Indianapolis Recorder, Indianapolis, Marion County, 1 August 2003 — Page 23

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Classified • Memoriams • Sports Business

D SECTION FRIDAY, AUGUST 1, 2003

YOUR MONEY MAHERS

i The need * for more p Black ^businesses By MICHAEL G. SHINN

“Our first 200 years in America were spent working for freedom from slavery. The next 100 years, from 1864 to 1964, were spent working

for civil and voting rights. Our next hundred years will be spent securing our economic freedom. We cannot and we must not fail!” eloquently states George C. Fraser, president of SuccessSource Unlimited. The keys to economic freedom for Blacks in America are business ownership and economic development within our own community. No one can do this for us; we have to do it for ourselves. Claud Anderson, in his book "Powemomics: The National Plan Jto Empower Black America, explains that, “Powernomics is the ability of Blacks to pool resources

MANAGING DIVERSITY Communily leaders and business owners head back to class

Black Business Profile

vWhen you * pursue your passion as an entrepreneur iyou are enthusiasHclf a9to5jobisa lirain and does not allow you i pursue your vn passion,

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ntrepreneurial options.”

and power to produce, distribute and consume in a way that creates goods and wealth

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By ERICKA C. WHEELER Staff Wrltar The American Institute for Managing Diversity (AMID) has teamed with Anthem Blue Cross and Blue Shield, the Indianapolis Urban League and local officials to create the Diversity Leadership Academy of Greater Indianapolis (DLAGI). The Academy will bring together leaders from all sectors of the I ndianapolis community to enhance their ability to manage diversity-re-lated opportunities and issue. DLAGI is an organization that provides diversity management leadership skills to businesses, civic and community

Dr. R. Roosevelt Thomas Jr., founder of the American Institute for Managing Diversity.

During Class Two of a former Academy, participants engage and examine their perspectives as well as recognize those of others as they work together.

leaders, and the AIMD program will do just that. David Casey, director of diversity leadership at Anthem Blue Cross and Blue Shield, said “Anthem has made a commitment to helping in diversity. The associates here don’tjust work here they live in our community as well.” The program is built around five classes that take place over several months. The leaders will engage in instructional, experiential and action-oriented learning opportunities designed to build leadership skills in managing diversity. Putting these leaders to the test will also be enforced. The community leader will have homework, special projects and presentations. During the Academy participants will be taught the Giraffe/ Elephant Management Process-” they may use with diversity opportunities and challenges as they deem appropriate.” This model developed by R. Roosevelt Thomas, Jr. founder of the AMID as a problem solving approach. “Forming learning circles to build relationships with one another is important in this program. It’s not just theoretical but also applicable,” said Casey. Class One- “Laying the Foundation” will mark the first day of learning, which will consist of interactive exercises. This will offer a chance for class participants to be able to meet and greet one ► See DLAGI, Page D2

wealth Black |

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His book lays out a plan for industrializing neighborhoods, controlling the governance of neighborhood schools, political control and leadership by Black religious organi-

zations.

' - What does this mean to you? ~ From a broad perspective, ^iere is no question that empowerment and independence are key Economic goals forthe Black comSiunity. However, on a personal •wvel, there are some compelling reasons that you should seriously consider developing your own

business.

Pursuing your passion = Happiness - Do you ever wonder why an entertainer seems so happy on the stage? Why a restaurateur such as B. Smith has so much positive energy? When you pursue your passion as an entrepreneur you are motivated and enthusiastic. If a 9 to 5 job is a drain and does not allow you to pursue your own passion, consider entrepreneurial options. Job security = Stability - The current economic downturn has seen the downfall of some corporate icons, such as Arthur Andersen, Enron and Republic Steel. Good hard working people .lost their jobs, through no fault of their own. With mergers, downsizing and globalization, no job in corporate America is “safe.” Becoming an entrepreneur allows you to take charge of your own destiny. As a business owner you are the “captain ofyour ship.” Your success is not dependent on the decisions of management who might decide, for example, that an executive’s golden parachute is more important than keeping 20 staff members employed. Wealth creation = Legacy - Employees by definition are used to create wealth for their employers. However, if you look at some of the most financially successful individuals you will see that they are business owners. They have created wealth by effectively de- ► Sat NEED, Page D2

Mallei inlroduces line of hip-hop fashion dolls

Electronic Urban Report It was only a matter of time before Barbie got in on the urban marketing cash cow. Folks over at toy making kingpin Mattel have come up with an idea whose time has come. Mattel’s new line of hip-hopping dolls is called Flavas, and is meant to compete with Bratz. The Flavas dolls are multi-racial, but with their “platinum” medallions, airbrushed jean jackets, shell-toe kicks and graffiti packaging, you know they’re supposed to be from the

hood.

The Flavas dolls will have names like Tika and so forth. The set of six dolls brought from design to production in just three months, represent a striking gamble for the giant toy company. In the 44 years since it introduced its bombshell Barbie, Mattel has rarely brought out a doll line to compete with her. But Mattel, which had become accustomed to its buxom blonde dominating the watched in alarm as Barbie has been challenged by a smaller toy maker’s Bratz - a line of bigheaded, pouty-lipped characters. While Barbie, which posted about $1.7 billion in sales for Mattel last year, is still queen, her share of the so-called fashion-doll market has fallen, almost entirely due to the Bratz. According the Mattel’s Web site, with the intro-

market, has

duction of Flavas, which Mattel calls the first reality-based fashion doll brand that celebrates today’s teen culture through authentic style, attitude and values, Mattel has created a hot hip-hop themed line that allows girls to express their own personal flava. Flavas embraces the highlypopular hip-hop trend with concepts never seen before in the older girl toy market. Flavas also represents several other firsts in the doll aisle. Just like real teens, Flavas reflectstrueind i v i d u a 1 i t y through a variety of sizes, face sculpts and styles unique to each character within the line, an article about the toy line on the Web site indicated. The Mattel ar- ^ tide said that guaranteeing the Flavas crew maintains its distinct identity, each character has an individual face sculpt, ensuring that all six Flavas crew members reflect the look of real teens while differentiating each character from the other. The members of the Flavas crew are also all different heights, ranging from 10 toll 1/2 inches. The dolls feature more articulation than other fashion dolls: 10 points of articulation to allow for a variety of poses and a creative way for girls to reflect more “attitude" through the dolls.

BUSINESS LAW BRIEFS

Employers have a variety of options for dealing with workplace violence

By THOMAS MAJOR JR. For legal and practical reasons, it is important foremployers, supervisors, managers, and employees to act promptly whenever violence or potential violence is reported or suspected. Employers must remember that they are not powerless in situations where an employee complains about

threats or harassment at work. Although the appropriate response will vary with each set of circumstances, some possible responses include making job reassignments, disciplining or discharging offending employees.

recommending or arranging for counseling, or taking other security measures. If an employee threatens or attacks another employee on the employer’s premises, the employer must take action, which may include discharge in some cases. In the more difficult situation of an employee being ha- ► See LAW, Page D2

Full name of business: Perry Automotive Sales Address: 3820 N. Keystone, Indianapolis, IN 4620f> Phone: (317) 542-0500 Fax: (317) 542-0503 Year opened: Nov. 1, 2001 Owner: Anthony Perry

Number of paid employees:

Anthony Perry

Product/Services: At Perry Automotive we sell previously owned automobiles. We service cars and clean them up. We also offer sales of parts. Significant business advances/achievements: The fact that we are still open is a significant business achievement for the company. When the Sept. 11,2001, crisis hit we were almost ready to open up. We opened anyway, being a small minority owned company with very little revenue we have been through some of the toughest times, but we are still here. I have seen huge ' companies fold, but we are still here because of the grace of God and because of the Black community. Our community is important to us. Future goals: To be the largest used car lot in America and eventually try to get a new car franchise here in the city. If I can get some corporate backing, I can turn my business into a new car franchise. One of my goals is to open up a service department and offer jobs to those from Ivy Tech. Once the student gets their certificate they can move on to other companies. Why did you start the business and how has it grown? The reason that I opened is because I have worked for the other side for 23 years. I was always bringing big dollars for the companies, but I was never good enough to be the general manager. I would train guys and show them the ropes, then next thing I know, they had become my boss. So I said that I was going to go on my own. I want my sales people to grow so that they can take the title of being the sales manager. What are some of the obstacles you faced and how did you overcome them? The biggest obstacles that the company is facing is funding right now. Some banks do not want to do business with me because I have not been in business long enough. Big banks don’t want to do business with a small company, and they say that they are in a recession. I am now able to obtain business with some of the smaller banks, but there are still seven or eight banks that I am not able to get my hands on. Who does your business best serv e and w hy? Ninety-eight percent of my business is from African Americans. To be honest, that was the market that I was looking to hit when I opened my business. I do sell to Caucasians, but my primarily focus and goal is with the African-American community. They (African Americans) are the reason why I am still open today. How has your experience helped to meet the needs of your clients? Being in the business 23 years and working for large dealerships, I definitely have the experience. My thing is customer service - you cannot make everyone happy all the time so 90 percent of my customers I take care of. I am in this business because it is what I love to do, not because of the money. Where did you get the name of your company and does it have any significant meaning? I used my name because people know me in the community. I have been in the community for 23 years selling cars. So when I opened my ow n business, I felt that I f I used my name people would recognize me, and so far it is working. I try to make people happy and not to offend anyone.

Anthony Perry, owner of Perry Automotive Sales, speaks with a customer who Is interested in purchasing a truck from his lot. (Photo/J. Hurst) If you would like to be featured In the Recorder's Black Business Profile, call 924-5143.