one?A facilitator creates a safe, productive

meeting environment, allowing for con-

versations that engage participants more

fully. Improved efficiency, wiser decisions,

greater commitment to action and, ultim-

ately, better outcomes result. Facilitators

apply flexible processes to resolve complex

issues; mitigate power imbalances; allow

junior participants to offer opinions with-

out fear of reprisal; ensure that conversa-

tions focus on issues, not personal agendas;

adapt to required changes in direction;

move people back on task when they wan-

der; and, afterwards, help ensure that cli-

ents keep the commitments they’ve made.

What to seek in a facilitatorLook for facilitators who are great com-

municators, observant, flexible, quick to

learn, client-focused, politically savvy and

broadly experienced. They should have

many proven group processes upon

which to draw and be able to blend

them together seamlessly. They should

have the courage to deliver tough mes-

sages that clients need to hear (even

if they do not wish to). Ideally, they

use humour in skilful ways to energize

and engage participants while they’re

working toward desired outcomes.

Are all facilitators created equal?As in any field, no two facilitators are

identical, nor is anyone appropriate for

every client. Facilitators have different

strengths. One may be wonderful at

rigorously following a tight, minute-

to-minute agenda, while another may

have an exceptional ability to shift gears

quickly to follow issues of organizational

value. Some develop depth and exper-

tise in one or two specific industries,

whereas others work across a wide range

of industries and organizations. Do your

due diligence by talking to a few differ-

ent facilitators (and their clients!) to find

the one who best suits your needs.

How to work with a facilitatorTo gain maximum value from your

investment in a facilitator, work closely

with him or her well ahead of time to

ensure good understanding of the

organization’s issues and culture and

the desired outcomes for the meeting.

This process may include interviews with

key stakeholders. Appoint an executive

committee or a representative sample

of the meeting’s participants to help

plan and organize the meeting. Buy-in

to the meeting’s purpose and process

thus builds long before the meet-

ing even begins. Allow the facilitator

to draw upon a wide range of his or

her experiences and to recommend

processes and technologies for help-

ing groups reach desired objectives.

A final agenda should be mutually

agreed upon and distributed to partici-

pants. If you wish the facilitator to take

on additional tasks such as reporting,

follow-up or ongoing support after

the meeting, you should agree on

such additional elements in advance.

Can’t afford a facilitator?Ask yourself whether you can afford the

cost of fixing the mistakes that result

from an unsuccessful or unproductive

meeting. Weigh the cost of a facilitator

against work hours lost if your team has

to go back to the drawing board time

and time again. Relative to the cost of

bringing people together for a meeting

in the first place, the incremental cost of a

facilitator is invariably a wise investment.

Some organizations use internal

facilitators to reduce costs or capitalize

on corporate insights. In many cases,

this decision is prudent. Yet when meet-

ings are likely to involve large egos,

high stakes, complexity, multiple levels

of the organization, large numbers of

participants, tension or low degrees

of trust, using experienced, skilled

facilitators can greatly increase the

likelihood of positive outcomes, sav-

ing you time, money and irritation.

David Gouthro, The Consulting Edge

Facilitators can help you achieve positive outcomes and save time, money and aggravation

34 H /2011 BIV Magazines

“David brings energy, clarity and fairness to meetings in a way that

is constructive and productive. He makes it okay to have fun while

participants stay focused on their tasks. And he doesn’t let people get

away with slacking off!”

Ruth Malli, City Manager, Town of Ladysmith

“David facilitated a meeting with over 200 participants from diverse

backgrounds and interests, and managed to keep people engaged,

interested and confident that action would result from their efforts.”

Peter Leitch, Chair, Motion Picture Production Industry Association and President, North Shore Studios & Mammoth Studios

“David has a great ability to help us explore delicate matters in an

environment that allows participants to avoid the defensive behaviour

that often accompanies tough meetings. His flexibility and appropriate

use of humour keeps us on task and fully engaged.”

Adrian Legin, CEO, Coastal Community Credit Union

“David has the ability to quickly change the direction of a meeting if it

appears there is a higher value outcome to be addressed by the group.”

Gary Young, Director, Legacies and Integration, Richmond Olympic Business Office

“David had never worked in our industry (Building Owners and Managers

Association) before, yet he did his homework, came in to work with us for

the first time and totally nailed the meeting – he was fabulous!”

Jon Wellman, Vice President and General Manager,

Bentall Real Estate Services

“We had a lot to achieve in a short period of time. We got much more

accomplished than I hoped for or expected when David facilitated a critical

meeting for us.”

Lee Malleau, Director, Business Development, Vancouver Economic Development Commission

“David consistently did a great job for us at the Ekati Diamond Mine in

the NWT. As a result, we engaged him to work with us at several of our

operations in Peru, Suriname and Indonesia.”

Anne Marie Dawe, HR Manager, MCP Indonesia, BHP Billiton

“David is one of the most creative facilitators I’ve ever had the pleasure of

working with. He has a wealth of experience that allows him to draw from a

deep “bag of tricks” in order to keep groups moving in a positive direction,

regardless of the circumstances. He doesn’t get intimidated, nor does he

intimidate. His confident, good-humoured manner is very effective in getting

groups to work together toward a common purpose – and to have an

enjoyable time while doing so!”

Bob Willard, Author, The Sustainability Advantage, The Next Sustainability

Wave and The Sustainability Champions and former head of IBM Canada Leadership Development

David Gouthro

The Consulting Edge

102-2221 Folkestone Way,

West Vancouver, BC

V7S 2Y6

604-926-6858

or 800-685-6818

dgouthro@theconsultingedge.com

www.theconsultingedge.com

Facilitating for over

30 years . . .

With experience in . . .

David GouthroFACILITATOR

prepare your business for an emergency

Could your company continue

to function normally if an

earthquake or fire damaged

your headquarters? Would you

be able to keep your staff safe

during an emergency? Do you

have backup systems to get

your business up and running again?

Concord Security Corp. has oper-

ated throughout British Columbia and

Alberta since 1983, and it added risk and

emergency-management services in

1999. Its risk experts offer the following

advice for emergency preparation.

What to do

1 Get started: The sooner you begin,

the more prepared you will be.

Begin by thinking about the pos-

sible risks to your company and

how to prevent or mitigate them.

2 Get an expert: Overwhelmed by the

thought of resolving power failures,

computer viruses, winter storms, a major

earthquake, forest fires or a pandemic?

A trained emergency-management

professional can offer a fresh perspec-

tive on how to weather the storm.

3 What are you up against? Concord’s

risk manager, Sandor J. Maradi, says

that a proper hazard, risks and vulner-

ability assessment shows you which

problems you could realistically face,

from a major earthquake to a truck

hitting a gas main in your street.

4 Plan your planning: Form a plan-

ning committee that will meet

regularly, develop an emergency-

management plan, co-ordinate staff

training and plan drills and table-top

exercises. Meet often and keep updating

the plan to reflect new hazards and

regulations such as the B.C. fire code

and requirements from WorksafeBC.

5 Keep plans user-friendly: “Too many

emergency plans are kept in big bind-

ers and never get used,” says Concord

general manager Mark Forward. “At

Concord, we condense a client’s docu-

ments into a single handbook that the

client can keep in a briefcase so that

it’s always close by in an emergency.”

6 Get everyone on board: “All staff

members from the receptionist to the

sales clerk to the president need to know

what their roles are,” says Maradi. “Don’t

inundate them with information; give

regular, short training sessions and hold

regular practices. Make sure everyone

has emergency supplies at home too.”

7 Test your plans: “Table-top exercises

give everyone a chance to consider

a scenario and how he or she would

deal with it,” says Forward. “They are

very popular with our clients. We might

ask them to consider what they would

do without power for several days or

how to protect their business assets.”

8 Get supplies: Do you have emer-

gency first-aid kits, high-visibility

vests, emergency lighting and backup

power? B.C.’s Provincial Emergency Pro-

gram recommends that every home

and office have enough food, water

and essential supplies to last 72 hours.

How would you communicate with your

staff in an emergency if electricity or

telecommunications were unavailable?

9 Involve your suppliers: Ask your key

suppliers what their emergency plans

are. Include them when you are creating

your plan and training staff. If your com-

pany’s survival relies on a supplier’s show-

ing up no matter what, build a service-

level agreement into your contract so

that the supplier knows what you need.

10 Planning is easier than

explaining: “If emergency planning

seems tough, imagine explaining to an

employee’s family why you didn’t have a

management plan to save his or her life,

or explaining to your staff why the busi-

ness folded,” says Maradi. “Split planning

into manageable steps or hire a profes-

sional to save you valuable time.”

Rebecca Edwards

Are you ready?1. Faced with a major emergency or

loss of operating capacity, can your

business recover its competitive

position quickly and efficiently?

2. Does your business have an

emergency-preparedness pro-

gram that acknowledges its

employees as its most import-

ant asset and their safety and

well-being as major concerns?

3. Does your business follow Work-

safeBC’s rules and regulations

for emergency preparedness?

4. Does your plan take into considera-

tion that outside help will probably

not be available for three days or

more after a major earthquake?

5. Are emergency plans and pro-

cedures part of your company’s

training program for employees?

If you answered “No” to any of these

questions, then you should consider

creating a risk-management plan.

36 H /2011 BIV Magazines

We do more...to protect your assetsBy offering a full range of security services and products including our new video monitoring and parking control solutions

We do more...to safeguard your reputationBy providing courteous, trained, professional staff to meet all your security needs

We do more...to simplify your lifeBy providing the breadth of security-related services which include emergency planning and expertise from a single trusted source Concord Security is the only local security provider who offers:▲ Emergency preparedness planning▲ Customized emergency handbooks▲ Table top exercises & training▲ Emergency notification software services▲ First aid training▲ Emergency & first aid kits

we do more

www.concordsecurity.com Please note our new address #925 – 4710 Kingsway, Metrotower 1, Burnaby, BCV5H 4M2

Phone: 604-689-4005 Fax: 604-689-3244

live for today and plan for tomorrow

Maple Ridge is a city whose

time has come. No surprise

that it consistently gets accol-

ades as a place to live and

work. Until now a well-kept

secret in the Fraser Valley,

today it has good reason to

take centre stage, with billions of dollars’

worth of transportation infrastructure,

a growing city centre, a community

geared toward sustainable growth

and a way of living second to none.

Follow the money Maple Ridge has been designated by

the Real Estate Investment Network

(REIN) as Canada’s number 5 top invest-

ment city and (once again) as B.C.’s

number 2 top investment town.

REIN president Don Campbell is

amazed that a city of just over 70,000

could reach such levels: “There are over

800 cities and towns in Canada. To be

even mentioned in top 10 is an honour.

You know they’re not number 5 out of 10;

they’re number 5 out of 800. Even more

impressive when you consider the other

top 5 cities start at 700,000 population

and go up from there. So to have a city

the size of Maple Ridge even mentioned

in this report tells you this is a city with

a future, not a past. It’s remarkable.”

Campbell is clear which economic fac-

tors will have an impact on development.

“Transportation is going to be a catalyst

– the Golden Ears Bridge [and] the Pitt

River Bridge, along with the Port Mann;

it will be one of the most accessible

areas in the region. You’re seeing more

major employers coming into the area.

It’ll bring residents, business and jobs.

“Along with everything else, it’s a

beautiful place to live for lifestyle and

affordability.”

The whole packageLocation, growing population, good

jobs and accessibility are four reasons

that Tammy Rea sees Maple Ridge

as a great place to start a business.

The area manager for business bank-

ing at TD Canada Trust, Rea also cites

a helpful city council and staff.

“They come to the table with

incentives,” says Rea. “It makes my job

easier. I can go in to talk to people

in city hall to see how we can work

together. There is great communica-

tion, and having an accessible council

tells me they’re interested in helping.”

For small businesses, says Rea, the

enthusiasm for growth, the facelift down-

town and access to new regional markets

are key. Moreover, because real estate is

so reasonable, a business can afford to

purchase commercial space rather than

leasing: a great investment opportunity.

“It’s the whole package,” says Rea.

“What you have access to is pretty phe-

nomenal.” She’s also impressed that it’s

a place where the mayor goes out and

introduces himself to every new business.

Building for our grandchildren Maple Ridge Mayor Ernie Daykin is

just that kind of a mayor — born and

raised in the city, with a family his-

tory there of more than 100 years.

There’s sometimes tension between

urban growth and rural feel, but the

strength of the council is supported by

input from an engaged community.

“The question is not if we grow, but

how we grow,” says Daykin. People will

be able to live, work and go to school

where they were born and raised; they

won’t have to leave the community.

People continue to be drawn to Maple

Ridge for its small community, its

rural feel and the access it provides

to the great outdoors, says Daykin.

“If there is a big-box store, it’s

going to be the greenest and most

eco-friendly LEED-platinum build-

ing out there. We will not accept a

tilt-up box with a sea of asphalt.

“To be recognized as one of the

top communities in B.C. or Canada not

just for investment but for liveability:

we can take that to the bank.”

Baila Lazarus

“Maple Ridge is a beautiful place to live for lifestyle and affordability”

– Don Campbell, president, Real Estate Investment Network

Did you know? It’s the second year in a row that

the Real Estate Investment Net-

work has named Maple Ridge B.C.’s

number 2 top investment town

and “the place to live for lifestyle.”

An innovative, aggressive three-

year incentive program will

launch in 2011 to attract invest-

ment to densify the town centre,

diversify the tax base and help

create high-value local jobs.

The city has invested more than $80

million in downtown infrastructure,

and 1,200 residential units have

been added in the last two years.

38 H /2011 BIV Magazines

http://investmapleridge.ca

L E A D E R S H I P | E F F I C I E N C Y | P R O D U C T I V I T Y | S U S TA I N A B I L I T Y | M A N A G I N G R I S K

If you want access to the largest pool of accounting professionals in B.C., look no

further than CGAjobs.org. Whether you’re an HR professional looking to hire

the best accountants or a CGA student looking for a rewarding career,

CGAjobs.org is your hub. Using CGAjobs.org puts career opportunities in front

of qualifi ed professionals to ensure you get what you need. Gain access to the

breadth of knowledge and experience that a Certifi ed General Accountant adds.

Get connected today. Go to CGAjobs.org.

We see more than jobs. We see careers.

Advertiser Page URL4ReFuel Canada Limited 29 http://4Refuel.com/howAmpco Manufacturers (Ampco Grafix) 11 www.ampcografix.comBullfrog Power 17 http://bullfrogpower.omCGA of BC 7, 40 http://CGAjobs.orgCommissionaires British Columbia 23 www.commissionaires.bc.ca/serviceadvantageoffferConcord Security 37 www.concordesecurity.comConsulting Edge 35 www.theconsultingedge.comDistrict of Maple Ridge 39 http://investmapleridge.caDouglas College (Training Group) 21 http://douglascollege.ca/selfemploymentInter-Provincial Roof Consultants Ltd 15 www.iprc.caNavigata Communications Inc. 25 http://navigata.ca/hostedOut To Lunch Cuisine Inc 33 www.otlcatering.comPortables 5 http://theportables.comPremier Diagnostic Health Services 19 http://www.pet-ct.caPrestige Hotels & Resorts 31 www.PrestigeHotelsAndResorts.comRoyal Roads University 27 www.royalroads.caSamco Printers Ltd. 2 www.samcoprinters.comSociety of Graphic Designers (BC) 9 www.gdc.netTheodor Sterling Associates 12 www.sterlingiaq.com