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Arvest promotes Don Walker to regional position

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Arvest has promoted Don Walker to regional executive allowing him to assist a group of Arvest banks throughout Arkansas. In this role he will work with management teams and boards of directors in overseeing expansion opportunities, business plan execution, asset quality and budgeting. He will also be responsible for federal governmental relations for Arvest.

“Don’s 30 years of exemplary service and experience as a bank president in three of our markets gives him unique insight and expertise that will prove invaluable to the local banks that he will be serving,” said Arvest CEO Kevin Sabin.

Walker will return to Northwest Arkansas where he grew up and began his banking career. He previously served as a market president for Arvest in Siloam Springs, Bentonville and Tulsa, Okla. He has been in Tulsa since 1998. The Arvest Tulsa market has 39 branches and $2.1 billion in assets.

“I’m especially excited to be returning and living in the same city as my daughter, her husband and my 4-year old grandson. The thought of getting to spend more time with him during his formative years made this impossible to pass up,” Walker said.

Walker, who has been with Arvest for 37 years, began his career with the bank as a loan officer in 1978 in Bentonville after graduating from the University of Arkansas. Walker and his wife, Sheroll, have one adult daughter, Jessica Walker Nohl; a son-in-law, Brent Nohl; and a 4-year-old grandson, Walker.

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Fort Smith officials hear ideas on changing mobile food vendor regs

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story by Michael Tilley
mtilley@thecitywire.com

An effort by Fort Smith city officials to update mobile food vendor regulations that one city official says are “antiquated” and “too restrictive” is welcomed by such vendors and a majority of downtown Fort Smith property owners who participated in a recent survey on the issue.

Wally Bailey, director of development services for Fort Smith, said during a public hearing held Monday (Feb. 23) by the Fort Smith Planning Commission that the city’s rules are more restrictive than most cities, and certainly more so than rules among a group of eight cities he and other city staffers have reviewed. The cities reviewed are Bentonville, College Station, Texas, Fayetteville, Lee’s Summit, Mo., Little Rock, and Tulsa. College Station and Lee’s Summit were reviewed because of similar population, Bailey said.

Fort Smith has 29 food vendors with permits, but not all of those are active.

About 25 attended Monday’s hearing, during which Bailey outlined key provisions to be considered for a possible ordinance change. Also, a new ordinance would primarily address rules for the “C-6” zoning district in downtown Fort Smith. Mobile food vendors – trucks and trailers – have not been allowed in downtown Fort Smith since 1993. Those key areas are:
• Regulations within various zoning districts;
• Length of permits;
• Products/foods permitted;
• Permit fees;
• Types of vehicles permitted/allowed; and
• Relocation requirements/flexibility.

The city mailed 188 surveys to property owners in the C-6 zoning district of downtown Fort Smith, and 64 were returned – a respectable 34% for polling purposes. Of those, 77% said mobile food vendors should be allowed in downtown, with 67% saying mobile food vendors should be required to keep a certain distance away from other restaurants. Also, 56% of those surveyed said they were OK with mobile food vendors operating from public spaces, such as parking lots.

As to length of permits, Bailey said there is interest by the city staff and the Planning Commission in extending the 120-day permit to 180-days.

Micah Bubbus, owner of Patrick’s Burgers, questioned why the city is limiting vendors in downtown Fort Smith.

“I don’t understand why C-6 zoning is any different than (a mobile food vendor) on Rogers Avenue near Outback,” Bubbus said.

Bubbus, who recently opened a physical location in the GreenPointe Shopping Center, also questioned the need for rules on how close mobile food vendors can operate near an existing brick-and-mortar restaurant. He said when he opened his physical location, there was no guarantee that a restaurant could not some day open in a space next to his. Operating a physical location and a mobile truck, Bubbus said he sees “both sides to the story,” and doesn’t think one type of restaurant should get preference over another.

He also challenged Planning Commission members and the city staff to consider a one-year permit for mobile truck vendors who have an agreement with a private land owner. Bubbus used his relationship with the Harp’s grocery store on 74th Street as an example.

“If I and Harp’s agree ... why am I messing with it (permitting) every four months?” Bubbus asked the panel.

Bubbus also praised city staff and the Planning Commission for reviewing the rules.

“I’m glad y’all are being proactive on this. ... I appreciate that and I think it’s great,” he said.

Tasha Taylor said she hoped C-6 is opened up because she wants to open a food truck business that provides service after hours when many restaurants are closed in downtown Fort Smith. Cheryl Norton, with GR8 Cup Coffee Plus, asked the panel to consider a transfer fee within the 120- or 180-day permitted operation. She explained that sometimes the dynamic of a location changes, and instead of acquiring another expensive permit, the vendor should be allowed to pay a much smaller “transfer fee.”

Bailey and the Planning Commission were also asked to consider a rule change for owners of a mobile food truck who operate the truck on property they own.

Bailey told The City Wire after the meeting that he and the Commission heard “some really good questions today.” The Planning Commission will conduct a study session on March 3, with a voting meeting set for March 10. Bailey said the issue will be discussed at those meetings, but does not anticipate a Planning Commission vote on a new ordinance for several more weeks. It’s his goal to have an ordinance approved by the Planning Commission and to the Fort Smith Board of Directors within 90 days.

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Dillard’s net income rises to $331.9 million in fiscal 2014

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story from Talk Business & Politics, a TCW content partner

Mall and online retailer Dillard’s capped off a healthy year with a mighty fourth quarter as the Little Rock-based company reported rising sales, profits, and gross margins.

Dillard’s also reported improving same-store sales, a key sign of health for retailers although the fourth quarter helped strengthen that number.

For the quarter ended Jan. 31, 2015, Dillard’s reported net income of $130.5 million on revenue of $2.135 billion, an improvement from a $119.1 million profit on sales and income of $2.034 billion in the previous year’s fourth quarter. Earnings per share stood at $3.17 compared to $2.71 a year ago.

For the full fiscal year, Dillard’s posted profits of $331.9 million on sales of $6.621 billion compared to a year ago when net income stood at $323.7 million on revenue of $6.531 billion. Full year per share earnings were $7.79 versus $7.10 in the previous year.

The full year per share earnings also beat the consensus estimate of $7.75. However, total revenue just missed the consensus estimate of $6.66 billion.

“We finished 2014 with our best sales performance of the year in the most important quarter,” said Dillard’s CEO William T. Dillard, II. ” Our 3% sales increase was supported by a strong 103 basis point retail gross margin improvement, as customers responded well to our improved mix and service throughout the holiday season.”

The company reported that sales trends were “notably strong” in the ladies' apparel and shoes with juniors' and children's apparel also strong.  Weak sales were seen in the home and furniture category.

Those fourth quarter metrics referenced by Dillard helped push the company’s full year performance in a positive direction. Dillard’s had a 1% increase in same-store sales in 2014, while gross margin showed a 35-point improvement year-over-year.

As of January 31, 2015, Dillard’s operated 277 store locations and 20 clearance centers spanning 29 states. The company said it planned to open three new stores in 2015, including sites in Utah, Louisiana and Ohio. During fiscal 2014, the company opened a new store in Las Vegas and one in Sarasota, Fla.

Dillard’s stock closed trading Monday at $123.49 per share, up 76 cents. The company’s shares have traded between a low of $82.75 and a high of $126.83 during the past year.

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Clean Line electric project drawing opposition in Arkansas

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story by Aric Mitchell, special to The City Wire

The Plains and Eastern Clean Line transmission project will reportedly deliver more than 3,500 megawatts “of low-cost wind power from the Oklahoma Panhandle region to utilities and customers in Tennessee, Arkansas, and other markets in the Mid-South and Southeast,” according to the project website.

With “clean energy” transported via a 700-mile overhead direct current (DC) transmission line, the effort will “create thousands of jobs, stimulate economic development, reduce pollution and water consumption, and enhance energy security and system reliability.”
http://www.plainsandeasterncleanline.com/site/home

Clean Line Energy Partners President Michael Skelly is a former Democratic candidate for Texas’s 7th Congressional District. Prior to founding Clean Line, Skelly led the development of Horizon Wind Energy from a two-man company to a prominent role in the U.S. wind industry. Before Horizon, he developed thermal, hydroelectric, biomass and wind energy projects in Central America with Energia Global.

With Clean Line, he hopes to “create alliances that will benefit the communities impacted by our projects” and notes that the project is “working with local companies that will manufacture the transmission structures and source raw materials from within the states that our projects traverse.”

Sounds good, right?

Not if you ask the “Block P and E” Facebook group or the larger Block Rock Island Clean Line (RICL) movement or the team of volunteers who put together this exhibit for the Arkansas legislature. In fact, a growing number of citizens and Arkansas’ Senate delegation have their reservations.

In Arkansas, the 200-foot right-of-way enters in Crawford County north of Van Buren and travels below Alma and Dyer before dissecting Mulberry to follow a line with Interstate 40 through most of Franklin County. From there, the line travels through Johnson County, Pope County, northern Conway County, southern Van Buren County, souther Cleburne County, White COunty, Jackson County, Poinsett County, Cross County, and exiting Arkansas through Mississippi County north of Memphis. (Link here for an interactive map of the route through Arkansas.)

CLEAN LINE FRUSTRATIONS
One point of contention is Clean Line’s negotiated rate authority from the Federal Energy Regulatory Commission (FERC), which detractors say will eventually be passed on to the backs of ratepayers. They’ve also been blamed for a lack of transparency in presenting financials and plan details to potentially affected landowners. There’s also the eminent domain issue, which has property owners uncomfortable — a concern recently brought to light by the Iowa Utilities Board’s (IUB) denial of a motion to consider eminent domain in a separate hearing.

From the IUB ruling: “The constitutional due process concerns alone are sufficient to justify denial of the motion. Even if it is assumed that those concerns could be addressed by clear notices, splitting the hearing would still improve the convenience of a few parties while detrimentally affecting the convenience of many others, particularly the affected landowners. The Board will deny the motion to consider eminent domain issues in a separate proceeding. … Clean Line’s convenience (and costs) would be benefited, but at the same time landowner interests would be detrimentally affected.”

Justin LaVan, an attorney for the Preservation of Rural Iowa Alliance, applauded the decision in a statement.

“Thousands of Iowa landowners appreciate the IUB’s extensive review of such motions and ruling issued today,” he said. “This ruling was significant. If the hearing was bifurcated and the Board issued the franchises and determined the route following the first hearing, RICL’s negotiating leverage over the landowners would have been prejudicially powerful.”

Carolyn Sheridan, the group’s President, agreed.

“Rock Island Clean Line easement acquisition effort has been underway for 18 months for the 375 Iowa miles of its proposed route, but RICL has less than 15% voluntary easements obtained from total parcels (1540) across the 16 impacted counties in Iowa. There is an unprecedented number (1248 and counting) of formal objections filed with the IUB against RICL proposed line," she noted in this press release.

The Missouri Public Service Commission also said it would “require additional information” from Clean Line’s Grain Belt Express Clean Line (GBE) before it could “grant or deny” its application for a certificate of convenience and necessity, stating that GBE would need to “provide a list of all properties on the selected project route in Missouri and designate for which properties easements have been acquired or are yet to be acquired to facilitate completion of the proposed Clean Line Energy project,” thus playing into accusations that Clean Line isn’t being transparent with landowners.

Missouri’s PSC also cited 12 additional items on which GBE had failed to provide adequate details of its plan, giving project coordinators until April 11, 2015, to do so.

THE ‘APPROVAL’ ACT
Adding to Clean Line’s potential issues, on Feb. 12, U.S. Sens. John Boozman, R-Ark., and Tom Cotton, R-Ark., introduced a bill that could negatively affect Clean Line across all states, not just Arkansas. Their bill, if enacted, would give states power to reject federal electric transmission projects like Clean Line on the grounds of eminent domain concerns and federal intrusion on private land.

“When a road, pipeline or power line is built the use of eminent domain is sadly unavoidable in some cases,” Boozman said. “However, this difficult decision should not be in the hands of Washington bureaucrats. If a project is not good for Arkansas, our governor or public service commission should have the power to say ‘no.’”

“Arkansans should have a say in any decision that affects our land,” said Cotton. “The APPROVAL act will rightly empower Arkansans and preserve the Founding Fathers vision of states’ rights.”

In addition to allowing states the ability to reject the use of federal eminent domain for a project, the APPROVAL Act from Boozman and Cotton would ensure “to the extent possible,” that approved projects are placed on federal land rather than on private land. Specifically, for approved projects, DOE would be required (to the maximum extent possible) to site projects on existing rights-of-way and federal land managed by: (1) the Bureau of Land Management, (2) the U.S. Forest Service, (3) the Bureau of Reclamation, and (4) the U.S. Army Corps of Engineers.

The Act has been referred to the Senate Energy and Natural Resources Committee for further review.

WHAT’S NEXT?
Despite the pushback and setbacks, Clean Line’s applications for a Certificate of Public Convenience and Necessity to the Arkansas Public Service Commission (APSC) and Tennessee Regulatory Authority (TRA) are still under review. In October 2011, Oklahoma approved Plains and Eastern Clean Line’s application to conduct business as a public utility.

Citizens interested or concerned with how the Plains and Eastern Clean Line might affect them can provide their comments directly to the DOE through March 19, 2015.

The Draft Environmental Impact Statement (EIS) is available for review at this link.

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The Supply Side: Chef Jenn creates gourmet seafood for Wal-Mart

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story by Kim Souza
ksouza@thecitywire.com

Editor’s note: The Supply Side section of The City Wire focuses on the companies, organizations, issues and individuals engaged in providing products and services to retailers. The Supply Side is managed by The City Wire and sponsored by Propak Logistics.

Memphis native Jennifer McCullough – aka, Chef Jenn– is reeling with excitement as her signature seafood entrees have found their way into 800 Wal-Mart stores just seven months after she first pitched the products at Wal-Mart’s Open Call in July 2014.

McCullough told The City Wire that culinary creativity has long been her passion, but the long nights of being a restaurant chef got old after six years. Seeking to avoid the long nights led her to entrepreneurial ranks.

“I began selling soups and catering fresh prepared meals out of my home. As a small caterer I got the necessary permits and started selling my food locally throughout Memphis in small retailers and farmers markets through a business I branded ‘Uptown Grocery.’ I never dreamed that I could do business with Wal-Mart,” McCullough said.

‘COMPLETELY UNEXPECTED’
Last summer she said a friend emailed her a news piece about Wal-Mart holding its first Open Call in Bentonville looking for new suppliers and products made in the U.S. With no expectations, McCullough reached out to Wal-Mart about her product and within a few days she got an email with suggestions about places to stay and things to see in Bentonville. 

“It still didn’t dawn on me that I would get an appointment with a buyer, because those appointments are so hard to come by. Out of curiosity I called Wal-Mart and they told me I was chosen to present and I would be getting an appointment time, which was completely unexpected,” she said.

McCullough met with Catherine Johnson a seafood buyer at Wal-Mart and still had no expectations that the retailer would want to stock her seafood entrees, which included frozen shrimp- and crawfish-based dips as well as stuffed crab cakes. Johnson told The City Wire that the meeting lasted about 30 minutes and the merchants were impressed with the quality of the food as well as the sustainable packaging the small business was already using. 

“We wanted Wal-Mart to sell Chef Jenn products and immediately began working with Jennifer to figure out the details. She made a few trips back to Bentonville and we launched in 300 to 400 stores to start,” Johnson said.

OUTSOURCING SUPPORT
McCullough ended up outsourcing the production to a seafood manufacturing facility in Florida that already does business with Wal-Mart, which helped establish more trust in the supply chain as well as reduce the cost of production because more scale could be added.

She has no qualms about outsourcing the manufacturing phase of the business because she is in charge of sourcing and quality control of the product at each step of the process.

“It’s interesting because when I was making these items out of my kitchen I was given some food safety and other manufacturing exemptions because of my small scale. Now Chef Jenn product meets all the dietary and food safety protocol,” McCullough said.

When possible McCullough said she sources the shrimp and crawfish from the Gulf of Mexico. The product bares the U.S. Flag, an indication that it’s “American Made.” She is also a woman-owned business and member of WEBENC — Women’s Business Enterprise National Council.

McCullough said outsourcing the production also gives her time to create new recipes and expand her product line which she expects in the next few years will include shelf stable items like breadings, seasonings and sauces that can be used to create seafood entrees. She’s also looking into cookware and other table items hoping to expand Chef Jenn to include more than heat-and-serve appetizers.

“Since I have become a Wal-Mart supplier I have been able to do so much more than just survive. I have been able to invest into new product development because I know food and tastes are always changing and chef’s must stay ahead of those trends,” she added.

In late January, Wal-Mart extended Chef Jenn products into 800 stores that stretch across the Southeastern region of the U.S. from Texas to the Carolinas, with the exception of Florida.

McCullough said she has between 7 and 9 items which are all frozen products sold in the specific seafood areas in the grocery sections of Wal-Mart’s larger stores. She said the products retail between $4.47 and $5.49, a price point she could no way duplicate when she was selling the frozen items locally in Memphis.

“I used to put deep freeze units in high-end nail and hair salons and sell my dips and crawfish and crab cakes out of there. (It was) one of the best methods I found for moving my product before I got into Wal-Mart,” McCullough said.

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West Coast port backlogs will take months to unwind

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story by Kim Souza
ksouza@thecitywire.com

More than 80 ships sitting in the harbor and hundreds of containers stacked in empty parking areas at most of the western ports will take months to sort through now that a deal has been reached between labor and port management after months of negotiations.

The nine-month backlog and intermittent shutdowns have taken a toll on the retail, agriculture and manufacturing sectors who are each pleased to see the 5-year deal reached between the International Longshore and Warehouse Union (ILWU) and the Pacific Maritime Association. The union represents about 20,000 dockworkers at 29 West Coast ports, and the PMA negotiates for the major port employers, including Denmark-based Maersk Line, China-based COSCO and Korean-based Hanjin Shipping.

Port officials recently warned that once a deal was reached it would take to a couple of months to dig out from the backlog. Given the depth of the congestion, they don’t see flow fully normalizing until late summer.

"It's not going to be fast," Jon Slangerup, CEO of the Port of Long Beach, told CNBC television. “We were at full strength on Saturday night, all full strength yesterday, and we're going to stay at it until this backlog is cleared."

Slangerup said that by the next retail cycle which starts in the fall, the flow of product should be normalized.

FREIGHT DEMAND
Trucker demand is expected to surge in the wake of the deal and higher rates are likely, according to Werner Enterprises’ chief operations officer Derek Leathers. He said there will be scrambling by carriers in the next few weeks to get as many trucks as possible to the western port docks. 

“They will load, move out and return for more freight as quickly as they can,” he said during a guest segment on CNBC Fast Money on Monday, (Feb. 23).

Despite the hitches from this sluggish port situation, he expects many retailers who might have diverted business away from West Coast ports to eventually go back given that it’s a 17 day route from Shanghai to the West Coast and it takes 35 days on all-water routes.

Freight demand could help smaller regional trucking operations like Van Buren-based USA Truck, which does not provide trucking services to the West Coast. However, the publicly held company operates a logistics and brokerage division – Strategic Capacity Solutions (SCS) – that USA Truck CEO John Simone has said will benefit when the port issues are resolved. Simone told The City Wire prior to the labor agreement that there would be a “huge” demand for logistics services once port operations are normalized.

SCS generated 29.7% of total revenue – $178.982 million – for the company in 2014, up from 24.6% in 2014. Simone said there is not set timeframe, but his goal for SCS is to deliver about 40% of annual revenue.

BEEF PRICES
One of the more vocal groups about the port congestion was the agriculture industry that relies heavily on exports of fresh items to keep revenues up for U.S. farmers. The 
The American Meat Institute estimates that the port issue cost beef and pork industries $170 million per month in lost export opportunities as produce wilted on the docks and beef stocks stacked up.

Higher valued beef cuts that might normally be shipped to South Korea were ground up and used domestically, which is helping to reduce beef prices, but the price dip is likely temporary and did not benefit the farm industry.

Richard Kinder, a butcher and meat manager at Allen’s Foods in Bella Vista, has spent nearly 40 years in the meat business and grocery business. He said wholesale beef prices have dipped a few penny’s per pound from the West Coast port disruption. Kinder expect ground beef prices to inch back up as U.S. supply comes down and exports pick up.

RETAIL INVENTORY
Retailers were some of the most impacted by the sluggish ports particularly in seasonal items that have a short window of sell opportunities. Many retailers like Wal-Mart ordered deep and early ahead of the holidays stocking more inventory for longer periods of time to ensure they had items throughout the holiday shopping season.

Greg Foran, CEO of Walmart U.S., said Feb. 19 that some routinely imported items are already in short supply and that can be seen by simply walking through larger retailer stores. He said seasonal items like patio furniture and other summer products may have not been received because of the port delays. 

Research group Kurt Salmon estimates that congestion at West Coast ports could cost retailers as much as $7 billion this year. The analysis attributes those costs to a combination of the higher price of carrying goods and missed sales due to below optimal inventory levels.

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Wal-Mart’s e-commerce momentum builds, but room for improvement noted

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story by Kim Souza
ksouza@thecitywire.com

The expectations for Wal-Mart’s e-commerce business is high coming off of 22% sales growth last year. This accomplishment was deemed “solid but not quite as strong as we wanted,” Wal-Mart Stores CEO Doug McMillon said in pre-recorded earnings call Feb. 19.

Wal-Mart invested 8 cents per share in its e-commerce operations last year, which was above the 5-cent to 7-cent forecast. The e-commerce division also benefitted by a 25% increase in gross merchandise value for the year, which is linked to higher third-party prices in its largest markets of the U.S., Brazil and China.

This year Wal-Mart expects to invest between 6 cents and 9 cents per share on its e-commerce initiatives with predicted sales growth in the mid-20% range.

“We’re striving to balance sales growth and profitability. We’re being thoughtful with our investments, ensuring we have the infrastructure in place to build this business for the long term. I’m excited about the possibilities that are in front of us,” said Neil Ashe, CEO of Walmart Global E-commerce.

The majority of the spending last year and the planned investments for this year relate to building out fulfillment infrastructure and further enhancements to the “Pangea” operating system. Ashe said the investments allow Wal-Mart to get closer to customers with delivery and will also help engage shoppers wherever and whenever they want.

HOLIDAY RECAP
Ashe said the fourth quarter was an important benchmark not just because it is the biggest quarter of the fiscal year, but because the retailer’s investments started to play a bigger role throughout the business. He said Walmart.com posted record sales of Cyber Monday and the following week while logging more than 1.5 billion page views between Thanksgiving and Cyber Monday.

Samsclub.com had strong double-digit comps on Thanksgiving and on Black Friday and in the U.K., company officials said ASDA made Click and Collect easier for customers in stores and added pick up points at petrol stations, tube stations and other locations.

In Brazil, Ashe said Walmart’s e-commerce saw its strongest sales quarter, with high double-digit sales growth in the recent quarter.

MOBILE INFRASTRUCTURE
Ashe said the investments this year will encompass the areas of global technology platform, next generation fulfillment network, talent, and integrating digital and physical.

“We launched most key elements of our site and mobile shopping experience on the new platform before holiday on walmart.com in the U.S. Despite all of our testing, with the sheer complexity of a complete platform rebuild, there is nothing like the real thing on the busiest day of the year. Pangaea hummed along all day, serving our customers at record volume,” Ashe said in the pre-recorded earnings call.

He said a record number of online orders was the first major test of the retailer’s next-generation fulfillment network. Ashe said that network included the large scale fullfillment center in Texas, which shipped twice as many orders as last year. The network also includes stores and the distribution centers. Wal-Mart has four other large-scale fulfillment centers expected to open later this year.

“While there will be some ramp up time, they will significantly expand our fulfillment capacity and efficiency in the coming years,” Ashe said of the new centers.

Mobile – smartphones, iPads and other handheld devices – is at the heart of Wal-Mart e-commerce operations as continues to an area of big investment and growth, according to the company.

“Nearly 70% of our walmart.com traffic during the holidays was from mobile devices. ... In addition to Walmart, we’ve focused on Sam’s digital and physical integration with its club pick up experience, and it paid off, as we saw nearly 30% growth in Club Pickup during holiday,” Ashe said.

He said the Pangaea platform will enable Wal-Mart to double product assortment this year with more than 10 million items.

GLOBAL E-COMMERCE
David Cheesewright, CEO of Walmart International, said integrating e-commerce into the global businesses is also big priority this year.

“This quarter we’ve made even more progress and I’m very excited about the impact we’ve made in online retail. In Japan, we automated the order picking process to fulfill Seiyu.com grocery orders more efficiently and sustainably. We’re testing new offerings, such as “grab ‘n go” lockers in Canada. In India, we’re continuing the rollout of an online offering to business-to-business members and expect to reach all members by the end of next year,” Cheesewright said in the pre-recorded earnings call.

Two of the larger e-commerce markets, China and Brazil are benefiting from the Pangaea platform.

“Yihaodian, our e-commerce business in China, benefited from investments in the supply chain and promotional events. Traffic increased more than 40% and average ticket improved as well,” Cheesewright said.

In Brazil, he said e-commerce sales growth is driven by increased sales for large appliances and wireless devices. He said low-cost smart phones helped drive sales growth of more than double the same period last year.

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Two Springdale-based companies to expand into Fort Smith

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story by Michael Tilley
mtilley@thecitywire.com

Springdale-based Career Academy of Hair Design is expanding into Fort Smith thanks in part to an estimated $1.35 million renovation by FSM Redevelopment Partners of property near the 40-acre site that was once a crumbling Phoenix Village Mall.

The property is located just south across Phoenix Avenue from the hospital service center operated by Community Health Systems. FSM Redevelopment bought the crumbling former mall in early 2009 and has invested about $15 million to build out office space, an exhibition center – now used for the hospital service center – and new retail space. A Sykes call center and several medical offices are also located at the renovated property. Lance Beaty, general manager of FSM, has said the 40 acres is now home to about 1,200 jobs with an estimated annual payroll of more than $30 million.

Beaty, who is also owner of Beaty Capital, said the newest work includes demolishing 16,000-square feet of an existing 26,000-square foot building for an “extensive” remodel of the remaining space. The work includes all new electrical, mechanical and plumbing systems, as well as raising the ceiling 4 feet. Work on this space, which will house the Academy, is estimated to cost $1.2 million and should be complete by June.

An adjacent space is being prepped for Cashfish Motor & Pawn, a buy here, pay here used car dealer. That work is estimated to cost $150,000, and should be complete by May. Cashfish is also based in Springdale.

Jim Butenschoen, owner of Career Academy, said the Fort Smith operation could initially employ up to 6 full-time, with expectations for 50 students in the first year. The company now employs 32 in Northwest Arkansas, with schools located in Fayetteville, Rogers, Siloam Springs and Springdale.

He bought the business in 2006 with no experience in the field. His background was corporate work, including a stint with then Little Rock-based Systematics. The academy had 45 students in 2006, and has grown to 350 in the most recent round of classes.

“I didn’t know anything about cosmetology before I bought the schools. ... Then I started looking at the numbers and thought, “My gosh, there is a lot of potential here,” Butenschoen said.

About 140 of the Northwest Arkansas students are from area high schools. He said 18 school districts in Northwest Arkansas work with Academy to provide the career training for high school students.

Tuition for the primary 11-month program is $16,000, with most financed by Pell Grants and loans. Students attend the course 7 hours a day, Tuesday through Saturday. Butenschoen said his school is one of the few to require classes on Saturday.

“Saturday is the prime money making day when they (students) get out, so they need to learn how to work on Saturday,” he said.

Academy also has an esthetics program that runs 4 months with a $7,800 tuition. A manicure and pedicure program is also a 4-month course with a $7,800 tuition.

Butenschoen said a student with a good business mind can earn $50,000 a year after three years, and possibly more if “they are really a go-getter.” He said the class includes “a lot” of focus on teaching the business side of cosmetology. Being “salon ready,” according to Butenschoen, means a student can perform the work, and understand finances.

“One of the things we really stress is that our students come out of our schools salon ready – truly ready to hit the ground running,” he said.

Because the Academy seeks real customers on which the students train, Butenschoen said being across the street from so many jobs “certainly registered with me” in deciding on the location. Hair cuts for men and women are just $7, Butenschoen said.

“The customer gets a good deal ... and the student gets an incredible amount of experience,” he said, adding that instructors always watching “to make sure they are doing a good job.”

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Wal-Mart eyes ‘phase three’ of its sustainability plan, critics want more

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story by Kim Souza
ksouza@thecitywire.com

It’s been more than a decade since Wal-Mart Stores publicly began its sustainability journey, and while there have been notable accomplishments, the greater work is yet to be done, according to Wal-Mart CEO Doug McMillon. Greater work is what critics of Wal-Mart’s sustainability program are calling for.

At the retailer’s 2015 Sustainability Milestone Meeting held in San Bruno, Calif., Tuesday (Feb. 24), McMillon shared a recently shot video clip of former Wal-Mart leaders revisiting the sustainability origins.

Former CEO Lee Scott said in the video that Wal-Mart first looked at ways it could save costs through its own green initiatives such as recycling and waste reductions. But it was Hurricane Katrina that drove the second phase of the company’s sustainability efforts. He said the Wal-Mart that showed up for Hurricane Katrina also needed to be the Wal-Mart people saw everyday.

BETTER STORY
“We needed a better story, the world had changed around us and we hadn’t changed,” Scott said. “Customers began to believe businesses had a social responsibility that goes way beyond providing values. ... Everything negative about being big comes to you without any effort, but how can you take the power that size and scope give you and use it to do something really good.”

McMillon said during Katrina was the first time he can remember Lee Scott saying find out what was needed and make it happen and the costs of it all could be tallied up later. From there he said Scott began to connect the dots and bring in more stakeholders which kicked off Phase II of the sustainability agenda where key benchmarks were set.

He said the company has now moved into “phase three,” in which the company will “reshape entire systems.” McMillon said a more sustainable outcome is being sought from the earliest origins of product development to the way people making the product are treated, through each step in the supply chain.

No details were given by McMillon on the new phase three. The majority of meeting time was devoted to brief panel discussions that featured suppliers and other partners. Wal-mart did announce along with the meeting its “Sustainability Leaders” shop. It’s part of the Walmart website that helps customers find and buy products from suppliers “leading in sustainability.”

BENCHMARK UPDATE
The retailer provided the following feedback on its three major benchmark initiatives during the meeting. The information was presented in a video and there was no further discussion.

• To be supplied 100% by renewable energy — About 25% of Wal-Mart’s global electricity is generated by renewable sources.
• To create zero waste — Wal-Mart’s U.S. business diverts 81.6% of its wastes
from landfills. 
• To sell products that sustain people and the environment — Wal-Mart’s work
with its suppliers through sustainable sourcing have increased capacity in the supply chain.

For example, Wal-Mart launched an affordable organic brand in Wild Oats and it worked with suppliers to reduce sugar and salt in product formulations and promoted ingredient transparency in labeling. Wal-Mart said its work with local sourcing has saved customers $3.5 billion on fresh produce.

PARTNERS WEIGH-IN
Attending the meeting were the Sustainability Consortium and the Environmental Defense Fund. Officials with both groups said the retailer’s efforts to work with suppliers is the best way to move needle in sustainability long-term. They also noted that Wal-Mart’s ability to convene a meeting and keep the conversation relevant are huge benefits for the sustainability movement which is now part of mainstream awareness.

Suppliers like Henkel, who own Purex detergent, was singled out by McMillon for working with merchants to deliver a more concentrated product, reducing the water content and bottle size for a 30% more sustainable product.

Jason Foster, founder of Replenish, said most cleaning products are 90% water and he designed a bottle that allowed users to replace the concentrated soap and add their own water as needed. The bottom of the bottle unscrews to allow for a refill pod and this design allows them to reuse the same bottle many times. He said the product is sold on Walmart.com.

“We believe this product will eliminate a billion bottles in landfills, a billion miles traveled and far less chemicals used in plastic manufacturing. Incorporating sustainability in product design is key to making a real difference,” Foster said. 

GREENWASHING
The Institute for Local Self Reliance has been a vocal critic of Wal-Mart’s sustainability effort. The group recently asked Wal-Mart to “stop greenwashing and commit to sustainability,” in its November 2014 report on dirty energy and carbon pollution.

 

The report finds that Wal-Mart is one of the nation’s largest users of coal-fired electricity, and that its heavy reliance on coal pumps nearly 8 million metric tons of carbon pollution into the air each year.

According to the report, Walmart’s U.S. operations use nearly six times the amount of electricity as the entire U.S. auto industry. The operations use more than 4.2 million tons of coal each year, accounting for nearly 75% of the company’s total emissions from U.S. electricity use.

 

“Wal-Mart has made remarkably little progress in moving to renewable energy, while other national retailers and many small businesses are now generating a sizable share of their power from clean sources,” said Stacy Mitchell, a senior researcher at ILSR and co-author of the new report. “Despite making a public commitment to sustainability nine years ago, Wal-Mart still favors dirty coal-generated electricity over solar and wind, because the company insists on using the cheapest power it can find.”

Many other retailers, including Kohl’s and Ikea, are outpacing Wal-Mart in the shift to renewable energy. Ikea has installed rooftop solar panels on 90% of its U.S. stores, including in many heavy coal-using states where Wal-Mart has no renewable energy projects, Mitchell added.

Critics like Mitchell agree that Wal-Mart does a good job motivating its suppliers to create greener packaging and better-for-you items, but if the retailer really wanted to make a difference it would seek to reduce its own giant carbon footprint.

“If you dumped coal on a football field, you’d have to pile it 35 feet high, from end-zone to end-zone just to power Wal-Mart’s U.S. stores for one week,” Mitchell noted.

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BHP will not sell Fayetteville Shale assets, but future activity in doubt

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story by Wesley Brown, courtesy of Talk Business & Politics
wesbrocomm@gmail.com

Australian mining giant BHP Billiton announced today that it has been unable to find a viable suitor for its Fayetteville Shale operations, and is no longer seeking to sell the conglomerate’s unconventional natural gas in play in Arkansas.

“We have concluded the marketing of our Fayetteville acreage and have decided to retain it within our portfolio to maximize value,” BHP Chief Executive Andrew Mackenzie said in the company’s half-year earnings report. “The longer-term development of the Fayetteville remains an attractive option and with the majority of our acreage held by production, we will continue to defer investment for value, consistent with our long-term outlook for gas prices.”

Despite those assurances, BHP still plans to cut the company’s U.S. shale budget substantially for the remainder of the year. In BHP’s half-year review a month ago, Mackenzie reiterated that the industrial mining giant is speeding up plans to reduce costs and invest in more profitable businesses by cuttings its previously announced U.S. shale capital budget by 50% from $4.2 billion to $2.1 billion.

In today’s (Feb. 24) earnings report, BHP said as a result of the reduction in drilling activity, the company now expects onshore U.S. drilling and development spending at $3.4 billion for 2015, 15% percent below the previous guidance of $4 billion.

“A further reduction to approximately $2.2 billion is expected in the 2016 financial year,” the company said. “We continue to monitor market conditions and will exercise the flexibility within our shale portfolio to maximize value.

Last month, BHP spokeswoman Jennifer White told Talk Business & Politics that the world’s largest mining company was still looking for a hasty exit from its unprofitable foray into the Fayetteville Shale play as natural gas prices plummeted below $3 per million British Thermal units (mmBtu). In Tuesday’s trading session, natural futures on the New York Mercantile Exchange trading at $2.89 per mmBtu.

BHP ARKANSAS RIG COUNT DOWN TO ‘ZERO’
By rig count, BHP said that it planned to cut the total number of operating drilling pads in the U.S. from 26 to 16. In the Fayetteville Shale, that current rig count is at “zero” and its operational budget currently around the $100 million level, BHP’s financial reports show. In the first half of the year, BHP drilled and completed 27 wells in the Arkansas play, down 45% percent from a year ago.

Originally, BHP Billiton Petroleum, a wholly owned subsidiary of BHP Billiton Limited, paid $4.75 billion in cash in early 2011 to purchase nearly 487,000 net acres of leasehold and producing natural gas properties from Chesapeake Energy Corp. In late 2011, shortly after the Australia mining giant landed in Arkansas, BHP said it planned to quadruple production from its onshore U.S. shale operations, adding nearly 20 new rigs in the Fayetteville Shale region and increasing natural gas production four-fold by the end of the decade. At the time, BHP said its U.S. capital spending program would jump from $4.5 billion to $6.5 billion annually by 2020, with the lion’s share targeted toward its Arkansas development.

BHP’s leasehold position of 487,000 net acres makes it the second-largest Fayetteville Shale operator behind Southwestern Energy Corp. with an average operating stake of 58%. Those pricey assets were originally purchased from Chesapeake Energy Corp. in early 2011 with an average per well drilling and completion cost of $3.5 million.

As part of that deal, Chesapeake agreed to manage the properties for a fee until the inexperienced Australian mining giant was poised to take over the operations by itself. But none of those things ever happened.

By the end of 2012, BHP had already announced a $2.84 billion write-down of its Fayetteville Shale assets, saying a short-term over supply of natural gas resulted in a before-tax impairment charge against the carrying value of the Arkansas play.

Former BHP Billiton CEO Marius Kloppers, who resigned in October 2013, said the Fayetteville charge reflected the company’s decision to adjust its development plans by shifting most of its dry gas drilling operations in the Fayetteville Shale south to oil-rich Haynesville Shale in Louisiana and west to the Eagle Ford and Permian shale developments in Texas.

Overall, BHP reported better-than-expected first-half earnings on Tuesday as the mining giant continue with its previously announced cost-cutting plan and efforts to refocus its worldwide mining operations. For the period ended Dec. 31, BHP reported underlying profit of $5.4 billion versus $7.8 billion a year earlier. Wall Street analysts had expected the Melbourne-based mining operator to report half-year earnings of $4.9 billion.

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Wal-Mart, Tyson Foods make Fortune’s 'Most Admired' list

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The corporations deemed to be “Most Admired” by Fortune Magazine this year included two locally-based companies – Wal-Mart Stores Inc. and Tyson Foods.

Wal-Mart ranked No. 38 on the list cracking the top 50 again this year, but it dropped from the No. 28 ranking it held last year. Wal-Mart’s retail competitors Amazon and Costco each ranked higher at No. 4 and No. 16, respectively

Tyson Foods did not make the top 50 list, but it did rank in the top 5 at No. 4 for its respective category – food production. Tyson Foods' competitor Sanderson Farms ranked below Tyson for food processors at No. 6.

 

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Wal-Mart exec says retailer still committed to U.S manufacturing push

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story by Kim Souza
ksouza@thecitywire.com

There have been many executive changes at Wal-Mart Stores in recent months, including a new management team at the retailer’s mammoth U.S. division. And while some say all has seemed quiet on the retailer’s push to return manufacturing jobs to the U.S. since the departure of former Walmart U.S. CEO Bill Simon, Wal-Mart disagrees.

“Our new CEO Greg Foran is equally committed to the U.S. Manufacturing initiative because it is a good business decision. Of course there are business advantages that come with a shorter supply chain particularly in responding to seasonal trends. But it’s also at the core of Everyday Low Price and is a cost-cutting strategy that is a crucial part of our business. It’s smart and we are quite pleased with the progress made in two years’ time,” said Cindi Marsiglio, vice president of U.S Manufacturing at Wal-Mart.

Marsiglio told The City Wire that there are more projects in the pipeline today than ever before, from concept to commitment and everything in between. While she would provide an estimated number of projects, in October 2014 she said there 150 projects in various stages.

In 2013, Wal-Mart announced it would buy an additional $50 billion in American products over the next decade. Wal-Mart estimates cumulatively over the next decade the investment will total $250 billion. The Boston Consulting Group predicts that this $250 billion investment will create one million jobs, including the jobs in manufacturing and related services. Simon was seen as the champion within Wal-Mart for the manufacturing push.

With respect to Wal-Mart’s 10-year commitment to purchase goods made in the U.S., Marsiglio said the spending is on par with the two-year target with the estimated prorated portion. The funds are being allocated based on three areas: new items sourced from current U.S. suppliers; new suppliers bringing new or improved items; and those suppliers looking to bring some of their manufacturing onshore, which is by far the toughest piece of the puzzle and the most time-consuming.

“We don’t have a specific target spending among these three areas. We are seeing a lot more production in the U.S. for items added to the our inventory as we are buying more from those we already do business with. Some existing manufacturers are expanding their plants as they take on new customers and more business and others are adding shifts. We are still seeing stable interest among those who want to onshore production and plan to build new facilities which is exciting and most difficult to complete,” Marsiglio said.

Two-thirds of products Wal-Mart already sells are made in the United States, but Marsgilio said many of those are food items given the retailer’s huge grocery presence.

“We want to increase that percentage with this $250 billion commitment and our buyers are very engaged in the process. Again, that’s because our customers want to buy local when they can, and it’s also many times cost effective for us,” she said.

RESHORINGNUMBERS
A report from global consulting company A.T. Kearney suggests that reshoring is not yet making a difference. Its 2014 “Reshoring Index” was down 20 basis points compared to 2013, indicating that “offshoring to foreign manufacturing markets outpaces reshoring.”

“While the so-called reshoring trend has helped improve the mood of U.S. manufacturing since the Recession, the reality is that the import value of manufactured goods into the U.S. from 14 low-cost Asian countries has grown at an average of 8 percent per year in the last five years,” Pramod Gupta, A.T. Kearney principal and study co-author, said in a press release. “The 2014 Reshoring Index is not only an indicator of U.S. manufacturing capital flows, but also how the U.S. stacks up in terms of attractiveness as a source of manufactured products versus countries like China, Bangladesh, and Cambodia.”

The index also noted: “While there has been an overall lift in U.S. manufacturing for five straight years since 2009, imports of offshored manufactured goods into the U.S. have increased at a faster rate than any return of manufacturing operations to our soil and, for the 14 top offshoring locations combined, amounted to $630 billion in 2013.

U.S. manufacturing employment as of January was an estimated 12.33 million, according to the U.S. Bureau of Labor Statistics. That number was better than the 12.102 million in January 2015, but 13.5% below employment levels of 10 years ago. The January manufacturing employment is more than 36% below the January peak of 19.388 million in 1979. U.S. manufacturing employment reached a high point of 19.553 million in June 1979.

BUYER PERSPECTIVE
Catherine Johnson, seafood buyer at Wal-Mart for the past 5 years, said her team is seeking out locally sourced seafood items. She said they travel the country to seafood shows each year to find locally sourced fish and seafood because it allows for more a transparent chain of custody and traceability.

“Next month we are traveling to Boston for a seafood show and we recently completed a trip to the Pacific Northwest to Pike’s Market. We source shrimp and what we can from the Louisiana Gulf,” Johnson said.

One of the deals she recently worked on was with Big Easy, a Louisiana company that will supply cooked product from the Gulf. She said this new line helped add capacity to Big Easy’s production and they’ve hired 35 workers in the process. 

Johnson said another new line called Wild Alaska is going regional in June in the Pacific Northwest region. The deal came about because of ongoing work between Wal-Mart and Alaskan suppliers.

While Johnson said Wal-Mart continues to source its seafood globally, buyers are also looking at private label products with some of the Alaskan suppliers like Trident out of Seattle that is a fourth generation fishing business. 

“Seafood can be intimidating. I call it the Starbucks factor, because consumers might not know how to order it. There is also the wonder of where it comes from. Consumers still want their Mahi Mahi from Peru because that kind-of romances the product,” Johnson said.

HOMEFRONT
In the last quarter, the retailer planned for a banner holiday, opened 178 new stores, including its 500th Neighborhood Market. Somewhat lost in the limelight was roughly a half dozen suppliers who got order commitments through Wal-Mart’s U.S. manufacturing initiative.

There were winners and losers. HanesBrands announced it would add 120 jobs in Clarksville, Ark. (Johnson County) as part of a $1.4 million investment in the building and equipment that brings manufacturing jobs back to the U.S. HanesBrands said it is moving hosiery production from Honduras to the Clarksville plant. When the 120 jobs are realized, the company will employ 570 in the county seat of Johnson County. The 120 new jobs will average approximately $39,000 per year in wages and benefits, a $4.7 million economic infusion into the local economy each year, according to information provided by the Arkansas Economic Development Commission.

“As companies continue to bring manufacturing jobs back to the U.S., we are committed to making Arkansas a leader in job creation and manufacturing,” Gov. Asa Hutchinson said in the statement. “Thanks to HanesBrands for its decision to make this significant expansion in Arkansas. The fact the company chose to expand this specific facility demonstrates the quality of our workforce in Clarksville.”

Mel Redman of Redman Industries also a veteran supplier to Wal-Mart, had planned to build his ride-on toys in Rogers, gradually shifting production from his Hong Kong manufacturer Sales Chief. A legal battle ensued and Wal-Mart pulled the $70 million product commitment from Redman who no longer sells the ride-on products. Redman is suing Sales Chief for $40 million in losses from this busted deal.

Other local manufacturers who have said their business is growing because of overall efforts to return manufacturing jobs to the U.S. include Creative Things in Lowell, PolyTech Plastics in Prairie Grove and MarshallTown Company in Fayetteville.

Jack Murders, vice president of operations at Marshalltown, said the company has continued to bring manufacturing back to the U.S. for many of products that were originally made abroad.

“We started doing that long before the current fad of ‘reshoring’ came into vogue and we’ll be doing it long after the fad fades. We don’t seek out attention for reshoring, but we are primarily a U.S.-based manufacturer and we make our decisions based upon cost-effectively making premium products,” Murders said.

The company has determined that U.S. based manufacturing is increasingly cost effective. That said, it continues to source some of its raw materials and finished goods from abroad where it makes sense to do so.

ONBOARD ELSEWHERE

As previously noted, there were several new manufacturing announcements lost in the holiday hustle of the recent quarter. Most of the announcements did not disclose specific job additions nor investment expenditures associated with the new Wal-Mart product commitments.

“We continue to see the fruits of this initiative come through and we will have more announcements following our next Open Call slated for July 7 in Bentonville,” said Walmart spokeswoman Kayla Whaling.

True Science Holdings announced plans to add 200 jobs to its facility in Springville, Utah, in expanding a new pet treat line of products under the brands Delightibles, Betsy Farms and VetIQ. True Science purchased and renovated a 200,000 square foot manufacturing space in Springville for this new business.

“Working with True Science, Wal-Mart is able to bring customers quality pet products while also helping create American jobs,” said Michelle Gloeckler, senior vice president of U.S. Manufacturing at Wal-Mart. “An increase in U.S.-made products for our customers helps manufacturers create more jobs here in America.”

In Knoxville, Tenn., Dalen Products signed a deal to create a new line of U.S.-made  lawn and garden plastic owls. The new business has enabled Dalen to provide more year-round jobs at its facility. 

Pacifier maker NUK USA announced plans to bring some of its manufacturing to a facility in Reedburg, Wisc., from Europe. Nuk said it assembled baby products in the U.S. since 1949. With the Wal-Mart commitment, the company said it was able to expand its U.S. manufacturing footprint to give customers the option of  “Made in the U.S.” pacifiers.

In Salisbury, Mass., Andover Healthcare announced plans to expand with a 52,000-square-foot manufacturing center in nearby Portsmouth, N.H., where it will make cohesive bandages for Wal-Mart. Founded in 1976, Andover Healthcare has grown from just a few employees to more than 225 employees and it expects to hire more when the factory is at full capacity, the release states. No other financial terms were announced.

North Carolina continues to see new jobs added because of the Wal-Mart commitment. From Element Televisions to Kent Bicycles, which are now being assembled there, to the recent $16 million investment by Richeleiu Legwear. The Canadian-based sock maker plans to move production on its Peds Ladies and Medi-Peds product lines back to the U.S., creating 200 new jobs in Hildebran, N.C., by 2018.

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Women’s ‘Power of the Purse’ luncheon to honor local entrepreneur

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The Women’s Foundation of Arkansas will recognize Joan Johnson, co-founder and president of Fayetteville-based White River Hardwood  as the 2015 Woman Business Leader at its third annual Power of the Purse Luncheon.

The event is slated for 11:30 a.m. to 1 p.m. on Monday March 9, at the John Q. Hammons Center in Rogers. The foundation will also recognize the 2015 grant award winners.

The 2015 keynote speaker will be social change expert, Susan McPherson of McPherson Strategies. A silent auction of unique specialty handbags and items will begin at 10:30 a.m.
The money raised at the luncheon allows the foundation to continue awarding grants to educational projects and programs that serve women and girls across Arkansas.

 

For more information or to purchase tickets visit www.womensfoundationarkansas.org or contact Tammy Thurow at the Bentonville - Bella Vista Chamber of Commerce.

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February sales tax revenue rises for most of Northwest Arkansas 

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story by Kim Souza
ksouza@thecitywire.com

Combined sales tax revenue in the most recent report for Northwest Arkansas’ four largest cities was up 9.43% – a clear sign of strong consumer confidence in the metro economy.

The four cites reported composite revenue of $5.356 million this month, a gain of $462,000 from the year-ago period. All of the cities except Bentonville reported gains from the same month last year.

Revenue reported in February reflects consumer purchases in December, recreating a two-month lag in the reporting. All of the cities collect a 2% tax on goods and services which is split evenly between repaying debt and supporting operational budgets. This report reflects the latter 1%.

February Revenue
• Bentonville: $841,178, down 5.83%
• Fayetteville: $1.872 million, up 9.28%
• Rogers: $1.611 million, up 14.38%
• Springdale: $1.391 million, up 17.3%

Bentonville often has the largest swings in its sales tax revenue given so much of the city’s traffic is a result of business travel which is typically lower in December. The recent dip comes on the heels of 24% gain last month.City finance director Denise Land has said she isn’t concerned with monthly dips in revenue because there’s usually a banner month to follow.

Rogers city officials are not surprised to see strong revenue this month as they relate to holiday shopping. Retailers from Wal-Mart to Dillard’s have said they saw positive traffic this past holiday season. In the first two months of this year, revenue collections are outpacing budget by 2% in January and by 25% this month.

Springdale Mayor Doug Sprouse said he knew the Wal-Mart supercenter opening near Interstate 49 would have a big impact on the city’s sales tax, but he’s even more excited about the Sam’s Club slated to open late this year if all goes well. February’s $1.391 million revenue was a record for the city. In fact, the city has only crossed the $1 million mark three other times in the past five years. All three were last year, July, August and October. So far this year Springdale’s sales tax revenue is up 37% in the combined first two months when compared to the same period last year.

Sales tax revenue in Fayetteville rose 9.38% this month, extending the 6.65% gain reported last month. Like Rogers, Fayetteville benefits from its shopping district during the holidays. City leaders are excited about the Whole Foods which is slated to open later this year as it will be only location in Northwest Arkansas for the popular alternative food store. 

Recent sales tax records indicate consumers in Northwest Arkansas are more comfortable spending and economists equate that lower fuel prices which is putting a tidy sum into family budgets.

“Consumer spending growth will be solid in 2015 thanks to more jobs, higher wages, and lower energy costs,” said Gus Faucher, senior economist at PNC Financial Services.

Economists estimate the relief consumers were seeing in gas prices back in December put an average of $60 more dollars a month in family pockets. As long as fuel price remains below the $2.50 level consumers will continue to see savings over the $3.50 and higher prices paid a year ago. Fuel prices have begun to rise in recent days. On a cumulative basis for each penny fuel prices rise, $1 billion is lost in spending power.

Sales Tax Revenue (year to date)
Bentonville
2015: $1.686 million 
2014: $1.573 million
7.18%

Fayetteville
2015: $3.432 million
2014: $3.176
8%

Rogers
2015: $2.871 million
2014: $2.654 million 
8.17%

Springdale
2015: $2.001 million 
2014: $1.687 milion 
18.6%

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Arvest Springdale announces two employee moves

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Arvest Bank Springdale announced two employment changes as Randall Harriman joins the company as a private banking advisor and Andrea Kennedy is promoted to commercial banker.

Harriman has more than 14 years of experience in banking and lending, most recently as an assistant vice president, lender and security manager for First Security Bank. He has worked at various local banks as a branch manager, consumer lender and commercial lender.  


“Randall brings to our team the experience and knowledge needed to work with our private banking clients on their complex financial needs,” said Mary Pedersen, private banking manager for Arvest Bank. “We are excited to add Randall as a valuable addition to our private banking team in Springdale.”


A native of Springdale, Harriman earned his bachelor’s degree in education from the University of Arkansas at Fayetteville. Harriman serves on the board of directors of the Arts Center of the Ozarks. He and his wife, Lindsay, have 7-year-old twins, daughter Reese and son Eli.

Kennedy is a vice president with more than 12 years of experience in with Arvest, most recently as a private banking advisor.

“Andrea’s extensive experience both with Springdale and with the private banking customers here make her especially skilled for her new position,” said Richard Winesburg, commercial loan manager for Arvest Bank in Springdale. “Her professionalism and focus on customer service are a credit to Arvest and a benefit to our customers.”

Kennedy is also native of Springdale and attended the University of Arkansas at Fayetteville. She holds an Arkansas Insurance license, Series 7 Securities license and Series 66 license.

She is a member of the Springdale Rotary Club and volunteers with Partners in Education. Kennedy and her husband, Keith, have three children, Lexy, Allie and Carter.

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Wal-Mart, Walmart Foundation provide $16 million in grants to enhance retail training

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Wal-Mart and the Walmart Foundation announced Thursday (Feb. 26) the initial investment of $16 million to seven national nonprofit organizations. This is the first part of the recently announced Opportunity initiative that will provide $100 million commitment to help increase the economic mobility of entry level workers in retail sector.

This investment aims to address some fundamental challenges to advancement, including the skills gap among U.S. workers. The $100 million commitment was first announced last week (Feb. 19) by Wal-Mart President and CEO Doug McMillon.

“We are delighted that Wal-Mart is among the growing group of employers investing in education and employment opportunities for workers across the country," said Russell Krumnow, managing director of Opportunity Nation. “The National Opportunity Summit is an event where leaders from all sectors can come together around shared ideas to restore opportunity in America, and commit to action that will transform our businesses, communities and our country."

Wal-Mart made the $16 million presentation at the National Opportunity Summit which was held in Washington, D.C. on Thursday. This initial investment will help more than 12,000 retail and related sector workers gain the knowledge and training they need to advance in their careers through programs offered by the following nonprofit organizations.

The skills gap among workers is a pressing issue facing the United States today. According to the Bridge Gap Report published by Harvard Business School, 51% of retailers find it difficult to fill middle-skills roles.

“We are excited to partner with other foundations, employers, training providers, government bodies and nonprofit organizations to improve career pathways for people in retail and adjacent sectors,” said Kathleen McLaughlin, president of the Walmart Foundation, senior vice president of Corporate Affairs.“We believe progress requires collective action in the industry to align on the skills required for advancement and to develop more innovative, effective, and universally-used training and assessments that recognize on-the-job learning. Ultimately, we aim to increase economic mobility of the U.S. retail workforce as a whole.”

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Sam’s Club continues to do well as a Wal-Mart division

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story by Kim Souza
ksouza@thecitywire.com

Off and on through the years analysts have said they believe Sam’s Club might perform better if Wal-Mart cut it loose. However, few believe it will happen given that the retail founder’s namesake appears to do fine in Wal-Mart’s shadow.

Sam’s Club, if it stood alone outside of Wal-Mart Stores, would be the eighth largest retailer with an annual revenue of $58.02 billion last year. That compared to $11.86 billon at J.C.Penney and $27.69 billion at Macy’s. 

Under the direction of CEO Rosalind Brewer, Sam’s Club continues to adapt to the ever-changing demands of its members. She has said the Sam's Club brand must evolve to drive needed member growth. Early last year Brewer and her team outlined what they thought it would take to bridge the generation gap and ultimately drive more sales and services in the next year amid a shifting member base. They raised fees and softened that blow with more coupon savings on big ticket items and expanded their online assortment with a club pick-up option as well. 

A year later in the retailer’s annual earnings report, it looks as if Brewer is beginning to reap some benefits from that strategy. Sam’s Club reported a 2% gain in same-store sales for its fourth quarter results which ended Jan. 31. Comp traffic rose 1.5% and average ticket rose 0.5% from the year-ago period. For the full year, same-store sales were up fractionally at 0.5%, which was down slightly from 0.7% comp reported a year ago.

"Throughout the year, we've seen meaningful acceleration culminating in comp sales," Brewer said during the recent earnings call. "Strong holiday execution, combined with our strategic investments in member value, merchandise relevance and the integration of digital and physical boosted our performance."

Net sales for Sam’s Club last year rose 2.1% to $51.6 billion, excluding fuel. Gross sales that included fuel rose 1.5% to $58.020 billion compared to a year ago. Total operating income rose 7.2% from a year ago. 

Looking ahead, Sam’s Club expects comp sales for the current quarter ending May 1 to rise between 1% and 2% from the 0.5% level of a year ago.

HOLIDAY MOMENTUM
Sam’s Club reported improved holiday sales in the fourth quarter which ended Jan. 31. Net sales grew 3.7% and Sam’s Club delivered comp sales of 2% driven by traffic growth of 1.5% and ticket of 0.5%, Brewer said. 

Although gas prices were down roughly 25% over the fourth quarter, gallons sold increased 8% year over year and fourth quarter operating income included a $41 million increase in fuel profit. Net sales including fuel increased 1.3% to approximately $14.87 billion, modestly below analysts projects of $14.93 billion. Without fuel, net sales rose 3.7% to $13.64 billion.

“The Savings member continues to drive traffic. We have lapped last year’s SNAP reductions and benefitted from favorable weather this quarter. Retail inflation across the club has moderated slightly since the previous quarter,” Brewer said.

She explained gross operating margins were down slightly in the quarter pressured by the retailer’s Plus Cash Rewards program and merchandise mix. But Brewer said expenses were also lower in part because of staff reductions that took place earlier in the year.

Brewer said her team also reduced total inventory by 3.5% last year while adding 16 new clubs, which should help gross operating margins going forward. One of the hottest categories at Sam’s Club is the fresh food business with comp sales growing in low positive digits for the recent quarter. She said produce was challenged from weather supply issues, but dry grocery, consumables and beverage also performed low single digit gains from a year ago as did home and apparel.

Health and Wellness category sales rose in the positive mid-single-digits over a year ago. Brewer said pharmacy comps as well as over-the-counter sales improved. The technology, office and entertainment categories continue to see deflationary pricing which took comp sales down roughly 5% in the quarter. 

“We need to make larger, faster strides. This year, our merchants are rebalancing the portfolio, which involves reallocating resources towards higher growth, higher excitement categories,” Brewer said.

E-COMMERCE, MEMBERSHIP GROWTH
Brewer remains excited about SamsClub.com saying that it was an “integral in supporting our in-club holiday events.”

“Dot-com delivered double-digit comps in both direct-to-home and Club Pickup, contributing approximately 40 basis points (0.40) to the segment comp,” Brewer said. 

Sam’s Club rebranded Click ‘n’ Pull to Club Pickup and attempted to improve the service appeal to Savings and Business members. Brewer said the improvements made to Sam’s mobile and desktop platforms helped to boost conversion rates.

Membership income is the bread and butter for the club format and Brewer reported a 10.3% gain for the year, which includes the 16 new clubs that came online during the year. Without the $24 million from the new real estate, membership income rose 2% driving an annual operating income of $1.9 billion.

“I am optimistic about our growth opportunities in both the digital and the physical and that’s why we plan to open 9 to 12 new and relocated clubs, and remodel between 55 and 60 clubs this year, while simultaneously investing in innovation at SamsClub.com,” Brewer said.

In step with its parent, Sam’s Club said this year its starting pay will be raised to $9.50 per hour, noting that the business model differs from Wal-Mart Stores which is raising the starting wage to $10 per hour. Brewer said the move will ensure all Sam’s Club hourly associates are paid above the federal minimum wage.

ANALYST INSIGHT
"Sam’s has done well investing in its unique membership value proposition over the last year, really driving efforts to attract new members —especially the next generation of them as well as retain the members it has," said Sara Altukhaim, retail club expert with Kantar Retail.

She cited improved and more localized assortment curation, exclusivity, newness and faster item/seasonal rotation as positive moves made by Sam's Club executives in the recent year. Altukhaim told The City Wire that as gas prices took fell, her team saw Sam’s members being more optimistic about spending and the timing translated very well to the holiday season.

"Overall, Sam’s has made strides in driving a more consistent brand and value proposition, but the focus will need to be on maintaining its stickiness with members.  It's one thing to attract them, but the core focus will need to be on retention, which based on our data is so far seeing a positive impact," she said.

Altukhaim approves of the cash rewards program noting that they can have a real impact by further emphasizing value. She said cash rewards also provide a consistent touchpoint with members in that they bestow appreciation to those members who are the most loyal to Sam's Club. She said like efforts have fared quite well for retailers like Costco.

With respect to increasing traffic, Altukhaim thinks Sam's Club is on the right trajectory.

"Tightening their adherence to the club model and further honing in on a targeted shopper base, they will be in good shape. It’s all about keeping their eye on the ball – their members – and constantly evolving and improving their offers, experiences and services to reflect the best for these members. Moving forward, I would expect that ongoing efforts to localize and generate more excitement overall in club, particularly around key themes and holidays, will help draw that traffic out more," Altukhaim added.

Lastly, she agreed with Brewer's assessment that the club format business is adapting its model toward a generation of shoppers who have different preferences and behaviors. She said club operators must keep a close eye on the emerging online platforms like jet.com which aims to be the online answer for a Costco trip. Jet.com founder Marc Lore, formerly founded diapers.com.

 

 

Five Star Votes: 
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New manager named for Cherokee Casino & Hotel in Roland

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Cherokee Nation Entertainment officials have named Chad McReynolds as the new general manager of Cherokee Casino & Hotel Roland.

McReynolds, a Cherokee Nation citizen, brings more than 20 years of operational management experience, the last decade of which has been working in gaming operations. He joined Cherokee Casino Roland in 2003.

“I started my career with CNE as a card dealer and a way to just get my foot in the door,” said McReynolds. “The gaming industry was always intriguing and seemed like a great way to make a living. During my years at CNE, not only have I loved the job, but I’ve also come to appreciate the great things the Cherokee Nation is doing with its gaming profits. It gives a greater sense of purpose knowing the work we are doing improves services and creates more jobs for the Cherokee people.”

During his 12 years with CNE, McReynolds worked at various locations in the casino's operations. He’s worked as a card dealer, concessions attendant, cashier, materials manager, poker manager, card games manager and, most recently, as the casino operations manager.

“Chad is a great example of our commitment to developing Cherokee leaders within the organization,” Mark Fulton, chief operating officer of Cherokee Nation Entertainment, said in a statement. “We look forward to watching his continued growth, especially given the vast expansion this property is undergoing.”

In his new role, McReynolds will oversee all operations at the property, which includes transitioning the entertainment destination to its new facility this summer. This summer, Cherokee Casino will open in its new $80 million, 170,000-square-foot venue, featuring 850 electronic games, table games, two dining venues, convention space and a resort-style hotel.

Cherokee Nation Entertainment is the wholly owned gaming, hospitality, retail and tourism entity of the Cherokee Nation. The company operates Hard Rock Hotel & Casino Tulsa; seven Cherokee Casinos, including a horse racing track; three hotels; three golf courses; and other retail operations.

Cherokee Casino Roland is located off U.S. 64 on Cherokee Boulevard in Roland.

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Rogers-Lowell Chamber braves cold weather to hold banquet

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Editor's Note: The City Wire staff was unable to attend the banquet due to inclement weather conditions but the Chamber staff sent information about the awards and highlights from the past year.

Awards, highlights from 2014 and a chat with University of Arkansas Vice Chancellor and Director of Athletics Jeff Long were key features during the 93rd Annual Rogers/Lowell Area Chamber of Commerce Banquet.

The banquet was Friday (Feb.27). 2014 and board chairman Ric Clifford shared highlights of 2014 and gave vision to 2015.

“(The year) 2014 saw success in growing business, building community and establishing a framework for our area’s future,” Clifford said. “Positive new business growth and expansions resulted in another year of significant job creation helping create meaningful opportunities for Chamber members to sell their goods and services as businesses in Rogers-Lowell created over 1,300 new jobs.”

He said the chamber experienced diverse capital investments of more than $70.3 million last year and they expect another $41.2 million over the next three years. Clifford commended the Government Affairs division for the drafted comprehensive legislative agenda for the 2015 session to ensure that the Chamber “remains the voice of area business.”

He also spoke of the development of Vision 2030, which is holistic vision and consensus based community action plan that will guide economic development and community improvement initiatives.

“As we move forward to advance our region and our specific business interests, let's all remember to stay humble and to count our blessings. We have so much to be proud of and to be thankful for, but there is still much work to do to create the job opportunities that will allow all members of our community to prosper and flourish,” Clifford said.

The following awards were given out at the annual banquet:

• Ambassador of the Year Award: Jill Bright
• Rogers Educator Hall of Fame: Walter Schrader
• Volunteer of the Year: Heather Slinkard
• Small Business of the Year: Shirley’s Flowers
• Spirit Award Winner: The Walmart AMP
• Elbert S. Graham/Elza Tucker Award: Mary Beth Matthews
• Dick Trammel Rogers Good Neighbor Award: Rob Brothers

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Renewing Oaklawn: There’s more than one way to race

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story by Rex Nelson, courtesy of Talk Business & Politics. This article appears in the latest magazine edition of Talk Business & Politics, which can be seen at this link.

Eric Jackson, the longtime general manager of Oaklawn Park at Hot Springs, vividly remembers that trip across the Chesapeake Bay more than 17 years ago. It was February 1998, and it was cold. Jackson and Bobby Geiger, Oaklawn’s director of gaming and wagering, had taken a flight to Baltimore and then gotten on a small boat that was headed to an island in the bay.

“It was dark, it was sleeting and Bobby and I just had on our suits,” Jackson says as he sits in his Oaklawn office on a Monday afternoon. “We were freezing. We also knew we had a lot of work ahead of us.”

They were bound for Parsons Island, which once was described by the Baltimore Sun as a “bucolic, privately owned island covered in corn and sunflowers and with scattered wildlife.” The 100-acre retreat belonged at the time to Jim Corckran, who along with his brother owned an east Baltimore manufacturer of nails, rivets, nuts, bolts and other fasteners that had been founded in 1865. Corckran had purchased the island from McCormick & Co., the well-known spice manufacturer that had begun doing business in 1889 at Baltimore.

Jackson and Geiger weren’t headed to the island to talk about nuts, bolts or spice. They were there to talk thoroughbred racing and ways to preserve the sport in the face of increased casino competition. Two years earlier, brothers John and Jim Corckran had teamed up with Ted Mudge, the owner of a Baltimore-based insurance brokerage who was active in the thoroughbred racing industry, to purchase AmTote International, Inc. Founded in 1932 as the American Totalisator Co., the firm specialized in the equipment used to control pari-mutuel betting at horse racing and greyhound racing facilities. American Totalisator installed its first mechanical tote system at Chicago’s Arlington Park in 1933.

INSTANT RACING
Besieged by the proliferation of casinos in Mississippi and Louisiana, Oaklawn’s Jackson had come up with the concept of Instant Racing, an electronic gambling system that allows players to bet on replays of past races. Instant Racing terminals resemble slot machines.

“The 1980s had been great for Oaklawn,” Jackson says. “At the time, we didn’t fully appreciate just how great they were. In the late 1980s and early 1990s, we began to face competition from new tracks in Oklahoma and Texas [Remington Park opened at Oklahoma City in 1988 and Sam Houston Race Park opened at Houston in 1994]. “We responded by instituting simulcasting, becoming the first track to offer full cards from other tracks. But while we were looking west toward Texas and Oklahoma, the casinos were being built to the east in Mississippi and to the south in Louisiana.”

A ballot initiative that would have allowed some casinos in Arkansas – including one at Oaklawn – was tossed off the ballot just before the November 1994 election. Oaklawn made another run at it in 1996.

“We got sucker punched about a month before the 1996 election,” Jackson says. “We had gone into it with the idea that the companies operating casinos in Mississippi would not oppose us since two casinos would be allowed at Hot Springs in addition to what happened here at Oaklawn. Then they came after us. The ads were brutal, and we got our teeth kicked in. Simulcasting had been Plan A. The casino initiative had been Plan B. Frankly, we didn’t have a Plan C.”

Proposed Amendment 4 in 1996 would have established a state lottery, permitted charitable bingo games and raffles by nonprofit organizations and allowed Hot Springs voters to decide whether to authorize casino gambling at Oaklawn and two other sites in the city. The initiative failed 61% to 39%.

‘THERE HAD TO BE A WAY’
It was then that Jackson began to play around with the idea of Instant Racing.

“I thought that there had to be a way to take past races and put them in a format that people would still enjoy,” Jackson says. “Our advertising agency came up with artwork of what the terminals might look like, and we invited representatives of three companies to come and hear what we had to say. Two of them thought it was a dumb idea. The third person was Ted Mudge of Amtote. He wanted to give it some additional thought.”

That was in 1997. Mudge’s interest set the stage for the February 1998 trip to Parsons Island.

“It was like a think tank out on that island,” Jackson says. “There were all kinds of people there. We worked for about 36 straight hours. It became known at the Parsons Island Project. You can still find old files around here labeled P.I.P., which stands for Parsons Island Project.”

During the 1999 legislative session, the Arkansas Legislature removed the requirement that simulcast races be shown live, opening the door for Instant Racing. The first test terminals were placed on the floor at Oaklawn and at Southland Greyhound Park in West Memphis in January 2000. There were 50 machines at each track. By 2002, the concept was taking off in Arkansas.

“For the longest, Instant Racing was just here in Arkansas,” Jackson says. “We then started to get into other states. Louis Cella has been what I call our Fuller Brush salesman. He has gone all over the country talking about Instant Racing. He’s the reason it’s in other states.”

ALL IN THE FAMILY
Louis Cella is the son of Charles Cella, who has been at the track’s helm since 1968. Charles Cella’s grandfather and great uncle, Charles and Louis Cella, were among the founders of Oaklawn and were investors in racing ventures across the country in the early 20th century. Charles Cella’s father, John Cella, led Oaklawn into the modern era and was the track’s president for many years until his unexpected death in 1968.

The fourth generation of the Cella family operating Oaklawn – Louis A. and John G. Cella – both serve on the board. Louis is a 1987 graduate of Washington and Lee University in Virginia and received his law degree from the University of Arkansas in 1990. John is a 1985 graduate of Vanderbilt University in Tennessee and is a thoroughbred owner. Both men inherited their father’s passion for the Hot Springs track. And both have confidence in Jackson, a Hot Springs native who grew up playing golf on the three-par course that once was on the Oaklawn infield. Jackson graduated from Hendrix College at Conway with degrees in business and economics and has been with Oaklawn since 1978. He was the director of operations from 1978 until he was promoted to general manager in 1987.

Jackson became the general manager following the death of the legendary W.T. “Bish” Bishop, who had taken over in July 1972 from the equally legendary J. Sweeney Grant following Grant’s death. Grant had been the general manager since 1954. In other words, Oaklawn has had just three general managers in the past 60 years.

‘GAMES OF SKILL’
Oaklawn celebrated its centennial year in 2004. A year later, Oaklawn Park and the Cella family were awarded the Eclipse Award of Merit, the most prestigious award in racing. But no longer was Instant Racing enough to keep up with casinos in Mississippi, Louisiana and Oklahoma. The track needed additional relief from the Legislature and got it when the Legislature passed an act in 2005 permitting Oaklawn and Southland to install “games of skill” such as electronic blackjack and electronic poker if approved by the city or county. Gov. Mike Huckabee allowed the bill to become law without his signature.

More than 60% of West Memphis voters approved the games at Southland. In late 2006, work began on a $40 million expansion that included a new main entrance to the dog track, a 55,000-square-foot gaming room, a 400-seat special events center, a 150-seat nightclub, a 280-seat buffet and additional restaurants. Last year, a $37.4 million expansion was announced, including dozens of new gaming machines and the addition of Sammy Hagar’s Red Rocker Bar & Grill.

In Hot Springs, meanwhile, a public referendum to allow expanded electronic games at Oaklawn passed by just 89 votes in November 2005. Litigation ensued. In September 2007, the Arkansas Supreme Court upheld the law authorizing Oaklawn to add expanded games of skill. On the day after the Arkansas Derby in April 2008, Oaklawn began construction on a 60,000-square-foot, two-level structure to house the electronic games.

Things have taken off from there:
• In August 2012, Oaklawn announced that there would be a record $20 million in purses for the 2013 race meeting. The purses, in turn, attracted a higher quality of horses. When Rebel Stakes runner-up Oxbow won the Preakness Stakes at Baltimore in May 2013, he became the 10th Triple Crown race winner to have come from Oaklawn in 10 years.

• In June 2013, Oaklawn announced plans for an expansion to its gaming area that would increase capacity by another 50 percent. The work began in early August of that year and ended just prior to the start of the 2014 race meet.

• Construction on the additional $20 million expansion resumed the day after the Arkansas Derby last April.

• In November, the new gaming area and Silks Bar & Grill opened. By the start of this January’s race meet, a high-limits area and a poker room had also opened.

“We’re going to have purses of $23 million this year,” Jackson says. “We’ve picked ourselves up off the mat. This is just as much fun as it was in the 1980s, but this time we appreciate it more. We realize that we looked into the abyss and survived. When things were at their worst in the 1990s, Charles Cella insisted that we keep the racing quality up until we could find a lifeline. He was, in essence, underwriting the purses. These days most tracks are owned by gaming companies. We consider ourselves a racetrack that happens to have gaming. We’re the only one who truly uses the gaming proceeds to vastly improve the quality of racing. Gaming now pays the light bill here, but racing is our passion. It’s in our DNA.”

MULTIPLE EXPANSIONS
David Longinotti, Oaklawn’s director of racing, is a Hot Springs native like Jackson. He began covering Oaklawn when he wrote sports for The Sentinel-Record. He later helped open Remington Park in Oklahoma City before becoming director of media relations at sister track Thistledown in Cleveland in 1991. Longinotti returned to Remington as director of communications in 1994. He later spent more than a decade handling the Oaklawn account for Little Rock advertising agency CJRW and then joined the Oaklawn staff in 2006.

“This is David’s Christmas,” Jackson likes to say of the racing season, which runs from early January until the middle of April.

Oaklawn is now among the top five tracks in the country in average daily purse distribution. Race fields were full early in this year’s meet, and there was a lack of stall space. Jackson laughs when asked about the multiple facility expansions that have occurred in recent years.

“That’s a clear indication of the poor job that management did with projections,” he says. “It would have been much cheaper if we had done it all at once.”

In 2014, Oaklawn and Southland saw combined electronic games of skill wagers of almost $3.53 billion. Oaklawn pulled in $1,359,074,501 and Southland had $2,172,451,426 in gaming wagers. The totals are expected to be even higher this year. Oaklawn had to postpone the first weekend of racing in early January due to extremely cold weather, but Jackson was philosophical. He says at such times, “There’s nothing you can do about it. It’s an outdoor sport.”

In the weeks that followed, the track was blessed with warmer-than-expected weather. The Hot Springs track continues to gain momentum at a time when a number of other tracks across the country are suffering. The Fair Grounds at New Orleans has cut purses consistently in recent years. Oaklawn, meanwhile, has been increasing its purses for more than a decade.

‘SOMETHING SPECIAL’
In an interview last year with The Times-Picayune of New Orleans, thoroughbred owner Maggi Moss of Des Moines, Iowa, said of the Fair Grounds: “Nobody cares, so why would I take the time to care? When I go to Oaklawn, I know people care. You get treated great.”

“I don’t think anyone ever expected to see our purses double in just 10 years thanks to Instant Racing, gaming and good racing,” Longinotti says.

Off-track handle picked up last year when Oaklawn’s races returned to the racing channel TVG after only being shown on competing channel HRTV in 2013. The track also has benefited from a product known as “OaklawnAnywhere,” an advance deposit wagering site that allows Arkansas residents to bet using the Internet.

At age 79, famed trainer D. Wayne Lukas is among those who spend winters at Hot Springs. The Wisconsin native has won more Triple Crown races than any other trainer with 14 (he has captured the Kentucky Derby four times, the Preakness Stakes six times and the Belmont Stakes four times). Lukas already had become a legend in the quarter-horse industry when he made the switch to thoroughbreds in 1978.

He says: “Arkansas has something special going on here. Something happens here that’s now missing at a lot of other tracks. You have real fans here.”

‘GENUINE ENTHUSIASM’
Lukas believes Oaklawn could serve as an example for tracks across the country. That’s because it’s still a place for family outings, a spot where the food and the chance to visit with friends is as much a part of the experience as the betting. He calls Hot Springs “a national treasure,” a resort town where a day at the races is a social event worth getting dressed up for. He says about the only racing towns that can compare these days are Saratoga Springs, N.Y., and Lexington, Ky.

“Racing got soft all over the country,” Lukas says. “We became too confident that people would keep coming to the track. Going to the races is still a part of the culture of this state. There’s a genuine enthusiasm for the game that’s hard to find elsewhere. Look at the average daily attendance at Oaklawn. It’s higher than most of the other tracks.”

Lukas says he likes the fact that he can walk into a Waffle House for breakfast and have people come over to talk racing. That doesn’t happen in New York, Los Angeles or Miami. Across the American landscape, thoroughbred tracks have become sad, empty places, mere adjuncts to adjoining slot facilities. Oaklawn, though it also now has an extensive gaming center, has been able to remain a bit different. The racing still matters.

In a book titled “Crown Jewels of Thoroughbred Racing,” Hot Springs native Randy Moss wrote: “No palm trees line the entrance to this racetrack, and its paddock isn’t one of those botanical gardens that make horseplayers want to fold up their Daily Racing Form and splash on suntan lotion. It doesn’t have a Phipps or a Hancock on its board of directors. Thomas Jefferson never raced there and overalls outnumber neckties by three-to-one in the grandstand. But ask well-traveled horse lovers to recite their favorite racetracks and chances are good that Oaklawn Park will pop up in the conversation. For a little country track in Hot Springs, Ark., on a two-lane road between nowhere and no place, Oaklawn has made quite an impact on the racing world.

“During the track’s rapid rise to prominence in the late 1970s and early 1980s, racing executives from throughout the country and even reporters from Sports Illustrated and The New York Times were dispatched here in hopes of determining what made this unlikely racetrack so special. They usually returned home with a hangover and a stretched-to-the-limit credit card, reporting that they couldn’t figure out the secret formula but sure enjoyed the heck out of the search. But without even knowing it, they knew it. The key to Oaklawn has always been simple. The track is one big party.”

Moss, who now works for NBC Sports, related the story of Cuban-born trainer Laz Barrera, who remarked after a race in Hot Springs that he had never been to Oklahoma. Told that he still hadn’t been to Oklahoma, Barrera replied: “Well, wherever we are, it’s a long way from California.”

NEW CHAPTER
With the glory days of the 1980s and the early 1990s over, Randy Moss wrote in 1997: “Although great horses still are flown in for the Racing Festival of the South stakes, the crowds and enthusiasm have dimmed somewhat in recent years. The Clydesdales have been replaced by a tractor, the infield critters and wagon rides are gone, riverboat casinos in Mississippi and Louisiana have taken away many of the celebrants and some fans now stay home for the convenience of watching the track’s races on simulcast screens in Shreveport, Dallas-Fort Worth, Oklahoma City and West Memphis.”

Little did Moss know in 1997 that a new chapter was about to be written at Oaklawn.

The old lady of Central Avenue has received a remarkably successful facelift since those words were written. Along came Instant Racing. Along came the other so-called games of skill. Up went the purses. Horses went on from Oaklawn to win Triple Crown races. And the national media noticed.

For Oaklawn Park at Hot Springs, maybe these are the good ol’ days.

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