Making Applejack For 10 Generations
New Chairman for Mercer Chamber
Corrections or additions?
This article by Kathleen McGinn Spring was prepared for the
October 3, 2001 edition of U.S. 1 Newspaper. All rights reserved.
How Non-Profits Can Raise Money Now
The words “bad news” have taken on a massively
heightened meaning. When the Borden Perlman Non-Profit Consortium
named its upcoming seminar “Dealing with the Press: Good News/Bad
News,” organizer Irwin Stoolmacher says the bad news part
referred to how charitable groups should deal with questions on
negative
events within their organizations. Bad news now has come to mean the
terrible events of September 11 — events whose ripples are
reaching
further than anyone could have imagined.
Stoolmacher is president of Princeton Junction-based Stoolmacher
Consulting,
a fundraising, management, and marketing consulting firm with a roster
of non-profit clients, including the American Cancer Society, Isles,
Mount Carmel Guild, the Passage Theater Company, Union Industrial
Home for Children, and Womanspace. This is the time of year when he
prepares the all-important end-of-the-year solicitation letters that
go out to potential donors. This year, crafting the letters is no
easy job.
The minds and hearts of area residents are firmly fixed on one spot.
Wallets are opening as never before as the impulse to do something
— anything — to ameliorate the suffering in New York finds
expression in gifts to disaster relief organizations set up to help
victims’ families. This is good and necessary. But, he says, it
creates
problems for local non-profits not obviously connected with the rescue
and relief efforts.
“Fundraising is the most important function of a non-profit,”
says Stoolmacher. Furthermore, most of the money needed to run soup
kitchens, aid victims of domestic abuse, keep the arts alive, and
fund research into a cure for cancer comes from individual donors.
Contrary to common belief, he says, “most money does not come
from corporations. Eighty percent comes from individuals. If you
include
planned giving and bequests, it approaches 85 percent.”
The question is how non-profits can approach donors swamped by the
suffering in New York City. How they can lay claim to a percentage
of charitable giving for their own work when the need in New York
is so great — and so clearly visible? This subject, not originally
on the agenda, will be discussed at the next seminar of the Borden
Perlman Non-Profit Consortium on Thursday, October 4, at 8:45 a.m.
at Greenacres Country Club. Cost: None. Call 609-799-5250.
Stoolmacher
moderates. Speakers include Susan Young of Susan Young Media
Relations and Arnie Ropeik, senior editor of the Times of
Trenton.
Stoolmacher is a graduate of the State University of New York at
Binghamton
(Class of 1968), where he studied political science. He holds a
master’s
degree in political science from Rutgers. He was an urban analyst
in Richard Hughes’s administration, urban coordinator at St. Peters
College, and business manager of the Jersey City Board of Education
in the mid-’70s. Moving to the private sector, he was president of
one of Caliper’s operating companies before starting his own
consulting
company in 1987.
“When the seminar series thought about the bad news, the bad news
we were thinking about was not as bad as the bad news we got,”
Stoolmacher says. How will charities position themselves to raise
funds? “That’s the $64,000 question,” Stoolmacher says. But
raise funds they must.
The fact of Americans’ unique generosity toward charities is not only
a happy national characteristic, it is an essential safety net.
“It’s
not that we are better or more generous than other peoples,” says
Stoolmacher. “We’ve structured our society to have individuals
take care of the needy. In Asia it’s the family. In Sweden and other
social welfare countries, it’s the state. In our country, we rely
heavily on individuals.” This trend has only intensified in recent
years. Bush’s emphasis on faith-based initiatives is another move
in the direction of individuals caring for their less fortunate
neighbors.
With unemployment up, and economic uncertainty almost palpably
permeating
the air, 2001 never looked like a banner year for donations. Now,
says Stoolmacher, “fundraising sure isn’t going up.” He is
hoping it will stay even for local charities. His advice to these
organizations includes:
Avoiding competition with New York at all costs. Manynon-profits work so hard, year after year, to raise money for thegood works they do. If any of their administrators find it frustratingto see tens of millions of dollars pouring into New York from alldirections with nary a direct mail solicitation letter in sight, theyhad best not breathe a word of it. Any appearance of begrudging theterrorists’ victims one dime of aid could set back a non-profit fora good long time.Expressing understanding for the tremendous need just upthe Turnpike. “I’m reworking my previous letter,”Stoolmachersays of a direct mail solicitation he is composing for a non-profit.”I’m looking for a way to say, `Even with the increased need,don’t forget about the truly needy among us.’” Something likethat is the correct tone. Non-profits may have to assure donors thatthey know they are giving to the relief effort, that demands on themare heavy, but that the charities they have supported in the paststill need their help.Explaining how local people are tied to the tragedy. Ifa charity’s caseload is up as a result of September 11, donors shouldbe told.Everyone has heard that tourism is down, and that large numbers ofairline workers are being laid off. Stoolmacher says it is up tocharitiesto make those facts local, to remind donors that area residents areamong the baggage handlers and concession workers at Newark andPhiladelphia’sairports. Many of these people, already living from paycheck topaycheck,will quickly fall into poverty if they lose their jobs. Charitiesthat provide emergency food, shelter, or child care for these peoplewould do well to explain to donors how their clients have beeneffectedby the tragedy.Putting forth a case for expanded services. Stoolmacherpoints to Prevention Education as a charity that would like to expandits role in the wake of the tragedy. The non-profit presents programson child assault prevention, and, in response to requests fromparents,would like to run programs to help children cope with grief and fearassociated with the attacks on the Trade Center. It is important forthat charity, and others in its position, to express this desire inits fundraising materials and in interviews with the press.Offering coping tips. This is the time, says Stoolmacher,for non-profits to boost their profiles, while providing a valuablepublic service, by drawing up lists of coping tips and distributingthem. Non-profits of all sorts could provide advice on everythingfrom recognizing normal grieving patterns to applying for emergencyaid to get a business up and running again.With increased demands, non-profits are apt to be busier thanthey have ever been. But that is no excuse for neglecting thepublicitythat can get each its share of the finite dollars of donors.Top Of PageMaking Applejack For 10 GenerationsAsked whether she would like to see her children, nowthree and five, join the family business some day, Lisa Lairdsays, “Oh yes! I would love them to join the company. That’s whatwe’re here for.” If the youngsters do follow their mom, they willbe the 10th generation of Lairds at Laird & Company, the 14th oldestfamily-owned company in the country. But they won’t be the firstmembersof their generation to help make, market, and distribute the applejackthe company has been distilling since at least 1717. That honor goesto their cousin, J. Evans Laird IV, who just began work as a salesrep in the company’s Pittsburgh office.Laird & Company is a finalist in the Ninth Annual Family BusinessAwards sponsored by the Rothman Institute of Entrepreneurial Studiesat Fairleigh Dickinson, PNC Bank, and New Jersey Monthly Magazine.There are 16 finalists and semi-finalists. They are divided intocompanieswith over $10 million in sales, and those with less than that amount.The companies will be honored at a luncheon on Thursday, October 4,at 11 a.m. at the Doubletree Hotel in Somerset. Call 973-443-8842.Only 30 percent of family businesses make it as far as the secondgeneration, and a mere 10 percent to the third generation. On thelist of New Jersey companies being honored on October 4 are four intheir fourth generation — Marotta Scientific Controls inMontville,Bograd’s Furniture in Riverdale, Siperstein’s Paint & Wallpaper inJersey City, and Maria’s Homemade Ravioli in Wayne. There is alsoone five generation company, Crofutt & Smith Moving & Storage inLanding.At 10 generations, Laird & Company is based, as it always has been,in Scobeyville, which is a part of Colts Neck Township. The area,says Laird, was named for Captain Joshua Scobey. “He was apirateer,”she says. “The government gave him land to farm so he wouldn’tbe out pirating.”Laird, vice president, public relations and sales, says her familyhas lived in the area since 1698. The applejack it began producingsoon thereafter was initially passed out among relatives and friendsor bartered. The company’s first recorded sale took place in 1780.In the early days, the company’s applejack was made with apples fromnearby Monmouth County orchards, supplemented by wagon loads of applesdriven in from all over the state. Now, says Laird, most of the localorchards have been replaced by housing developments. The remainingorchards have pledged their produce to applesauce companies, includingMotts, and Laird & Company uses apples from the Shenandoah Valley.The company’s business has been expanded beyond applejack to includeother distilled spirits, distribution of imported liquor, and bottlingfor other companies, which find its mid-New Jersey location convenientfor distribution up and down the East Coast.If Laird’s disposition and outlook on life are typical for her family,it is not hard to see why the 50-person company is thriving into its10 generation. A graduate of Washington College (Class of 1983), shestarted to work in the family business in 1984. Originally, she hadwanted to be a veterinarian. “But,” she says, “I endedup getting allergies to cats.” She switched her major from scienceto economics, and betrays no regrets.How did she end up in marketing? “I was kind ofplaced there,” she says. She worked at jobs throughout thecompany,and especially enjoyed quality control, but sales was where her familydecided they wanted her, and that’s where she went. Vivacious andarticulate, she took to the job and says she enjoys it.Laird’s father, Larrie Laird, is the company’s CEO. “My fatherand I have a very rare relationship,” Laird says. “We canspeak our minds, and then it’s over. We don’t carry it into ourpersonallives.” While differences over work issues are resolved on thespot, other work-related discussions do carry over to non-work hours.”We talk about business at the dinner table,” Laird says.”except when my mother says `Stop!’”There are now four members of the Laird family in active roles withthe company, and more on the board of directors. Laird’s mother, RoseMarie, however, is not among them. In the early years of her marriageRose Marie was part of the business, but no more. “My mother washelping out, and she was like `forget it,’” Laird recalls,speculatingthat there is something about the husband/wife bond that isantitheticalto harmonious work relationships. Rose Marie now concentrates onvolunteerwork and time with her grandchildren.Meanwhile, the rest of the family concentrates on growing theirbusiness.Laird says there is no friction, because “we all have the samegoal.” Negotiating salary with her father has never been aproblem,she says. Compensation is based on profit, and she shares his beliefthat a large percentage of the company’s profits should go back intothe business. Besides, she says, in a statement many patriarchs offamily businesses only yearn to hear, “dad is very fair. Heprobablygives less to himself than to his employees.”Top Of PageNew Chairman for Mercer ChamberTourism and transportation are high on the agenda forCarol Beske, who is about to begin a two-year term as theGreaterMercer County Chamber of Commerce’s chairman of the board. Owner of30-person, Robbinsville-based ACT Engineering, Beske adds the chamberposition to a host of other civic responsibilities. Former WestWindsormayor and councilperson, Beske is also president of the Mercer CountyPark Commission, chairman of the board of the Regional PlanningPartnership,and a member of the executive board of the Greater Mercer TMA, atransportationalliance of which she is a founding member.The Greater Mercer Chamber welcomes Beske to her new position at a”Changing of the Guard Reception” on Thursday, October 4,at 5 p.m. at the Trenton Country Club. George Pruitt will behonored as outgoing chairman of the board. Cost: $50. Call609-393-4143.Beske graduated from the University of Minnesota with a degree ineducation, and taught for three years in Boston while her husband,Grant Beske, was completing his doctoral studies at M.I.T. The couplethen moved to Wilmington, and then West Windsor, where they raisedfour children. Beske became active in community affairs, and tooka job at the U.S.T.A., where she developed a rating scale for tennisplayers that is similar to the handicaps golfers use.Once at the top of the scale as a 5.0 tennis player, Beske says shehas slipped down to a “solid 4.0” as the demands of her work haveincreased. Not an engineer herself, she was recruited in the ’80sto do business development for an international engineering company.When the company was bought out, she stayed on for several years,running the Princeton office and handling business development fromMaine to South Carolina. In 1990 Beske decided she to start her ownfirm. ACT Engineering specializes in civil engineering, planning,surveying, and environmental engineering.Beske first became involved in the Greater Mercer Chamber 10 or 12years ago when she formed its West Windsor division. “At thetime,”she recalls, “West Windsor was really becoming a businesscommunityonto itself with offices and shopping centers, but it was lackingan identity.” Along with other business leaders, she thought achamber of commerce would help the township develop one, but”didn’twant to set up a chamber.””We looked at where we were best aligned,” she says. TheMercerChamber turned out to be a good fit. Beske headed up the West Windsordivision for many years during the townships two big employers,Sarnoffand American Cyanamid, were joined by scores of high-profile tenantsin the Carnegie Center.During the same time period, Beske saw the Mercer Chamber grow to1,000 members and expand to include a number of businesses inMiddlesexand Burlington Counties and across the river in Bucks County. Beske’sterm as chairman of the board will run for two years. Her prioritiesfor those years include:Tourism. “We do see a great benefit for a tourismbureau,” she says. “We have long been short on promoting thewonderful things we have here. We haven’t packaged them as awhole.”The county is home to Revolutionary War sites, the refurbished WarMemorial, Trenton’s baseball stadium and arena, and outdoor recreationaplenty. Tying it all together, and creating a travel destinationis the challenge. The Marriott hotel and conference center nearingcompletion in Trenton will help, and so, says Beske, will a touristbureau, which is set to open this fall. It will be housed and nurturedin the chamber’s offices while it gets started on its job of promotingthe county.Transportation. “Transportation is critical to theeconomic success of the county,” says Beske. Current trafficconditionsare “a major stress factor for employees,” she says. Employersaren’t happy with conditions, either, and new businesses thinkingof relocating here take commuting time into consideration whentallyingquality of life factors. “We have to be more and more farsightedin finding alternatives,” she says, suggesting light rail andalternative buses as possibilities, and regional cooperation as amust.Legislation. “We need to be very cognizant oflegislationthat affects business owners,” says Beske. She sees more of arole for the Mercer Chamber in this arena. “We really need tohelp out businesses large and small,” she says. “We will seemore involvement in the future.” Issues now before the legislatureinclude extending the range of benefits to which workers would beentitled. For a small business, “that becomes critical,” inBeske’s view.Education. The chamber needs to explore how the businesscommunity can best work with school systems in Trenton and in thesuburbs. In addition to making sure workers are coming out of theschools adequately trained, Beske says the chamber needs to be”lookingat overall big picture in education.”Beske shrugs off any suggestion that adding her new chamberresponsibilities to running a company and working in a number of othercivic leadership positions is a stretch. “You just do what youdo,” she says.A resident of Princeton for the past four years, Beske recentlypersuadedher husband, newly retired from DuPont, to work at ACT Engineering,although not full time. She dismisses any talk of her own retirement.Time to travel, perhaps? “We’ve taken out time to travel,”she says. “I’ve been to Russia, Kenya, Singapore…” Recentadventures include rafting in the Grand Canyon and hiking throughAlaska. The couple have planned a trip to Nepal, but whether theygo “remains to be seen.”Next StoryCorrections or additions?This page is published by PrincetonInfo.com— the web site for U.S. 1 Newspaper in Princeton, New Jersey.
