View the video of the Ambius Central Park installation by clicking here.
You can listen to Eric Hansen talk about the logistics of converting an entire fleet of trucks to run on propane by clicking on the links below.
Some employers offer extra time off or flexible work hours. Other provide opportunities for employees to attend training sessions to improve their skills. And some still give bonuses as motivation.
“Our hourly employees and team leaders have a bonus situation on a yearly basis that derives what their compensation will be for the next year,” says Tom Curdes, owner of two companies, Barron's Lawn Service and Weed Man, both in Toledo, Ohio. “We lay a bonus out in front of them and they have deliverables they have to meet to get that bonus. The deliverables are reviewed on a monthly basis; what percentage of a bonus they get drives their compensation for the next year.”
Maurice Dowell of Dowco Enterprises says his company does not offer a bonus structure for hourly production employees, but the management team has one.
“In general, we are recommending that all employers evaluate their recognition programs, career development programs, training opportunities and incentive pay strategies,” Jean Seawright of Seawright & Associates says. “Companies that design and implement effective programs of this nature can maintain a competitive edge in the upcoming year as the economy begins to improve.”
Jack Mattingly of Mattingly Consulting says even in a tough economy he’s a firm believer in incentive programs. “It’s relatively easy to set up an incentive program for all salaried employees,” he says. “The employee who supports and manages your labor can have an opportunity to receive a bonus if the company reaches certain predetermined goals. If set up properly, and it must be, it becomes a win-win for all.”
To work, Mattingly says such programs must be quantitative and measureable. “And you have to be sure to share that information with the employee throughout the year – so they know they’re on track or that they need to hunker down if they want their bonus,” he says.
In his April column, Jim Huston laid out the Wall Street model of valuing companies with high revenues.
You can download an Excel file here that illustrates the model in action.
The first scenario is for a highly profitable company (EBIDTA is 25.1%). The second is for a company with normal earnings (EBIDTA is 15.1%). The resulting value of the highly profitable company is double that of the less profitable one. While application of the EBIDTA evaluation model may vary from one consolidator to another, and the industry multiplier may be adjusted for specific situations, the basic process is the same.
The March 2010 Lawn & Landscape cover story focused on B&L Landscaping.
Spend a few minutes learning more about how B&L sets up its shop by taking a virtual tour of B&L Landscaping's Oak Park, Mich., facility by clicking here.
View B&L's letter to their board members here.
View B&L's letter to their suppliers and sub-contractors here.