Articles

Landscaper Shares Secrets of Success
By D.L. Johnson
Landscape & Irrigation January, 1990

enrolled in the College of Environmental Sciences and Forestry at Syracuse University. There he soon realized that the design path he was pursuing would not take him where he wanted to go. He not only wanted to come up with ideas, he wanted the means to carry them out.
       He gave up his longtime goal of becoming a landscape architect, left school, and hired on at a retail nursery. It had a respectable garden center and a developing landscape department. Katz stayed with the company for five-and-a-half years, sharpening his customer relations skills and his creative planning abilities. However, as a family-owned business, he felt that it neither offered him the upward mobility he wanted nor the freedom to exercise his own ideas.
       Katz decided to form a business with a friend who had some landscape maintenance knowledge and another acquaintance with money to invest. They called it ELITE Landscaping and Plant Care Corp.
       The partnership failed within a few months, leaving Katz with none of the equipment and all the debts. He did obtain one asset he wanted badly: the company name. Katz felt that "ELITE" characterized the type of work for which he wanted to

be known. With that lone asset, he started over.
       ELITE Landscaping ended its first year with an "office" consisting of Katz, one telephone line, and an answering machine in a friend's florist shop. The business was spread over three counties. The flower shop was in one. Katz's home, where all the paperwork was done, was in another, and his parents' home, where he parked his truck, was in yet another.
       In the company's second year, Katz consolidated the business into his own home. A ten-by-12-foot room made up his office. His own property afforded him the space to park his original company truck plus a second one, and to store a limited amount of plant material.
       Katz soon realized that to do more business he needed a larger staff. So he put an ad in the local paper and hired the first eight people who called. They turned out to be an excellent crew, and the company began to grow.
       The third season was even

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Front Yard Before.

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Front Yard After.

better than the second. In fact, there was so much business activity in and around Katz's homebased operation that his neighbors were becoming unhappy. At summer's end, Elite moved into a 2,500-square-foot building on five acres of land.
       The company was clearly at a crossroads. The time had come for ELITE to make a major jump in size. The winter was spent organizing, structuring, and putting the details of the new building and larger company in order. More staff members were added. This time the recruits were carefully selected—ten of the best landscape degree candidates that SUNY at Cobleskill had to offer.
       ELITE's fourth season is now drawing to a close. It has been the company's most successful yet. Indeed, each year has been more profitable than the last.
       It's a nice story, but how and why did it happen? To understand the success of ELITE Landscaping, we have to look at the basic factors of business success, and how ELITE used these factors to achieve theirs.
       The willingness to take risks—nothing ventured, nothing gained—is one of those factors. Each decision they made was based on their calculations of the risk involved versus the potential gain. They formulated specific long- and short-term goals, and were willing to go out on a limb to achieve them.
       These goals require careful planning and thoughtful, step-by-step building. Projections of sales capabilities, budgeting, personnel, equipment, and supplies are all interlocking blocks that form a foundation for growth.
       Communication is critical. Information must be transferred to the proper people. At ELITE Landscaping, the current Monday morning meeting for all employees is a primary communication tool for the company. It evolved from meetings which started as informal discussions, sometimes over pizza at Katz's home. These after-work meetings sometimes went past midnight.
       Today the meetings encourage staff input on recently completed or pending projects, review of trade journal articles, company policies, etc. Sharing ideas and opinions helps all employees feel that they belong and are valued. In addition, weekly meetings with Katz are scheduled for each staffer on an individual basis.
       Formal employee performance evaluations are now being conducted twice a year. Their primary purpose is to provide another avenue of communication. Employees can learn how they are viewed by management, and are given an opportunity to express how they feel about their job and the company.
       Ideas must be shared—they have a way of growing and branching. To avoid duplication of work and keep everyone informed, project reports are completed daily by every staff member.
       These reports include a chronological list of the day's accomplishments, as well as employee comments, client comments, and a list of materials and equipment used. They specify the number of plants installed, feet of irrigation pipe laid down, and brick put down in specific time periods. All of these tasks have a code number. The project report information is loaded into the company's new IBM LAN computer from one of four stations. The information is banked for costing and estimating purposes.
       Before selecting this computer system, ELITE conducted almost two years of research. Numerous software packages were examined before it was decided that even the best landscape-specific programs available would not do.
       The company decided to utilize the talents of Katz's father, a qualified programmer who has been writing customized programs for almost ten years. Tailored to ELITE's needs, this customized software is currently producing the information necessary for the continuing growth of the company.

       Much of ELITE's work is for established clients, because a satisfied customer always wants more work done later. These clients also bring in new work through recommendations to family and friends. Carefully placed advertising in selected magazines or newspapers aimed at upscale markets provides the bulk of ELITE's new client contracts.
       Katz decided early that the kind of business he wanted to conduct was based on a one-on-one dialogue with the individual who was going to derive the most pleasure from the company's work. For this reason, ELITE's contracts are primarily residential. This allows for more creative designing on a relatively flexible schedule, and the use of a variety of quality materials.
       Staff members approach each segment of every project as if it ware their own property. The scope and variety of the projects keep them from becoming bored with their assignments. Their interest is heightened because their ideas and input are encouraged.
       All staff members have academic degrees, though not always in obviously related fields. All are intelligent and highly motivated. Crews are varied to make the best use of talent, help prevent boredom, and create a sense of camaraderie. The idea is that everyone should think of the company, as their own.
       Company image is crucial, and ELITE's has been carefully cultivated. The company logo appears on all vehicles, which must be clean and neatly organized when not in the company yard. Staff members must be in some form of company attire when on the job, and be as clean as the job will allow. There are currently six different shirts, jackets, and sweaters with the ELITE logo available to employees.
Job sites are kept as neat as possible, with tools consolidated and organized and debris cleaned up. This includes sweeping driveways and walkways before leaving each evening.
       Image extends to non-installation areas as well. The office is staffed from 8 a.m. to 7 p.m. by two people, to ensure that client inquiries and messages are addressed as quickly as possible. Katz's vehicle is equipped with a mobile phone, which lets him communicate with clients and staff at all times. Recent purchases for the office include a fax machine, postage meter, and copier, which complement the new computer system.
       In sticking with the business basics, setting goals, and providing uncompromising service, Katz has created a dynamic landscape company in a relatively short time period. The lessons to be found in the story of ELITE Landscaping are not exclusive to that company. They can be applied in any business where there is a goal to grow and prosper far into the future, and the desire and business savvy to get there.

Editor's Note: D. L. Johnson is the general manager of ELITE Landscaping.

Volume 111 - September 11, 1991 Mid Hudsom MLS - Realty Market Place Page 29

       That is the question. Should it be done now or would it be better to do it next season? That is also a question. Is it economically feasible to install landscaping (or is it just for my aesthetic pleasure) is another question many homeowners ask when considering the possibility of enhancing their property.
       Actually, there is no right or wrong time of year in which to install landscaping. As long as the soil or ground is workable and the materials available you can have your home landscaped.
       For instance, many people purchase live trees to decorate for Christmas, with the intention of planting them outside after the holidays. This is a perfectly feasible plan if it is thought out. The location of the planting should be determined beforehand. The hole in which the tree will be planted should be dug and backfilled with the prepared soil and then protected from frost so that it is pliable at the time of planting. The tree should be brought into the garage for a few days before planting so that it acclimates again to the cold. Then it can be installed in the spot already prepared for it.
       Spring has traditionally been thought of as the best or only time to install plantings. The reason for this is more psychological than factual and primarily because we are anxious to throw off the winter doldrums. Actually, spring is no better or worse than any other time of year for landscaping.
       Summer temperatures mean that new plantings will require more water than installations made at other times of the year. However, those plantings installed in April will also require heavy watering in July and August when the temperature reaches 90 or 100. To take this a step further, it doesn't make any difference if a plant sits in a nursery and is watered, in July, by the nurseryman or if it is installed on your property, in July, and receives it's tender loving care from you. As a matter of fact, the plant you install in September probably did sit in a nursery, above ground in a container or balled or burlapped all summer long.
       Fall planting is excellent because temperatures are cool and moist and the plant foliage is virtually dormant while the roots continue to grow, possibly into mid-January. The roots will begin to grow again in early spring before the foliage begins to sprout. This, in effect, will give your fall plantings almost an entire year of adaptation so that the new foliage will produce on a well rooted base in the spring.
       If you are thinking of planting in November or December, which is possible and often the case, just make sure that you purchase plants which have been hardened off or acclimated to cold weather. In other words, if your nurseryman or landscaper acquired the plants from western or southern growers, those plants will be just fine so long as they have been subjected to the change in temperature before you install them. Plants are really just like people. If you vacation in Florida in January it takes you some time to re-adjust to the cold weather when you return home.
       While it is true that some plantings, such as bulbs or annuals, can only be acquired and installed at certain times of the year, any season is open season for all other landscaping.
       As to the economics of landscaping, it is interesting to note that Money Magazine reports "landscaping has a recovery value of 100% to 200% if it is well done and harmonizes with nearby foliage. This compares to a recovery value of a kitchen overhaul, 75% to 125% or a bathroom, 80% to 120%". This clearly indicates that landscaping would certainly be worth considering, not only aesthetically but for the monetary value as-well.
       When considering landscaping, remember that it can be installed in stages of phases to meet your individual requirements or limitations while enhancing the value of your home and creating a more attractive and inviting environment in which to enjoy life.

Distinguished Alumni - David B. Katz

     For the first time since it's founding, the Landscape Department of SUNY Agricultural and Technical College at CobleskiIl, New York, (a nationally recognized program) honored 10 distinguished alumni, in celebration of it's 30th anniversary.
     Among the first 10 honorees, (chosen from over 3000) was David B. Katz, President of ELITE Landscaping Inc. based in Wappingers Falls, NY. Distinguished Professor, Jack Ingels, who has taught at the college since the programs inception, presented the awards during the annual alumni banquet dinner. Sighting Mr. Katz for his exemplary entrepenuerism, honesty, integrity and success in an already flooded market. Mr. Ingels went so far as to say that "The market Mr. Katz covers, predominately Westchester, Dutchess and Putnam counties, didn't need another landscape firm" when he founded his company. Professor Ingels said, "when I first heard the name ELITE I thought it was arrogant and pompous", but that Mr. Katz, through a proven track record of documented client satisfaction, and recognition in local and national publications, was a man whose picture should be in the dictionary next to the word Entrepreneur and Honesty." He also said "the name ELITE was well chosen and well earned."
     Joining Mr. Katz as recipients, were Richard Centolella, Landscape Architect and Associate Principal with the Countries most prestigious firm of Edward D. Stone Jr. and Associates, Fort Lauderdale, Fla., responsible for such sites as the Miami Florida site of Pope John Paul's visit, The Atlantis Hotel & Resort, Paradise Island, Nassau Bahamas. // J. Glenn Eugster Policy Analyst, office of Policy, Planning and Evaluation, US Environmental Protection Agency, Washington, DC. // Cari Goetchens, Coordinator of Cultural Landscape Inventory Program, SW Region of The National Park Service, Atlanta, Georgia. //John Krieg, President Landscape Architect Natural effects, Palm Desert, Cal., //Gregg Mason President Mason's Landscape contracting, Raleigh North Carolina. // Kevin Murphy, Vice President and Principal Designer Kean Landscaping, Cold Spring Harbor, NY. // Craig Sieber Princeton Branch Manager, The Brickman Groups Most profitable Branch, Princeton NJ. The countries largest Landscape Firm Doing upwards of 80 million per annum. // Michael Stewart, President Control Environmental Services, Berkeley Heights, New Jersey, a National Corporation. // David Linehan Principal Designer and Project Supervisor Girard Landscaping, Glens Falls, NY.