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Canada s Top Small & Medium Employers (2016) #women #business #grants


#small companies

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About the Competition


PolyCello employees inspecting equipment and product quality in the company’s blown film extrusion lines

Background

Now entering its 4 th year, Canada’s Top Small & Medium Employers is an editorial competition that recognizes the small and medium enterprises (SMEs) that offer the nation’s best workplaces and forward-thinking human resources policies. Canada’s SME sector is tremendously important to the nation and is responsible for:

  • over half of the nation’s gross domestic product;
  • almost 90% of the private-sector labour force; and
  • over three-quarters of the new jobs created in the past decade.

Our 2016 winners were announced in a special magazine published in The Globe and Mail on March 29, 2016. Read the press release issued the same day, announcing this year’s winners.

Selection Process

Employers are evaluated by the editors of Canada’s Top Small & Medium Employers using the same eight criteria as our national competition :

  • (1) Physical Workplace;
  • (2) Work Atmosphere & Social;
  • (3) Health, Financial & Family Benefits;
  • (4) Vacation & Time Off;
  • (5) Employee Communications;
  • (6) Performance Management;
  • (7) Training & Skills Development; and
  • (8) Community Involvement.

To determine eligibility, the Top 100 editors adopted the SME definition used by Statistics Canada, limiting the competition to private-sector commercial organizations with under 500 employees.


Fusion Learning employees looked back to the past for fashion inspiration during the summer conference

Editorial Partner

The Globe and Mail is our editorial partner on the Canada’s Top Small & Medium Employers competition. Each year, the competition winners are announced in a special magazine published nationally in The Globe and Mail. Our editors’ detailed reasons for selection are published on our job search engine, Eluta.ca click an employer’s name below to read why each of this year’s winners was chosen. Publishing detailed Reasons for Selection is an important feature of our competition: it provides transparency in the selection of winners and “raises the bar” so that other employers can discover and adopt initiatives that work well at other SMEs.

Eligibility Requirements

To be considered a “Small or Medium Enterprise”, your company must: (a) have less than 500 employees worldwide, including employees at any affiliated companies; and (b) be a commercial, for-profit enterprise, i.e. non-profit organizations don’t meet the definition.

2017 Competition

Applications for our 2017 competition will be available early in 2016. Our 2017 winners will be announced in a special magazine in The Globe and Mail early in 2017. To receive an application for next year’s competition, employers should join our mailing list:

Editorial Conference

To learn more about the competition, we invite you to join us at the Top Employer Summit. our annual editorial conference on the Canada’s Top 100 Employers project. This event lets you discover the latest best practices from winners, meet competition organizers and editors, and hear inspiring stories from world-class speakers – all presented in a commercial-free format. The conference is Canada’s largest annual event for senior-level HR professionals.

Scalar Decisions employees at the company’s 10th anniversary party

The Little Engines of Growth

There are big differences working for Canada’s Top Small and Medium Employers

Jason Leung knows the difference between working for a big corporation and for a Small and Medium Employer. Really, it gets down to that little word “big”.

Leung used to work in sales, based in Vancouver, for one of the world’s largest soft-drink companies. Now he works in a smaller city for a much smaller company that makes food for small and medium sized friendly creatures.

Petcurean Pet Nutrition, which produces premium pet food in Chilliwack, B.C. is a fast growing company in a fast growing category. It has operations in many of the same countries around the world that the soft-drink company does. But it still has only 64 global employees.

Talk to Leung, who is now an Export Manager, about the workplace culture. “At my old company, it was almost a competition among employees about who was working the longest, who was working the hardest, who was doing the most out there. It was just show off, show off, show off. But here they really promote work-life balance. It feels like family.”

Then there is the challenge of getting something done. “Here, no door is closed, no one says, that’s not my department, don’t talk to me,” says Leung. “At my old company, I’d see it all the time. You’ve got to go through the ranks, talk to your senior manager, the senior manager talks to another person who talks to the person you really need. Here, I just walk into the general manager’s office myself.”

Millions of Canadians share Leung’s kind of workplace environment, although their company may not have made the list of Canada’s Top Small and Medium Employers. Some 90 per cent of the private-sector labour force is employed by a SME (commonly pronounced Smee, like Captain Hook’s sidekick). SMEs are credited with creating over 75 per cent of new jobs in Canada in the past decade.

And this little engine of growth often works on quite different principles from the big locomotives. Leung’s account of the contrasts he found between a soft-drink giant and a pet food SME is echoed 3,200 kilometres away in a tech company in the Waterloo region. “Generally people who come to us from large organizations are very familiar with structure and going through channels,” says Dan Latendre, Founder and CEO of Igloo Software, which employs just over 90 people in Kitchener, Ont. “Whereas here, we’re all about agility and innovation if that’s a great idea, why aren’t we acting on it?”

Latendre believes in a “flat”, non-hierarchical style of organization that can be surprising to people who come from big companies. “They’re very aware of chain of command,” he says. “Here it’s, hey, we’ve formed a project team, let’s get this project done. You may have me, as CEO, in the project along with other people. But we all work for the project manager, and we all have tasks to get done. Which kind of blows people’s minds, that they’re working directly with the CEO.”

To some people, notes Richard Yerema, Managing Editor for Mediacorp Canada, which compiled the SME list, working for a small company means trade-offs a more family style atmosphere and more agility, perhaps, but fewer benefits than at a big outfit. But the 100 companies on this 2016 SME list are proof that sometimes you can have it all. Benefits are often competitive with those of much larger firms.

Take Petcurean. Its Human Resources Manager, Cari McClelland, joined a year ago and found a benefit plan that included prescription drugs, a maternity leave top-up, long-term disability and, after staff asked for it, vision care.

“For a company our size to carry that extensive a benefit package is not the norm,” says McClelland, an experienced HR professional. “I’ve been amazed at the willingness of our leadership to say, ‘let’s look at it if we can do it, we’ll do it’.”

Yet many such benefits are becoming the norm at Canada’s Top SMEs. Yerema says that nearly half of the employers on this year’s list provide some form of maternity leave top-up the additional payment that brings a new mother’s Employment Insurance benefit closer to her original salary for a certain number of weeks. “That is quite an accomplishment,” says Yerema. “Ten years ago, even many large companies weren’t offering it.”

At Igloo, too, Latendre offers benefits that his staff say are equivalent to those of large tech companies they’ve worked at, such as BlackBerry. They also get stock options, offering the promise that the company’s success will benefit every employee.

And that may be another part of the attraction of the Small and Medium Employer. Along with the friendly atmosphere, the quick decision-making and the pot-luck get-togethers, there’s the idea that this small upstart might one day become the most successful software company or pet food company in the world. “SMEs capture the imagination for a lot of people,” notes Yerema. “What would it have been like to be the fifth person hired at Google?”

By Berton Woodward
From the official announcement magazine for Canada’s Top Small & Medium Employers, published on March 29, 2016 in The Globe and Mail.

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Dragons – Den – s most successful businesses: Starting a business advice and business

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Dragons Den s most successful businesses

It’s now over 10 years since the first episode of Dragons’ Den aired on British TV screens and in that time we’ve seen some brilliant, and not so brilliant, businesses pass through the Den.

While many of the start-ups which have appeared on the BBC show have since floundered or failed to gain traction, a number have gone on to achieve huge success – with and without the Dragons’ backing.

Action point: Need a loan to start a business of your own? See how we can help here and here

Now, with the 14th series returning in three weeks time, and to mark over 10 years of the show, we’ve delved into the Den archives to find out what has happened to 15 of the brightest businesses to have pitched to the Dragons and where they are now.

From the infamous Levi Roots to the £65m-valued Tangle Teezer dubbed “hair-brained” by Peter Jones, read on to find out just what happened once the Den’s cameras stopped rolling…

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Green America – s Green Business Network #business #communication


#green business

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Grow Your Business AND Change The World Join Today

Earn Your Green Business Certification

Grow Your Business

Get Your Big Green Opportunity

Download your free copy of our groundbreaking report on the big green opportunity for small businesses. The Big Green Opportunity for Small Business in the U.S. illustrates market growth of green segments across industries, which small businesses are benefiting the most from green, and the best operational efficiency investments for small businesses.

  • Grow a strong green economy that will help your business thrive
  • Make a lasting impact for future generations

Powered by Green America

When you join the Green Business Network, you re joining together with more than just your peers in the green entrepreneur and social enterprise space. You re part of a national movement to build a more just and sustainable world. The Green Business Network® is a program of Green America, the nation s leading nonprofit in growing the green economy. We harness economic power—the strength of consumers, investors, businesses, and the marketplace—to create a socially just and environmentally sustainable society. As a Green American, you ll support our campaigns for safer food, fair labor, clean energy, and responsible finance.

About Us

Green America’s Green Business Network® is the first, largest, and most diverse network of socially and environmentally responsible businesses in the country. Home to both rising social and eco enterprises and the most established green businesses around.

We provide the tools, the information, and the consumer base to help you thrive in today’s competitive green marketplace.

The Green Business Network is a program of Green America®, the nation’s leading non-profit organization working to build a green and just economy.


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Harvard University – s Harvard Business School #business #cards


#harvard business school

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Harvard University s Harvard Business School

Application Deadlines
Round 1: September 7th, 2016
Round 2: January 4th, 2017
Round 3: April 3rd, 2017

When people think about the MBA degree, the very first school that springs to mind is Harvard Business School (HBS). HBS is synonymous with the degree and literally sets the pace for the industry. Everything it does instantly makes news both good and bad. And Harvard s new dean, Nitin Nohria, has immediately injected energy and enthusiasm in the school.

Since assuming leadership of HBS on July 1, 2010, Nohria has racked up accomplishments that would have taken some B-school deans a decade or more to achieve they include crafting and communicating a new agenda for the school known as the five i s for innovation, intellectual ambition, internationalization, inclusion, and integration; pushing through significant changes to the MBA program against concerns by some that he was moving too fast; and raising millions of dollars in donations, including a $50 million gift from India’s Tata Group and its philanthropic interests. All of these moves build on the formidable reputation and clout of the so-called “West Point of Capitalism,” a business school that, frankly, is a university unto itself, with 33 separate buildings on 40 acres of property along the Charles River.

Harvard’s case method curriculum is designed to prepare students for the challenges of leadership in the real world. Though case studies maintain their dominant role at Harvard, the school has introduced several major changes that mix up the traditional HBS formula for training leaders. MBA students now take turns leading a group engaged in specific, assigned projects. They are also sent to work for a week with one of more than 140 firms in 11 countries, ranging from a Brazilian soap maker to a Chinese real estate management company. Groups are also given eight weeks and seed money of $3,000 each to launch a small company. The most successful, as judged by a vote of their fellow students, receives additional funding.

These very ambitious changes especially for an MBA program the size and scope of Harvard s build on what has long been an engaging and proactive learning environment, where students develop the knowledge, skills, and confidence to face a variety of difficult decisions they’ll encounter throughout their careers.

Students spend their first two terms completing the required curriculum with a section of 90 students to which they are assigned. This group of students takes all first-year classes together and forms an intellectual and social circle. During the second year, students choose up to five courses per semester to build their elective curriculum of choice. The new curriculum changes this up a bit, adding shorter courses into the course catalog.

In the 2012-2013 admissions season, Harvard announced significant changes in the way it assesses MBA applicants. The school cut the number of required essay questions in half, from four to two and added a novel 24-hour test for applicants who make the first cut and get an interview with admissions. Those candidates have to write a 400-word essay on what they wish they d said but didn t during the interview and put it on their online application within 24 hours of the interview.

Ranking Analysis:

For the first time in five years since the debut of Poets Quants ranking, Harvard Business School slipped behind Stanford to rank second in 2014. The fall largely occurred after Businessweek s newly updated ranking based on major changes to its methodology put HBS in eighth place, down from second two years earlier.

Make no mistake: Harvard is one of the very best two or three premier MBA players. If a business school ranking fails to give Harvard its due, it s merely the result of quirky methodology and little else. There is no business school in the U.S. and even in the world that can genuinely lay claim to having a better MBA program than Harvard. With the largest endowment of any business school by far, the institution s resources are vast and so is the quality of the school s faculty, students, and alumni. And because Harvard has been at this for so many years, its MBAs are far ahead of any others in getting and occupying powerful and influential leadership positions in one industry after another. That s why HBS always leads rankings of B-schools with the most CEOs at the world s top corporations.

In fact, the biggest misconception that business school rankings propagate is that Harvard is just another school on the list and its rivals are close competitors. Harvard is in a class by itself.

If you re an applicant and are fortunate enough to be accepted by Harvard, there are legitimate reasons to turn the school down: you want a smaller, more intimate experience; you prefer a less competitive school; you want more of a mix of lectures, case studies, and experiential learning; you want to live and work in a completely different part of the country; or another school has nailed a specialty discipline that makes it a no-brainer. But you d be making a difficult call to say no to what is, without question, the best business school in the world.

B-School Smack Down Reports:

Top Feeder Colleges Companies to Harvard:


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Comstock s magazine – Business insight for California s Capital Region #business #clothing


#sacramento business journal

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Comstock’s

Get Social

In The Penalty

Dominik Jakubek, one of two goalkeepers for Sacramento Republic FC, makes a diving save on a shot during practice at Bonney Field. Jakubek joined the franchise as an original member in 2014. He was 34 years old when he was signed.

Sep 2, 2016 Sena Christian

From Corporate Jobs to Brewery Owners

Proprietors of Big Stump Brewing Company juggle traditional careers with new venture

The phrase “typical day” is not one Larissa Meltz and Alex Larrabee have uttered recently and, as they get closer to their expected Labor Day weekend opening of Big Stump Brewing Company at 1716 L St. in Midtown Sacramento, their schedules will likely only get busier.

Sep 2, 2016 Jennifer Snyder

SacAnime and the Rise of the Pop-Culture Convention

Biannual Sacramento anime event takes place Sept. 2-4

While pop-culture conventions may be all the rage these days, that hasn’t always been the case.

Sep 1, 2016 Willie Clark

Buzzwords: Hardball

To be uncompromising in your methods or dealings, especially in business of politics

So while the word — and the practice — might make you roll your eyes, playing hardball can be useful and even necessary when the stakes are high. But please, use sparingly both verbally and in action.

Sep 1, 2016 Robin Epley

Trending on Twitter

Sightings Happenings Around Town

Volunteer with Unseen Heroes

Net Numbers

Raised for Glory

Poll: Are Your Bosses Expectations Too High?

Farm to Fan

Youth Sports Should be a Kid’s Game

Dilemma of the Month: Unrealistic Performance Goals

Why Connecting with Strangers on Social Media May Not be Smart

Farm-to-Fork Offers Veggie-Studded Lineup

Knock it Off

Game Face

Healthy Competition Builds A Gold-Medal Team

Artists to Take Center Stage at Sacramento Mural Festival

Sacramento to Host California Craft Beer Summit

Buzzword: Placemaking

How Oak Park Promise Vows to Improve the Neighborhood

Encounters with Keepers at the Sacramento Zoo

Rise Up Belize! Aspires to Help Children

Vacation Like a Freelance Boss

Republic FC Relies on Fan Feedback for Stadium Plans

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Five Investing Pitfalls To Avoid, According to Investor s Business Daily #good #small #business

#investor business daily

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Five Investing Pitfalls To Avoid, According to Investor s Business Daily

Big stock market winners look a lot alike — they have strong earnings and sales growth, a dynamic new product or service, leading price performance and rising mutual fund ownership. Interestingly, successful investors share similar traits.

Top investors always keep their losses small; they never average down in price; they don’t immediately shun a stock because it has a high price-earnings ratio (P/E Ratio); and finally, they pay attention to the general health of the market when they buy and sell stocks.

Yet, at the same time, many investors still operate using unsound principles. Successful investors learn to avoid the common pitfalls, and follow these insights that can put you well on your way to becoming a better investor.

Buying Low-Priced Stocks
What sounds better? Buying 1,000 shares of a $1 stock or buying 20 shares of a $50 stock? Most people would probably say the former because it seems like a bargain, with more opportunity for big increases from owning more shares. But the money you make in a stock isn’t based on how many shares you own. It’s based on the amount of money invested.

Many investors have a love affair with cheap stocks, but low-priced stocks are generally missing a key ingredient of past stock market winners: institutional sponsorship.

A stock can’t make big gains without the buying power of mutual funds, banks, insurance companies and other deep-pocketed investors fueling their price moves. It’s not retail trades of 100, 200 or 300 shares that cause a stock to surge higher in price, it’s big institutional block share trades of 10,000, 20,000 or more that cause these great jumps in price when they buy — as well as great price drops when they sell.

Institutional investors account for about 70% of the trading volume each day on the exchanges, so it’s a good idea to fish in the same pond as they do. Stocks priced at $1, $2 or $3 a share are not on the radar screens of institutional investors. Many of these stocks are thinly traded so it’s hard for mutual funds to buy and sell big volume shares.

Remember: Cheap stocks are cheap for a reason. Stocks sell for what they’re worth. In many cases, investors that try to grab stocks on the cheap don’t realize that they’re buying a company mired in problems with no institutional sponsorship, slowing earnings and sales growth and shrinking market share. These are bad traits for a stock to have. Institutions have research teams that seek out great opportunities, and because they buy in huge quantities over time, consider piggybacking their choices if you find these fund managers have better-than-average performance.

The reality is that your prospect of doubling your money in a $1 stock sure sounds good, but your chances are better of winning the lottery. Focus on institutional quality stocks.

Avoiding Stocks With High P/E Ratios
“Focus on stocks with low P/E ratios. They’re attractively valued and there’s a lot of upside.” How many times have you heard this statement from investment pros?

While it’s true that stocks with low P/E ratios can go higher, investors often misuse this valuation metric. Leaders in an industry group often trade at a higher premium than their peers for a simple reason: They’re expanding their market share faster because of outstanding earnings and sales growth prospects.

Stocks on your watch list should have the traits of past big stock market winners we mentioned earlier: leading price performance in their industry group, top-notch earnings and sales growth and rising fund ownership, to name a few. A dynamic new product or service doesn’t hurt either.

Stocks with “high” P/E ratios share a common trait: their performance shows there’s plenty of bullishness about the company’s future prospects. For example: In Aug 2003, stun-gun maker Taser International had a P/E of 44 before a 900% increase. At the time, the market was bullish about the firm’s earnings and sales growth prospects. The market turned out to be right. For five straight quarters, Taser has posted triple-digit earnings and sales gains.

More great examples come from the medical, retail, and oil and gas sector, which were all strong performers in the 2003-2004 period. The table below shows leading stocks in the sectors that staged big price runs from seemingly high P/E ratios. In every case, it was explosive fundamentals that drove their stock price.

At end-Oct 2004, the average P/E Ratio of stocks in the S P 500 Index was around 17.

Letting Small Losses Turn Into Big Ones
Insurance policies help us minimize risk when it comes to our health, home or car. In the stock market, most people don’t even think about buying insurance policies with individual stocks but it’s a good practice.

Cut your losses in any stock at 7% or 8% and you’ll never get hit with a big loss. This is your insurance policy. If you buy stocks at the right time, they should never fall 7-8% below your purchase price.

A small loss in a stock can easily be overcome. It’s the big ones that can do serious damage to a portfolio. Take a 50% loss on a stock, and it would need to rise 100% to get back to break-even. But if you cut your losses at 7% or 8%, a single 25% gain can wipe out three 7%-8% losses.

Here’s a set of hypothetical trades to illustrate the point. Even if you had made these seven trades over a period of time – and taken losses on five of them – you would still come out ahead by more than $3,700. That’s because the two stocks that worked out resulted in a combined profit of $5,500. And the five losses – all capped at 7% or 8% – added up to $1,569.

The rationale for that 7% Sell Rule was never clearer than in the bear market that began in Mar 2000. It caused unnecessary, severe damage to many investors’ portfolios. Small losses in tech stocks snowballed into huge ones. Some stocks lost 70%-80% or more of their value. Some will never reclaim their old highs. Others may, but it’ll be a long road back. All successful investors share one trait: they firmly recognize the importance of protecting hard-earned capital by selling fast when a stock declines 7% or 8% from where they bought it.

If a stock you own starts to fall on expanding trading volume, it’s usually better to sell first and ask questions later, rather than the other way around. Keep losses small to avoid severe damage. You can always re-enter the game if you’ve only lost 7%. Don’t ever look back after a smart sell, even if the stock rebounds. You have no way of knowing its future, so you are best off reacting to what your stock is telling you right now. Learning this trait is hard — but it will save you a great deal in the long run.

Averaging Down
Averaging down means you’re buying stock as the price falls in the hopes of getting a bargain. It’s also known as throwing good money after bad or trying to catch a falling knife. Either way, trying to lower your average cost in a stock is another risky proposition.

For example, take Amazon.com between June and Oct of 2004. Its chart revealed much institutional selling by mutual funds and other big investors.

In June, it was a $54 stock. In July, it was a $45 stock. Investors who bought in at $45 may have thought they were getting a bargain, but they weren’t paying attention to multiple heavy-volume declines in the stock. What’s the sense of buying a stock when mutual funds and other big investors are selling big blocks of shares? That’s a tough tide to swim against.

When Amazon released its earnings on Oct 21, it fell another 10% to around $37. In general, stock charts tell bullish or bearish stories long before headlines do. In Amazon’s case, heavy volume declines between July 8 to 23 told a bearish story.

Buying Stocks In A Down Market
Some investors don’t pay any attention to the current state of the market when they buy stocks. And that’s a mistake.

The goal is to buy stocks when the major indexes are showing signs of accumulation (buying: heavy volume price increases) and to sell when they’re showing signs of distribution (selling: heavy volume price declines). Three-fourths of all stocks follow the market’s trend, so watch it each day, and don’t go against the trend. It’s not hard to tell when the indexes start to show signs of duress.

Distribution days will start to crop up in the market where the indexes close lower on heavier volume than the day before. In this case, a strong market opening will fizzle into weak closes. And leading stocks in the market’s leading industry groups will start to sell off on heavy volume. This is exactly what happened at the start of the bear market in Mar 2000.

When you’re buying stocks, make sure you’re swimming with the market tide, not against it.

CAN SLIM™ and the IBD Way
If you are a reader of Investor’s Business Daily (IBD) or any other of William O’Neil’s writings, you may have noticed that these five pitfalls compliment the CAN SLIM methodology of stock selection. By avoiding low-priced stocks, looking beyond the P/E, implementing a stop-loss plan, not averaging down and monitoring the overall market, you’ll be well on your way to a sound investing strategy based on years of studies and research from IBD.

For more on CAN SLIM, see Finding The Magic Mix Of Fundamentals And Technicals or Guide To Stock-Picking Strategies .


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Choozle Awarded Denver Business Journal s Best Places to Work #sba #business #plan


#denver business journal

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Choozle Awarded Denver Business Journal’s Best Places to Work

Leader in Programmatic Advertising Solutions Was Also Honored With Red Herring’s Top 100 North America and Colorado Companies to Watch Awards

DENVER, CO–(Marketwired – Jun 23, 2016) – Choozle. a programmatic advertising platform that connects marketers with big data insights and real-time bidding across display, social, mobile and video, has been recognized with awards from the Denver Business Journal, Red Herring, and Colorado Companies to Watch.

Choozle has received industry recognition for their innovative programmatic advertising solutions, as well as praise for the work culture that has been fostered. During the second quarter of 2016, Choozle has been honored with the following awards:

The Denver Business Journal selected Choozle as one of the Best Places to Work amongst the small businesses within the city. Choozle was selected based on their one-of-a-kind company culture that enables its staff to operate in an environment that cultivates learning and implements new digital solutions that impact the advertising industry.

The Red Herring Top 100 award acknowledges the most promising companies in North America. Choozle was selected as a recipient of the award out of more than 1,200 companies that submitted for the prestigious honor. Red Herring analyzes criteria of startups in more than 20 areas, which includes revenue, technological advantage, growth rate and company track record to determine the 100 most prominent companies.

The eighth annual Colorado Companies to Watch award acknowledges Choozle as one of the 50 high-performing second-stage companies from across the state for remarkable innovation and industry impact. Choozle was selected out of more than 1,000 nominations and the businesses chosen represent successful companies that are poised for growth, have established themselves as a leader in their industry and have been involved in philanthropic activities.

“To be recognized in this regard is a great honor,” said Choozle CEO and co-founder, Andrew Fischer. “It’s a true testament to our talented team that has enabled the company to thrive and develop best-in-class programmatic advertising solutions, while also being identified as a preeminent company to work at.”

To learn more about Choozle and their programmatic ad buying solutions, please visit https://choozle.com/.

About Choozle
Founded in 2012 and based in Denver, Colorado, Choozle – Digital Marketing Made Easy – provides a programmatic platform that leverages detailed consumer data to power real-time advertising campaigns across display, mobile, social and video mediums – all from a single, simple interface. Choozle brings programmatic to any marketer or advertiser with its simple, elegant, and affordable solution. As a Network Advertising Initiative (NAI) member, Choozle is committed to transparent and responsible data management practices. As a proud member of the Entrepreneurs Foundation of Colorado (EFCO), Choozle donates 1 percent of founding equity to support Colorado nonprofits. Learn more at https://choozle.com .


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Canada s Top Small & Medium Employers (2016) #stock #market #info


#small companies

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About the Competition


PolyCello employees inspecting equipment and product quality in the company’s blown film extrusion lines

Background

Now entering its 4 th year, Canada’s Top Small & Medium Employers is an editorial competition that recognizes the small and medium enterprises (SMEs) that offer the nation’s best workplaces and forward-thinking human resources policies. Canada’s SME sector is tremendously important to the nation and is responsible for:

  • over half of the nation’s gross domestic product;
  • almost 90% of the private-sector labour force; and
  • over three-quarters of the new jobs created in the past decade.

Our 2016 winners were announced in a special magazine published in The Globe and Mail on March 29, 2016. Read the press release issued the same day, announcing this year’s winners.

Selection Process

Employers are evaluated by the editors of Canada’s Top Small & Medium Employers using the same eight criteria as our national competition :

  • (1) Physical Workplace;
  • (2) Work Atmosphere & Social;
  • (3) Health, Financial & Family Benefits;
  • (4) Vacation & Time Off;
  • (5) Employee Communications;
  • (6) Performance Management;
  • (7) Training & Skills Development; and
  • (8) Community Involvement.

To determine eligibility, the Top 100 editors adopted the SME definition used by Statistics Canada, limiting the competition to private-sector commercial organizations with under 500 employees.


Fusion Learning employees looked back to the past for fashion inspiration during the summer conference

Editorial Partner

The Globe and Mail is our editorial partner on the Canada’s Top Small & Medium Employers competition. Each year, the competition winners are announced in a special magazine published nationally in The Globe and Mail. Our editors’ detailed reasons for selection are published on our job search engine, Eluta.ca click an employer’s name below to read why each of this year’s winners was chosen. Publishing detailed Reasons for Selection is an important feature of our competition: it provides transparency in the selection of winners and “raises the bar” so that other employers can discover and adopt initiatives that work well at other SMEs.

Eligibility Requirements

To be considered a “Small or Medium Enterprise”, your company must: (a) have less than 500 employees worldwide, including employees at any affiliated companies; and (b) be a commercial, for-profit enterprise, i.e. non-profit organizations don’t meet the definition.

2017 Competition

Applications for our 2017 competition will be available early in 2016. Our 2017 winners will be announced in a special magazine in The Globe and Mail early in 2017. To receive an application for next year’s competition, employers should join our mailing list:

Editorial Conference

To learn more about the competition, we invite you to join us at the Top Employer Summit. our annual editorial conference on the Canada’s Top 100 Employers project. This event lets you discover the latest best practices from winners, meet competition organizers and editors, and hear inspiring stories from world-class speakers – all presented in a commercial-free format. The conference is Canada’s largest annual event for senior-level HR professionals.

Scalar Decisions employees at the company’s 10th anniversary party

The Little Engines of Growth

There are big differences working for Canada’s Top Small and Medium Employers

Jason Leung knows the difference between working for a big corporation and for a Small and Medium Employer. Really, it gets down to that little word “big”.

Leung used to work in sales, based in Vancouver, for one of the world’s largest soft-drink companies. Now he works in a smaller city for a much smaller company that makes food for small and medium sized friendly creatures.

Petcurean Pet Nutrition, which produces premium pet food in Chilliwack, B.C. is a fast growing company in a fast growing category. It has operations in many of the same countries around the world that the soft-drink company does. But it still has only 64 global employees.

Talk to Leung, who is now an Export Manager, about the workplace culture. “At my old company, it was almost a competition among employees about who was working the longest, who was working the hardest, who was doing the most out there. It was just show off, show off, show off. But here they really promote work-life balance. It feels like family.”

Then there is the challenge of getting something done. “Here, no door is closed, no one says, that’s not my department, don’t talk to me,” says Leung. “At my old company, I’d see it all the time. You’ve got to go through the ranks, talk to your senior manager, the senior manager talks to another person who talks to the person you really need. Here, I just walk into the general manager’s office myself.”

Millions of Canadians share Leung’s kind of workplace environment, although their company may not have made the list of Canada’s Top Small and Medium Employers. Some 90 per cent of the private-sector labour force is employed by a SME (commonly pronounced Smee, like Captain Hook’s sidekick). SMEs are credited with creating over 75 per cent of new jobs in Canada in the past decade.

And this little engine of growth often works on quite different principles from the big locomotives. Leung’s account of the contrasts he found between a soft-drink giant and a pet food SME is echoed 3,200 kilometres away in a tech company in the Waterloo region. “Generally people who come to us from large organizations are very familiar with structure and going through channels,” says Dan Latendre, Founder and CEO of Igloo Software, which employs just over 90 people in Kitchener, Ont. “Whereas here, we’re all about agility and innovation if that’s a great idea, why aren’t we acting on it?”

Latendre believes in a “flat”, non-hierarchical style of organization that can be surprising to people who come from big companies. “They’re very aware of chain of command,” he says. “Here it’s, hey, we’ve formed a project team, let’s get this project done. You may have me, as CEO, in the project along with other people. But we all work for the project manager, and we all have tasks to get done. Which kind of blows people’s minds, that they’re working directly with the CEO.”

To some people, notes Richard Yerema, Managing Editor for Mediacorp Canada, which compiled the SME list, working for a small company means trade-offs a more family style atmosphere and more agility, perhaps, but fewer benefits than at a big outfit. But the 100 companies on this 2016 SME list are proof that sometimes you can have it all. Benefits are often competitive with those of much larger firms.

Take Petcurean. Its Human Resources Manager, Cari McClelland, joined a year ago and found a benefit plan that included prescription drugs, a maternity leave top-up, long-term disability and, after staff asked for it, vision care.

“For a company our size to carry that extensive a benefit package is not the norm,” says McClelland, an experienced HR professional. “I’ve been amazed at the willingness of our leadership to say, ‘let’s look at it if we can do it, we’ll do it’.”

Yet many such benefits are becoming the norm at Canada’s Top SMEs. Yerema says that nearly half of the employers on this year’s list provide some form of maternity leave top-up the additional payment that brings a new mother’s Employment Insurance benefit closer to her original salary for a certain number of weeks. “That is quite an accomplishment,” says Yerema. “Ten years ago, even many large companies weren’t offering it.”

At Igloo, too, Latendre offers benefits that his staff say are equivalent to those of large tech companies they’ve worked at, such as BlackBerry. They also get stock options, offering the promise that the company’s success will benefit every employee.

And that may be another part of the attraction of the Small and Medium Employer. Along with the friendly atmosphere, the quick decision-making and the pot-luck get-togethers, there’s the idea that this small upstart might one day become the most successful software company or pet food company in the world. “SMEs capture the imagination for a lot of people,” notes Yerema. “What would it have been like to be the fifth person hired at Google?”

By Berton Woodward
From the official announcement magazine for Canada’s Top Small & Medium Employers, published on March 29, 2016 in The Globe and Mail.

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Investor – s Business Daily Founder Invests in SMU – D Magazine #business #brochures


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Investor s Business Daily Founder Invests in SMU

California-based William J. O’Neil, who started the Investor’s Business Daily newspaper, funded a chair in business journalism at Southern Methodist University’s Meadows School of the Arts in 2007 and, a year later, established the William J. O’Neil Center for Global Markets and Freedom at SMU’s Cox School of Business. O’Neil lived in Dallas growing up and graduated from SMU in 1955.

1. Why have you endowed these programs at SMU?

Because we’ve had Investor’s Business Daily for 27 years. We have an enormous database, and we’ve learned a lot about the economy. There’s constant change—newcomers coming in with something new, cheaper, faster, displacing older-line companies—and that’s the heart of what the country’s all about. There’s freedom and opportunity to do whatever you want here; it’s up to you. But not everyone understands that.

2. Why have you focused at least partly on business journalism?

My feeling about the journalist field is that journalism students don’t really know much about business. So I think every journalism [student] should have a couple of years of economics background. They need to be able to judge and evaluate: Is this thing we’re hearing about sound, or not?

3. It has been reported that you bought a building in Plano. What will you do with it?

The building is in escrow, and we should have possession by December or January. I think it’s on 11.5 acres. We’re going to move some people here. We have two different operations: O’Neil Data Systems [an automated printing business], which has a lot of big contracts with HMOs to provide all their data. And then we’ll have some of the newspaper people, though we’ll still maintain similar operations in Los Angeles. We’re still analyzing what functions we’ll want to have here, and we’ll hire some people here. In the long run, the paper may have its headquarters here. It just depends.

4. Depends on what?

Well, on how things go. We think being in the central part of the country—in a dynamic area that’s growing and that’s more willing to be pro-business—would preserve the future of the paper.

5. There seems to be a lot of talk these days about American decline. Do you agree with the naysayers, or are you optimistic about the future?

Back in the 1970s, everybody was saying that we had seen our best growth. But the American system is such that anybody can come here and do anything they want to do. So the ‘brain drain’ is moving toward us all the time. Our system adjusts and corrects the problems. So I think the long-term future is very positive.

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