MANAGEMENT NOTES - SCORECARD
Don't Hire Jerks Pt #2
Building the civilized
Nasty people don't just make others feel
miserable; they create economic problems for their
Lars Dalgaard is CEO and cofounder of
SuccessFactors, one of the world's fastest-growing
software companies-and the fastest with revenues
over $30 million. Dalgaard recently listed some
milestones that his California-based company
passed in its first seven years:
- growth three times that of the company's nearest
- enthusiastic recommendations of the product by
nearly all customers
- dramatically low employee turnover
- employing no jerks
That's right-no jerks-although the word
SuccessFactors really uses (except on its Web site) is
a mild obscenity that starts with the letter A and sort of
rhymes with "castle."
The Dirty Dozen
- Personal insults
- Invading coworker's personal territory
- Uninvited physical contact
- Threats and intimidation, verbal and nonverbal
- Sarcastic jokes and teasing used as insult
- Withering e-mails
- Status slaps intended to humiliate victims
- Physical shaming or status degradation rituals
- Rude interruptions
- Two-faced attacks
- Dirty looks
- Treating people as if they were invisible
Enforcing the no-jerks rule
Executives who are committed to building a
civilized workplace don't just take haphazard action
against one jerk at a time; they use a set of integrated
work practices to battle the problem.
At the workplaces that enforce the no-jerks rule
most vehemently and effectively, an employee's
performance and treatment of others aren't seen as
separate things. Phrases like "talented jerk," "brilliant
bastard," or "a bully and a superstar" are oxymorons.
Jerks are dealt with immediately: they quickly realize
(or are told) that they have blown it, apologize, reflect
on their nastiness, ask for forgiveness, and work to
change their ways. Repeat offenders aren't ignored or
forgiven again and again-they change or depart.
Five intertwined practices are useful for enforcing
the no-jerks rule.
Make the rule public by what you say
and, especially, do
Plante & Moran, a company on Fortune's "100
Best Places to Work" list for nine years in a row,
proclaims its rule openly: "The goal is a 'jerk-free'
workforce at this accounting firm," and "the staff is
encouraged to live by the Golden Rule." At Barclays
Capital, COO Rich Ricci says that "we have a no-jerk
rule around here," especially in selecting senior
executives. BusinessWeek explains what this means
for the employees of Barclays Capital: "Hotshots who
alienate colleagues are told to change or leave."
Talking about the rules is just the first step; the
real test happens when someone acts like a jerk. If
people don't feel comfortable blowing the whistle on
the offender, your company will both be seen as
hypocritical and fill up with jerks, so don't adopt the
rule unless you mean it. SuccessFactors shows how
to back talk with action. Consider this post on the
company's public blog site by company employee Max
My own personal experience with [the no-jerks
rule] is very simple. Once, my boss was being a jerk. I
told him so. Instead of getting mad, he accepted the
comment and we moved on. Later, he thanked me for
telling him. My boss thanked me for calling him a jerk.
Let me repeat that. My boss thanked me for calling
him a jerk. Calling the behavior what it was helped
everyone work better together and get more done. Can
you do that at your company?
Weave the rule into hiring and firing
Consider how the Seattle law firm Perkins Coie,
which earned a spot on Fortune's "100 Best Places to
Work" list in 2007 for the fourth year in a row, applies
the rule during job interviews. Partners Bob Giles and
Mike Reynvaan were once tempted to hire a rainmaker
from another firm but realized that doing so would
violate the rule. As they put it, "We looked at each other
and said, 'What a jerk.' Only we didn't use that word."
Similarly, Southwest Airlines has always
emphasized that people are "hired and fired for
attitude." Herb Kelleher, the company's cofounder and
former CEO, shows how this works: "One of our pilot
applicants was very nasty to one of our receptionists,
and we immediately rejected him. You can't treat
people that way and be the kind of leader we want." As
Ann Rhoades, a former Southwest vice president, told
me, "We don't do it to our people; they don't deserve it.
People who work for us don't have to take the abuse."
Teach people how to fight
The no-jerks rule doesn't mean turning your
organization into a paradise for conflict-averse wimps.
People in the best groups and organizations know
how to fight. Intel, the world's largest semiconductor
maker, gives all full-time employees training in
the "constructive confrontation" that is a hallmark of
the company's culture. Leaders and corporate trainers
emphasize that bad things happen when the bullies
win using personal attacks, disrespect, and
intimidation. When that happens, only the loudest and
strongest voices get heard; there is no diversity of
views; communication is poor, tension high, and
productivity low; and people first resign themselves to
living with the nastiness-and then resign from the
To paraphrase a primary theme in Karl Weick's
classic book, The Social Psychology of Organizing,
this approach means learning to "argue as if you are
right and to listen as if you are wrong." That is what
Intel tries to teach through lectures, role-playing, and,
most essentially, through observing the way
managers and leaders fight-and when. The
company's motto is "disagree and then commit,"
because second-guessing, complaining, and arguing
after a decision is made sap effort and attention and
thus make it unclear whether the decision went wrong
because it was a bad idea or because it was a good
idea implemented with insufficient energy and
Apply the rule to customers and clients
Organizations that are serious about enforcing the no-
jerks rule apply it not just to employees but also to
customers, clients, students, and everyone else who
might be encountered at work. They do so because
their people don't deserve the abuse, customers (or
taxpayers) don't pay to endure or witness demeaning
jerks, and persistent nastiness that is left unchecked
can create a culture of contempt infecting everyone it
The late Joe Gold-the founder of Gold's Gym,
which now has more than 550 locations in 43
countries-applied a variation of the no-jerks rule to
customers. He didn't mince words: "To keep it simple
you run your gym like you run your house. Keep it
clean and in good running order. No jerks allowed,
members pay on time, and if they give you any crap,
throw them out." Gold applied the rule to customers
from the time he opened his first gym, a block from
Muscle Beach, in Venice, California, where early
customers included Arnold Schwarzenegger.
Manage the little moments
Putting the right practices and policies in place is
useless if they don't set the stage for civilized
conversations and interactions. People must treat the
person in front of them, right now, in the right way, and
they must feel safe to point out when their peers and
superiors blow it. The power of efforts to work on "the
little moments" can be seen in an organizational
change at the US Department of Veterans Affairs. To
reduce the bullying of employees, psychological
abuse, and aggression at 11 sites with more than
7,000 people, each site appointed an action team of
managers and union members that developed a
customized intervention process. But there were key
similarities among all of the sites: employees learned
about the damage that aggression causes, used role-
playing exercises to get into the shoes of bullies and
victims, and learned to reflect before and after they
interacted with other people. Action team members
and site leaders also made a public commitment to
model civilized behavior themselves. At one site, for
example, managers and employees worked to
eliminate seemingly small slights such as glaring,
interruptions, and treating people as if they were
invisible-small things that had escalated into big
The results included less overtime (saving
taxpayers' money) and sick leave, fewer complaints
from employees, and shorter waiting times for the
veterans who were the patients at the 11 sites. A
comparison of surveys undertaken before and after
these interventions, which started in mid-2001, found
a substantial decrease, across the 11 sites, in 32 of
60 kinds of bullying-things like glaring, swearing, the
silent treatment, obscene gestures, yelling and
shouting, physical threats and assaults, vicious
gossip, and sexist and racist remarks.
Being a jerk is contagious
The most important single principle for building a
workplace free of jerks, or to avoid acting like one
yourself, is to view being a jerk as a kind of contagious
disease. Once disdain, anger, and contempt are
ignited, they spread like wildfire. Researcher Elaine
Hatfield calls this tendency "emotional contagion": if
you display contempt, others (even spectators) will
respond in much the same way, creating a vicious
circle that can turn everyone in the vicinity into a mean-
spirited monster just like you. Experiments by Leigh
Thompson and Cameron Anderson, as they told the
New York Times, show that when even
compassionate people join a group with a leader who
is "high energy, aggressive, mean, the classic bully
type," they are "temporarily transformed into carbon
copies of the alpha dogs." Being around people who
look angry makes you feel angry too. Hatfield and her
colleagues sum up this emotional-contagion
research with an Arabic proverb: "A wise man
associating with the vicious becomes an idiot."
A swarm of jerks creates a civility vacuum, sucking
the warmth and kindness out of everyone who enters
and replacing them with coldness and contempt. As
we have seen, organizations can screen out and
reform these contagious jerks and, if those efforts fail,
expel them before the infection spreads. But treating
nastiness as a contagious disease also suggests
some useful self-management techniques.
Consider some wise advice that I heard from the
late Bill Lazier, a successful executive who spent the
last 20 years of his career teaching business and
entrepreneurship at Stanford. Bill gave this advice to
our students: when you get a job offer or an invitation
to join a team, take a close look at the people you will
work with, successful or not. If your potential
colleagues are self-centered, nasty, narrow minded,
or unethical, he warned, you have little chance of
turning them into better human beings or of
transforming the workplace into a healthy one, even in
a tiny company. In fact, the odds are that you will turn
into a jerk as well.
Source: Robert Sutton, McKinsey & Company,
Gross Taxable Retail Sales - December
- The "Top Ten" represent 47% of the State-
- The "Top Twenty-Five" represent
70% of all Utah retail sales.
- State-wide December
increases were 10.6%
- The "Top 20%" gainers
- South Jordan +119.6%
- Vernal +28.6%
- American Fork +18.5%
- The "Bottom 10%" include:
- Holladay -15.0%
- St George -7.3%
- Price -5.2%
November 06 Retail Sales - Top 25 Cities
(Large Monthly Filers Only)
||City||December 2006 (000)
||% Change 06/05||Mkt Share
December 06 (% of State Total)|
|6(-)||Salt Lake County (Uninc)
|-(-)||Cottonwood Heights (Still
- The "Top 5" Major Sectors represent 50% of
- Retail General Merchandise is the
largest category representing 17% of all sales and up
for December by 7.4% - The "Top 5" gainers include
- State-wide December increases were 13.4% -
The "Top 5" gainers include:
- Construction +50.3%
- Services - FIRE +38.7%
- Services - Business +29.5%
- Services - Health +23.6%
- Retail Misc. Sales +24.0%
- Categories with declining sales were led
- Occasional Retail Sales -60.6%
- Mining -18.7%
- Transportation -17.5%
- Public Administration -11.7%
- Private Vehicle Sales -10.2%
Source: Utah State Tax Commission
Energy costs, green building fuel 'smart'
Slowly, so-called "smart" structures are
taking root as concern over energy costs and interest
in green building grow
Experts say smart buildings - featuring cutting-
edge, fiber-optic networking designed to improve
operating efficiencies and expenses - boast happier
tenants and lower energy bills than other properties.
While it doesn't take a high IQ to grasp the benefits,
many short-sighted developers have yet to jump on
the intelligent-building bandwagon.
"You feel the tide coming up a little bit, but
eventually it'll come up really high," says Dallas
developer Bob Bruner, principal of Ballantyne Village,
a $250 million mixed-use development in Charlotte,
At Bruner's "smart" project, property managers
can log in remotely to flip the switch on more than 500
lights. In restrooms throughout the 10-acre
development, the toilet paper, paper towel and soap
dispensers automatically alert property managers
when a dispenser is empty. Toilets send signals
when they're clogged. Restrooms are one of the two
top triggers of complaints about commercial real
estate properties, experts say. Most other tenant
gripes center on heating and cooling systems, which
also are built into the smart network.
Ballantyne Village offers telephone, data, Internet,
security and music services through a single fiber-
optic network. Property managers can monitor
heating, cooling, lighting, and digital signage through
that same network, which currently links all retail
tenants, outdoor spaces and property management
offices. About 160,000 sq. ft. of Ballantyne Village -
primarily retail - already is finished. When completed
by 2013, the 650,000 sq. ft., six-building project also
will include about 200 condominiums, 100,000 sq. ft.
of offices and a 150-room hotel, all of which will be
tied to a network capable of handling 1 gigabit of data.
Ballantyne Village is among less than 10% of new
and existing commercial buildings that contain
intelligent technology, estimates Ron Bernstein,
executive director of San Jose, Calif.-based LonMark
International, a trade group that develops standards
for intelligent building technology. Most active in the
intelligent-building movement are data centers,
hospitals and universities, says Paul Ehrlich,
president of Building Intelligence Group LLC, a
technology consulting firm in St. Paul, Minn.
A key driver of intelligent technology in the
commercial real estate sector is escalating energy
costs. If a high-tech lighting and energy management
system is integrated into a building's overall operating
network, the owner can reap energy savings of 30% to
45% vs. stand-alone lighting and energy management
systems, says Ron Zimmer, executive director of the
Continental Automated Buildings Association, an
international trade group based in Ottawa, Canada.
The payback on that investment can be realized in two
and a half years, Zimmer says.
Ehrlich believes a full-fledged intelligent
technology system can yield bottom-line rewards. He
cites this hypothetical scenario: A developer spends
$600,000 to equip a new 150,000 sq. ft. building with
smart technology that integrates lighting, heating,
cooling and other functions on a single network
platform. That system prompts a 10% drop in
operating costs, as well as a 4% hike in occupancy
and rental rates, since tenants view this as a modern,
comfortable property. As a result, net cash flow rises
Nowadays, building technology is "more than a
necessary evil and a budget item," says Tom Shircliff,
co-founder of Intelligent Buildings Group of Charlotte,
a technology consulting firm that is working with
Ballantyne Village. "Too many times, people
think 'smart buildings' means the owner selling
phones and Internet service to tenants."
One reason smart buildings have yet to make it to
the mainstream, tech experts argue, is that
commercial real estate developers typically
emphasize a building's short-term profitability rather
than its long-term operating expenses. "They don't
care about the building costs five years from now
because they're not going to own it," LonMark's
Bernstein says. Experts say it costs about $1 to $4 per
square foot to include smart technology in a new
Bruner, the Ballantyne Village developer,
concedes that cutting corners to chop construction
costs is standard practice among developers. "If the
tenants were barking for intelligent technology, the
developers would do it," Bruner says. "The tenants
don't understand it, so they don't give it much
For his part, trade group director Zimmer
acknowledges "a terrible job" has been done of
teaching building developers, owners and designers
about the value of intelligent technology. That's why
the Continental Automated Buildings Association is
introducing the Building Intelligence Quotient (BIQ)
tool and the Life Cycle Analysis Tool on its Web site.
Users of the BIQ tool can grade the value of their
intelligent-building technology and learn how to
improve such technology in new and existing
buildings. As with the LEED and Energy Star
programs, participants in the BIQ program will be able
to pursue certification. The life cycle tool allows
building owners to calculate long-range costs
associated with intelligent systems.
Despite its slow adoption, tech consultant Ehrlich
is optimistic about the future of intelligent technology.
During focus groups conducted last fall by Building
Intelligence Group, about nine of every 10 of the
participants from the commercial real estate,
education, hotel and health care sectors said they
intend to incorporate intelligent technology into their
building projects within the next two years. Erhlich
cites the green-building wave as one of the factors
sparking interest in this technology.
For the time being, Ehrlich says, "[intelligent
technology] is the exception today rather than the rule."
Facilities managers, chief information officers and
chief technology officers are among those pushing for
the technology, he says.
So who isn't pushing? "The people with the
money," says Ehrlich, referring to building owners and
developers. "At the end of the day, someone's got to
write the check."
Source: NREI & Retail Traffic, 2007
Dec 06 Retail Sales Rankings and Don't Hire
- Sandy moves up to #2 ahead of Murray and Orem
- South Jordan up 119.6%
- Uninc. SLCo back in at #6
No jerks Pt #2 -although the word really
used is a mild obscenity that starts with the letter A
and sort of rhymes with "castle."
agree in writing to 14 "rules of engagement." Rule 14
starts out, "I will be a good person to work with-not
territorial, not be a jerk."
"our organization will
consist only of people who absolutely love what we
do, with a white-hot passion.
We will have utmost
respect for the individual in a collaborative, egalitarian,
and meritocratic environment-no blind copying, no
politics, no parochialism, no silos, no games, -just
|Utah Economic Snapshot
Utah Labor Market Indicators - March 2007
- Employment Growth: 4.5% (4.4%)
- Employment Increase: 12,236 (12,224 (r))
- Unemployment Rate: 2.4% (2.3%)
- Employment Growth: 1.5% (1.5%)
- Unemployment Rate: 4.5% (4.5%)
What kinds of Jobs - March 2007
- Construction +13,500
- Trade, Trans., Utilities +9,300
- Professional and Business +8,300
- Education and Health +5,300
- Manufacturing +4,700 +14.3%
- Note: Service jobs represent 63% of all
new job growth in the State.
- Salt Lake County represents 49% of all new job
growth in the State.
Source: Utah Dept of Workforce Services, 4.17.07
Tax Snapshot - Nine Months FY2007 (Eight
Mo #'s) (Seven Mo #'s)
- Sales and Use Taxes (Gen Gov't) (+3.4%)
- Individual Income Taxes (Education) (+6.1%)
- Individual Income Tax: Withholding (+8.2%)
- Corporate Franchise Taxes (Gen Gov't)
(+25.5%) (+23.6%) (+25.4%)
- Motor Fuel Taxes (Transportation) (+3.7%)
- Severance Taxes (Gen Gov't) (-6.1%) (-
Source: Utah State Tax Commission, 4/18/07
- International Business Confidence
- Global businesses are confident that the global
economic expansion will remain firmly in place.
Sentiment edged down a bit last week, but on a four-
week moving average basis is now as strong as it
has been since late July of last year. Confidence is
strongest in Asia and South America and among high-
tech firms; it is softest in Europe and among vehicle
manufacturers. Hiring intentions have improved
measurably in recent weeks and the inventory
drawdown among manufacturers is winding down.
Expectations regarding the six-month outlook have
notably strengthened, suggesting economic growth
will accelerate later this year. Confidence is consistent
with global growth that is equal to its potential.
- Risk of Recession
- The Moody's Economy.com probability of
recession rose sharply in March to 28%, from
February's 21%. The sharp moderation in consumer
confidence, March's equity market correction, and
further inversion of the yield curve are the clearest
signs of rising recession risks. Unemployment
insurance claims have also picked up some in March.
The improvement in equity markets thus far this
month is an encouraging sign. Still, the chance of the
economy being in recession in six months is elevated
- Bankruptcy Filings
- Personal bankruptcy filings continue to inch
higher in the fourth quarter but still have only
recovered a small portion of their post-reform decline.
Filings remain far below (74%) last year in the
aftermath of the surge in filings before reform
legislation took effect in October 2005. Business
bankruptcies are following a similar pattern, down
56% from the fourth quarter of last year.
- Treasury International Capital Flows
- Portfolio flows to the U.S. held up reasonably well
in February, with the U.S. attracting $58.1 billion in
long-term capital flows. The U.S. also managed to
attract $94.5 billion in total capital flows during the
- MBA Mortgage Applications Survey
- Mortgage demand decreased 2.5% in the week
ending April 13. Purchase applications decreased
4.2% and refinance applications decreased 0.3%. The
decrease in purchases is consistent with anecdotal
tales of mortgage lenders partnering with other
industries to offer free trips or other benefits to attract
customers. Essentially, the subpar numbers for March
housing starts and permits combine with the
exceedingly low April NAHB Index of homebuilder
optimism to indicate that the residential mortgage
market is nearing a precipice during what are
traditionally its strongest months.
- Retail Sales (MARTS)
- Total retail sales increased a strong 0.7% in
March, in line with expectations. Non-auto sales
jumped 0.8%, as sales at auto dealers made a
smaller than expected contribution. Year-over-year
growth rose to 3.8% in total and 3.9% excluding autos.
Growth was led by gasoline stations, apparel
retailers, other general merchandise stores and
- The Conference Board Leading
- The Conference Board index of leading indicators
rose 0.1% in March, the first increase since
- California Manufacturing Survey
- The first quarter purchasing manager's index for
California indicated an expanding factory sector in the
state. At 55.6, the index represents an increased rate
of expansion from the previous quarter.
- Chain Store Sales
- Chain store sales fell 0.6% in the week ending
April 14, the first decline after a string of five
consecutive modest gains. Year-over-year growth
tumbled to 2.3%, the weakest in five weeks, as
comparisons became more difficult. Bad weather and
the passing of the Easter holiday were reported as
drags on sales.
- Business Inventories (MTIS)
- Business inventories rose 0.3% in February, in
line with expectations. Retail inventories, the lone
unknown in today's release, were up 0.3%. After
declining 0.9% in January, sales rebounded 0.4%.
The ratio of inventory-to-sales was unchanged at 1.29.
- Oil and Gas Inventories
- Crude oil inventories fell by 1 million barrels for the
week ending April 13, according to the Energy
Information Administration, below expectations of a
0.6 million barrel build. Gasoline stocks fell by 2.7
million barrels, in line with expectations. Refinery
activity improved sharply to over 90%, feeding the draw
in crude. Distillate inventories inched lower. Healthy
inventories and a rebound in refinery activity should
help ease prices for crude and gasoline.
- Weekly Natural Gas Storage Report
- Underground storage of natural gas decreased by
46 billion cubic feet during the week ending April 13.
This was a larger decrease than the expected draw of
37 Bcf. Inventories are now 22.1% above the five-year
average. This report is likely to have a modestly
bullish effect on prices.
- New Residential Construction (C20)
- Housing starts increased 0.8% to 1.518 million
units in March. Housing permits increased 0.8%
during the month. An uptick in housing starts from
February to March is expected, but this is very low and
represents a decline of 0.5% below the preliminary
estimates of February's starts. The housing market is
unlikely to rebound this spring without Federal
- NAHB Housing Market Index
- Homebuilder optimism decreased three points to
33 in April. Overall, the index is down noticeably in
every component except traffic of prospective buyers,
which dropped from 28 to 27. However, 27 is an
exceedingly low number and indicates the housing
market may slow the economy this spring so much
that the Fed cuts the interest rate target.
- The seasonally adjusted consumer price index
was up 0.6% in March, following a 0.4% increase in
February. Higher energy prices led to the acceleration
in inflation over the previous month. The core index,
excluding food and energy prices, increased 0.1% in
March, following a 0.2% increase in February. Over the
past year, core CPI inflation has run at a 2.5% pace.
Both the overall and core numbers were below
consensus. Today's report is good news on
- Industrial Production
- Industrial production declined 0.2% in March, a
slightly weaker showing than was anticipated by the
market. However, all of the softness during the month
originated in the utilities industry, which posted a 7%
weather-related drop. Manufacturing production
increased 0.7%, the largest gain since December.
Total industry capacity utilization fell to 81.4% from a
downward revised 81.6% in February.
|This Weeks Leads:
- Ruth's Chris Steak House
- Ruth's Chris Steak House, Inc. trades as Ruth's
Chris Steak House at 103 locations nationwide and
- The high-end steak and seafood
restaurants occupy spaces of 11,000 sq.ft. in
freestanding locations and mixed-use centers.
- Plans call for 20 openings in the existing markets
during the coming 18 months.
- Typical leases run
10 years with four, five-year options.
- A vanilla shell
and specific improvements are required. Preferred
demographics include a population earning an
average household income of $90,000.
- A land
area of two acres is required.
- For more
- Phil Demena,
Chris Steak House, Inc.,
- 5318 Northwest 77th
- Parkland, FL 33067;
- Web site:
- Merlos Cutlery and Merlos Cutting
- Merlos Cutlery, Inc. trades as Merlos Cutlery and
Merlos Cutting Edge at 21 locations throughout AZ,
CA, ID, NC, OR, TN and TX.
- The stores, selling
housewares, kitchen and sporting knives and gifts,
occupy spaces of 500 sq.ft. to 800 sq.ft. in lifestyle and
specialty centers and malls.
- Plans call for three to
six openings throughout the existing markets during
the coming 18 months.
- A vanilla shell and specific
improvements are required.
- Preferred cotenants
include Lord & Taylor.
- Preferred demographics
include a population of 300,000 in a 15-mile radius
earning an average household income above
- Typical leases run 10 years.
- For more
- David Merlo,
- 318 East Oak Street,
- Santa Maria,
- Web site:
- Eblens Casual Clothing & Footwear
- Eblen's, Inc. trades as Eblens Casual Clothing &
Footwear at 28 locations throughout CT, MA and RI.
- The shops, selling men's and women's apparel
and footwear, occupy spaces of 5,000 sq.ft. to 6,000
sq.ft. in strip centers and urban/downtown areas.
- Plans call for three to five openings throughout the
existing markets with representation by New England
Retail Properties, Inc. during the coming 18 months.
- Typical leases run five years with options.
vanilla shell and specific improvements are required.
- Preferred cotenants include A.J. Wright, Burlington
Coat Factory, T.J. Maxx and video stores.
- Send site
- Matt Halprin,
- New England
Retail Properties, Inc.,
- 150 Hartford
- Wethersfield, CT 06109.
- Lucy Activewear
- Lucy Activewear operates 40 locations throughout
AZ, CA, CO, IL, OR, TX, VA and WA.
- The women's
active wear stores occupy spaces of 2,000 sq.ft. to
2,500 sq.ft. in freestanding locations and
- Growth opportunities are
sought throughout the San Francisco bay area in CA
during the coming 18 months, with representation by
Metropolis Retail, Inc.
- Preferred demographics
include a population of 100,000 within five miles
earning $80,000 as the average household income.
- For more information contact
- Metropolis Retail, Inc.,
- 2017 Mountain
Boulevard, Suite 1,
- Oakland, CA 94611.
- Windsor operates 37 locations throughout AZ, CA,
CT, MI, NJ, NV, NY and TX.
- The shops, offering
apparel and accessories for juniors, occupy spaces of
4,200 sq.ft. to 5,000 sq.ft. in malls.
opportunities are sought throughout AZ, CA and FL
during the coming 18 months. Typical leases run 12
- A vanilla shell and specific improvements
- Preferred cotenants include
Nordstrom and Macy's.
- Preferred demographics
include a population of 200,000 within four miles
earning $60,000 as the average household income.
- Competition is cited as Ann Taylor Loft and Bebe.
- For more information, contact
- Zorehkey & Associates,
Tomas, Suite 300,
- Rancho Santa Margaurita, CA
- Genghis Grill - The Mongolian Stir Fry
- Genghis Grill Franchise Concepts, Inc. trades as
Genghis Grill - The Mongolian Stir Fry at 13 locations
throughout CO, IA, MN, TN and TX.
- The full-service
restaurants occupy spaces of 3,000 sq.ft. to 3,500
sq.ft. with patio options, in entertainment, lifestyle and
tourist centers in addition to urban/downtown areas.
- Plans call for 15 openings throughout FL, KS, NM,
NV and OK during the coming 18 months.
leases run 10 years with two, five-year options.
- Preferred cotenants include Best Buy, Cinemark,
Home Depot and Wal*Mart.
demographics include a population of 60,000 within
five miles earning $50,000 as the average household
- Competition is cited as BD's Mongolian
- For more information, contact Ron
- Genghis Grill Franchise Concepts,
- 4099 McEwan Road, Suite 305,
- Dallas, TX 75244;
- Web site:
- For more information,
contact the company's exclusive broker
- J & B Commercial, LLC,
Bonneville Research relies by the quality and
relevance of our client work.
Bonneville Research is committed to
- We live where we work.
- We don't "parachute"
in, prepare a "canned" report, and then fly out of
We work to help clients achieve enduring results
and improve the communities in which we live.
If you need a superior team of outstanding people
working fluidly together to solve your toughest
If you need someone who can work side-by-side
with you together to achieve your mission.
If you need results that enure.
Think Bonneville Research
Bonneville Research is a Utah-based consulting
firm providing economic, financial, market and policy
research to public and private sector clients
throughout the intermountain west.
Our services include:
Renewal/Redevelopment Analysis and
- "Blight" Studies
- Benefit Analysis
- Financial Analysis
- Project Area
- Strategy and Policy Analysis
- Economic and Fiscal Impact Analysis
- Statistical and Survey Research
Each of our studies is tailored to address the
unique needs of our clients and their communities.
If we can help, please call or email us at