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www.manufacturedinmississippi.com
Letter from the Editor
Manufacturing is a core industry in Mississippi. Our
manufacturers benefit from legislative and public support,
as well as from the Mississippi Manufacturer’s Association,
whose mission is to support all Mississippi manufacturers.
Manufactured in Mississippi magazine is the first privately
held Mississippi publication of its kind. Each edition focuses
on important industry issues and topics, including state
and national legislation, special interest pieces, and business
profiles.
Every issue is directly distributed to key elected officials,
legislators, business leaders, industry leaders, and members of
the Mississippi Manufacturer’s Association.
If you have an important topic that you would like to see on
the pages, or are interested in how you can have your company
represented in the magazine, please contact our editorial or
advertising staff.
We trust you will find Manufactured in Mississippi an
important read.
– Bryan Carter
Editor-in-Chief
01issue:
Publisher
P2 Publishers
Editor-in-Chief
Bryan Carter
Contributing Editor
Matthew Jackson
Visual Design
Sweta Desai, Chance Shelton
Photography
Sweta Desai, Chance Shelton, Bryan Carter
Advertising Director
Fran Nause Riddell
Manufactured in Mississippi is published by P2 Publishers. Reproduction
of Manufactured in Mississippi magazine, in whole or in part, is strictly
prohibited without written permission. We do not accept responsibility
for any unsolicited materials and may not return them. All information
in this magazine is taken from sources considered authoritative, but P2
Publishers cannot guarantee their accuracy. Inclusion of editorials, im-
ages, advertisements, or other materials in this magazine does does not
constitute an endorsement for products or services by the publisher.
9. Spring&summer2015
7
Since we started in 1947, our chicken has been
free of extra salt, water and other additives. It’s
not just 100% natural. It’s 100% chicken.
For recipes visit us at SandersonFarms.com or
find us on Facebook.
11. Spring&summer2015
9
By Bryan Carter / Featured Writer
Adapt. Adjust. Overcome.
Navy veteran Larry White is the
owner of AA Calibration Services,
LLC, an airline equipment remanu-
facturing and cali-
bration business
that specializes in
altimeters, airspeed
indicators, and verti-
cal speed indicators.
Since 2004, AA
Calibration has con-
tinued to grow, and
now makes its home
in a 5,000-square-
foot facility in Yazoo
City, Mississippi,
constructed from
the ground up in
2010. White’s is a
story of successfully building a manu-
facturing business using his wits and
his savings, one step at a time, with an
attitude of self-sufficiency that is now
embedded in the company’s culture.
Today the company supports White’s
family along with 18 employees and
their families.
Larry White has a saying, “Adapt.
Adjust. Overcome.” It is a philosophy
he puts into practice on all projects
large and small. It is a way of living
that he imparts to his employees and
those who are working to become part
of his team.
Lemons or Lemonade
People handle hardships differently.
Many people view being laid off from
their job as devastating. Others prac-
tice constant vigilance in seeking out
opportunities. They seem to be able
to navigate difficulties with grace, and
even find advantage in their situations.
White was working for L-3 Vertex
in 2004 in a dedicated calibration lab.
When L-3 Vertex announced that they
were downsizing, including closing the
lab and eliminating White’s position,
he saw an opportunity. Upon hear-
ing the news, rather
than seeing defeat
in his circumstance,
White decided in-
stead to make an
offer to buy the
equipment from the
lab in order to start
his own business.
White’s unconven-
tional response paid
off when L-3 Ver-
tex accepted his of-
fer. Two weeks later
White had secured a
1,000-square-foot space, and AA Cali-
brations was born. His former employ-
er became his first client.
After White and his wife, Dorothy,
who serves as Chief Financial Offi-
cer, established AA Calibrations, they
immediately began seeking advice on
how to navigate the business startup
waters. They were determined to take
the right steps. White credits the Mis-
12. ManufacturedinMississippi
10
sissippi Development Authority with
being particularly helpful, as well as
Mississippi State Senator Horne, U. S.
Congressman Thompson, and Henry
Cote, former president of the Yazoo
County Chamber of Commerce and
former president/CEO of the Yazoo
County Economic Development Dis-
trict. Over time AA Calibrations was
able to establish statuses, certifications,
and associations that would help them
in their startup period, including the
Historically Underutilized Business
Zones (HUBZone) program, the 8(a)
Business Development Program, the
U.S. Department of Transportation’s
DBE (Disadvantaged Business Enter-
prise) program, the Mississippi Manu-
facturers Association (MMA), City of
Jackson, and the Small Business Ad-
ministration Service-Disabled Veter-
an-Owned Small Business program.
Startup capital was nearly impos-
sible to come by. Says White,“It seems
like the banks were only able to make
loans if you already had capital. So we
found ways to fund all of our startup
ourselves.” In fact, White has funded
every business expansion with cash and
savings. “We were able to get through
the toughest times with the help of my
military pension. It was tight, but we
did it and are still doing it.”
Today both Larry and his wife Dor-
othy draw paychecks.
Workforce Issue or
Opportunity Issues
To meet the demands of their ex-
panding business, White needed em-
ployees — skilled employees. Calibra-
tion is a precise business, and qualified
technicians are extremely difficult to
find, whatever your location.
In Yazoo, there were no properly
skilled employees to work as tech-
nicians in a calibration lab. What
White did find were good people who
dreamed of bettering their lives. Hav-
ing a skilled job simply seemed un-
attainable for many people he came
across. Says White,“We have a worker
surplus, but a lack of skills.”
White decided to meet the work-
force challenge with education. He
sought the aid of the WIN Job Cen-
ter in Yazoo City, which funded an in-
house on-the-job training (OJT) pro-
gram where White personally oversaw
the development of the skills he need-
ed in people while they worked. Says
White, “We brought in people who
were eager for the opportunity to bet-
ter themselves and work their way to a
skilled and valuable position.” White
was not only developing skills, he was
helping develop value and self-esteem
in his new team.
The experience of giving a helping
hand to deserving individuals struck a
deep chord with White. He embarked
on a new, parallel life mission. Says
White,“There is nothing more reward-
ing than that feeling of giving someone
a job — to help put their kids through
school and pay the light bill. To help
them earn an income for their family.”
Raising the Bar, Again
While OJT was effective, there was
only so much White could do by him-
self. He needed a way to train more
employees more quickly, and help even
more people in the process.
White reached out to Holmes Com-
munity College and was able to estab-
lish a workforce development certifi-
cation program, Basic Electronics and
Metrology Certification, with the help
of Jackson State University engineering
instructor Mitchell Belser. The result
was a new level of empowerment for
White and his protégés. Says White,“I
sat in on classes with the students. We
were able to help shape the content and
curriculum of the class so that it had
the right focus to enable graduates to
have the practical knowledge to begin
work in a calibration lab right out of
school.”
The Holmes program provides 121
hours of electronics and metrology
coursework over a 30-week timeframe.
One of the final assignments for stu-
13. Spring&summer2015
11
dents is to design and build their own
functioning power supply, which dem-
onstrates a working knowledge of all of
the components.
There have been 16 graduates from
the program to date, and all but four
have gone on to work for AA Calibra-
tions after graduation.
A business worth building. Lives
worth mentoring.
Larry White has learned many les-
sons and has many accomplishments
he holds close to his heart. Says White,
“One of the things I am most proud of
is figuring out how to help local people
get qualified so that I can then hire
them. You see neighbors without jobs.
You see people who need jobs but have
to go to school. These people [at AA
Calibrations] did it.”
White is proud to have many of
his OJT workers and Holmes Com-
munity College Basic Electronics and
Metrology Certification graduates on
staff. He is also proud of those who
have moved on to other opportunities.
Ironically, one of his employees joined
L-3 Vertex,his former employer turned
client. White felt proud that his train-
ing and education helped create that
opportunity. Says White of another
employee, “I have one employee who
“One of the things I
am most proud of is
figuring out how to
help local people get
qualified so that I can
then hire them.”
went through my OJT program and
found inspiration. He recognized what
education did for him. He moved to
Atlanta to further his education and
attend the Aviation and Maintenance
Repair School, and got his Airframes
and Powerplants (A & P) license and
FCC certification. He came back to
AA Calibration and now works as a se-
nior metrology technician onsite in our
Columbus Air Force Base office.”
“Adapt. Adjust. Overcome.” is
the motto Larry White instills
in all of his employees.
Navy veteran Larry White took a
layoff and, with his wife, turned it into
a growing business, an outreach pro-
gram, a college certification program,
and a path for under-educated people
to develop skills and build careers to
better their lives. And they did it all by
themselves, from scratch, with personal
savings. That is a story worth sharing.
17. Spring&summer2015
15
Sanderson Farms is a success story that brings a note of
pride to the manufacturing industry in Mississippi. What
started as a Feed and Seed store in Brookhaven in 1947 is now
America’s third largest poultry business, and is still growing.
In 2014 Sanderson doubled their earnings with revenues of
$2.775 billion. Today the company employs over 11,500 em-
ployees in eleven plants, including a new Palestine,Texas plant
opened in February 2015.
Now headquartered in Laurel,Mississippi,Sanderson Farms
is a true grassroots business. At the helm of Sanderson Farms
is Joe Sanderson, Jr. He is part of a family legacy passed down
from his grandfather, D.R. Sanderson, his uncle, D.R. Sander-
son,Jr.,and his father,Joe Sanderson,Sr.The Sanderson family
culture of hard work and dedication that Joe Jr. grew up with
as a child is still coursing through the company to this day.
Raising Joe
Sanderson credits a great deal of his mentorship to his fa-
ther. Also on his short list is Odell Johnson, who educated
him through the ranks of leadership.
Joe Sanderson,Jr.was not handed anything. He was brought
up in a family that worked hard. Over time, he would earn his
way through the ranks of the family founded company.
Aside from time spent away for college,Sanderson has spent
practically his whole life with the family business. When he
returned from college in 1969, he went straight to work on a
farm. Over the next several years, he supervised line opera-
tions, worked in sales, and eventually managed plants.
In 1990, Sanderson took an executive role in Laurel, Mis-
sissippi, as director of sales and Processing under Odell John-
son, who was the director of operations. Johnson worked his
way up to president, and Sanderson followed in his footsteps.
Sanderson Farms experienced tremendous success and growth
under Johnson’s lead, and Sanderson was a careful study.
When Johnson retired as president, the company was process-
ing 2 million chickens per week. In 1998 Joe Sanderson, Jr.
was promoted to president.
Leadership Legacy
A strong leadership model, passed down over the decades, is
a powerful advantage. Says Sanderson, “I cannot remember a
time that we have ever been in a financial strain.” He inherited
a set of values, principles, and leadership rules from his father
and from Johnson that he now employs for the betterment of
the company. He and his executive committee do not stray
from them, and they work diligently to perpetuate them. Says
Sanderson,“We [the executive committee] are all on the same
page. We all say the same thing when it comes to the balance
sheet and growth strategy.”
A Culture of Stability
Sanderson Farms is an extraordinary company that has
found stability, growth, and success through its approach to
business. According to Sanderson, one of the fundamental
contributors to company success is that they “never challenge
the balance sheet.” Sanderson Farms enjoys the benefits of a
fiscally conservative company that expands operations through
cash flow, and keeps enough capital in the bank to protect the
company and its plans from cyclical ups and downs resulting
from drought, corn prices, and even natural disasters.
When Hurricane Katrina struck in 2005, Sanderson Farms
By Bryan Carter / Featured writer
18. ManufacturedinMississippi
16
and its partners and affiliates were hit
hard. Seventy-five chicken houses
were damaged or completely destroyed,
and there were extensive power outages
that threatened stock. Several million
chickens and 3 million eggs were lost,
and ultimately the livelihoods of thou-
sands of growers and workers were at
stake. Insurance was not an option
with many of the losses and damages.
To face the situation, Sanderson
Farms chose a path of stability and
support. The company decided to in-
vest in its community and prop up the
entire network until it could get back
on its feet. They provided diesel fuel
to the growers to power generators
to keep the remaining chickens alive.
Sanderson Farms continued to pay the
growers, who had families, businesses,
and loans, whether they were produc-
ing or recovering, as if nothing had
happened, in order to secure their live-
lihood. Several million dollars and six
months after Katrina struck, the grow-
ers had recovered and were back at full
production.
Today Sanderson Farms has no debt,
$175 million in cash, and $900 million
in equity, with a mission to always in-
crease sales and stock value for share-
holders. Sanderson does not let ups
or downs get to him or break his fo-
cus. Whether the company is making
or losing $25 million a month, his de-
meanor does not change. His focus re-
mains on having a strong balance sheet
and staying on plan. Says Sanderson,
“I like to keep an even keel. You can’t
count on success. Every year you have
to see what you can do better, and there
is always a lot to do.”
Growth Led Through Strategy
In the late 1980s, the common strat-
egy to grow a business in the poultry
industry was acquisition. That is still
practiced today. But Sanderson Farms
employs a different growth strategy —
new construction — and beginning in
the early 1990s it helped the company
excel, expand into multiple key territo-
ries, and shorten their transportation
routes.
Sanderson Farms chooses where
to expand based on the active market
and distribution channels. Building
new plants and opening distribution
channels based on need provides a
huge strategic advantage for Sanderson
Farms over competitors that rely upon
acquisition to grow their businesses.
This strategy has resulted in signifi-
cant growth and benefits. Says Sand-
erson,
When you grow through acquisi-
tion, you have to wait on someone
else to agree. [Following the build
out strategy,] we had to hire a lot.
We had to build a lot of chicken
houses.
Our Bryan / College Station plant
took five years, gave us access to a
market of 15 million people in the
Dallas, Houston, and San Antonio
areas, and put us one day closer to
our California, Arizona, and Col-
orado markets. We kept building
and went into Georgia and Flor-
ida, gaining access to another 25
million people.
We built more plants than any-
one in the industry. And, once we
started building we had a template
and a system to build more. If you
do all of your homework, it is not
that big of a risk. If you don’t, you
will be in trouble.
Because it takes as much as 15
years to build, you cannot base
your building schedule on timing
the market. The key is planning
and executing outside of the mar-
ket cycles.
Sanderson Farms has launched new
plants in both the best and worst mar-
kets.
Today, Sanderson Farms is working
on developing a plant in the northeast
corridor that will provide access to a
market of 75 million people.
Another Strategic Turn
In the late 1980’s the company faced
a strategic decision that would redefine
the company. CEO Joe Sanderson and
his executive committee sequestered
themselves on a strategic retreat to re-
view targeted studies and research. The
team emerged with two new strategic
directions, first to double-shift their
plants to enhance production and cash
flow, and second, to migrate away from
servicing fast food (KFC, Popeyes,
Church’s) and focus on deboning. It
was a redefining, strategic decision that
19. Spring&summer2015
17
would prove very lucrative for Sander-
son Farms as the company has become
a primary supplier to food service dis-
tributors (Sysco, US Foods) for white
meat, with dark meat going to export.
Leaving Behind a Stronger
Organization
“If I’ve done a good job,the company
will be running strong and growing
when I am no longer in this position,”
says Sanderson. When asked of his
greatest business accomplishment, his
response is simply, “One person does
not make this happen. It takes a team.”
The company culture was instilled
by Joe Sanderson, Sr., and two to three
other key people. It includes integrity,
a path to growth, success, and value.
Employees are incentivized to perform,
with bonuses tied to earnings. Says
Joe Sanderson, Jr., “The culture and the
balance sheet were turned over to us.
Now we influence the young people.”
The executive committee at Sander-
son Farms has implemented a one-year
mentorship program to train leaders.
The mentorship system is designed so
that the first 12 to complete the pro-
gram go on to mentor 36 in the sec-
ond year, and each generation mentors
another. Currently 54 employees have
completed or are about to complete
advanced management mentoring, and
100 have completed or are about to
complete management mentoring.
By developing consistent leaders,
Sanderson Farms is able to launch new
locations and carry over its culture by
staffing 50% internally and 50% exter-
nally.
Joe Sanderson, Sr. passed the com-
pany reins to Odell Johnson, who has
passed them on to Joe Sanderson, Jr.
Joe Jr. is honoring the company, his fa-
ther’s executive team, and his father’s
memory by passing on the culture and
best practices that have made it strong,
and bettering it along with his execu-
tive committee through strategy and
evolution to meet a developing mar-
ketspace.
Joe Sanderson, Jr. is one of a handful
of elite business leaders in Mississippi
who have demonstrated their abil-
ity through extreme achievement, re-
mained rooted in Mississippi, and ded-
icated themselves to remarkable acts of
kindness,charity,and investment in the
state and the community.
This is a business and a family that
loves the state of Mississippi. Says
Sanderson, “I love Mississippi. I love
the dirt. I love the outdoors. I love the
people. It is where my dearest friends
live. Mississippi is home.”
As for the future, Sanderson has a
plan: “I plan to keep working.”
“I love Mississippi. I love the dirt. I love the outdoors. I love the people. It
is where my dearest friends live. Mississippi is home.”
20. ManufacturedinMississippi
18
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24. ManufacturedinMississippi
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For many business owners,the dread-
ed words “due diligence” send tingles
up their spines. But if you survived the
economic downturn and are consider-
ing selling your business in this more
positive economic environment, you
can make the due diligence process go
much more smoothly by starting now
and organizing the information that a
potential buyer will want to review.
Due Diligence
Due diligence is merely the process
used by the buyer to request from the
seller any documents and materials
needed to verify that all representations
made by the seller regarding the busi-
ness are true. The process usually oc-
curs after the signing of a purchase and
sale agreement. However, some due
diligence may occur before the sign-
ing of the contract in order to assist the
buyer in determining a price to offer for
the business.
In the past, due diligence may have
been more of a perfunctory inquiry be-
cause the size of markets and the value
of businesses were increasing rapidly.
But today’s buyers have survived the
downturn and carefully built up their
cash reserves.The new buyer is focused
on identifying and eliminating risks,
25. Spring&summer2015
23
and on conducting a realistic analysis of available cash flow
and profits immediately following the closing.
Final Due Diligence
Financial due diligence is one of the most common reasons
a sale falls apart,particularly for closely-held businesses whose
owners have focused on growing and building the business
and not on record keeping. With good financial records, a
prospective buyer can readily verify earnings, key customers
and suppliers, quality and age of assets, taxes, key employees,
accounts payable, accounts receivable, inventory, and liabilities
that will need to be assumed by the seller. Additionally, good
financial records from the seller will assist the buyer in obtain-
ing financing and can shorten the period to closing.
Gather Your Information
A sophisticated buyer will want to review at least the fol-
lowing financial information:
• Income statements
• Balance sheet
• Asset list
• Depreciation schedule
• Tax returns
• Accounts receivable and accounts payable reports
• List of liabilities
Many businesses lack current asset lists and depreciation
schedules, making determination of book value more difficult.
As a hopeful seller, it is important to take the time to review
your asset list and depreciation schedule regularly, and to re-
move all equipment and other property that you no longer
own. Your accountant can assist you in making these kinds of
adjustments. In addition, you should review your inventory
list; remove all outdated, expired and/or unsellable items and
move these items to a liquidator. Accurate asset and inventory
lists can greatly shorten the time involved in due diligence.
Tax Data
Tax returns and income statements will be key to establish-
ing the value of your business. The buyer will likely want to
analyze earning trends, various financial ratios, and working
capital requirements, and will want to review profit and loss
statements and tax returns for the past 5 years, along with
accounts receivable and accounts payable. Meet with your
accountant now to confirm that no adjustments need to be
made for old and uncollectible accounts receivable and that
all accounts payable are accurate, and prepare a list of business
debts with copies of all related documents.
Other Assets
Although financial due diligence plays a significant role in
assessing a business’s value and risks, a buyer will also want
to assess other risks. Buyers are increasingly concerned with
intellectual property issues – such as whether the seller has
the exclusive right to use all key trade names and has obtained
trademark protection for such use. Licenses for software use
also are becoming increasingly important.
Key Contracts and Agreements
In addition, a buyer will want to review all key contracts
and leases. Make sure you have copies of all key contracts
and leases and that renewals and extensions are in place. If
the buyer will be asked to assume these contracts and leases,
the buyer will want to verify with the contractor and the lessor
that the agreements are in effect and that there are no unpaid
sums due or other defaults thereunder.
Real Estate Assets
If your business owns real estate and the sale or lease of
said real estate will be part of the transaction, then assemble
all deeds, title insurance policies, surveys, appraisals, and en-
vironmental reports. Having all of these from the start can
greatly expedite the due diligence process. Most of these
items should have been obtained in connection with any bank
financing of any real property, and you may need to request
copies of these documents from your bank. If the business has
owned the real estate for a long period and has not undergone
any recent financing, it is a good idea to obtain a current title
search on the property, so that there is time to correct any is-
sues before the buyer enters the picture.
Unexpected Risks
Many sellers find it difficult to understand that buyers are
more worried about risks they do not know about or that they
are unable to obtain full information about,than the problems
that they do have full knowledge about. If the buyer can un-
derstand the scope of the risk,he can quantify it. Whether the
risk involves potential or pending litigation, an environmental
or other permitting issue, or an employee matter, there are
many ways a buyer can obtain protection from these risks, and
continue with the transaction if full disclosure is made.
Be straight-forward with your buyer. Providing the infor-
mation that you have as quickly as possible and in an orga-
nized fashion will help a buyer quickly assess the risks in-
volved in an unexpected issue. In addition, discuss any known
risks with your advisors now so that a plan to address existing
risks can be developed early and provided in anticipation of
the buyer’s request.
The Value of Being Prepared
To obtain the highest value for your business and to facili-
tate a smooth sale, prepare for the due diligence process prior
to entering into the sale process. Do not underestimate the
need to assemble your information and your team of compe-
tent professionals to help you review the information prior
to communicating with potential buyers. The process may
be cumbersome and time consuming, but for those who plan
early, there can be significant rewards at the end.
Jamie Planck Martin is Senior Counsel atTaggart, Rimes & Gra-
ham, PLLC in Ridgeland, Mississippi, and has been advising cli-
ents in the purchase and sale of businesses for over 25 years.
www.trglawyers.com
jamie@trglawyers.com
27. Spring&summer2015
25
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“When people come in as
customers, they often become
friends. They are not just a
number like in other parts of the
country. I’m interested in their
business. We get involved and
work as a team.”
29. Spring&summer2015
27
Downtown Jackson, Mississippi is home to many busi-
nesses. One particularly interesting business is United Plastic
Molders, Inc. (UPM). UPM is a design and manufacturing
company focused on custom molded plastics. UPM is able to
take a concept from a napkin drawing to final product, all in-
house. From CAD design to custom molding and injection to
warehousing and distribution — you dream it and UPM can
create and produce it. And the creation process is more than
impressive.
Wonderland
UPM is an inventor’s wonderland. Their services include
CAD design, tool and die work, creating die molds, injection
molding, CNC milling and lathing, mold repairs, and full pro-
duction and assembly of products. From CNC equipment to
the electronic discharge machine, which uses an arc cutter and
graphite bits to atomize metal to any shape from 1/3000th of
an inch away, the machine shop is fully equipped to customize
By Bryan Carter / Featured writer
30. ManufacturedinMississippi
28
metal ingots and blanks into any needed shape. Four hundred
tons of force are required to hold the in-house created metal
injection molds in place while they are injected with molten
plastic at 1,500 to 2,000 pounds per square inch. If you love
being in a shop, then this is a shop to visit.
Stability
Before partners were bought out and the name was changed
to United Plastic Molders, Inc. in 1978, the company was
called United Die Molding, and was established in 1972.
Now owned by Bill Hoge, who also serves as president of the
company, UPM is run by three generations of Hoges. Bill’s
son, Cam Hoge, serves as general manager and runs the plant,
whose operations support three shifts of molding production.
Bill’s grandson,Tucker Hoge, runs the fishing division, which
began with a single prototype eight years ago and now features
multiple products, many with patents. The flagship product,
patented in 2001, is expected
to sell 120,000 units in 2015.
Additionally, many employees are like family at UPM. The
shop foreman, Robert Singletar has been with UPM, and
UPM’s preceding company, for 39 years.
Invention
Invention is welcome at UPM, which works with designers,
inventors, and entrepreneurs. Over the years, many of their
clients eventually became partners. UPM ultimately bought
out some of those partners, so that today, UPM now produces
and distributes many of its own product lines.
Says Hoge, “Everyone has
an idea and there are lots of
people with patentable ideas.
31. Spring&summer2015
29
The success of the idea ultimately has to do with dollars. Can
it make money?”
Innovation
Innovation is a big part of UPM’s company culture, process,
and best practices, from the way products are engineered to
incorporating the latest materials. One new material that the
company has worked with recently is a plastic called “Thrive,”
a cellulose fiber-reinforced thermoplastic that has a tensile
strength over 100 times greater than plastics traditionally used
in injection molding. Research and development work with
Thrive has already yielded improvements to existing products
and enabled design work that was not possible with tradi-
tional plastics.
Customers with conceptual-stage ideas find advantage in
working with UPM. Designs can be engineered both on
the computer and with working prototypes using the fully
equipped machine shop. The flexibility of utilizing visual de-
sign, plus onsite prototyping, can both speed up the process
and improve the quality and concept of the final product. Says
Bill Hoge, “Rather than having a large engineering group,
we do a lot of trial-and-error engineering in the shop and
are able to more efficiently work out the kinks in product
designs.” This process can ultimately
reduce prototyping costs.
Mississippi
Manufacturing
Bill Hoge expresses a special
pride in being a Mississippi-
based manufacturer, and in the
way the members in the manu-
facturing community treat each
other. Says Hoge, “We have all
good folks in manufac-
turing in Mississippi. In our association (Mississippi Manu-
facturers Association), all of the big guys are in with the little
guys. As a group, we all address issues together and find ways
to help.”
Hoge is proud to be part of an economy that actually “makes
something.” Says Hoge, “Professions like manufacturing, ag-
riculture, and mining all produce tangible products and make
up the base of the economy. Everything else is a created ser-
vice ultimately supported by that base.”
A lot of UPM’s business is based on trusted relationships
backed by work ethic. Says Hoge, “When people come in
as customers, they often become friends. They are not just a
number like in other parts of the country. I’m interested in
their business. We get involved and work as a team.” When it
comes to workforce, Hoge is succinct: “People in Mississippi
are not afraid to work.”
Strength in Community
United Plastic Molders is an important part of Mississippi’s
manufacturing community. From a
culture of innovation to a Missis-
sippi work ethic to the con-
nection of family and friends
working together to earn a
living “building things,” this
company embodies much of
what we as a state hold in high
esteem.
32. ManufacturedinMississippi
30
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Most medium- to large-scale manufacturing projects re-
quire a combination of various incentives to fill a variety of
financial gaps. Today’s traditional capital sources are not suf-
ficient for project costs without a tremendous amount of de-
veloper equity. Obtaining certain subsidies, credits, or grants
in connection with these economic development projects can
often be the financial difference maker for an otherwise vi-
able project. Upon learning that New Markets Tax Credit
(NMTC) financing can create as much as a twenty-
five percent (25%) sub-
sidy for their project
costs, many of our manu-
facturing clients initially
ask, “Where is the catch?”
While NMTC transactions
involve a competitive mar-
ketplace for allocation and
pose a somewhat daunting
task, borrowers who reach
financial closing are greatly
rewarded.
The NMTC program
was enacted as part of the
Community Renewal and
Tax Relief Act of 2000 (P.L.
106-554, 113 Stat. 2763)
and is designed to encourage
new private sector invest-
ments in low-income com-
munities (LICs). NMTCs
are allocated by the Com-
munity Development Fi-
nancial Institutions (CDFI)
Fund, a bureau within the
United States Department
of the Treasury that runs the
NMTC program, under a competitive application process.
Corporate taxpayers may participate in the NMTC program
by receiving a credit against federal income taxes for mak-
ing qualified equity investments (QEIs) in designated Com-
munity Development Entities (CDEs). The credit received
is equivalent to thirty-nine percent (39%) of the QEI,
and is is utilized over a seven year period (five percent
(5%) for the first three (3) years and six percent (6%)
for the four (4) remaining years). QEIs may be leveraged
with various types of secured debt (e.g., conventional lending
or bond financing) or affiliate debt,which allows the tax credit
investor (the Investor) to receive tax credits on the equity/
debt combination. The resulting subsidy to a project gener-
ated from the monetized NMTCs can amount to as much as
twenty to twenty-five percent (20% - 25%) of the total cost of
the project. The NMTC program has proven to be an effec-
tive means of rebuilding economically distressed communi-
ties, and new and rehabilitated projects are being developed
throughout the country as a result, including manufacturing
facilities, schools, retail centers, office buildings, and hotels.
In most cases, the NMTC program utilizes geographic
qualification based on the census tract location of the project.
In other words, the first step to learning whether your project
qualifies for NMTCs is to determine the location of the proj-
ect and whether or not it is located in a “qualified census tract.”
Qualifying census tracts have either (i) a poverty rate
of at least 20%, or (ii) a median family income below
80% of the greater of (a) the statewide median family
income, or (b) the metropolitan area median income.
While a census tract will
qualify if it meets one of
the above criteria, most
CDEs that receive cred-
its commit to serve areas
of higher distress, which
include (a) census tracts
with a median family in-
come less than 60%; (b)
census tracts with pover-
ty rates greater than 30%;
(c) census tracts with un-
employment rates at least
1.5 times the national
average; (d) census tracts
located in counties not
contained within a Met-
ropolitan Statistical Area
(MSA); and (e) projects
serving Targeted Popula-
tions. In fact, over 70%
of NMTC investments
have been made in highly
distressed areas.
NMTC financing can
be used for real estate
acquisition, site prep,
substantial rehab, new
construction, tenant build-out, equipment, and soft costs.
Typically, projects need to have costs of at least $5 mil-
lion in order to attract adequate interest from CDEs
and Investors. In a typical transaction, an Investor provides
an equity investment into a special-purpose entity (Investment
Fund) in exchange for 100% of the membership interests. A
third party or affiliate lender provides a loan (the Leverage
Loan) to the Investment Fund. This debt/equity combination
generates sufficient funds for the Investment Fund to make
its QEI as a capital contribution to a CDE. The applicable
credit allowance for the benefit of the Investor is calculated
based upon the QEI.
CDE(s) use the proceeds of the QEI to make loans to a
qualified active low-income community business (QALICB).
The loans are generally structured to mature or be refi-
nanced in seven years, and can be subordinate to senior
debt as necessary. The “A” loan usually mirrors the terms of
the Leverage Loan. The “B” loan (which is derived from the
By Anna Watson
39. Spring&summer2015
37
tax credit equity less CDE fees) is generally at a below-market
interest rate, with favorable terms such as full or partial loan
forgiveness. Both loans are interest-only during the seven-
year compliance period. The QALICB uses the proceeds of
the loan to finance all or a portion of the project.
In addition, many projects fi-
nanced in Mississippi utilize the
Mississippi Equity Investment
(New Markets) Tax Credit Pro-
gram, which was created as a
“piggyback” credit to the NMTC
program. This state credit is a
credit against income or insur-
ance premium taxes in an amount
equivalent to twenty-four per-
cent (24%) of the QEI, and it is
utilized over a three-year period
(eight percent (8%) per year).
The maximum amount of
state credits that can be gen-
erated from a single project is
$2.4 million, or $800,000 per
year. Purchase prices vary depending on the current mar-
ket, but generally speaking, borrowers can expect (assuming
a maximum project cost of $10 million) to generate an ad-
ditional $1.2 million of subsidy.
In summary, the NMTC is a non-refundable tax credit
designed to encourage private investments in eligible LICs.
As a general rule of thumb, the resulting subsidy to a project
generated from the use of NMTCs can amount to as much as
twenty to twenty-five percent (20% - 25%) of the total cost
of the project. In other words, every dollar generated in eq-
uity from the NMTC
is a dollar saved for the
project borrower. Since
NMTCs provide a sub-
stantial current and
long-term subsidy to
the construction and
operation of a project,
every medium- to large-
scale manufacturing
project should consider
the NMTC program as
an alternative source of
financing.
Anna H. Watson is an at-
torney in Butler Snow’s
Public Finance, Tax Incentives and Credit Markets Group. She
focuses her practice on Municipal Bonds, New Markets Tax Cred-
its, Public Finance and Economic Development Incentives.
www.butlersnow.com
anna.watson@butlersnow.com
Typically, projects need to
have costs of at least $5M in
order to attract
adequate interest from
CDEs and Investors.
40. ManufacturedinMississippi
38
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Economic Development in Mississippi
Mississippi has been at the forefront of state-level economic
development in the United States since the mid-1930’s,which
saw the passage of the Balance Agriculture with Industry Act
in the Mississippi legislature. Developing the state economy
continued to be a primary goal of both governors and legisla-
tures, and eventually the Mississippi Development Authority
(MDA) was created to oversee this development. MDA, an
agency of the executive branch, is the Mississippi state gov-
ernmental arm tasked with economic development in the
state.
Thanks to a unity of vision throughout all levels of Missis-
sippi government, it is a top priority of this state to nurture
and develop growth opportunities for business. The MDA
plays a crucial role in this equation, acting as intermediary
between companies and all levels of state government and lo-
cal entities. The ultimate goal: meeting the business needs of
companies, communities, and our state.
The MDA assists and encourages economic development in
many ways, including attraction of new businesses, retaining
(and growing) businesses already located in the state, and see-
ing to the various needs of businesses in areas like workforce
development and entering new markets.
Attracting New Businesses to Mississippi
When Nissan began looking in the US for potential loca-
tions to construct a new automobile manufacturing plant, the
notion that they might land in Mississippi was considered a
distant dream by many. Nothing like that had happened be-
fore, but undaunted, the MDA went to work. They displayed
one of the skills required to deal with a project of this size:
facilitating negotiations between a company (in this case,Nis-
san) and the local groups they needed to work with in order to
make the unlikely a real possibility. MDA worked with par-
ties crucial for cementing a deal: state and local government
agencies and private-sector companies, including utilities and
engineering firms. In the end, agreements were reached, and
the project moved ahead, much to the eventual satisfaction of
all involved.
Securing the Nissan plant finally gave Mississippians the
belief that we could compete for major manufacturing proj-
ects on a national level,and helped pave the way for later proj-
ects like Toyota and Yokohama.
One of the better-known activities of the MDA is exempli-
fied by the Nissan plant: attracting new business to the state.
The job of MDA, in this regard, is to be proactive in seek-
ing out companies and individuals to tell them about what
Mississippi has to offer. MDA does this in many ways and
on multiple levels — reaching out to individual businesses,
prospecting at trade events and business gatherings, working
with site location consultants, and communicating in busi-
ness circles about the new things going on in Mississippi that
might benefit companies and their employees.
One area of life (and work) in Mississippi on which MDA
is able to focus is cost benefit, since national studies show that
you get more for your dollar in Mississippi. Perhaps the larg-
est single competitive advantage to locating in Mississippi is
speed to market. MDA coordinates with state and local gov-
ernments, private industry, and communities so that every-
47. Spring&summer2015
45
one can work together and have projects online on incredibly
short timeframes. This teamwork and project management
have made MDA invaluable in bringing new projects and de-
velopment to Mississippi.
Retention and Growth: MDA and Existing Businesses
A lesser-known focus of MDA is helping businesses already
established in Mississippi to grow and attract more resources.
A large percentage of the economic
growth over the last several years in
the state has actually come from the
expansion of existing businesses. Re-
lated, MDA also works to help re-
tain businesses already located in the
state. MDA facilitates this retention
and growth largely by doing the same
things that help attract new business-
es to the state — facilitation, project
management, and team building.
Whether a business needs help de-
veloping their workforce, funds for
expansion, agreements with various
government groups, local groups, or
utilities, MDA offers assistance. MDA
poses the same question to all potential business partners:
“What can we do for you? What do you need to continue be-
ing successful and to grow?”
The MDA Trade Division offers a major opportunity for
businesses to grow, though it tends to be one of the programs
that is less well known.The Trade Division works to help busi-
nesses trade and sell internationally, on the world stage.There
are many potential barriers to setting up agreements for sales
overseas: relationships, language, culture, and international
law/standards. MDA has resources to help overcome all of
those barriers, ranging from in-house
experts all the way to grants to assist
with travel. Trading internationally
helps strengthen our local businesses,
since businesses that sell around the
world tend to pay high wages to their
employees, and also to be more profit-
able and resilient.
Workforce Development:
Overcoming Perceptions
Businesses are often unsure about
how to address employee training
both on a large scale and a more gen-
eral level, especially when relocating
a business like a large-scale manufac-
turer that needs employees with a certain skill set.MDA helps
them get this done.
“What can we
do for you? What
do you need to
continue being
successful and
to grow?”
49. Spring&summer2015
47
Perceptions and preconceived notions matter. They impact
decision making on every level. It is common knowledge that
Mississippi is not always highly regarded in areas like work-
force and education. But companies considering coming into
the state need to know that qualified workers can be found in
sufficient supply for their businesses. MDA has as a special
project answering that often-posed question, “Does Missis-
sippi have a workforce that is qualified to do the work?”
MDA answers that question with a resounding “Yes!”
Fortunately, in
business circles, the
negative percep-
tion of workforce
development has
been dampened
by the success of
such businesses
as Nissan, Toyota,
and Paccar Engine
Company. Mis-
sissippi is now a
proven entity. To
back up assurances
that qualified em-
ployees are avail-
able for companies,
MDA has a Work-
force Development
Division, tasked to
ensure that training is available to companies for their em-
ployees.
The MDA Workforce Development Division works to con-
nect businesses with local training resources, like the WIN
Job Centers and community colleges. One of the primary
solutions is for MDA to connect the business with a local
community college, and then help develop and implement a
specific curriculum to prepare people to apply for jobs in that
particular field.
The new Yokohama plant in West Point, MS, is a great ex-
ample of the success of the MDA Workforce Development
Division, and, in fact, of the MDA plan and execution in gen-
eral. When Yokohama and MDA first began discussions, the
company stated that they were essentially considering virtual-
ly every area in the U.S. as a potential plant site. With a coali-
tion of expert partners, multiple trips to Japan, and eager local
groups working together, the Yokohama plant in Mississippi
became a reality. Now it will be online making tires later in
2015,phase I of IV planned development phases for the plant.
On the workforce development front, MDA helped facilitate
a plan that now has
East Mississippi
Community Col-
lege offering a Ba-
sic Manufacturing
Skills Certification
program to help
train people who
are qualified for ap-
plication at the new
plant.
Ad d i t i o n a l l y,
MDA has been
successful help-
ing facilitate and
implement training
programs for GE
Aviation, Paccar
Engine, and other
companies that are
relocating to or ex-
panding in Mississippi.
Moving Mississippi Forward
Economic development remains a major priority for people
in every level of government in the state of Mississippi, and
the Mississippi Development Authority is working tirelessly
to help educate people about the value of doing business in
our state. Developing our economy takes teamwork. MDA
works to facilitate, connect, and manage to help get major
(and not so major) projects off the ground and running.
MDA has been successful helping work out
training programs for GE Aviation, Paccar
Engine, and other companies that are
relocating or expanding in Mississippi.
53. Spring&summer2015
51
It’s hard to read much about information technology, analytics, and busi-
ness intelligence without hearing the term “Big Data.” Unfortunately, it’s
grown into such an amorphous term that it doesn’t mean the same thing to
everyone. Is Big Data something that manufacturers should focus on? What
is it, and how will it drive more profitable business?
What is Big Data?
Let’s start with the most common definition. In 2001, Doug Laney of
Meta Group (now Gartner) used “3 V’s” to describe the effect of Big Data:
• Increasing Volume: The amount of data coming in
• Increasing Velocity: The speed of the data coming in and
going out, and
• Increasing Variety: The data types and sources.
The definition has changed slightly over the past 14 years, but the essentials
are still captured by those 3 V’s. The diagram below depicts the many types
and volumes of data that most businesses deal with:
Chances are that your manufacturing enterprise manages big data every day:
• Manufacturing equipment has sensors that monitor quality and safety
during manufacture, as well as conditions such as temperature, pressure,
tolerance, etc.
• Goods — incoming materials and outgoing production — have RFID tags
or barcodes which are tracked as they move through your business and
become part of larger assemblies.
• Some manufactured items collect data post-sale and transmit the data
back to the manufacturer.
The volumes and the variety of data types qualify this as Big Data.
Now that you know you have it, so what? Does it have any value to your
54. ManufacturedinMississippi
52
business apart from the original purpose for which it was collected? Should it be
kept and, if so, for how long? Should it be organized and added to other business
data that you collect, such as your list of customers or your financials?
Capturing Big Data
A common mistake in working with Big Data is isolating it, and believing that it
must either be kept separate from other data, or be physically combined with other
data in order to deliver business value. Too often,the focus is on the “Big”part,rather
than the “Data” part.
Isolating Big Data from the rest of your enterprise data leads to program develop-
ment and technology adoption that work well for only a very limited number of use
cases.
If you’re not able to logically integrate Big Data into your
environment today, and if your business users don’t have access to it,
or can’t access it using the tools they’re familiar with, then you’re
surely losing ground to your competitors who can.
Putting Big Data to Use
Since isolating Big Data reduces its accessibility and value, how should you put
it to use? Begin by considering how to incorporate Big Data into your overall data
architecture.
A sound data architecture accounts for many different types of data, often stored
and retained in different locations and for different periods, while providing access
to a variety of users and tools for analyses. Your data architecture should also provide
you with methods to move, manage and access data. This is referred to as a Unified
Data Architecture, and the diagram below helps to illustrate the key components:
55. Spring&summer2015
53
Data Architecture
It’s useful to think of your data ar-
chitecture as a factory — one that ul-
timately is producing information that
can be analyzed and used to deliver val-
ue to your business. Let’s examine the
Unified Data Architecture using the
metaphor of an Information Factory.
Data Paths
A manufacturer’s factory begins
by receiving a variety of raw materi-
als, parts, and assemblies from a vari-
ety of sources. As these materials are
received, they are tracked, stored, and
managed. They are moved to areas in
the factory where they can be read-
ily accessed during the manufacturing
process. Likewise, data coming into an
Information Factory needs to be kept
somewhere, managed, and tracked, and
this is done in the “Data Platform.”
Maintaining Data Sources
Some data may enter the factory al-
ready joined to other data – just as as-
semblies like a motor enter a manufac-
turer’s facility. It probably doesn’t make
sense to break this data apart, and in
the same way, it probably doesn’t make
sense to pre-assemble individual bits
of data, such as the output from sen-
sors, into groupings of data. As much
as possible, the data platform should be
able to receive the raw materials – or
data – in the form in which it arrives.
Data Warehousing
The “Data Warehouse” is the assem-
bly line of the business. If you manu-
facture automobiles, then the assembly
line combines multiple parts and as-
semblies using a predefined series of
steps and procedures in order to deliver
the finished product.
The Information Factory uses the
data warehouse to assemble various
pieces of data in order to deliver infor-
mation to your business users. Each
time the warehouse produces a piece
of information, the user of that infor-
mation has a degree of confidence that
its accuracy today is the same as it was
yesterday or last month — because that
information was produced by a pre-
defined set of steps and processes.
The data warehouse is designed to
handle these operationalized requests
for information, and can do so in a very
efficient way, handling a high volume
of requests and delivering results in a
guaranteed way.
Data Discovery
The Discovery Platform is essentially
the Research and Development de-
partment of the Information Factory.
The R&D group in a manufacturer will
consider how to modify its assembly
line to deliver new products that meet
the desires or requirements of its con-
sumers.
Consideration is given to whether
new raw materials need to be sourced,
and how best to bring everything to-
gether in a way that minimizes cost and
maximizes value. The R&D group also
builds prototypes prior to moving pro-
duction to the assembly line. In the In-
formation Factory, the Discovery Plat-
form is the place where new questions
are asked; where new types of analytics
are developed.
The Discovery Platform is a fast fail
kind of environment. Many things are
tried, but not all are successful. Once a
new question or analytic is developed,
and it’s clear that it delivers value to the
business, it is then moved to the “as-
sembly line” or Data Warehouse, in or-
der to be delivered in a predictable way
to the consumers of the information.
The ultimate goal of your
Information Factory should
be to enable any question
to be asked against any
data by any qualified
user at any time.
Identifying Your Data Analysis
Goals
The ultimate goal of your Informa-
tioThe ultimate goal of your Informa-
tion Factory should be to enable any
question to be asked against any data by
any qualified user at any time. Looking
at data in this holistic way, rather than
partitioning it by type and source, al-
lows high-value questions to be asked.
Consider the benefit of being able
to analyze service problems to iden-
tify clusters of issues, and proactively
contact consumers without the need to
issue a recall. Or being able to isolate
failures in assembled systems back to
an individual component, and to know
exactly which customers have those
parts in the units they’ve purchased.
The Big Deal
So,is Big Data a Big Deal? It can be,
especially when it is part of your Uni-
fied Data Architecture, and your busi-
ness users have the ability to include it
in analytics.
If all you are doing is creating unique
environments for your data and isolat-
ing access to it, it will do little more
than create expensive sandboxes that
deliver very little return to the business.
If you’re not able to logically inte-
grate Big Data into your environment
today, and / or if your business users
don’t have easy access to it, then you’re
surely losing ground to your competi-
tors who can.
Properly capturing your data, ware-
housing it, and making it available to
your employees, using tools they are fa-
miliar with, empowers them and your
company to make real-time, informed,
valuable decisions.
How does your company handle its
Big Data?
Terry Allen is a long-time thought leader
in Data Warehousing and a southern re-
gional sales director and executive level
consultant for Teradata.
www.teradata.com
terry.allen@teradata.com
57. Spring&summer2015
55
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61. Spring&summer2015
59
Governor Phil Bryant, Mississippi’s 64th governor, has a
sincere passion for growing business in Mississippi and pride
in being a part of this great state. If you have heard Governor
Bryant speak on the issue of business and manufacturing, you
have witnessed his enthusiasm. Says the governor, “Not only
is Mississippi home to advanced manufacturing and research
and development,our manufacturing industry is at an all-time
high for growth and vitality.”
In Mississippi, manufacturing is considered a cornerstone
industry. According to Jay Moon,president of the Mississippi
Manufacturers Association, it is estimated that 12% of jobs in
Mississippi are in manufacturing,and as many as 33% of Mis-
sissippi jobs are directly or indirectly related to manufacturing.
It is an industry that has always been successful and impor-
tant to the state and the state economy. This is a perspective
embraced by our governor, who states very matter-of-factly,
“Manufacturing drives the economy. It always has and it al-
ways will.” That recognition influences political and private
direction. And, when a state has a governor who is dedicated
to business development, and manufacturing in particular, the
level of support can be impactful.
Governor Bryant is ever-ready with many facts that dem-
onstrate the strength of the manufacturing industry in Mis-
sissippi. in fact, with an industry this strong, it is not difficult
to come up with a very long list. Here are a few of those facts.
A few of Mississippi's shining stars
• Nissan Motor Company
The Mississippi plant was established just over 10
years ago and now manufactures over 340,000 vehi-
cles per year. Mississippi is the only state in the U.S.
to manufacture the Murano. Nissan employs 7,000
Mississippians to manufacture their products here in
the state.
• Ingalls Shipbuilding
The Ingalls Shipbuilding Mississippi manufacturing
facility is home to some of the most advanced naval
shipbuilding in the world, including DDG 51 destroy-
ers and National Security Cutters for the U.S. Navy,
Marine Corps, and Coast Guard.
• Toyota Motor Corporation
In February 2015, the new Toyota plant in Blue
Springs, Mississippi, manufactured their 500,000th
Corolla. The new plant produced 180,000 Corollas in
2014 and met their half-million benchmark faster than
any Toyota plant in the U.S.
• Airbus Helicopters
Columbus, Mississippi, is home to the Airbus He-
licopters manufacturing facility. Airbus Helicopters
manufactures a dozen helicopter models and supplies
both commercial clients and the U.S. Army. They also
By Bryan Carter / Featured writer
62. ManufacturedinMississippi
60
manufacture the AS350 B3, known as the helicopter
that conquered Mount Everest.
• Stark Aerospace
Stark Aerospace is the manufacturer of cutting edge
unmanned aerial systems (UAS) and unmanned aerial
vehicles (UAV) used for national defense. They feature
a 100,000-square-foot, state-of-the-art manufacturing
facility in Columbus, Mississippi.
Coming soon to Mississippi
• Yokohama Tire Corporation
The new West Point, Mississippi Yokohama plant is
scheduled to be complete and begin production in Oc-
tober 2015,and plans to hire 500 employees. This plant
will be the first
greenfield site in
North America
for the company.
Yokohama chose
Mississippi for its
new facility after
a review process
that included 28
states and close to
3000 locations.
A Manufacturing Friendly Environment
Mississippi is committed to creating an environment con-
ducive to nurturing its manufacturing industry. Currently
Mississippi boasts being a leader in the country by achieving:
• 6th in the nation for overall costs
• 5th in the nation for permitting speed
• 4th in the nation in being tax friendly
In a state where manufacturing is central to the economic
portfolio, it only makes sense that there are structured, stra-
tegic initiatives designed to maintain a world-class environ-
ment.
Workforce
One critical element for the success of any manufacturing
company, new or existing, is workforce. To that end, Missis-
sippi has several initiatives in place to ensure an able work-
force today, and in the future.
• Using unemployment reserves to invest $24-26 million
per year in workforce training.
• The implementation of the Work Force One program,
which is dedicated to developing tailored educational pro-
grams in partnership with manufacturers and community
colleges to bring new workers up to speed on specific skill
sets for existing jobs. Instruction and curriculum develop-
ment is provided by both the colleges and the manufactur-
ers to ensure that students graduate “job ready.”
• A push on Science, Technology, English, and Math
(STEM) in schools to prepare up-and-coming generations
for the workforce. States Bryant,“The ninth grader of today
is the workforce of tomorrow.”
Research
One approach pursued in Mississippi is to promote research
by connecting major manufacturers with targeted university
research programs in joint ventures. This pursuit provides sev-
eral advantages including:
• Improving products
• Training a research and development capable, advanced
workforce
• Providing vertical integrity to the research programs
Says Bryant, “GE
Aviation opened a
300,000-square-foot as-
sembly plant in Bates-
ville, Mississippi and
entered into a research
partnership with the
Southern Miss School
of Polymers and High
Performance Materials
where they innovated the use of polymer components in jet
engines and significantly reduced their weight, translating
into lower fuel requirements and reduced maintenance costs.”
Taxes
Being tax friendly reduces overall production costs in
manufacturing and is a significant attractor to manufacturing
companies in choosing locations. Mississippi has several ini-
tiatives to create a tax-friendly environment, including:
• Cutting taxes
• Working on eliminating the franchise tax
Energy
The backbone of most manufacturing industries is the en-
ergy used to produce their products. Mississippi offers signifi-
cant advantage in its energy profile including:
• One of the nation’s lowest energy costs at 5-7 cents per
kilowatt hour, compared to the average cost of 20-25 cents
experienced in many states
• An abundant natural gas supply and a transportation sys-
tem to make it available to businesses statewide
Trending
A healthy manufacturing economy depends on a climate
that provides the resources and advantages needed by the in-
dustry today,as well as keeping up and preparing for the needs
of manufacturing tomorrow. Says Bryant, “The technology
and workforce requirements have experienced tremendous
change in just the last 10 years. For example, in automobile
manufacturing, the technology involved in the Murano pro-
duced by our Nissan plant is now as advanced as aircraft tech-
nology.”
"I love the quality of life and
the hospitality of the people.
I love Mississippi."
63. Spring&summer2015
61
Three key essential areas of expertise in nearly every manu-
facturing today are:
• Robotics
• Computerization
• Vertical Integration
Those essential areas help guide research direction, partner-
ships, and educational initiatives to ensure the stability of the
industry across the state.
Mississippi Advantage
Mississippi also has the additional advantage of, as Bryant
calls it, a “quality of life” workforce that is dedicated and gen-
erational. That is, Mississippi is blessed with a workforce that
“shows up on time. Does a good day’s work. Goes to church
on Sunday. And helps out on their kids’ game team.”
Home
Governor Bryant is a native Mississippian who has risen to
governor. Not surprisingly, he feels strong sentiment for his
home state. Says Bryant, “I love the quality of life and the
hospitality of the people. I love Mississippi.”
In Mississippi,we have a governor who supports our healthy
and growing manufacturing industry, and is personally vested
in the well-being of the industry for the benefit of the state.
That is a partnership worth paying attention to and investing
in for the betterment of the state, the citizens, and the entire
industry of manufacturing in Mississippi.
68. ManufacturedinMississippi
66
If you have been receiving mysterious notices from Google
warning you that your website is not mobile friendly, you are
not alone. The notice subject line may read “Fix mobile us-
ability issues found on http://yourwebsite.com.” These no-
tices have been going out for months to owners of websites
that have Google Webmaster Tools integrated into their site.
Google is warning users, not just that their websites are not
built for today’s mobile devices, but that those websites will
soon be penalized in Google searches from mobile devices.
When we were first able to view websites on our telephones,
it was amazing. We were so excited by our newfound tech-
nology and its possibility, that we were able to overlook the
challenges.
The Challenge of Mobile Website Viewing
It was not long before we became
annoyed and frustrated as we tried to
navigate websites designed for large
computer screens on the relatively tiny
screens available on our phones. There
was a lot of scrolling, pinching, and ex-
panding on the screen in the attempt to
navigate the large spaces, tiny text, and
expanding menus. The advent of tablets,
also considered mobile devices, helped,
but they were still a bit small and did not
fix our small-screen issues on phones.
Mobile Traffic Is Significant and
Growing
Despite the challenges of viewing
websites on mobile devices, people have
continued to use them more and more.
Today, estimates range, but commonly
report that 30-50% of users are access-
ing websites from mobile devices.
Google has recognized the impor-
tance of mobile devices and the usability
challenges they present. The dominant
search engine provider has announced
that beginning April 21, 2015, if your
website is not “Mobile Friendly,” it may
be getting penalized in search rankings
from mobile devices. Further, Google
has made vague predictions that a day may come soon when
they host an entirely different search index and algorithm for
searches conducted from mobile devices.
SEO
Search Engine Optimization (SEO) is one of the hottest
invented industries this century. Everyone wants to show up
first in search results. Google is the clear search industry lead-
er, with approximately 65.4% of all US search requests. Ya-
hoo is third and has recently grown to 11.8% of search market
share after brokering a deal with Mozilla. Google’s industry
dominance continues in mobile search, where they hold an as-
tonishing 84% of market share.
Google Dominance
Professionals who optimize sites for SEO must focus on
Google due to Google’s dominance in search market share.
That means that the vast majority of optimized sites have been
optimized for Google search, since the professionals who op-
timize sites tend to do so for Google. Trailing search engine
companies must also include, as best they can, Google rules in
their algorithms if they hope to properly rank sites optimized
for Google in their search engines. In search, the world re-
volves around Google, so Google guides the industry.
Google Leads the Way for Better User Experience
Google has a very specific goal in search. Google is trying to
provide the most accurate search results possible for any given
user. To that end,Google screens out sites that try to game the
system and get undeserved higher rank-
ings. The details of their search engine
algorithm are a tightly kept trade secret
to prevent SEO optimizers from gain-
ing undeserved advantage for sites they
manage. They also provide public rules
for optimizing sites, encouraging web-
site owners and their managers to follow
prescribed best practices so that Google
can properly rank their sites.
The Move to Isolate Mobile
Since the “search and explore”Internet
experience is fundamentally different
for computer users and mobile device
users, both in screen format and often
in context (searching on the go versus
searching at your desk or on a laptop in
a settled position), Google is reflecting
that in the search results. Their goal is
simply to provide the best search results
for the user. And,if the user is searching
from a mobile device, that is going to be
a considered factor.
Optimizing Your Website for Mobile
There are two mainstream ways to
make your site “friendly” for mobile de-
vices: the independent mobile version
and the more recently popular sites featuring “responsive” de-
signs.
The Independent Mobile Version
For years now, there has been a practice in place of building
alternative websites optimized for mobile viewing. The brows-
er actually checks to see if the user is coming to the site from a
mobile device, and if so, it displays (serves) the independently
created mobile version of the site. This requires a completely
separate build of the website, designed specifically for mobile
devices. Often these sites feature less, and more focused, con-
tent. The idea is to provide the content that is most important
for mobile users in a format that is more user friendly. A big
item on that short list of featured content is a “push to dial”
phone number: a real convenience for those who access the
69. Spring&summer2015
67
site from a phone.
The Responsive Website
Responsive designs for websites use the same website and
content for both mobile and desktop devices. The difference
between these sites and traditional site designs is that respon-
sive designs feature a rule set that alters the way the site is
displayed based on the screen size of the user. Rather than
shrinking the site so that it fits on a smaller screen, content is
often stacked on smaller devices that do not have the horizon-
tal space available to desktop screens. The smaller the device,
from tablet size to phone size, the more stacking that occurs,
typically without significant shrinkage of graphics. Menus
and other functions are often condensed and even feature al-
ternative layouts to better fit the smaller formats.
Choosing Your Mobile Format for SEO
Having a separate, independent mobile site will satisfy the
immediate Google requirement to be mobile friendly. For
now, the regular (desktop version) site will still be indexed by
Google as usual, and any work put into optimizing a site for
search engines will still benefit the site in search results —
whether from a mobile device or a desktop computer.
However, if and when Google follows through and creates
a separate search index for mobile devices, it may look only at
the version that is designed for mobile devices. So an indepen-
dent mobile version of the site will have to have to duplicate
the complete content of the desktop site to index properly. A
responsive design has the benefit of actually using the same
physical site files and will still benefit from all of the con-
tent they provide, whether from a desktop search or a mobile
search. One site. One set of content to manage.
Take Action
Google has not officially announced the launch of a sepa-
rate search index for mobile. It did announce the need for
all websites to have mobile friendly sites by April 21, 2015,
when “mobile friendly” will be used as a ranking factor for
those searching from mobile devices. The time to make sure
you are prepared for mobile devices is now, or you may begin
missing out when it comes to all of the users (typically 30-50%
and growing) searching for and using your site from mobile
devices.
Contact your qualified website provider to discuss your op-
tions for mobile. If you don’t have a mobile friendly site, your
rankings may already be depressed, and you’ll want to rectify
the situation as soon as possible. Check with your provider
as soon as you can, particularly if they manage multiple sites.
Undoubtedly providers are already busy updating sites for cus-
tomers who have realized that their sites are not indexing as
well for mobile search traffic since April 21st.
Bryan Carter is the President and Owner of Think Webstore in
Ridgeland, Mississippi, and author of business publications.
www.thinkwebstore.com
bryancarter@thinkwebstore.com
Single Platform Users’Share of Total Digital Population
Source: comScore Media Metrix Multi-Platform, U.S., Age 18+, Mar 2014 - Mar 2015
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
10.8%
19.1%
17.6%
16.8% 16.3%
14.1% 14.4%
12.4%12.9%
15.2%
12.6%
11.3%
14.0%
10.6% 10.6% 10.6% 10.7% 11.0% 11.2% 11.3% 11.5% 11.5% 10.6%
11.9% 11.8%
M
ar-2014
Apr-2014
M
ay-2014
Jun-2014
Jul-2014
Aug-2014
Sept-2014
Oct-2014
Nov-2014
Dec-2014
Jan-2015
Feb-2015
M
ar-2015
Desktop-Only% Mobile-Only%
In March of 2015, the number of users who use only mobile devices (smartphones and tablets) to
access the Internet overtook the number of users who use only desktops to access the Internet.
This marks another major milestone for the adoption of mobile device use in the United States.
71. Spring&summer2015
69
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72. ManufacturedinMississippi
70
Leadership is a Choice
The Mississippi Manufacturers Association (MMA) has
had the benefit of exceptional leaders providing a united voice
for manufacturing in Mississippi for over 60 years. In recent
tenures, leaders have been chosen in part for their demonstra-
tion of manufacturing leadership excellence with specific, suc-
cessful manufacturing companies in Mississippi. Jay Moon,
who has served as President and CEO for the MMA since
2002, was chosen for different credentials — in particular, his
economic development experience.
A History of Ambition and Diversity in Economic Development
Jay Moon has had his eye on economic development and
international affairs since his undergraduate career. Moon
earned his Bachelor of Arts degree in International Rela-
tions and a Masters degree in Public Administration from the
deeply southern, highly-ranked program at the University of
Georgia.
After completing his academic degrees, Moon served in the
administration offices of the Georgia Department of Natural
Resources and the Georgia Secretary of State He then joined
the Legislative Research Commission for the state of Ken-
tucky, where he was granted the title of Kentucky Colonel,
the highest title of honor bestowed by the Commonwealth
of Kentucky.
Moon then moved to Mississippi, where he became the
Director of Community and Economic Development in the
office of Building and Planning for the city of Gulfport. His
next career evolution brought him to Jackson, Mississippi,
where he was recruited to the role of Deputy Director for the
Mississippi Development Authority. It was in that role that
Moon was the lead project manager in charge of bringing
Nissan to Mississippi, a $1.5 billion deal.
Says Moon, “I was raised in a life of public service. I have
always wanted to have a career in government or public ser-
vice.”
Life Experience
Moon’s father was a career Navy man, and their family lived
in several locations in the states, and internationally, while
he was raised. Some the places he has called home include
Florida, Illinois, Georgia, Virginia, Kentucky, Mississippi,
By Bryan Carter / Featured writer
73. Spring&summer2015
71
Caracas, and Venezuela. Moon’s upbringing and career path
gave him a perspective on people that transcends borders and
cultures. His unusually rich life experience has been an obvi-
ous advantage.
Leadership is a Passion
Today Jay Moon leads the MMA. The organization repre-
sents more than 2,200 manufacturers and associate members
and is the most recognized voice in manufacturing in the state.
Moon serves as the chairman of the Mississippi Workforce
Investment Board, chairman of the State Longitudinal Data
System board, and chairman of the Manufacturing Extension
Partnership. He also serves on the board of the Japan-Amer-
ica Society of Mississippi and on the board for the University
of Mississippi’s Center for Manufacturing Excellence.
Vision
One of the roles of the MMA is to predict and track key
strategic trends in manufacturing for Mississippi. Moon
mentions three areas the MMA has taken specific interest in
supporting.
1) Onshoring and Reshoring
A draw to Mississippi by offshore companies who are at-
tracted to the southeast due to lower energy rates and
offsets in labor costs.
2 )Heightened Emphasis on Skilled Labor
The need for a nationally competitive,certified labor force
with skills and training instantly recognized in any part
of the country.
3) A Strengthening in the Automobile Industry
Growth in both manufacturing and parts supply.
Pride
Moon points out that Mississippi is a state of higher stan-
dards.
Says Moon,
Mississippi is a place of integrity. It is the people of
Mississippi that make the difference. There is a sense
of pride in where we live. We are people who back up
what we say and are willing to be held accountable for
our actions. We are people that understand value.
In manufacturing, we are job creators. We are com-
munity builders. We are makers of things. We posi-
tively affect the lives of people that may never know
our names.
Through dedication and smart, hard work, Moon has
helped Mississippi demonstrate its value in manufacturing to
the state, to the nation, and to the international community.
And, according to Jay Moon, “We are just getting started.”
75. Spring&summer2015
73
At TVA, we believe the heart of our mission is service to others, and we are
privileged to help make life better in the Valley through:
• the reliable and affordable energy we provide
• the jobs we help to attract and retain
• the mindful stewardship of the natural resources entrusted to us
• our role as a good neighbor in the communities in which we operate.
We serve the people of the Valley
to make life better.
76. ManufacturedinMississippi
74
Safer
Automatic
Locks
The Fish Grip
Diversified
Products
Classail
International
Tool and Die
Products
Plastic Injection
Molding
Medical, Fishing,
Hunting, Automotive,
Golf, Poultry, Models,
Custom Jobs,
Assembly, Packaging,
Shipping
Boat ModelsPoultry Products
Wheelchairs and
Accessory Products
Fishing and Boating
Products
Mold Building and
Repair Solid Works
3-D Prototype
Samples
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Web: www.unitedplasticmolders.net
105 E. Rankin Street • Jackson, MS 39201
Ph. 601-353-3193 • Toll: 800-890-5113 • Fax: 601-353-8069
77. Spring&summer2015
75
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our decision to set up shop and more importantly, keep shop in our hometown is a
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80. ManufacturedinMississippi
78
Taxation
Franchise Tax
During the 2015 legislative session there was finally a
movement among the political leadership to do away with the
franchise tax. The franchise tax is defined by the MS Depart-
ment of Revenue as “a tax imposed on corporations for the
privilege of doing business in the State of Mississippi.” The
estimated annual cost is $220 million, $45 million of which is
paid by manufacturers. Lt. Governor Tate Reeves announced
a tax cut plan in February that included a 10-year phase out
of the franchise tax.
The possibility for major tax reform during the 2015 regu-
lar legislative session officially ended on Monday, March 23,
when the House failed to reconsider the vote by which House
Bill 1629 failed. The House was unable to reach the three-
fifths threshold required to concur with amendments to the
bill, which the Senate passed the previous week. With little
likelihood of enough Representatives changing their votes on
this legislation,House leadership allowed the bill to die on the
calendar. While the defeat of this critical tax reduction pack-
age was disappointing, MMA is encouraged with how close
we came to phasing out the onerous franchise tax. Franchise
tax elimination will remain a top priority as we move through
this year’s election season and look toward the 2016 legislative
session.
Tax Credit for Hiring Veterans
On March 29, the House and Senate approved the confer-
ence report on House Bill 33 unanimously. HB 33 provides
a $2,000 per year tax credit for up to five years for companies
that hire veterans that meet certain requirements. The total
amount of state funds that can be used for this credit is capped
at $1 million.
Omnibus Bond Bill
Senate Bill 2906 was the vehicle chosen to capture all of
the bonded projects that the legislature chose to fund. In ad-
dition to major bond funding for universities and community
colleges, the legislation also contained bond funding for proj-
ects critical for manufacturers:
• $20 million for upgrades at the state-owned shipyard in
Pascagoula, operated by Ingalls Shipbuilding.
• $5M million for capital expenditures for a new product
line at Viking Range in Greenwood.
• $4.2 million to match federal disaster assistance which
will help rebuild the Winston Plywood & Veneer facility
in Louisville.
• $20 million for MS Development Authority’s ACE
fund, which is used to make grants to economic develop-
ment projects.
Railroad Improvements
Funds were authorized for the Mississippian Railway be-
tween Amory and Fulton ($2.6 million) and the Rail Author-
ity of East Mississippi ($1 million).
Legal
Patent Infringement
The Governor signed HouseBill589 on March 28.This new
law will protect companies from frivolous patent infringement
claims, made by entities commonly known as “patent trolls.”
The bill also includes protections for manufacturers that are
lawfully protecting their intellectual property rights. HB 589
contains a 3-year repealer, which will require the legislature to
revisit this issue in a few years if the federal government does
not pass comprehensive patent reform.
Environment
The Legislature adopted Senate Concurrent Resolution
637, which urges the U.S. Environmental Protection Agency
(EPA) to withdraw their Clean Power Plan under Section
111(d) of the federal Clean Air Act. While this resolution is
not legally binding, it puts the legislature on record as oppos-
ing the proposed rule, and offers potential legal and adminis-
trative recourse if the plan is not withdrawn.
