Biz Profiles Articles Advertorial Samples.1c023c63.Fdsktgmetm2.1c023cda.rluqogep0yc

7/27/2019 Biz Profiles Articles Advertorial Samples.1c023c63.Fdsktgmetm2.1c023cda.rluqogep0yc

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Samples of Company Profiles, Articles and Advertorials

Sample #1: Short Company Profile for a Magazine

Personnel Plus Employment Agency Inc.: Alaskas Employment Connection

As president and CEO of Personnel Plus Employment Agency Inc., Cindy Schebler takes her business very personally.Schebler enjoys working with people and makes a specialeffort to give her clients personalized attention. For example,everyjob seeker receives an interview to discuss their requirements; they dont just submit a resume. And when working

with companies, Personnel Plus takes the time to make on-site visits. We look around to get a feel for the workenvironment, so that we make a better match for the person we are sending for placement, Schebler says.

As a full-service agency, Personnel Plus supplies employers with candidates for work and helps individuals who areseeking work find the right employers. The company provides a variety of services for employers, including executivesearch, permanent placement, temporary placement and temporary to permanent placement, which enables a companyto try an employee before making a permanent commitment. Personnel Plus also allows clients to take advantage of tax-deductible employee leasing to avoid the payroll, benefits, recordkeeping and other responsibilities of maintainingemployees. For job seekers, the company offers everything from entry-level positions to executive-level placements. Ourbusiness is matching people with jobs and jobs with people, Schebler explains.

In addition to working with people on a personalized level, Personnel Plus distinguishes itself by its flexibility,competitive rates and superior service. The company gives discounted fees for long-time clients based on volume. It alsouses the Internet to successfully recruit applicants for hard-to-fill positions. Personnel Plus is so confident in its servicesthat it offers a guarantee with each placement.

In keeping with its motto, Personnel Plus is dedicated to fulfilling its clients staffing needs with employees that arequalified and reliable in the shortest time possible. The Alaskan- and woman-owned company takes pride in its work ethicand ability to find the right person for the right job. Hence, its tagline: Your employment connection.

Personnel Plus has been successfully connecting people with jobs for nearly 20 years. The firm was established in 1989and has since expanded from its original Anchorage location to include a Fairbanks office. The agency now maintainsmore than 500 permanent and temporary employeeswith the number reaching 750 during peak season. Schebler, whohas worked in the industry since 1983, works with a variety of businesses such as First National Bank Alaska, wirelessprovider Alaska DigiTel and Fairbanks Gold Mining. She has been honored with an Athena Award for her work with theChamber of Commerce and mentoring.

Schebler attributes her success to her strong determination, drive and positive attitude. However, she emphasizes theimportance of having the support of a good staff. Youre only as good as the staff that you hire, she says. I am alwayspraising my people because I couldnt do this without them.

The staff members of Personnel Plus share Scheblers commitment to providing exceptional and personalized service.We like our jobs, Schebler says. The people who work for me have that same kind of personal attitude that people arepeopletheyre not just a number. We are very down-to-earth, and we want to work with clients on a personal level.

Sample #2: Business Profile for a Corporate Newsletter

Dowland-Bach Corporation: Focusing on Service, Performance and Ethics

In its 25 years as a specialty manufacturing and alloy distribution company, Dowland-Bach Corporation has built a sterlingreputation for excellence, integrity, conscientiousness and reliability.


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And iftheres one word that sums up the companys key to success, its "adaptability," according to President LynnJohnson. In its most recent adaptive move, the Anchorage firm which specializes in designing and fabricating controlsystems and equipment for industrial and commercial applicationsbecame a subsidiary of Koniag Inc. The acquisitionwas made in January by Koniag Development Corporation (KDC), a wholly-owned subsidiary of Koniag Inc.

KDCs purchase of Dowland-Bach marks Koniags entry into the Alaska oil industry and its first acquisition of anestablished successful Alaska company. Dowland-Bach was founded in 1974 to develop fail-safe wellhead and flowlinecontrols for Prudhoe Bay oil field. The company has since installed thousands of its wellhead control systems in a rangeof remote locations, from Alaskas North Slope to the jungles of South America.

The acquisition represents an exciting and mutually-beneficial opportunity for both Dowland-Bach and KDC. I think itsgood for everybody, Johnson said. It assures long-term continuity and access to markets and infrastructure we wouldnot have had being strictly based in Alaska...I am very excited about it.

Similarly, KDC President and CEO Tom Panamaroff said: Dowland-Bach is already a successful, highly-regardedcompany with a demonstrated record of quality service and customer satisfaction. Were excited about the possibilitiesbecause we see Dowland-Bach as very well positioned to take full advantage of growth opportunities in Alaska, the Lower48 and overseas.

Ownership of Dowland-Bach Enhances DiversificationAlthough Dowland-Bach has primarily catered to the petroleum industry, the company also serves clients in the utilit ies,government, construction, aviation, telecommunications, commercial fishing and marine industries. KDC oversees aportfolio that includes telecommunications, fluid technology, environmental services, logistics, information technology,

physical security and real estate investments.

Adding Dowland-Bach to its corporate umbrella allows KDC to further diversify its holdingswhich matches perfectly withthe companys strategic business plan. The plan specifically calls for the acquisition of an operating company involved innatural resource development in Alaska. And Dowland-Bach aptly fits the bill.

As KDCs newest subsidiary, Dowland-Bach will continue to operate under its original brand. Likewise, the company willmaintain its Anchorage location with Johnson as president. Dowland-Bach currently has nearly 30 employees.

Offering Complex SolutionsDowland-Bach has evolved considerably since it was established with just three employees more than two decades ago.Those three employeesone of which included Johnsonjuggled multiple tasks. Back in 1974, the three employeesbuilt the system, bent the tubing, did the testing and did the installation on the North Slope, Johnson explained.

The companys employee roster now includes three electrical engineers, one mechanical engineer, five JourneymanElectricians, one computer-aided designer and three inside sales people. Today, Dowland-Bach is a UL (UnderwritersLaboratories) control panel shop that builds high-tech. chemical injection systems and a lot of stainless steel fabrication.Were pretty versatile in terms of the array of products and services we can push out the door, Johnson said.

In addition to the diversity of its offerings, Dowland-Bach also distinguishes itself by the quality of its products andservices. The company strives to maintain control over many aspects of the manufacturing process, according toJohnson. Normally, other companies subcontract the sheet metal and welding, he said, but we do an inordinate amountof the fabrication, design and engineering in house; therefore we control the quality and time frame out the door.

Over the years, Dowland-Bachs products and services have increasingly become more complex. For example, controlpanels and control systems have become much more sophisticated. We have moved from mechanical and hy draulic toelectronic sensing, Johnson said. In the mid 70s, our panels were 80 to 85 percent mechanical and hydraulic and about15 percent electrical. Now, we have PLCs (programmable logic controllers).

Dowland-Bach has created a niche replacing and upgrading control panels. It has also expanded into other specializedareas, such as the prevention of erosion and corrosion. We build equipment that injects the high -tech chemicals into theflow lines to prevent corrosion from occurring, Johnson explained.

In addition, Dowland-Bach is Alaska's distributor for Haskel, Tescom, Penn Machine, CCI Thermal Technologies,Bran+Luebbe, Dekoron/Unitherm, Ametek, Tri-Clover, APP, and Kocsis Technologies products.

Dowland-Bach to Continue Focusing on Growth


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As a departure from its Alaska roots, Dowland-Bach has built and installed control systems for BP in Columbia, SouthAmerica. It was a challenging experience that demanded a high level of ingenuity and adaptability, according to Johnson.Were very adept at being very versatile, he said. Were very nimble and quick to make changes.

The companys success in South America also required superior customer service and high integrity. Johnson said: Youcan be the best fabricator in the world, but if the customer service is lacking, youre in trouble. You need to have a goodproduct, good service, and skilled people to deliver the product and service. And you have to have high integrity so peoplecan trust what you do.

Dowland-Bachs focus on service, performance and ethics has served the company well over the years. In the mid 1980s,it received a Small Business of the Year award. And in 2002, the Governors Office named Dowland-Bach the AlaskaSmall Business Exporter of the Year.

As a division of KDC, Dowland-Bach will continue to concentrate on growing its business operations within and beyondAlaskas borders. We will look for additional opportunities outside Alaska with the skill sets, expertise and products thatwe have, Johnson said. We could possibly work with some of KDCs other subsidiaries. They are geographically diverseand I think we will become more so (diverse) because of our association with them.

Sample #3: Business Profile for a Corporate Newsletter

Washington Management Group, Well Positioned for the Future

The Washington Management Group (WMG) is somewhat distinctive among Koniag Inc.s family of companies. Unlikemany of Koniags subsidiaries, WMG doesnt sell services to the government. Instead, it specializes in helping o thercompanies capitalize on the General Services Administration (GSA) and Veterans Affairs (VA) Multiple Award SchedulesProgram.

More specifically, WMG provides GSA/VA schedule consulting services and market research to help companies sellproducts and services to the federal government. We are the only entity that offers both GSA schedules contractconsulting, market research and customized consulting, said Bill Gormley, WMGs president and CEO.

As a company, WMG plays a critical role in the world of government contracting. All businesses wanting to sell productsand services to the federal government should have a GSA or VA Schedule contract. However, the complexities ofgovernment contracting are often challenging for companies to navigate. And there are a wide variety of GSA/VASchedules for different categories of products and services. WMG helps its clients gain a better understanding ofcontracting issues and provides valuable contract management consulting support for new and existing GSA/VASchedules. Simply put: WMG makes it easier for its clients to do business with the government and it makes it easier forthe government to do business with them.

WMG has more than 30 years of experience, relationships and knowledge of the VA and GSA Schedules program. Ithelps companies prepare successful GSA Schedule contract proposals and pricing strategies, conduct contractnegotiations, meet stringent compliance regulations and perform risk management duties. When consulting, WMG takes avery comprehensive and customized approach to meeting clients needs. These personalized consulting activities rangefrom providing intelligence about the size of the market and researching contact opportunities to helping clients acquire

other companies. Every consulting job is different, said Gormley, a 32-year veteran of the government services industry.

Koniag purchased 100 percent of WMG through KDC, its wholly-owned subsidiary, in 2006. Since then, a prime goal ofWMG has been to enhance Koniags ability to obtain government contracts for its other subsidiaries. Its a greatrelationship, Gormley said. I think its enabled us to be part of an outstanding organization. Koniag has demonstratedethics and value, and I find it a joy to work for Koniag.

Positioned Well for the FutureWith locations in Washington, D.C. and Portland, Ore., WMG is one of the leading GSA and VA Schedule contractconsulting firms in the nation. Its clients exemplify a wide range of areas, including energy management, businesssolutions, scientific equipment, financial services, information technology, law enforcement, office furniture, medicalsupplies and security services. Collectively, WMGs clients represent more than $4 billion in the Schedule market.


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Were in front of almost1,000 different companies during the course of the year, said Gormley. W e have many of thetop 100 contractors serving the federal government.

WMG has one subsidiary under its corporate umbrellaFedSources. Based in McLean, Va., FedSources providesinformation and insight to industry and government decision makers via market intelligence services, customizedconsulting and informational events. WMG purchased the undervalued company in 2003 as a move to bring additionalservices to its client base. FedSources has since been turned around and is now on a growth mode for this business year.

With 130 employees, WMG and FedSources have $15.8 million in consolidated top-line revenue for this year. AndGormley is optimistic about the future of both companies. He said: We have worked with our board and developed a verygood profit plan for this yearWe have taken several cost -management initiatives. Weve positioned ourselves well forthe future to be profitable for Koniag.

Leveraging TechnologyPart ofWMGs efforts to position itself for the future involves capitalizing on the latest technology. For example, thecompany recently transitioned to .NET. This new technology is essentially a Microsoft operating system platform thatincorporates applicationsa suite of tools and services and a change in the infrastructure of the company's Web strategy.Moving over to .NET allows the information on WMGs Web site to be more accessible on portable devices likeBlackberries, among many other benefits. Were trying to become very much a player in Web 2.0, Gormley said.

Becoming a more dominant participant in Web 2.0 is integral to WMGs corporate strategy. The recession is driving moreand more businesses to seek contracting opportunities with the government, according to Gormley. Having a strong Webpresence, enables WMG to better assist its existing and potential customers in an online environment.

To support its online efforts, WMG has spent a significant amount of time improving its search engine optimization tactics.Thats a critical step, given that many prospects discover the companys Web site through search engines. WMG is alsoimplementing a new search tool to make it easier for clients to explore its massive market intelligence portal. Thedatabase contains more than 50 million government records representing 250 gigabytes of data.

We have imported our previous portal over to a Google-like search engine, Gormley explained. It will make it easier forour clients to find government contracting opportunities, government profiles and people in the government...We expect tosee an improvement in sales.

In the mean time, WMG will continue to utilize its expertise to help Koniag garner work with the federal government. Ourobjective is to help Koniag and its subsidiaries to succeed and increase dividends, Gormley said. We know howimportant it is, and we take that very seriously day in and day out.

Sample #4: Consumer-Oriented Article

Your Website: An Asset or Liability?

You only get one chance to make a first impression, according to the old, familiar adage. The same is also true online.

Thats why its essential for your nonprofit organization to have a Website that is attractive, fully-functional and

professional. If these positive elements are not in place, your online presence will be a liabilityinstead of an asset.

Unfortunately, many people in nonprofit management and administrationdont realize the impact their Website can haveon their membership base. Or they may recognize the shortcomings of their site, but fail to make improvements becauseof budgetary concerns.

However, devoting money, time and energy to develop a professional Website is one of the best investments a nonprofitcan make. The reason: A Website makes it possible for people to discover and familiarize themselves with yourorganization. If their impression of your site is favorable, they will be more inclined to lend their support.


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Research indicates a compelling connection between a non-profits Website and contributions. The majority of donorssaid they visited a non-profit Website before donating. And most donors say they would donate to a site just because of itsonline appearance.

Strategies for Ensuring Your Site is an Asset

Making sure your Website is an asset may seem like a daunting task, but there are basic strategies you can implement tomake it happen. These elements all add up to one simple concept: Make your site appealing to keep Website visitorscoming back.

The main components needed to keep visitors satisfied are valuable content and effective design. In terms of content,your Website should provide plenty of good, useful information. It should present visitors with all the basics about yournonprofit, as well as other details you feel are important for them to know. The idea is to provide enough information toencourage visitors to contact you for more details, sign up for your e-newsletter or make an online donation. However, thepurpose of your Website isnt simply to supply information and educate visitors about your organization. Your contentshould be marketing-oriented so that it not only tells, but also sells. As a nonprofit, you must show your online audiencewho you are, not just what you do.

Keep Your Content Fresh

Make sure the information being provided on your Website is fresh and up-to-date. Go beyond the static, electronic-brochure format to include details about upcoming events, photos from recent fundraisers and updates on specialprograms. Stale, outdated content can turn visitors off and discourage them from returning to your site. Or worse, it can

weaken their confidence in you and lead them to withdraw their support.

To make it easier and less costly to maintain your site, use a Web-based editing tool to make additions and otherchanges. This way, you can keep the information on your site updated internally without the services of a professionalWeb designer.

Its also important to make sure that your content is easy-to-read and easy-to-understand. It should be written in acomfortable, conversational style that reflects the way the average person talks. This will make your content more friendlyand engaging. Try to avoid jargon and complicated verbiage because it can leave visitors feeling confused and frustrated.Its best to keep your content simple, clear and concise.

Your content should include a variety of elements to make it visually appealing. Keep in mind that people tend to skimover Web content. So try to keep your sentences and paragraphs as short as possible to make them easy on the eye andtongue. Also, use bold headlines and bullets to break up blocks of gray content. However, avoid underlining anditalicizing because it can make text harder to read.

Present an Attractive Design

A nonprofitsWebsite should also be designed so that its attractive, user-friendly and effective. The design should use astraightforward, organized approach to presenting content. The pages should be easy for people to navigate, so they canlocate information quickly. Otherwise, impatient Website visitors will click away.

Your design should also reflect a clean layout with a nice balance of graphics, text and white space. Too many graphicswill make your pages look cluttered and overwhelming. Using a variety of co lors can add greater interest. However, itsbest to incorporate contrasting colors, so the text is easily readable.

Functionality and interactivity are also important elements of presenting an effectively-designed Website. People want tobe able to donate, register for events and interact with your organization online. By including highly-visible donationbuttons, your Website can make it easier for supporters to give. This, in turn, can drive loyalty and support from ongoingdonors.

In fact, nonprofits that are not effectively fundraising online may be missing out on countless opportunities to collectdonations. Many major donors prefer to give online, reports a recent study by Convio, Edge Research, and Sea ChangeStrategies. Specifically, more than half of those surveyed preferred giving online, and 80 percent said they did at leastsome of their donating via the Internet. Within the study, major donors were defined as people who give at least $1,000


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per year to a single cause, who average $10,896 in donations per year to charities, and have a median gift size of $4,500.The research surveyed 3,000 donors from 23 major non-profit organizations.

Optimization and Email Are Important

To be a better asset, your Website should be properly optimized so that it can be found and indexed by major searchengines like Google and MSN. This is crucial, given that most Web surfers use search engines to find the information theyare looking for online. So ensuring that your content and design are search engine-friendly will enable you to attract morepeople to your Website. Once visitors arrive, they can learn about your organization and, hopefully, choose to supportyour cause by donating their time or money.

Your Website solution should also make it possible for you to keep in touch with your membership base through emailcommunications. The use of email is becoming more prevalent, as fewer organizations are using direct mail to stayconnected with supporters. Research indicates that most donors respond positively to email. In fact, 65 percent of themalways open email sent from charities they support, according to Convio, Edge, and Sea Change. Nearly 75 percent ofdonors feel that email reminders about the renewal of an annual gift are "appropriate."

Another way to make your Website an asset is to utilize your donor database for customer relationship management(CRM). You can use the system for fundraising campaigns, follow-ups and setting appointments. Capitalizing on yourWebsite for CRM purposes can result in a more satisfying experience for your members.

Make Your Site an Asset forYo u

Creating a user-friendly, effective Web for online visitors is one thing. But how can you ensure your Website is an assetforyou? If properly designed and used, your Website can help streamline your processes, conserve staff time and reducemarketing, printing and other operating costs.

For instance, by having a unified database, you can integrate your site with your outreach and list management. This canhelp you avoid losing contacts or wasting time double keying information. Heres another benefit: You can analyze yourdatabase demographically and geographically to gain a better understanding of your donors. Then you can concentrateyour marketing efforts to attract similar supporters.

Interestingly, many nonprofits organizations are shifting their marketing tactics to cater to the more high-tech, youngerdemographics who expect Websites to feature blogs, video, RSS feeds, media kits, etc. These nonprofits are successfullyusing their Websites as powerful internet marketing tools to increase their visibility and drive sponsor support.

Are you fully leveraging the capability of your online presence to make your Website an asset? If youre not, InterScapeInc. can show you how. For more information, contact CEO Matthew Francis at 770-564-5686 x 6502 [email protected].

Sample #5: Customer Spotlight for a Company Newsletter

Customer Spotlight on Cambridge SavingsWhen Massachusetts-based Cambridge Savings was looking for a company to revamp its Web site to make it morefunctional and user-friendly, Banc Intranets content management system was a natural choice. The firm had successfullyinstalled an intranet for Cambridge Savings, and the bank felt its content management system would be ideal. And it was.We loved the tool they developed, says SVP/Chief Marketing Officer Karen E. Marryat. It offered a great deal ofcustomization and flexibility.

Plus, Cambridge Savings liked the graphical way that information could be presented and that no special skills areneeded to change the contentso anyone can update the site. With the old Web site, information was organized aroundtext links, and the help of a third party was needed to make content updates.

Banc Intranets Was FantasticThe installation of the content management system and Web site launch went very smoothly. Banc Intranets had a no-nonsense, clear-cut approach and was willing to customize quite a bit, Marryat says. Banc Intranets took a design that
mailto:[email protected]:[email protected]:[email protected]


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was created by another provider and loaded it into the content management system. It also uploaded all of the bankscontent to the new site. The people at Banc Intranets were so fantastic to work with, she says.

Marryat appreciates the level of ongoing support provided by Banc Intranets. We have had after-hours issues arise, andtheres always someone at Banc Intranets to respond, she says. The glitches have been very few, but someone fromBanc Intranets has always helped us. Weve now hired them twice, and we would hire them again.

Cambridge Savings new Web site has a consistent navigation system and other features that make it easy for visitors tolocate and respond to information. Forexample, Cambridge Savings customers can enjoy the convenience of being ableto log into their account from the Home page. They can also complete and submit different forms online with the click of afew buttons.

These capabilities are important, especially given that research shows bank Web sites are becoming less functional andengaging. According to a study by New York-based consultancy Change Sciences, bank Web sites are becoming lesswelcoming, less informative, and harder to use. Thats not the case with Cambridge Savings new Web site, as the site isdesigned for easy navigation and accessibility.

Customer Service Critical to the Banks Success With 175 years under its belt, Cambridge Savings Bank is one of the oldest community banks in Massachuse tts. Its alsoone of the largest. Cambridge Savings has 16 banking centers throughout eastern Massachusetts and approximately $2billion in assets. The bankwhose slogan is Smart Thinking for 175 Yearsoffersan array of solutions for consumersand businesses, from deposit and loan products to trust and investment services.

Since its 1834 inception as the Institution for Savings, the bank has concentrated on one key area: servicing customers.We have extremely committed employees who are very focusedon our customers needs, Marryat explains.

Needless to say, Cambridge Savings is avid about providing superior customer service. Hence, the bank maintains aformal, comprehensive customer service program that has translated into high customer satisfaction and its continuedgrowth.

Philanthropy and Technology also ImportantIn addition to customer service, philanthropy is also an important element of Cambridge Savings success. The bank isdedicated to enhancing the communities in which it operates. In 2008, the Cambridge Savings Charitable Foundationawarded more than $500,000 to local nonprofit organizations.

Cambridge Savings is committed to adopting new technology. In fact, the bank has made significant and ongoing

investments in technology, including its new Website, to ensure it keeps pace with the industry. In the past 20 months,Cambridge Savings has introduced a rewards program for its debit cardholders and made it possible for customers toopen and fund an account online. Customers can also transfer money from other institutions via Internet banking. Wevespent quite a bit of time on channel management and making sure our customers can bank online with ease, Marryatsays.

In the future, Cambridge Saving intends to keep enhancing its online presence and operations to benefit its customers.We will continue to look at ways to leverage technology and differentiate the bank while maintaining our focus onservice, Marryat says.

Sample #6: Article Ghostwritten for a Clients Web Site

Effective Strategies for Employee Retention

By Andrea Reiner, Vice President

InnerSpace Electronics Inc.

(www.innerspaceelectronics.com)

Just as companies need satisfied, loyal customers to remain in business, they also must retain satisfied, highly-skilledemployees.


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Employee retention is a crucial element to business success. Research shows that retaining employees helps to retaincustomers and investors. Organizations with low turnover and satisfied employees tend to perform better. This, in turn,translates into greater customer service and satisfaction.

On the other hand, turnover causes the loss of talented workers, lost productivity and higher costs for recruiting,selecting and training replacements. Its simply more cost-effective and less disruptive for organizations to preventturnover and keep their employees happy.

Employees who are more satisfied tend to be more committed and engaged, leading to lower turnover and higherprofits, according to recent research by the Corporate Leadership Counsel (CLC). "Highly engaged organizations have thepotential to reduce turnover by eighty-seven percent and improve employee performance by twenty percent, says CLC

Managing Director, Jean Martin.This translates to greater organizational performance. In fact, our study found highlyengaged organizations grow profits as much as three times faster than organizational competitors."

Training, the Key to Keeping Qualified Employees

The key to retaining top talent is to create job satisfaction within the workplace. However, the first step is to ensure thatworkers are properly trained to perform their job. In a broad sense, training consists of an organizations planned efforts tohelp employees acquire job-related knowledge, skills, abilities and behaviors, with the goal of applying these on the job.

Training programs can range from formal classes to one-on-one mentoring. Employee trainingwhich is driven by theneeds of the organizationcan take place on the job or at remote locations. Training is essential because it can helpprepare employees for future positions, enable the organization to respond to change, enhance worker safety andimprove customer service, among many other goals.

Workers who are properly trained not only increase their skills and knowledge, but also tend to be less dissatisfied with

their assigned role and tasks. Role-related dissatisfaction can cause employees to withdraw psychologically andeventually leave the company. The solution, however, is to use effective strategies to promote greater job satisfactionamong employeeswhich benefits the company as a whole.

Training is a widely accepted method of improving employee morale, and enhancing employee skills has become abusiness imperative, according to the U.S. Department of Labor. Increasingly, managers and leaders realize that the keyto business growth and success is through developing the skills and knowledge of its workforce, according to the LaborDepartments Website.

Good Leadership Essential to Job Satisfaction

But training is only one component of a successful employee retention program. Highly-skilled workers need strongleadership by example and a flexible, accommodating work environment. They also need to know that they are respectedand appreciated.

Supervisors and other managers must lead by example because employees are always watching. As part of setting agood example, company leaders have to be consistent in theirdecision making, behavior and all other aspects of theirjob. Consistency paints a picture of reliability for employees.

In terms of creating an accommodating environment, companies are increasingly working to promote flexibility.Innerspace Electronics Inc., for instance, encourages workers to take time off for family and fun. In August, the firm closeson Fridays to create a longer, three-day weekend. Workers also receive extra days off around major holidays.

Treating employees with respect and appreciation is one of the simplest, yet most effective ways to build their moraleand loyalty. This could be as simple as supervisors being nice to employees and treating them the way they would want tobe treated. According to the CLC, employees who said they planned to leave their jobs most often said it was becausemanagers acted as if they did not value the employees. "While it is no secret that bad managers impact turnover, our workshows bad managers experience turnover that is four times greater than good managers, says CLC Solutions PracticeManager, David Morris. This work really hones in on developing manager-level plans so managers can build credibilitywith their staff."

Communication and Pay also Important

Good managers must be able to communicate effectively with their staffwhich involves talking andlistening. However,communicating with employees goes beyond increasing emails or staff meetings. It requires having one-on-onediscussions about organizational decisions, employees performance and about what they expect from their leaders.

In addition, good managers should make an effort to understand their employees. They should make it a point todiscover employees likes and dislikes. Some workers have an aversion to public recognition, while others thrive on it.And when it comes to counseling employees on their job performance, some workers like coaching and some prefer directfeedback. Determining which method works for which employee is critical because it can indirectly affect employees jobsatisfaction.


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While creating a positive work environment is paramount, companies also must provide competitive compensation toretain employees. Heres why: A job is the primary source of income and financial security for most people. The pay andbenefits that workers earn is an indicator of status within the organization and society as a whole. So it contributes tosome peoples self-worth.

Therefore, satisfaction with pay and benefits is a significant factor in retaining high-quality employees. Its so importantthat companies often use higher pay and better benefits to lure employees away from other organizations.

Organizations should monitor pay levels in the industry to ensure their compensation package matches or exceedsindustry averages. The Walgreens drugstore chain is a prime example of a company doing just that. Its retention rate forpharmacists is one of the highest in the industry, thanks to its competitive salaries and benefits.

Measuring Job Satisfaction

Organizations can better retain employees if they are aware of satisfaction levels, so they can make changes if workersbecome dissatisfied. One of the most common ways to measure job satisfaction is with a survey. In fact, companiesshould make annual employee surveys part of a two-way communication program. An established satisfaction scale, suchas the Job Descriptive Index (JDI), is an ideal measurement device. The JDI emphasizes specific aspects ofsatisfactionpay, the work itself, supervision, coworkers and promotions.

In spite of surveys and other retention efforts, some employees will inevitably choose to leave. However, organizationscan use this as an opportunity to gather valuable information. The human resources department or employees supervisorcan conduct an exit interview to discuss their reason for leaving. This common retention tool can uncover information thatcan be used to perhaps lure the employee back or at least result in improvements that can make it easier to retainremaining employees.

Andrea Reiner is an owner and co-founder of InnerSpace Electronics Inc. (IEI) An award-winning company based in NewYork, IEI is one of the largest custom integration companies in the country.

Sample #7: Magazine Advertorial (Advertising Disguised as an Article)

eDocsAlaska Inc.

Helping Companies Transition from Paper to Electronic Business Records

Moving from paper to electronic records can be a daunting task for many businesses, but the experience and documentmanagement solutions provided by eDocsAlaska Inc. can help them meet the challenge head-on to achieve the resultsthey need.

Anchorage-based eDocsAlaska specializes in providing document management consulting services and implementingpremium Laserfiche software solutions to help clients handle information more efficiently. Businesses need a way tomanage historic paper records with their current digital files, says Pam Barnes, owner and president of eDocsAlaska.They often need to provide secure, Web-based access to widespread sites facilitating collaboration on projects.Laserfiche provides an excellent, scalable solution to meet these needs.

The benefits of transitioning to digital records are compelling. Most businesses understand that going digital reducesstorage costs and document duplication, and reclaims floor space. Some can imagine the time they would save by havingpowerful search and distribution tools available to them right at their desktop. But beyond these benefits, Laserfichesolutions also offer modules that allow businesses to create interdepartmental workflow, Web access and audit reports, as

well as control document access. These functionalities empower businesses to maximize productivity and comply with therequirements of today's regulatory environment. Laserfiche also integrates easily with existing data and business systemsto provide a single, complete solution for companies to implement.

eDocsAlaska distinguishes itself in the marketplace by its document management expertise and its sole focus onproviding targeted Laserfiche solutions to its clientele. Barnes is a certified Laserfiche reseller and trainer and has usedthe software exclusively for more than eight years. Before launching eDocsAlaska in 2000, she spent 10 yearsimplementing and managing document database projects for companies such as BP Exploration Inc. and AlyeskaPipeline Service Company. We have almost 20 years of experience in implementing digital document software solutionsfor Alaska businesses, Barnes says. We understand records management and know how to effectively use Laserfiche tomeet our customers needs.

Fully understanding its clients' needs and implementing cost-effective, targeted solutions has been the key toeDocsAlaskas success. Recently, Barnes expanded her business to accommodate the exploding need for document


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management technology as the volumes of business data increase and governmental mandates affect industries'document handling requirements.

Recently, eDocsAlaska implemented a Laserfiche system at Fairbanks Fort Knox Gold Mine to help the business betterrespond to health, safety and environmental reporting requirements. The City of Soldotna installed Laserfiche to provideaccess to minutes, ordinances, resolutions and other public records. Currently, eDocsAlaska is in the process of helpingChugach Electric Association and Southcentral Foundation expand the use of Laserfiche across their operations.

No matter the size or type of organization, having an effective document management system is a must in todays worldaccording to Barnes. This technology is a key tool in today's business environment. An electronic document managementsystem helps companies locate, retrieve, and share documents easilysaving precious time, money and resources. And

with eDocsAlaska and Laserfiche, companies can move fully into the digital document age with efficiency, confidence andsuccess.

For more information, contact:

eDocsAlaska Inc.

Owner & President Pam Barnes

5416 W. Dimond Blvd. Unit 1

Anchorage, Alaska 99502

Tel: (907) 248-8472

Website:www.eDocsAlaska.com

Sample #8: Magazine Advertorial

Structured Communication Systems Inc.

Bridging Business, People and Technology

Structured Communication Systems Inc. takes a strong holistic approach to providing the appropriate solutions for itsclients. Structured understands how critical information is to organizations and is committed to helping them protect theintegrity of their information, according to CEO Ron Fowler. We use technology to solve our customers businessproblems, Fowler said. Because information is their most important asset, we protect the integrity of their informationensuring accuracy, consistency and reliability.

Structureds client-centered approach serves to illustrate its unique corporate slogan: bridging business, people andtechnology. Structured works to understand what the businesses goals and objectives are and matches them with t hebest technical solutions, said Territory Director-Alaska Lynette Babcock.

Based in Portland, Ore., Structured offers an array of high-tech solutions to help clients solve their problems and meettheir goals. Its offerings include secure infrastructure; voice and mobility; storage and systems; managed services; andexpert professional services.

Structured distinguishes itself in the marketplace by its service and expertise. What really sets us apart from ourcompetitors is our engineering staff, Babcock said. Approximately half of our staff consists of engineers. Along with theproducts that we resell, we can also provide the technical services to install those products.

The secret to Structureds success is its high-caliber staff, Fowler said. We have been able to attract some of the very

best people in our field, he said.

Today, Structured is the largest provider of secure technology infrastructure solutions in the Northwest and Alaska. Thecompany maintains offices in Oregon, Alaska, Washington, Idaho and Illinois. Structured has experienced tremendousgrowth since its inceptionincreasing business by 25 percent annually for the last three years, according to Fowler.Weve been ranked as one of the fastest-growing companies in Washington and Oregon, he said.

Why such growth? Our value proposition has been well understood and well received by our clients, Fowler explained.There has also been a change in our clients understanding of the breadth and the value of what they can receive fromStructured.

Structureds highly-skilled team has assisted clients in the oil, healthcare, telecommunications, government andcommercial industries. Some of its projects include completing a Voice over IProll out with a municipal government,creating a back up and disaster recovery solution for one of Alaskas largest telecommunications companies, assisting
http://www.edocsalaska.com/http://www.edocsalaska.com/http://www.edocsalaska.com/http://www.edocsalaska.com/


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with a network proxy and Internet protection project for state government, and assisting with security initiatives for aleading Alaska financial institution.

To maintain its competitive edge, Structured makes a continuous effort to keep abreast of the latest technology. Ourbusiness is always evolving with new technologies, Babcock said. We are constantly striving to sta y abreast byrecertifying our engineers, conducting training, and watching for emerging technologies.

In the future, Structured will further enhance its engineering and sales capabilities in Alaska and elsewhere. We willcontinue to invest in the sales and technical resources that we need to support the growing demand for our solution setsin the Alaska marketplace, Fowler said.

For more information, contact:

Structured Communications Systems Inc.

Lynette Babcock, Territory Director-Alaska

4141 B Street, Suite 307

Anchorage, AK 99503

Tel: (907) 222-6140

Fax: (907) 222-6141

Website: www.structured.com

Biz Profiles Articles Advertorial Samples.1c023c63.Fdsktgmetm2.1c023cda.rluqogep0yc

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