The document summarizes a special advertising section from 2004 that recognizes family businesses in the Milwaukee area. It discusses several award-winning family businesses, including Hunzinger Construction Company, which was recognized for its core values in helping the community. It also profiles Allen-Edmonds Shoe Corporation, which won an award for managerial innovation by investing in lean manufacturing while keeping production in Milwaukee. Dalco Metals received an award for multi-generational continuity in smoothly transitioning to second-generation leadership over many years of planning.

1. A Special Advertising Section
May 7, 2004
C E N T E R F O R F A M I L Y B U S I N E S S
MAY 12, 2004
www.busadm.mu.edu/familybiz
Adelman Travel Group
Allen-Edmonds Shoe Corporation
C.G. Schmidt, Inc.
Hunzinger Construction CompanyDalco Metals, Inc.

2. 2 2004 Celebration of Excellence • A Special Advertising Section May 7, 2004
Welcome to the 2004 Marquette
University Family Business
Excellence Awards!
Over ten years ago, the Marquette University
College of Business Administration, several
key service companies, and area family
businesses joined
together to launch
the Center for Family
Business (CFB).
The CFB’s mission
is to provide sup-
port and networking
opportunities to area
family businesses to
assist with a success-
ful transition of leadership from one genera-
tion to the next. This mission is achieved in
a variety of ways. The CFB provides educa-
tion on family business issues such as estate
tax planning, succession planning, and
business valuation through area and interna-
tionally renowned experts. These programs
set the stage for the Center’s forums, where
small groups of principals or successors
meet to resolve real issues they are facing in
their own family businesses. Forum topics
have included: creating policies for employ-
ment for the next generation, preparing the
next generation for leadership, identifying
the future role of the principals during and
after the transition of leadership to the next
generation, and positioning the family busi-
ness for growth.
More recently, the CFB added the Family
Business Excellence Awards, a women’s
group, and an international travel group.
This year the annual Family Business
Excellence Awards will recognize family
businesses in the following key catego-
ries: Core Values, Managerial Innovation,
Sustained Growth and Multi-generational
Continuity. Semiannually, the women’s
group meets to discuss leadership and issues
of succession. And just a month ago, our
international travel group returned from a
study trip to Spain where they met a dozen
family business owners and were high-
lighted in media coverage on comparable
succession issues.
Family business is an integral compo-
nent of the economy of the United States
providing approximately 65 percent of
total employment and over 50 percent of
gross domestic product. At Marquette
University, we are currently conducting a
variety of research studies to analyze the
economic impact and to identify special-
ized issues impacting family business. As
an educational institution, we are current-
ly utilizing the data from our research and
input from family businesses and their
advisors to develop an executive educa-
tion series for this fall.
At Marquette University we are continu-
ally looking for more ways to connect with
and strengthen relationships with the busi-
ness community. We genuinely appreciate
the support of our sponsors at the Center
for Family Business: Johnson Bank, Robert
W. Baird & Co., Inc., Reinhart, Boerner,
Van Deuren, s.c., The Business Journal,
Schenck Business Solutions and The
Horton Group. And of course, we value
the commitment and involvement of the
members. We take great pride in our rela-
tionship with family business.
Core Values
Hunzinger Construction Company . . . . . . . . . . . . . . . . . 3
Managerial Innovation
Allen-Edmonds Shoe Corporation . . . . . . . . . . . . . . . . . 4
Multi-generational Continuity
Dalco Metals, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Sustained Growth
C.G. Schmidt, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Sustained Growth
Adelman Travel Group . . . . . . . . . . . . . . . . . . . . . . . . . . 7
A note from the Dean AWARD RECIPIENTS
This section is published by the marketing department of The Business
Journal Serving Greater Milwaukee in conjunction with the Center for
Family Business at Marquette University. All articles were written by a
freelance writer, not a member of The Business Journal’s editorial staff.
To contact To contact the Center for Family
The Business Journal: Business at Marquette University:
Publisher
Mark Sabljak
msabljak@bizjournals.com
(414) 278-7788
Advertising Director
Kate Herman
kherman@bizjournals.com
(414) 278-7788
Director
Kay Bokowy
laurie.zello@marquette.edu
(414) 288-7583
B A N Q U E T S P O N S O R S :
Comments from David L. Shrock,
Dean, College of Business Administration
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3. May 7, 2004 2004 Celebration of Excellence • A Special Advertising Section 3
While granting a
Milwaukee nonprofit
agency’s recent wish
for an expansion, employees
and managers at Hunzinger
Construction Company were
reminded of their core values.
The challenge was to expand
office space and a “wish room”
where families of children with
life-threatening medical conditions
could plan special outings with
Make-A-Wish Foundation staff. The
company delivered every detail of
the $50,000 project, from drawings
and demolition work to fixtures and
cabinetry, leveraging relationships
with vendors and subcontractors to
provide additional services and sup-
plies at no cost to Make-A-Wish.
“We act as a family here and
frankly we have decided that giving
to support families struggling with
issues that revolve around their chil-
dren is something that we want to
support,” says Kevin O’Toole, exec-
utive vice president of the company.
O’Toole and company president
John Hunzinger, who represents
the third generation of family
leadership, first got involved with
Make-A-Wish as board members.
O’Toole says the entire company
has embraced the cause, partici-
pating year-round in the organiza-
tion’s fundraisers and donating the
money to grant 41 wishes to date.
The company has a written vision
statement, which lists, “Always
treat others as you would want to
be treated” among statements on
safety, excellence, persistence and
ethics.
O’Toole says every company can
use its expertise to help the com-
munity in a creative and meaning-
ful way. The family has found that
giving back is good business.
“This is the community where we
have been successful. It is impor-
tant for us to be good community
partners,” he says.
CORE VALUES
Hunzinger Construction
Company
A family operated company since 1977
For more than 25 years, Campbell Newman Asset Management
has successfully worked with families and others
serving their investment advisory needs.
Because Campbell Newman is a family owned and
operated business, we understand, through experience,
the issues that affect families and their investment needs.
For more information, please contact:
Mary Campbell Brown, CFA, President
at (262) 243-7000 or visit our website at
www.campbellnewman.com
12080 N. Corporate Parkway • Suite 130 • Mequon, WI 53092
262/243.7000 • fax 262/243.7200
(From left) Jim Hunzinger, Kevin O’Toole and John Hunzinger

4. 4 2004 Celebration of Excellence • A Special Advertising Section May 7, 2004
MANAGERIAL INNOVATION
Allen-Edmond Shoe Corp.
Although the savings
associated with moving
manufacturing operations
offshore were tempting, leaders
at Allen-Edmonds Shoe Corp.
felt leaving greater Milwaukee
would mean compromising
quality.
“Quality is the hallmark
of our brand,” says John
Stollenwerk, president and CEO
of Allen-Edmonds Shoe Corp.
“Outsourcing doesn’t make sense
for us because quality is still
improving in countries where
manufacturing is developing.”
Instead, the company made
a commitment to lean manu-
facturing, investing $1 million
to improve training processes,
enhance factory design and
install new equipment. The pro-
cess began in June of 2002.
The first shoes manufactured
with the lean system rolled out
of the factory in December, cre-
ated by workers who were newly
trained on multiple tasks to
respond to changes in workflow.
Instead of one long assembly
line, there are now a series of
teams working in multiple units.
Where it once took 12 hours
to move a pair of shoes from
assembly line to box, it now
takes about 2 hours. Output
has increased from 1500 pairs
of shoes per day to 1800.
“Productivity is expected to grow
at a steady pace,” says Jim Kass,
director of manufacturing.
Company leaders stress that
training was the most important
aspect of the conversion to a
lean system because of elabo-
rate hand detailing processes
and a wide variety of shoe mod-
els and sizes. Allen-Edmonds
produces 120 shoe patterns
comprising 14,000 different
models. Each pattern may
have different specifications for
antiquing, burnishing or edge
trimming.
“At the end of the day, custom-
ers love our shoes because they
are carefully handmade,” says
Stollenwerk.
John Stollenwerk

5. May 7, 2004 2004 Celebration of Excellence • A Special Advertising Section 5
Careful planning was the
key to a smooth transi-
tion to second-generation
leadership at Dalco Metals in
Walworth.
“The overall lesson that we
learned is that succession has
to be done over years, not
only months,” says John Ring,
the company’s chief financial
officer.
Richard Ring, John’s father,
purchased the steel service cen-
ter in 1973. Succession plan-
ning began in 1987 with gifts
of stocks to the next generation.
Richard’s son, Bill, joined the
company in 1991. John, his
brother, joined in 1994.
The elder Ring spent 5 years
assembling a management
team before retiring from daily
operations in 1997. Today,
Richard continues to serve the
company as board chair. Bill
manages sales while John
directs administration, finance
and steel purchas-
ing.
John says hiring
a family business
consultant to help
write a family con-
stitution, negotiate
procedures for
bringing addition-
al family members
aboard and devel-
op a structure for
twice-yearly family
meetings has been
an important key
to the success of
the transition.
“It has been
really important to
have a blueprint
to follow,” John
Ring says.
The family has a
process for posting job open-
ings for family, strictly evalu-
ating whether the person’s
background matches the job’s
responsibilities.
“We know when to put the
needs of the company first.
In the end, it’s good for the
family. All of us—including
family members who aren’t
directly involved in the business
— have a stake in wanting it to
be as successful as possible,”
he says.
MULTI-GENERATIONAL
CONTINUITY
Dalco Metals, Inc.
(From left) Bill Ring, Richard Ring, Mary Kay Ring and John Ring

6. 6 2004 Celebration of Excellence • A Special Advertising Section May 7, 2004
In spite of a track record
for sustained growth, CG
Schmidt took years to hit
its stride.
Founded in 1920, the man-
agement, general contracting
and design-build company
reached sales of $3 million
in 1981. This year, com-
pany leaders project sales of
$155 million. Recent suc-
cesses include General Mitchell
International parking garage,
Waukesha Memorial Hospital
and Newcastle Place senior liv-
ing community.
“We didn’t really start cook-
ing until the 1980s,” says
Richard Schmidt, chairman and
CEO. He credits the compa-
ny’s success to sound man-
agement strategy and good
people.
“You can’t control the market
there is certain type a proj-
ect that you are more suited
for than others. You need to
diversify.”
Recently, the
company has
responded to
the challenge of
getting enough
work—and
the right kind
of work—by
expanding into
new markets. A
new and grow-
ing portion of
its workload
is educational
institutions.
Schmidt says
he is proud the
company has
been recog-
nized as one of
Milwaukee’s best
places to work.
“The recipe for that is treat-
ing people well and offering
them benefits beyond what is
usually given. We care. We
don’t talk it, we walk it. We do
it.”
One of the more unusual
benefits the company offers is
vacations at a lake home in
northern Wisconsin.
Above all, Schmidt advises
the leaders of other compa-
nies seeking careful and rapid
growth to find ways to be
affordable without compromis-
ing.
“We believe in integrity and
honesty. We can’t be cheap,
but we can be an affordable
value.”
C.G. Schmidt, Inc.
SUSTAINED GROWTH
(From left, back row) Eric Schmidt, Mark Schmidt, David Schmidt;
(from left, front row) Richard Schmidt, Jr. and Richard Schmidt

7. May 7, 2004 2004 Celebration of Excellence • A Special Advertising Section 7
Amidst a disappear-
ing commission pool
and a testy travel mar-
ket, Adelman Travel Group has
thrived over the past decade.
Sales have jumped from $40
million to over $250 million.
Staff has expanded from 60
to 275. And the company has
grown from fewer than 20 loca-
tions to more than 80.
“The most important lesson we
have learned is that it’s critical to
provide good benefits and poli-
cies that help to retain staff,” says
Craig Adelman, president and
CEO.
The company’s turnover is
less than 2 percent and aver-
age employee tenure is nearly 9
years, twice the industry norm.
“We’ve also been reminded
often how important it is to invest
in research and development,”
he says.
Adelman was one of the first
agencies in
the country
to adopt an
online book-
ing program
and a pio-
neer in offer-
ing 24-hour
service. As
a result, the
company
fought the
lure of pric-
eline.com and
expedia.com
by becoming
a clearing-
house for all
Internet fares.
Adelman
says his only
regret is that the company didn’t
pursue some of its bolder plans—
like buying a training school and
building a state-of-the-art com-
pany headquarters—earlier.
Perhaps the company’s most
interesting risk has been the
company’s unusual strategy for
engaging the “next generation”
of leadership.
Soon after founding the busi-
ness 20 years ago, Craig invited
his father Ollie Adelman, to join
the business as honorary board
chair. The elder Adelman contin-
ues to lead strategic planning for
the company today.
SUSTAINED GROWTH
Adelman Travel
Group
Excellence . . . It’s becoming a habit
milwaukee.bizjournals.com
The Society of American Business Editors & Writers – an
association of more than 3,000 business journalists – has
named The Business Journal Serving Greater Milwaukee as
one of the five best business weeklies in the United States
during 2003. This is the second straight year that
The Business Journal has won this prestigious award.
The annual “Best in Business” competition was created
to help set standards and recognize role models for
outstanding business journalism.
For the second consecutive year,
The Business Journal Serving
Greater Milwaukee has been honored
by the Society of American Business
Editors and Writers 2003 in the
Best in Business Contest — General
Excellence Award - Business Weeklies
Craig Adelman