Gross Taxable Retail Sales - May
- The "Top Ten" represent 45% of the Statewide
- The "Top Ten" represent
45% of all retail sales.
- The "Top 20%" gainers
- North Salt Lake +66.5%
- Lehi +65.2%%
- Roosevelt +38.4%
- Tremonton +36.7 %
- Farmington +34.9%
- The "Bottom 10%" include:
- Beaver -26.0%
- Holladay -20.3%
- Centerville -3.2%
May 07 Retail Sales - Top 25 Cities
(Large Monthly Filers Only)
||City||May 2007 (000)
||% Change 07/06||Mkt Share
May 07 (% of State Total)|
Source: Utah State Tax Commission, August 2007
- The "Top 5" Major Sectors represent 50% of
- The "Top 5" gainers
- Health +38.1%
- Amusement & Rec +32.5%
- Education +29.5%
- Construction +23.5%
- Retail - Misc. +21.1%
- Categories with declining sales were led
- Private Vehicle Sales -16.5%
Source: Utah State Tax Commission, August 2007
Is Your Workforce Strange Enough to
Guarantee Competitive Advantage?
What characterizes successful
companies these days?
"A strikingly different,
obsessively focused" workforce, one that -- compared
to competitors' workforces -- is "downright strange."
To get the best results, companies have to build a
workforce "that is extraordinary in a way that
customers care about."
Question 1: Producing the Result
- What produces this Organizational Outcome
- Literally, what makes it go up or down?
- What you are looking to do here is theorize
about the things that literally move your Organizational
Outcome metrics. This is a brainstorming session
about gaming the numbers you chose to represent
winning. By gaming, I mean manipulating with the
intent to change a specific outcome. Sometimes
gaming creates value, and more often gaming
destroys value. We are going to find a way to create
value, meaning that you will not pursue all of the ideas
that you discuss. The goal of this discussion is to
think in far-reaching ways about what could move
each Organizational Outcome causally, mechanically,
- The trick here: You need to let go of what you
currently focus on and measure every day. Forgetting
your existing approach may be harder than you think.
Your minds and then your conversation will want to
slip back to what you have been socialized to do ("the
way we do things around here"). After a few hours,
when you start wanting to wrap up the meeting up and
get back to work, you will start formalizing "business
as usual" without considering the full range of options.
I'm sorry if this happens, because this will be your
loss. The point here is not to simply formalize what
you are already doing. The point is to deeply examine
your current approach relative to the broader set of
things you could be doing to game your Organizational
Outcomes and add value to your customers in a
unique way. You want to create a buffet of possible
ways to affect your ultimate success, and then you
want to screen the ideas to figure out which ones
create long-term value.
- So as a group, try to put your past assumptions
about winning on hold for a while by just thinking
objectively about your Organizational Outcome
numbers and what makes them move. Sometimes it
helps to get beyond the norms, illusions, and
assumptions of insiders if you take the perspective of
an outsider. This tactic can lead you down some dark
alleys, but it also can reveal some conclusions that
are both radical and rational. You want the meeting to
take on a tone that allows people to say things
like: "I'm not necessarily saying that we should do this,
but if we really want to move that number, the way we
could do it would be..."
- Let's say your organization is a Stormwater
Management Division of a civil engineering firm. Your
primary client base consists of municipal clients with
dedicated funding set aside to meet federal
stormwater regulations. One of your primary
Organizational Outcomes is year-over-year growth of
business from existing clients. Based on client focus
groups and your leadership team's discussion of why
clients like your organization enough to issue new
contracts, you believe that the most prominent
Performance Driver of this outcome is meeting
milestones and staying on schedule.
- Now the fun begins because you need to take this
concept -- meeting project milestones -- and convert it
into a metric and a way of doing business that
differentiates you from the competition on this
dimension. The most obvious approach, your team
decides, is to work closely with clients in the pre-
project stage to create a realistic timeline of activities.
Then the Performance Driver data can be the number
of days after schedule the project teams complete the
work. You've already been loosely tracking timetables
anyway, and this is a nice chance to formalize the
process into usable metrics. You decide to code
completion as follows: A "0" means that you hit the
target right on time; teams get an extra point for each
day a stage is completed early; and teams get docked
a point for each day a stage is missed.
- This all seems pretty reasonable until someone
on the leadership team says, "I'm not necessarily
saying that we should do this...but if we really want to
move that 'growth of existing business' number, we
might want to focus on making clients believe that we
hit the timeline targets, rather than measuring whether
we actually hit the targets." He's not joking as some
people initially thought. In fact, more discussion of this
topic reveals that many times clients do not want work
completed early because it throws off their schedules
almost as badly as being late. OK, so no extra points
for getting it done early. Fair enough. Then someone
else says, "But other times, clients themselves build
additional services into the project as it evolves, so
that the original time table becomes sort of irrelevant."
So we get clients to sign change orders when the
schedule is renegotiated, and we use the new
schedules to calculate the metric. Fair enough?
- It turns out the very best project managers in your
firm know how to take scheduling lemons and make
them into lemonade by using scheduling issues to
deepen the client relationship. What does this mean?
It means that when they notice their teams falling
behind schedule (bad weather, for instance), they
personally call the client and talk about where things
stand and how it looks like the timetable may be
affected. They almost always are able to work out an
agreement that everybody finds acceptable, and the
two have a nice discussion about the Hockey
Championship and the odds of Carolina taking the
cup. In fact, the client is happier because of the call
and the update than if the job had been done on time
but with no personal update. This is how the best
project managers drive future business.
- This communication element of scheduling might
actually be a differentiator for your organization.
Although it sounds simple to maintain good client
communication about project schedules, few
engineering firms are willing to do what it takes to
deliver on this dimension. The reality is that civil
engineers often aren't. The personalities that gravitate
toward an engineering career do not naturally lend
themselves to maintaining good client rapport and
communication. Most engineers by nature are
somewhat introverted and tend to overanalyze
problems. Introversion diminishes rapport probability
while the tendency to overanalyze often leads to
missed deadlines. So it would be a strange engineer
(that is, a remarkably different breed of engineer) that
you would need to hire and socialize in order to really
win on this Performance Driver. You need engineers
who actually like dealing with clients and who think
creating and maintaining rapport and communicating
about timelines is an important part of the job.
- From this perspective, "meeting timeline targets"
is not the best metric when it comes to
gaming "growth of existing business." Maybe the right
concept is "perceived responsiveness to scheduling
and timetables," as rated by the client at the end of
each project. You would need to build a very different
mechanism for collecting and tracking this data. Your
people would have to act in two very different way to
affect these two different measures. Which is more
reflective of your unique way of winning?
Question Set 2: Customer Beliefs
- What are the one or two most important things
our customers have to believe about us relative to our
competition in order to affect this Organizational
- How do we measure our progress toward creating
these beliefs in our customers' heads?
- In most industries, you get to win because your
customers say you win. They get to decide. So you
need to get a handle on what would make them notice
you, say nice things about you to their friends, and
hand their money over to you. You may already have
most of the answer to this question in your pocket
because hopefully this emerged when you converted
your story of winning into your Organizational
Outcomes (see Chapter 3, "Organizational Outcomes:
How Do I Know I Am Winning in the Way I Want to
Win?"). The goal here is to formalize just what it is
about your organization that customers are supposed
to find so attractive and unique that you can count on
them coming back for more. Then you need to build
an organization around:
- Managing and gaming those customer
- Capturing some "upstream" data about those
- There should be a very small number of very
salient attributes that your target customers can lock
in their heads about your organization.
- Why do I say one or two most important things?
The reason is to get you talking about your most
salient features -- or Performance Drivers -- from the
customer's perspective. Everything can't be prominent.
There should be a very small number of very salient
attributes that your target customers can lock in their
heads about your organization. Sure, there are lots
of "table stakes" that your organization delivers to
customers, just like all the competition does. In the
civil engineering organization, they need to be seen as
credible and proficient engineers just like the
competition, but the image of qualified engineers who
deliver "good communication" and "timetable
responsiveness" is remarkably out of the ordinary -- it
could be a differentiator.
There are three reasons why it is so important to
gather data about your Performance Drivers rather
than just talking about them:
- Most obvious. Measuring Performance Driver data
gives you a way to know if you are executing your
unique strategy. It allows you to manage and not just
- Less obvious, but just as important. The act of
gathering Performance Driver data creates useful
ripples throughout your organization. It shouts to
employees (and you) what is very, very important. It
affects how people think about their work and what
identifies a valuable behavior. It makes you structure
your organization in a way that maximizes your
- Least obvious. Trying to gather the right (valid)
Performance Driver data helps you sharpen and clarify
your competitive concepts. You get closer to your
customers and gain better understanding of their
needs and behaviors. As you translate strategic
concepts into numbers that reflect reality, you
continually learn more about the data, and you get
more fine-grained in your classification of what is a
win and what is a loss.
- May Retail Sales - City Rankings
- Is Your
Workforce Strange Enough Pt II
- Economic Development Director Position - Lehi
- Economic notes
- This weeks leads
|Economic Development/Redevelopment Coordinator - Lehi City
LEHI CITY POSITION OPENING
- CLOSING DATE:
September 6, 2007
- SALARY RANGE:
$49,000-$72,000 annually, plus excellent
Appointed, Full Time
- JOB SUMMARY:
- Under the
general supervision of the City Administrator,
performs a variety of professional, administrative and
technical duties related to planning, organizing,
directing and coordinating city-wide economic
- Develops the city's economic base,
including business retention and the building of
commercial, industrial and retail sites within the
- Administers the city's redevelopment
programs and initiatives and coordinates the
purchase of real property.
- MINIMUM REQUIREMENTS:
- Bachelor's degree from an
accredited college or university in public
management, business management, finance,
planning or closely related field.
- Five (5) years of
progressively responsible experience in economic
development/redevelopment or related duties.
Valid Utah driver's license required.
- Must pass
drug test and background check before hire.
- NOTE: A complete list of essential
functions and minimum requirements of the position
may be obtained from Lehi City Human Resources.
Lehi City will provide reasonable accommodations for
any applicant during the examination and selection
process. If you have special needs, please call 801-
768-7100, ext. 2265. For required City application,
contact Lehi City Human Resources, 153 North 100
East , Lehi, UT 84043 or download application and job
description at www.lehicity.com. Lehi City is an equal
opportunity employer and does not discriminate on
the basis of race, color, national origin, gender,
religion, age or disability.
- Global Business Confidence
- Global business sentiment was little changed
across the globe last week, as it remains within a
narrow range that has prevailed since mid-April.
Weighing on sentiment are lackluster sales, but
businesses are feeling better about the outlook.
Travel firms and South American businesses are the
most upbeat, while retail firms and European
businesses are the most nervous. Business
confidence is consistent with an economy that is
expanding at the low end of its potential, and there is
no indication in the survey results that the stronger
global growth experienced in the second quarter of
2007 will accelerate further during this quarter.
- The Conference Board Consumer
- he Conference Board index of consumer
confidence surged more than expected in July to
112.6 from an upwardly revised 105.3 in June
(previously 103.9). The gain was led by the present
situation component, although expectations also rose
- Economic growth rebounded in the second
quarter, with real GDP increasing 3.4% at an
annualized pace, up from 0.6% in the first quarter.
This is above the consensus expectation for 3.2%
growth in the second quarter. Real GDP has
increased 1.8% over the preceding year, far below the
economy's potential of about 3%. The rebound in
growth in the second quarter was due to an
improvement in the trade balance, stronger federal
government spending, greater investment in
nonresidential structures and a smaller contraction in
homebuilding. However, weaker growth in personal
consumption expenditures was a negative for growth.
Housing remains a substantial, but shrinking, weight.
The economy appears to be coming back from its
- Personal Income
- Personal income rose 0.4% in June, the same as
May. Spending rose 0.1%, down from 0.6% gains the
prior two months. The core PCE deflator rose a
modest 0.1% for the fourth consecutive month,
matching growth in the topline deflator. The saving
rate rose to 0.6%. Data were revised from January
2004 forward showing more income, less spending
and more saving.
- Agricultural Prices
- The All Farm Products Index of Prices Received by
Farmers rose by 2.2% in July from last month. This
month, the 2.2% increase in livestock prices outpaced
the 1.4% higher crop prices. The mix of higher prices
was different this month, especially for crops. Higher
prices were received for milk, eggs, wheat and snap
beans. Corn, broilers, hogs and cantaloupes were
among the commodities fetching lower prices. The
food commodities index is up 2.9% on the month,
indicating moderate food price appreciation to come.
Prices paid by farmers were unchanged over the past
month, but are 6% above July 2006. Farmers paid
higher prices this month for feeder cattle, complete
feeds, milk cows and nitrogen fertilizers, while feed
grains, feeder pigs, LP gas and gasoline were
- Factory Orders (M3)
- New orders for manufactured goods rose 0.6% in
June, a much slower than expected increase.
Consensus forecasts expected a 1.1% rise in new
orders. Durable goods orders rose 1.3% and
nondurable goods orders posted a 0.1% decline.
Shipments were very weak, declining 0.6% over the
- Employment Cost Index
- Employer costs rose 0.9% in the second quarter,
matching the average increase for the past four
quarters. Benefit costs rebounded strongly, but growth
in wages and salaries decelerated modestly,
preventing a pickup in the rate of overall
compensation. Today's report should be viewed as a
positive from an inflation perspective.
- Construction Spending (C30)
- Construction spending decreased 0.3% in June,
below analysts' projections, but close to expectations.
Private construction decreased 0.3%, hurt by a 0.7%
decline in residential construction. In addition, public
construction was unchanged.
- MBA Mortgage Applications Survey
- Mortgage demand decreased 0.3% in the week
ending July 27. Purchase applications decreased
1.8% and refinance applications increased 1.8%. The
activity reflects that one-year ARM rates are up and
fixed-rate 30-year mortgage rates are down from the
- Vehicle Sales
- Vehicle sales slipped further in July, coming in at a
seasonally adjusted annualized pace of 15.5 million
units. Year-to-date sales are averaging 16.2 million,
underscoring the recent erosion since the beginning
of the year. Weakening credit quality, moderating
employment trends, and persistently high fuel prices
are all taking a toll on consumer wherewithal.
- Chain Store Sales
- Chain store sales rose 1.1% in the week ending
July 28, the largest gain since the week ending
February 3. Year-over-year growth increased only
slightly, to 3.2% as sales rose strongly in the
comparable week last year as well. Cool weather
reportedly supported back-to-school demand.
- Oil and Gas Inventories
- Crude oil inventories fell dramatically by 6.5
million barrels for the week ending July 27, according
to the Energy Information Administration, far below
expectations of a modest dip. Gasoline inventories
increased by 0.6 million barrels, in line with
expectations. Refinery activity soared, rising 1.9
percentage points to 93.6%. Distillate supplies rose
by 2.8 million barrels, doubling expectations. This
report is extremely bullish.
- Job Cuts
- The number of workers affected by job cut
announcements fell to a 12-month low of 42,897 in
July, down 23% from June. The July lull in job cuts is
not unusual as this type of activity often slows during
the summer. One of the main reasons for decline is
that losses related to the housing market downturn
abated. More are expected in coming months,
however. The industries that top the list of downsizers
in July are transportation and electronics.
|This Weeks Leads
- Galardi Group, Inc. trades as Weinerschnitzel at
350 locations throughout AZ, CA, CO, LA, NM, NV, TX
- The restaurants, specializing in
hot dogs, occupy a space of 1,750 sq.ft. in
- Plans call for 30 openings
throughout AZ and CA during the coming 18 months.
- A land area of 20,000 sq.ft. is required.
company prefers to cotenant with Wal*Mart.
Leases running 15 years are typical.
demographics include a population of 25,000 within
two miles earning $50,000 as the average household
income. The company cites Sonic and McDonald's as
- The company is franchising.
more information, contact
- Lou Boemia,
- 4440 Von Karmen, Suite 222,
- Newport Beach, CA 92660;
- Fax 949-851-2615;
- Cali Pronail
- The 18-unit chain operates locations throughout
CA, FL, IA, KS, LA, OK and TX.
- The salons,
specializing in nail and skin care, occupy spaces of
1,000 sq.ft. to 1,500 sq.ft. in malls, power centers and
- Growth opportunities
are sought throughout AZ, CA, FL, NV, OR, TX and
UT during the coming 18 months, with
representation from Venture Resources, Inc.
- Typical leases run eight to 10 years.
- A vanilla
shell and specific improvements are required.
- Demographic requirements include a trade-area
population of 50,000.
- Average sales of $300 psf
have been reported.
- For more information, contact
- c/o Venture Resources, Inc.
- 504 Briarcliff Parkway
- Kansas City, MO 64116
- Fax 816-452-6656
- Email: email@example.com
- Del Sol
- The 43-unit chain operates locations nationwide,
in Canada and internationally.
- The stores,
specializing in swimwear, apparel, hats, accessories,
sunglasses, jewelry and nail polish that changes
color in the sun, occupy spaces of 1,500 sq.ft. to 2,000
sq.ft. in strip and tourist centers and freestanding
- Growth opportunities are sought
throughout the existing markets during the coming 18
- For more information, contact
- 8510 South Sandy Parkway
- Sandy, UT 84070
- Fax 801-562-3004
- Web site: www.justaddsun.com
- Lifeway Christian Stores
- The 113-unit chain operates locations throughout
AL, AR, CA, CO, FL, GA, KS, KY, LA, MO, MS, NC, OH,
OK, TN, TX, UT and VA.
- The stores,
specializing in Christian religious merchandise,
occupy spaces of 6,000 sq.ft. to 12,000 sq.ft. in power
centers, inline and freestanding locations.
opportunities are sought throughout the existing
markets during the coming 18 months.
- For more information, contact
- 1 Lifeway Plaza
- Nashville, TN 37234
- 615-251-2000, Fax 615-251-3677
- Email: firstname.lastname@example.org
|BONNEVILLE RESEARCH - People, Passion & Pride
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outstanding people working fluidly together.
Bonneville Research is committed to excellence.
We work to help clients achieve enduring results
and improve the communities in which we live.
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:
- Financial Analysis
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Analysis and Budgets
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Each of our studies is tailored to address the
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If we can help, please call or email us at