"It's a brand new health care product that virtually doesn't exist nationwide, and we are at the forefront," he said. "All of the health care change that's going on right now is moving people out of hospitals to a lower-cost setting. But it still has to be quality, and right now there's not a lot of quality out there that's post-hospital stay.
"So we're in the right place at the right time. We've invested heavily into our systems and our designs and now are really bearing the fruits of a lot of years of labor."
That's just a next step for
So beginning in 2015, rather than only build facilities that others operate,
"I feel like we're in the very early stage of our growth opportunities," Turner said. "It's been good from a financial standpoint, but given the opportunity nationwide, we really feel like there are opportunities to grow at a really nice pace."
The advertising/marketing/public relations firm TrendyMinds traces its growth to 2010, when the
"A lot of companies hadn't heard of us at that point, and we started to get a lot of inquiries," Yager said.
Yager said "getting known, picking up some great clients and doing good work" led to TrendyMinds' 181-percent growth over three years - from about
"The clients trust us to flex our creativity and push the envelope on things," he said.
The growth has continued. At the end of 2013, TrendyMinds purchased a smaller agency called
Tactic - which has a client base that includes the
"We were getting to the point where we were looking at turning away business, and we didn't want to do that," he said. "So this was a great way for us to be able to have leads and move people in. It also gives our team flexibility, so as people want to grow and do different things, they can work in one division and go to another if they want to."
3. enVista LLC
Contracts with 650 companies including such major names as
The IT consulting organization creates strategies to help companies move goods through supply chains efficiently. Ongoing investment in strategic software that enVision builds will enable the company to continue to grow, Barnes said.
But he said its growth can truly be traced to its business philosophy: Because enVista is "a company without a product," it needs to hire the best and brightest people who are self-motivated. "Basic blocking and tackling," he called it.
"We treat our people with respect, they trust the leadership team, they understand our intent and where we're going as an organization," Barnes said. "There's never any doubt about where we're at and where we're going.
"We're also transparent with our financials, so everyone knows when we're doing well and when we're doing bad," he added. "When we're doing bad, we all suffer together, and when we're doing well, we all celebrate in the success."
Barnes said enVista is on target for 36-percent growth in 2014. In fact, the company, is actually trying to slow down a bit.
"To keep our foot on the accelerator, we've got to look inward and do some things to make sure our talent is trained better and we're producing quality solutions for our clients," he said.
That said, Barnes added this: "But it's hard to get off the wave when we're on a tidal wave. Right now, we're on a tidal wave, and we're getting pulled along with it. We're in a good place."
Element Three clients are spending three times as much as they used to with the branding/marketing firm. That accounts for the company's growth, President
"That's a key indicator that what we're doing is successful," she said. "People are seeing it makes sense to spend more money on us. We can get a lot bigger with fewer clients, which is a much healthier way for a company to grow."
What's driving them to spend more, she said, is the real story of why Element Three is growing.
Sauder said Element Three was "a run-of-the-mill advertising agency" until a couple of years ago. That's when the company approach changed - instead of pushing out messages to consumers, it would create content so that when a consumer went searching for information, Element Three's clients would be prepared to help. As an example, she cited client
Element Three makes sure all that information is easily available to the customer.
"We turn our clients' brands into magnets," Sauder said, "so that when people want what you have, you are found."
The new approach continues to work well. Element Three is ahead of plans by 30 percent this year, Sauder said, and the company is taking over a second floor of its building in the Pyramids on the northwest side.
"When we started being very honest with ourselves about that, that's what we are great at, our work started to get better and better, our clients got bigger and bigger, the retention was better and better," she said. "So it all built on itself."
There are more than 1.5 million 501(c)(3) organizations in the United States, and an overwhelming majority of them need to raise money. More and more, BidPal CEO and Chairman
"We created a paradigm shift, a new way for these organizations to have bidding on their silent auctions and do charitable appeals during those events," he said. "We created a whole new market. It's a huge market."
Webber also credits BidPal's growth to its suite of software that helps organizations fund-raise not just for special events, but every day. Using BidPal's technology, organizations can sell tickets, register for auctions, and make donations while automating the credit card processing. The result is a "painless process that helps them make more money," he said.
Webber said BidPal's reputation spreads by word of mouth - "From every event we do, we get five to 10 new leads." Online marketing, direct sales and telemarketing also bring in new customers. It's helped, he said, that half of BidPal's employees have worked for charitable organizations, which makes them committed to helping these organizations raise more money.
"Instead of helping one organization be more successful," Webber said, "they're helping thousands of organizations be more successful."
Webber said BidPal's future looks bright.
"We are clearly the dominant player in the market," he said, "and that allows us to have continually a better fleet of products, an integrated suite of products, and a growing suite of products as we continue to invest in adding more and more tools for these organizations to be able to raise money more effectively."
So this summer,
"We have some nice national accounts, but we need to focus on local and regional customers," said Fitzgerald, who started his career with a national trucking company in
These days, Fitzgerald attributes the company's growth to "just hiring the right people and sticking to what we do."
"Our customer base is very diverse, so it covers a lot of industries," he said, citing clients
"They all need kegs," he said, "and kegs aren't cheap."
More beer has meant more hiring - Sun King now has a full-time human resources manager, 48 full-time employees and more than 60 part-timers - and more profits have enabled the company to add a 401(k) with company match and employee health care coverage.
Revenue last year surged to
"It is bigger, more intense and greater than anything we had ever imagined," Robinson said. "We've turned that corner from startup company to stable, active organization with a level of maturity. Everything's really come together for us."
Robinson said Sun
The company does around 200 events a year in conjunction with various not-for-profits, including Indiana Landmarks, the
"We've tried to embed ourselves in everything that is community and culture, in central
Five years ago, Robinson said, about two or three of every 100 beers consumed in
"There's been a huge shift in the beer-drinking populace in our area over the last five years," he said. "That's been good for my company - and good for all of these startups."
These are good times for auto manufacturers - and that means good times for Stratosphere Quality, which devotes 90 percent of its business to inspecting auto parts to make sure they meet quality standards.
Chief Operating Officer
"Every time there is a model refresh or a new model launched, that's certainly good for our business as the manufacturers are focused on ensuring that the final quality of that vehicle is up to their expectations," he said.
Stratosphere Quality now does business in about 20 states and
Stratosphere also has been diversifying its business - adding appliances, power equipment and medical devices. Last year, the company opened a second corporate building in
"As soon as we got that building in place, we saw - as we had hoped to - an increase in that particular piece of our business," he said.
Overall in 2013, Gray said, Stratosphere employees sorted 211 million parts and found more than 6 million that were nonconforming or bad.
"It's always nice," he said, "when you get tangible proof of the hard work and the value you bring to your customers when you can point to something like this and say, 'See, we're making a difference' It's a niche industry, but for the providers who can deliver what they say they can, there is great success to be had."
For the first two years after they franchised the Sotheby's name, which is synonymous with high-end auctions,
Those efforts paid off, as sales volume climbed from
That's not just high-end properties, Zukerman said. In 2013, 36 percent of the properties Encore Sotheby's sold in
Zukerman credits his agency's rapid growth to the level of marketing materials, the power of the brand and the quality of their personnel.
"It's a pretty powerful cocktail," said Zukerman, who was a developer before he got into the brokerage business. (Among his developments was
He said a couple of other factors have spurred growth, too: The marketplace has improved and consumer confidence "seems to be coming back in the right direction." There's also more activity in higher-priced homes.
"Prices may not have recovered yet in some of those price points," he said, "but there's activity in those price points."
That should continue to improve this year, Zukerman said. He projects
"I think the high end will continue to recover," he said. "Prices will slowly recover. I'm glad it's a gradual recovery. I think if we made a snap-back recovery, I'm not sure we could maintain. But with the pace of how things are improving, the long term is looking good today."
What used to be called
SmartIT finds both temporary and permanent personnel for its clients, which typically are Fortune 5,000 companies that might need full-time help or just people to handle a specific project. He declined to disclose names, but described some: a large
For smaller clients, it can be difficult to attract and retain IT personnel, so "it's easier for us to hire that person and deploy them to a client site," he said.
"You see in the papers today how everyone says they can't find enough IT people," Rothwell said. "There's not enough good people out there. Clients that we have face those challenges. It's hard for us to find good people - and that's our core business. So it's really hard for them to find good people."
SmartIT, which incorporated in
"This is a result of relationships we've done that clients have just multiple locations and they take us along," Rothwell said.
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