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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 special effort to give her clients personalized attention. For example, every job 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 work environment, 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 are seeking work find the right employers. The company provides a variety of services for employers, including executive search, permanent placement, temporary placement and temporary to permanent placement, which enables a company to try an employee before making a permanent commitment. Personnel Plus also allows clients to take advantage of taxdeductible employee leasing to avoid the payroll, benefits, recordkeeping and other responsibilities of maintaining employees. For job seekers, the company offers everything from entry-level positions to executive-level placements. Our business 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 also uses the Internet to successfully recruit applicants for hard-to-fill positions. Personnel Plus is so confident in its services that 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 are qualified and reliable in the shortest time possible. The Alaskan- and woman-owned company takes pride in its work ethic and 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 1989 and has since expanded from its original Anchorage location to include a Fairbanks office. The agency now maintains more than 500 permanent and temporary employees with the number reaching 750 during peak season. Schebler, who has worked in the industry since 1983, works with a variety of businesses such as First National Bank Alaska, wireless provider Alaska DigiTel and Fairbanks Gold Mining. She has been honored with an Athena Award for her work with the Chamber of Commerce and mentoring. Schebler attributes her success to her strong determination, drive and positive attitude. However, she emphasizes the importance of having the support of a good staff. Youre only as good as the staff that you hire, she says. I am always praising 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 are people theyre 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 sterling reputation for excellence, integrity, conscientiousness and reliability.

And if theres one word that sums up the companys key to success, its "adaptability," according to President Lynn Johnson. In its most recent adaptive move, the Anchorage firm which specializes in designing and fabricating control systems and equipment for industrial and commercial applicationsbecame a subsidiary of Koniag Inc. The acquisition was 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 an established successful Alaska company. Dowland-Bach was founded in 1974 to develop fail-safe wellhead and flowline controls for Prudhoe Bay oil field. The company has since installed thousands of its wellhead control systems in a range of 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 its good for everybody, Johnson said. It assures long-term continuity and access to markets and infrastructure we would not 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-regarded company with a demonstrated record of quality service and customer satisfaction. Were excited about the possibilities because we see Dowland-Bach as very well positioned to take full advantage of growth opportunities in Alaska, the Lower 48 and overseas. Ownership of Dowland-Bach Enhances Diversification Although Dowland-Bach has primarily catered to the petroleum industry, the company also serves clients in the utilities, government, construction, aviation, telecommunications, commercial fishing and marine industries. KDC oversees a portfolio 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 with the companys strategic business plan. The plan specifically calls for the acquisition of an operating company involved in natural 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 will maintain its Anchorage location with Johnson as president. Dowland-Bach currently has nearly 30 employees. Offering Complex Solutions Dowland-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 e mployees built 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 Journeyman Electricians, one computer-aided designer and three inside sales people. Today, Dowland-Bach is a UL (Underwriters Laboratories) 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 and services. The company strives to maintain control over many aspects of the manufacturing process, according to Johnson. Normally, other companies subcontract the sheet metal and welding, he said, but we do an inordinate amount of 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, control panels and control systems have become much more sophisticated. We have moved from mechanical and hy draulic to electronic sensing, Johnson said. In the mid 70s, our panels were 80 to 85 percent mechanical and hydraulic and about 15 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 specialized areas, such as the prevention of erosion and corrosion. We build equipment that injects the high -tech chemicals into the flow lines to prevent corrosion from occurring, Johnson explain ed. 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

As a departure from its Alaska roots, Dowland-Bach has built and installed control systems for BP in Columbia, South America. 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: You can be the best fabricator in the world, but if the customer service is lacking, youre in trouble. You need to have a good product, good service, and skilled people to deliver the product and service. And you have to have high integrity so people can 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 Alaska Small Business Exporter of the Year. As a division of KDC, Dowland-Bach will continue to concentrate on growing its business operations within and beyond Alaskas borders. We will look for additional opportunities outside Alaska with the skill sets, expertise and products that we have, Johnson said. We could possibly work with some of KDCs other subsidiaries. They are geographically diverse, and 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. Unlike many of Koniags subsidiaries, WMG doesnt sell services to the government. Instead, it specializes in helping o ther companies capitalize on the General Services Administration (GSA) and Veterans Affairs (VA) Multiple Award Schedules Program. More specifically, WMG provides GSA/VA schedule consulting services and market research to help companies sell products and services to the federal government. We are the only entity that offers both GSA schedules contract consulting, 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 products and services to the federal government should have a GSA or VA Schedule contract. However, the complexities of government contracting are often challenging for companies to navigate. And there are a wide variety of GSA/VA Schedules for different categories of products and services. WMG helps its clients gain a better understanding of contracting issues and provides valuable contract management consulting support for new and existing GSA/VA Schedules. Simply put: WMG makes it easier for its clients to do business with the government and it makes it easier for the government to do business with them. WMG has more than 30 years of experience, relationships and knowledge of the VA and GSA Schedules program. It helps companies prepare successful GSA Schedule contract proposals and pricing strategies, conduct contract negotiations, meet stringent compliance regulations and perform risk management duties. When consulting, WMG takes a very comprehensive and customized approach to meeting clients needs. These personalized consulting activities range from 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 of WMG has been to enhance Koniags ability to obtain government contracts for its other subsidiaries. Its a great relationship, Gormley said. I think its enabled us to be part of an outstanding organization. Koniag has demonstrated ethics and value, and I find it a joy to work for Koniag. Positioned Well for the Future With locations in Washington, D.C. and Portland, Ore., WMG is one of the leading GSA and VA Schedule contract consulting firms in the nation. Its clients exemplify a wide range of areas, including energy management, business solutions, scientific equipment, financial services, information technology, law enforcement, office furniture, medical supplies and security services. Collectively, WMGs clients represent more than $4 billion in the Schedule market.

Were in front of almost 1,000 different companies during the course of the year, said Gormley. W e have many of the top 100 contractors serving the federal government. WMG has one subsidiary under its corporate umbrella FedSources. Based in McLean, Va., FedSources provides information and insight to industry and government decision makers via market intelligence services, customized consulting and informational events. WMG purchased the undervalued company in 2003 as a move to bring additional services 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. And Gormley is optimistic about the future of both companies. He said: We have worked with our board and developed a very good profit plan for this yearWe have taken several cost-management initiatives. Weve positioned ourselves well for the future to be profitable for Koniag. Leveraging Technology Part of WMGs efforts to position itself for the future involves capitalizing on the latest technology. For example, the company recently transitioned to .NET. This new technology is essentially a Microsoft operating system platform that incorporates 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 like Blackberries, 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 more and more businesses to seek contracting opportunities with the government, according to Gormley. Having a strong Web presence, 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 also implementing a new search tool to make it easier for clients to explore its massive market intelligence portal. The database 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 for our clients to find government contracting opportunities, government profiles and people in the government...We expect to see an improvement in sales. In the mean time, WMG will continue to utilize its expertise to help Koniag garner work with the federal government. Our objective is to help Koniag and its subsidiaries to succeed and increase dividends, Gormley said. We know how important 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 administration dont realize the impact their Website can have on their membership base. Or they may recognize the shortcomings of their site, but fail to make improvements because of budgetary concerns. However, devoting money, time and energy to develop a professional Website is one of the best investments a nonprofit can make. The reason: A Website makes it possible for people to discover and familiarize themselves with your organization. If their impression of your site is favorable, they will be more inclined to lend their support.

Research indicates a compelling connection between a non-profits Website and contributions. The majority of donors said they visited a non-profit Website before donating. And most donors say they would donate to a site just because of its online 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 to make it happen. These elements all add up to one simple concept: Make your site appealing to keep Website visitors coming 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 your nonprofit, as well as other details you feel are important for them to know. The idea is to provide enough information to encourage visitors to contact you for more details, sign up for your e-newsletter or make an online donation. However, the purpose of your Website isnt simply to supply information and educate visitors about your organization. Your content should be marketing-oriented so that it not only tells, but also sells. As a nonprofit, you must show your online audience who 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, electronicbrochure format to include details about upcoming events, photos from recent fundraisers and updates on special programs. 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 other changes. This way, you can keep the information on your site updated internally without the services of a professional Web designer. Its also important to make sure that your content is easy-to-read and easy-to-understand. It should be written in a comfortable, conversational style that reflects the way the average person talks. This will make your content more friendly and 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 skim over Web content. So try to keep your sentences and paragraphs as short as possible to make them easy on the eye and tongue. Also, use bold headlines and bullets to break up blocks of gray content. However, avoid underlining and italicizing because it can make text harder to read. Present an Attractive Design A nonprofits Website should also be designed so that its attractive, user -friendly and effective. The design should use a straightforward, organized approach to presenting content. The pages should be easy for people to navigate, so they can locate 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 graphics will make your pages look cluttered and overwhelming. Using a variety of co lors can add greater interest. However, its best 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 to be able to donate, register for events and interact with your organization online. By including highly-visible donation buttons, your Website can make it easier for supporters to give. This, in turn, can drive loyalty and support from ongoing donors. In fact, nonprofits that are not effectively fundraising online may be missing out on countless opportunities to collect donations. Many major donors prefer to give online, reports a recent study by Convio, Edge Research, and Sea Change Strategies. Specifically, more than half of those surveyed preferred giving online, and 80 percent said they did at least some of their donating via the Internet. Within the study, major donors were defined as people who give at least $1,000

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 search engines like Google and MSN. This is crucial, given that most Web surfers use search engines to find the information they are looking for online. So ensuring that your content and design are search engine-friendly will enable you to attract more people to your Website. Once visitors arrive, they can learn about your organization and, hopefully, choose to support your 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 email communications. The use of email is becoming more prevalent, as fewer organizations are using direct mail to stay connected with supporters. Research indicates that most donors respond positively to email. In fact, 65 percent of them always open email sent from charities they support, according to Convio, Edge, and Sea Change. Nearly 75 percent of donors 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 your Website for CRM purposes can result in a more satisfying experience for your members. Make Your Site an Asset for You Creating a user-friendly, effective Web for online visitors is one thing. But how can you ensure your Website is an asset for you? If properly designed and used, your Website can help streamline your processes, conserve staff time and reduce marketing, printing and other operating costs. For instance, by having a unified database, you can integrate your site with your outreach and list management. This can help you avoid losing contacts or wasting time double keying information. Heres another benefit: You can analyze your database demographically and geographically to gain a better understanding of your donors. Then you can concentrate your marketing efforts to attract similar supporters. Interestingly, many nonprofits organizations are shifting their marketing tactics to cater to the more high-tech, younger demographics who expect Websites to feature blogs, video, RSS feeds, media kits, etc. These nonprofits are successfully using 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, InterScape Inc. can show you how. For more information, contact CEO Matthew Francis at 770-564-5686 x 6502 or mfrancis@interscapeinc.com.

Sample #5: Customer Spotlight for a Company Newsletter

Customer Spotlight on Cambridge Savings
When Massachusetts-based Cambridge Savings was looking for a company to revamp its Web site to make it more functional and user-friendly, Banc Intranets content management system was a natural choice. The firm had successfully installed 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 of customization and flexibility. Plus, Cambridge Savings liked the graphical way that information could be presented and that no special skills are needed to change the contentso anyone can update the site. With the old Web site, information was organized around text links, and the help of a third party was needed to make content updates. Banc Intranets Was Fantastic The installation of the content management system and Web site launch went very smoothly. Banc Intranets had a nononsense, clear-cut approach and was willing to customize quite a bit, Marryat says. Banc Intranets took a design that

was created by another provider and loaded it into the content management system. It also uploaded all of the banks content 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, and theres always someone at Banc Intranets to respond, she says. The glitches have been very few, but someone from Banc 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 to locate and respond to information. For example, Cambridge Savings customers can enjoy the convenience of being able to log into their account from the Home page. They can also complete and submit different forms online with the click of a few buttons. These capabilities are important, especially given that research shows bank Web sites are becoming less functional and engaging. According to a study by New York-based consultancy Change Sciences, bank Web sites are becoming less welcoming, less informative, and harder to use. Thats not the case with Cambridge Savings new Web site, as the site is designed 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 also one of the largest. Cambridge Savings has 16 banking centers throughout eastern Massachusetts and approximately $2 billion in assets. The bankwhose slogan is Smart Thinking for 175 Yearsoffers an array of solutions for consumers and 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 focused on our customers needs, Marryat explains. Needless to say, Cambridge Savings is avid about providing superior customer service. Hence, the bank maintains a formal, comprehensive customer service program that has translated into high customer satisfaction and its continued growth. Philanthropy and Technology also Important In addition to customer service, philanthropy is also an important element of Cambridge Savings success. The bank is dedicated to enhancing the communities in which it operates. In 2008, the Cambridge Savings Charitable Foundation awarded 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 to open and fund an account online. Customers can also transfer money from other institutions via Internet banking. Weve spent quite a bit of time on channel management and making sure our customers can bank online with ease, Marryat says. 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 on service, 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-skilled employees.

Employee retention is a crucial element to business success. Research shows that retaining employees helps to retain customers 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 prevent turnover and keep their employees happy. Employees who are more satisfied tend to be more committed and engaged, leading to lower turnover and higher profits, according to recent research by the Corporate Leadership Counsel (CLC). "Highly engaged organizations have the potential 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 performanc e. In fact, our study found highly engaged 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 that workers are properly trained to perform their job. In a broad sense, training consists of an organizations planned efforts t o help 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 the needs of the organizationcan take place on the job or at remote locations. Training is essential because it can help prepare employees for future positions, enable the organization to respond to change, enhance worker safety and improve 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 and eventually leave the company. The solution, however, is to use effective strategies to promote greater job satisfaction among employeeswhich benefits the company as a whole. Training is a widely accepted method of improving employee morale, and enhancing employee skills has become a business imperative, according to the U.S. De partment of Labor. Increasingly, managers and leaders realize that the key to business growth and success is through developing the skills and knowledge of its workforce, according to the Labor Departments Website. Good Leadership Essential to Job Satisfaction But training is only one component of a successful employee retention program. Highly-skilled workers need strong leadership by example and a flexible, accommodating work environment. They also need to know that they are respected and appreciated. Supervisors and other managers must lead by example because employees are always watching. As part of setting a good example, company leaders have to be consistent in their decision making, behavior and all other aspects of their job. 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 closes on 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 morale and loyalty. This could be as simple as supervisors being nice to employees and treating them the way they would want to be treated. According to the CLC, employees who said they planned to leave their jobs most often said it was because managers acted as if they did not value the employees. "While it is no secret that bad managers impact turnover, our work shows bad managers experience turnover that is four times greater than good managers, says CLC Solutions Practice Manager, David Morris. This work really hones in on developing manager-level plans so managers can build credibility with their staff." Communication and Pay also Important Good managers must be able to communicate effectively with their staff which involves talking and listening. However, communicating with employees goes beyond increasing emails or staff meetings. It requires having one-on-one discussions 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 to discover 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 direct feedback. Determining which method works for which employee is critical because it can indirectly affect employees job satisfaction.

While creating a positive work environment is paramount, companies also must provide competitive compensation to retain employees. Heres why: A job is the primary source of income and financial security for most people. The pay and benefits that workers earn is an indicator of status within the organization and society as a whole. So it contributes to some peoples self-worth. Therefore, satisfaction with pay and benefits is a significant factor in retaining high-quality employees. Its so important that 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 exceeds industry averages. The Walgreens drugstore chain is a prime example of a company doing just that. Its retention rate for pharmacists 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 workers become dissatisfied. One of the most common ways to measure job satisfaction is with a survey. In fact, companies should make annual employee surveys part of a two-way communication program. An established satisfaction scale, such as the Job Descriptive Index (JDI), is an ideal measurement device. The JDI emphasizes specific aspects of satisfactionpay, the work itself, supervision, coworkers and promotions. In spite of surveys and other retention efforts, some employees will inevitably choose to leave. However, organizations can use this as an opportunity to gather valuable information. The human resources department or employees supervisor can conduct an exit interview to discuss their reason for leaving. This common retention tool can uncover information that can be used to perhaps lure the employee back or at least result in improvements that can make it easier to retain remaining employees. Andrea Reiner is an owner and co-founder of InnerSpace Electronics Inc. (IEI) An award-winning company based in New York, 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 document management solutions provided by eDocsAlaska Inc. can help them meet the challenge head-on to achieve the results they need. Anchorage-based eDocsAlaska specializes in providing document management consulting services and implementing premium Laserfiche software solutions to help clients handle information more efficiently. Businesses need a way to manage 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 reduces storage costs and document duplication, and reclaims floor space. Some can imagine the time they would save by having powerful search and distribution tools available to them right at their desktop. But beyond these benefits, Laserfiche solutions 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 the requirements of today's regulatory environment. Laserfiche also integrates easily with existing data and business systems to provide a single, complete solution for companies to implement. eDocsAlaska distinguishes itself in the marketplace by its document management expertise and its sole focus on providing targeted Laserfiche solutions to its clientele. Barnes is a certified Laserfiche reseller and trainer and has used the software exclusively for more than eight years. Before launching eDocsAlaska in 2000, she spent 10 years implementing and managing document database projects for companies such as BP Exploration Inc. and Alyeska Pipeline Service Company. We have almost 20 years of experience in implementing digital document software solutions for Alaska businesses, Barnes says. We understand records management and know how to effectively use Laserfiche to meet our customers needs. Fully understanding its clients' needs and implementing cost-effective, targeted solutions has been the key to eDocsAlaskas success. Recently, Barnes expanded her business to accommodate the exploding need for document

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 better respond to health, safety and environmental reporting requirements. The City of Soldotna installed Laserfiche to provide access to minutes, ordinances, resolutions and other public records. Currently, eDocsAlaska is in the process of helping Chugach 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 world, according to Barnes. This technology is a key tool in today's business environment. An electronic document management system 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 and success. 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 its clients. Structured understands how critical information is to organizations and is committed to helping them protect the integrity of their information, according to CEO Ron Fowler. We use technology to solve our customers business problems, Fowler said. Because information is their most important asset, we protect the integrity of their information ensuring accuracy, consistency and reliability. Structureds client-centered approach serves to illustrate its unique corporate slogan: bridging business, people and technology. Structured works to understand what the businesses goals and objectives are and matches them with t he best 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 meet their goals. Its offerings include secure infrastructure; voice and mobility; storage and systems; managed services; and expert professional services. Structured distinguishes itself in the marketplace by its service and expertise. What really sets us apart from our competitors is our engineering staff, Babcock said. Approximately half of our staff consists of engineers. Along with the products 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. The company maintains offices in Oregon, Alaska, Washington, Idaho and Illinois. Structured has experienced tremendous growth 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 from Structured. Structureds highly-skilled team has assisted clients in the oil, healthcare, telecommunications, government and commercial industries. Some of its projects include completing a Voice over IP roll out with a municipal government, creating a back up and disaster recovery solution for one of Alaskas largest telecommunications companies, assisting

with a network proxy and Internet protection project for state government, and assisting with security initiatives for a leading Alaska financial institution. To maintain its competitive edge, Structured makes a continuous effort to keep abreast of the latest technology. Our business is always evolving with new technologies, Babcock said. We are constantly striving to sta y abreast by recertifying 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 will continue to invest in the sales and technical resources that we need to support the growing demand for our solution sets in 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