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New Earthwise Businesses

Phiz: Owner Erin Molyneaux
outside Phiz Spa
with EarthWISE plaque.

Designer Cut was certified
as an EarthWISE business.

By Beth Casper
Special to the Salem Business Journal

   Green business owners in Salem are savvy enough to know that doing right by the environment also means doing the best for their customers.
    Nowhere is that more evident than in beauty salons.
    Roberta Olfert of Designer Cut on Bush Street SE has nine stylists in her salon. The shop features natural hair colors and products that reduce chemical waste. “With the growing problem of chemically altered foods and products and the growing problem of chemical intolerance in people, it's more important to reduce chemical use where we can,” Olfert said.
    “This will help give all of us and the generations to come a cleaner, healthier life.” Erin Molyneaux of Phiz Spa on High Street SE eliminated the tins, sticks, strips of paper and wax in favor of a biodegradable technique that removes hair. Her other products are all natural and generate little waste.
    The hair-removal technique called sugaring reduced Phiz Spa’s waste by 99 percent, Molyneaux said.
    “There are three ingredients: sugar, lemon juice and water,” she said. “It is antibacterial and hypoallergenic and completely biodegradable. The only waste I have at the end of the process is hair and a glove.”
    Molyneaux also changed to an alternative for paraffin wax, which takes a long time to heat and must be tossed in the trash when it is done. The new product, Eco-fin, can be warmed up in the hot-towel cabby so that it doesn’t take extra energy to heat. And it is made of natural ingredients that can be massaged into the skin like a lotion.
    “I’m interested in the long - term health of my clients’ skin along with the opportunities to reduce waste,” Molynea u x said. “When choosing a nail care line, I’m interested in the science of unnecessary toxins that the average person is unaware of consuming through a simple manicure or pedicure along with my vendors’ sustainability practices.”
    Designer Cut and Phiz Spa may be the first green beauty salon and spa in Salem, but they will certainly not be the last.
    Olfert said that other salons are taking notice and inquiring about getting Earth- WISE certified through Marion County. The EarthWISE program is free and helps businesses recycle, save energy, reduce waste and much more. To earn certification, a business meets criteria in six areas.
    “It feels good to lead by example for other salons as well as all who will become aware of what a difference we can make for now and the future,” Olfert said. Designer Cut earned EarthWISE certification in 2012, and Phiz Spa in 2012. Phiz Spa was nominated for a Green Award in 2013 and 2014.
    “As an entrepreneur, I am excited to be loud about these ideals,” Molyneaux said. “Choosing green service providers like Phiz Spa and Designer Cut for your beauty and wellness needs doesn’t have to come at a cost to our environment.”
    The benefit isn’t just in knowing that their businesses are lighter on the environment than others, but also in knowing that their customers are interested and engaged in the business’ environmental practices.
    Olfert said, “Our customers really appreciate what we’re doing.”
    For more information about the Earth- WISE program, go to www.mcEarth- or call 503-365-3188.

Business Success Strategy:
If It Cannot Be Measured
- It is Not Worth Doing

    In today’s “big data” business landscape, “best in class” organizations are adamantly keen on the powerful advantage of gathering and analyzing the metrics. Smart firms plan for and strategize using primary and secondary research methods to attain both quantitative (numbers) and qualitative (“why the number are what they are”) analyses in a mixed research/analysis approach.
    Certainly, I believe it is fair to experience a gut feeling (instinctive) idea, but without testing this instinctive decisionmaking methodology against carefully obtained statistics, business operators suffer a much higher degree of misalignment – causing a half-cocked strategy to fall flat.
    Analyzing the numbers and understanding why the numbers (data) is what it is; places leaders and managers in a far greater position of maximizing their opportunities for success – while minimizing their risk for failure.
    On behalf of business start-ups, I share these essential measurement precepts so that you may think twice before deciding to drive your new endeavor in an ambiguous direction that will deliver unexpected, unrealistic, and ultimately, dismal results relative to your business strategy.
    For example, in the literary industry, new market entrants are enticing authors and book publishers to precariously invest their start-up capital into faux book marketing campaigns that provide no realistic financial pro forma, but yet, claim they will guarantee authors an additional $150,000 in book sales within the next year.
    As an MBA scholar, and currently, business doctoral candidate, who specializes in business strategy, under the direct mentorship of Harvard’s own, Dr. Michael Porter, I would never place a client in a pattern toward certain failure (Millar & Porter, 1985).
    Without conducting a realistic financial pro forma, how can any book support organization make any type of financial claim and why would any book support organization place their firm is such a high-risk position? No Matter the Size of Your Start-Up: Financial Pro Forma According to Ross and Wasterfield (2008), a pro forma, relative to business, is defined as financial statements are prepared in advance of a planned transaction, such as a merger, an acquisition, a new capital investment, new business venture (start-up), or a change in capital structure such as incurrence of new debt or issuance of stock.
    Without analyzing how many hits, clicks, sales, your conversion ratios, break-even point, ROI, or which tracking links are rendering the best results (profit), you are operating a ship without a rudder, proceeding to a destination without a map, and flying an aircraft without a compass (GPS). No Measurement – No Accountability: The Smoke and Mirror Factor I would caution and any all business startup leaders and managers to ensure that whichever firm they opt to assign their business strategy and marketing duties to have a proven track record of developing and implementing business strategy strictly by the numbers. Not only that, but new venture operators must be confident in knowing and understanding that such an outsourced firm is prepared to render full accountability on your behalf.
    Without running a financial (projection) pro forma how will you be able to accurately identify your break-even point or when you can expect to receive a return on your investment (ROI)?

The Takeaway

Certainly the unscrupulous will continue to freely permeate the digital landscape, but you can protect yourself and your start-up investment capital when you call these tall claim circus barkers to task.
    Before swiping your card or smearing the ink, be sure to read the fine print. Be sure that if you do not fully comprehend the “fine print” and sales jargon, you seek qualified legal advice from a licensed and credible business attorney. And finally, if your strategy and business modeling process is not measurable, be prepared for one hell of a wild ride through the unknown – unless of course you hope to succeed running your business using Vegas odds.
    Be smart and be encouraged, TJ Marino, MBA, "The Strategist," can be heard Monday through Friday 6-6:30AM Pacific. Strategist Radio LIVE: http://www.StrategistRadio. com References, Millar, V.E. & Porter, M. E. (1985, July–August). How information gives you competitive advantage. Harvard Business Review, 63, 149–160. Ross, S, & Wasterfield, R. W. (2008). Corporate finance. New York, NY: McGraw-Hill.

Northern Lights Always $3

    When I was about 14 years old, in 1959, I had a Monday through Friday paper route for the Grants Pass Daily Courier, an afternoon paper. My route of about 40 customers consisted primarily of downtown Grants Pass businesses. The paper sold for 5 cents and I got 2 of those cents for each paper. Seriously! At the finish of my paper route, on a nearly daily basis, I would meet up with my best friend, Frank James, who also had a paper route, at the now legendary Grants Pass Pharmacy.
    The “Pharmacy” as it was called was a gathering place for young people in the late 50s and it continues to be so even today.
    Frank and I would usually have a sundae of some sort which would cost only 25 cents. In other words, my profit for the day of an incredible 80 cents would daily be reduced to only 55 cents. That is if the soda jerks (that’s what they were called) remembered to charge us. They forgot most of the time and we allowed them that privilege.
    They were great young guys, just maybe a few years older than us, and were very social, thus, the forgotten charges. Their names were Lee and Eldon Roudebush, or as we knew them, the “Roudebush brothers”. Frank and I, shamelessly, got a lot of free sundaes over about a year’s time.
    Fast forward to March 2004 and an article I read in the Salem Statesman Journal about a guy from Alaska opening up the first “theatre pub” in the state. His name was Kevin Roudebush.
    When I saw the name Roudebush I remembered those “Roudebush brothers” and those fantastic, “free” ice cream sundaes. It occurred to me that this guy could be related to them. I thought, “even though he was from Alaska, how many Roudebushes could there be?” I was determined to meet him and find out “the truth”.
    A few weeks later, at a Salem Area Chamber of Commerce weekly networking meeting called “Greeters”, I met this Roudebush guy from Alaska. And low and behold, he was the son of Lee Roudebush, one of the “Roudebush brothers” soda jerks from the Grants Pass Pharmacy that Frank and I had “fleeced” low those many years ago. Just another “small world” moment in my life right here in Salem, Oregon.
    Kevin Roudebush was born in Medford, Oregon, in 1968. The family moved to Monmouth while his dad, Lee, was getting his teaching degree and then to Jacksonville, Oregon, for the next 4 years.
    His mom, Lory, was an elementary school secretary.
    His parents divorced when he was in the 3rd grade and his dad took a teaching job in Alaska.
    When Kevin was a freshman, he moved to Anchorage to be with him.
    Roudebush was a sophomore when his dad, in a teaching exchange program, moved to Hawaii for a year. Kevin stayed behind, moved in with a friend and his mom for a short time, then back to Medford during the break between his sophomore and junior year. He’d become a member of DECA and that relationship resulted in his own successful spike leather jewelry business in Medford. DECA is a 501(c) (3) not-for-profit student organization that prepares emerging leaders, and entrepreneurs for careers in marketing finance, hospitality and management in high schools and colleges around the globe.
    Not settled yet, Kevin moved back to Anchorage for his senior year of high school and graduated there in1986. He was quite the football player on his state championship team. In fact, he was the MVP for the championship game as a slot and running back.
    After high school, because a cousin lived there and he could also play football, Roudebush attended Southern Oregon University in Ashland, Oregon.
    But out-of-state tuition turned out to be a problem so he moved back to Anchorage the next spring, buying a house when he was 20, and graduating from the University of Alaska Anchorage in the fall of 1992 with a degree in business and an emphasis on economics.
    His relationship with DECA from 1988 to1993 resulted in several outstanding opportunities such as serving as DECA’s state reporter and working with Leadership Experiences, INC on projects like the cultural exchange program that put him in Santa Fe, New Mexico, on a HOPI Indian reservation studying the connection between that tribe and Alaska Natives.
    Additionally, throughout that program, he had the opportunity to work in Tapai and Singapore. He was a man about the world.
    During the interview, because of the way his formal education was broken up by those other events, Roudebush quipped, “College was the best 7 years of my life”.
    After driving back to Anchorage following his Santa Fe experience, Kevin would continue his eclectic work experiences for the following 3 summers He did the Host and Hostess training tour guide program for Alaska Railroad and his girlfriend at the time introduced him to Princess Tours Land Company where he became a guide. He got to go on about 14 Princess cruises for $15 a day! Also, after his college graduation, he worked a couple years as general manager for Wild Alaska Rivers Co putting together raft packages to ship out to customers. That one ended because of some big differences between him and the owner.
    Without a job for awhile Roudebush helped his buddy with his central vacuum installation business and, at the same time became a state advisor for student government on a grant from the state. In that capacity, he did training seminars for various student governments.
    Somewhere in there, he also found time to run the Alaska Channel Visitors information channel on various hotel TVs. He did that parttime at first then fulltime after dropping all the other things he was into.
    Roudebush came up with his “Live Postcard” idea in the summer of 1998. It was a sophisticated initiative comparable to Trip Advisor where you develop personalized postcards of target places visited to send to friends, etc. Kevin worked the road for the first 6 months trying to get interest and investors after beta testing it in 1999. Unbelievably, he was able to raise a $3.5 million investment in New York City from AUDAX Financial. Unfortunately the people hired to carry the idea further burned through the money and when the dot. com crash of 2001 occurred, all the money was gone.
    Roudebush tried to revive the concept when he took off work from July 2001 to August 2002 traveling various places in an attempt to seed Live Postcard again. It did not work out. In August of 2002 Roudebush decided to join the rat race and took a regular job as the accounting manager for Lithia Dodge in Anchorage.
    But, restless again, he quit in 2003 to take a cruise to Salem to see a girl here. He’d taken her to a theater pub called Bear Tooth in Anchorage. And that’s what eventually inspired his Northern Lights Theatre Pub idea for Salem. So after first moving back to Medford to be closer to family and then a trip to Sidney, Australia, Kevin finally made his last (or latest) move to Salem, Oregon, and found the venue that would become Northern Lights Theatre Pub.
    He signed the lease in November of 2003. It took 6 months to prepare the place with a kitchen, seats and screens. Northern Lights Theatre Pub Opened March 20th 2004. Roudebush says it took about 6 months to catch on. For the first 3 years, he was putting in 60 hour weeks. Not so much these days.
    On the web you can find it at: Northernlightstheatrepub. com. The phone number is (503) 585-4232. And if you’ve never been there, here’s how it works: After you get your tickets to the theatre at the door, you can place your order inside. You can even view their menu online before you come. Having a good idea of what you want will help them make sure the lines move fast and you make the best choice. They make everything to order so if you don’t want onions on your nachos, just let them know.
    When you finish your order, you can get your beer or wine ready to go. They’ll give you a table number to take with you. You place that on your table so they can see it from the aisle. Sit back, relax and enjoy your movie. They’ll bring your meal as soon as it’s ready. If you have a craving for another beer or wine or to followup with the best popcorn in town, they’re waiting in the lobby to help you.
    The movies, as you most likely know, are “second run” meaning that, after their initial opening and run in the “regular” (and much more expensive) theaters they are available for Northern Lights. A movie’s first run is on average about 7-9 weeks (a bit longer for blockbusters), so if you can wait a couple of months to see a movie, you can save a bundle because their movies are always only $3.00! Three dollars for a movie! Plus, you can get
    a meal to boot! But movies aren’t the only thing available at Northern Lights. Other special events they host may be what you’re looking for. For instance, among many other events, if UFC (Ultimate Fighting Championships) are your style, these matches are shown on the big screen and have become very popular. As has Monday Night Football and the NCAA National Championship Football and Basketball finals (and Oregon Civil War football). You can even “attend” the Academy Awards Oscar Party there. In other words, there’s something for just about everybody. And that, in a nut shell, is how it all works.
    Kevin is a big family man these days. He met his wife, Jessica, in the fall of 2004 when she was working at the theatre. There was an immediate and mutual attraction and they married on October 8, 2005. She now works at SAIF helping injured employees back to modified work.
    The Roudebushes have two children. Son, Colton, 6, goes to Sumpter Elementary School and models for retailers like Fred Meyer and Rebok. Daughter, Payton, 3, “cute as a button”, says Kevin, is busy being a pre-schooler.
    As for hobbies, the whole family loves hockey and family activities. Kevin’s also a fan of golf at Creekside Golf Club.
    Roudebush’s professional goals for the future consist primarily of continued quality operation of Northern Lights and improving the theatre pub environment wherever he can.
    So, there you are. Kevin Roudebush, the man behind the Northern Lights Theatre Pub phenomenon. It took him awhile and a lot of moves to get to Salem, but here he is for your viewing and dining pleasure with an outstanding business model that caters to folks and families that are looking for value in their movie watching lives. Invest $3.00 on an experience you’ll really appreciate. Check out Northern Lights Theatre Pub, soon. Did I remind you that movies are always only $3.00?
    Oh, and if you’re wondering about the ice cream sundae debt Frank and I owed, Kevin figured it up, approximately, and with interest, and it came to a total of about $3249.25 or so.
    I’ll try and take care of my share on a payment plan.
    Bill Isabell is chief meteorologist for Salem’s First Choice, KBZY Radio, 1490am