Saturday, February 23, 2008

Tony Brown



One of the most sought-after and controversial speakers in the United States, Tony Brown (born 1933) also hosts "Tony Brown's Journal," one of the Public Broadcasting Station's longest-running shows. He hosts the syndicated radio call-in show "Tony Brown" at WLIB AM New York and his books include "Empower the People" and "Black Lies, White Lies". Most of his efforts are geared toward encouraging African Americans to improve their economic destiny by helping themselves.

Rough Beginnings Gave Rise to Ambition

On April 11, 1933, in Charleston, West Virginia, William Anthony (Tony) Brown became the fifth child born to Royal Brown and the former Katherine Davis. His mother had been having children since the age of 16. There was tension in the marriage from early on due to the different complexions of Royal, a light-skinned mulatto, and Katherine, a dark-skinned beauty. (At that time, the lighter the skin of an African American, the higher his or her rank in society, and vice versa.) Royal's parents had opposed the union, despite the abundant accomplishments of Katherine's family. In addition, the ferocious racism of the small Southern town drove a wedge between the young couple. Unemployed and increasingly frustrated, Royal left with another woman for Philadelphia two months before his last child arrived.

It was into this turbulent world that Tony was born. Katherine was crushed by the desertion and may have suffered from postpartum depression after his birth. Virtually unable to care for the baby, she allowed a concerned neighbor, Elizabeth Sanford, and her daughter, Mabel, to take the starving two-month-old Tony to live with them. Although poor and uneducated, Elizabeth, whom Brown would always call "Mama," and Mabel cared for and raised the boy lovingly as though he were their own until they died within months of each other when he was 12 years old. Brown still credits them not only with saving his life, but with giving him confidence and a sense of self-worth.

Forced to rely on his mother again for support, Brown moved in with her in a housing project in a decrepit area of Charleston known as the Minor. Meanwhile, his parents had divorced. Although he had grown accustomed to poverty, Brown always dreamed of having enough food and clothes. He demonstrated his developing ambition and resourcefulness early on when he started selling soft drink bottles around the neighborhood. Through hard work and determination, he earned enough to buy a rooster and a hen and started a little poultry farm. Soon he was able to sell fresh chicken and eggs to his neighbors at a great profit. He also got paid for putting on shows with his friends at the nearby Furgerson Theater.

Excelled in School, Developed Love of Performing

Brown started in Charleston's public school system in 1939, when he was six. His first school was Boyd Elementary, and from there he graduated to Boyd Junior High. When he entered Garnet High School as a teenager, he joined the track team, running the 220-and 440-yard races and relays. An eager and attentive student, Brown did well in school but particularly in English and drama. His teachers in those subjects encouraged him enormously, realizing his potential. Despite a slight shyness and natural reserve, he won a leading role in the play Our Town, and just before graduation in 1951 he performed parts of Shakespeare's Julius Caesar on the local radio station.

After working for two years after graduation, Brown joined the army in 1953. He eventually made the rank of corporal before leaving in 1955 to study psychology and sociology at Wayne State University in Detroit, Michigan. He graduated with a degree in 1959 despite having worked part-time at a warehouse to pay for his education. Brown had become convinced that he could help fellow African Americans improve their generally dire economic circumstances and remained at Wayne State until 1961 to earn his masters degree in social work. His educational focus, psychiatric social work, meant that he was assigned some of the most tragic and difficult cases in the city, and by 1962 he had had enough.

Career in Social Work Yielded to Media Involvement

In the meantime, Brown had protested racial segregation during massive marches that he organized and that were led by Martin Luther King, Jr. Based on these experiences, Brown decided that the media would be the conveyor of his messages to black Americans. He found a job as a drama critic with the Detroit Courier and quickly moved up the ladder to city editor. In 1968 he left the paper to take a job as public affairs programmer for Detroit's public television station, WTVS. He soon became producer of the station's first show specifically for African Americans, "CPT," or "Colored People's Time." Meanwhile, Brown also tried his hand at hosting for the first time on the station's community program "Free Play."

While Brown worked at WTVS for the remainder of the 1960s, a program called "Black Journal" began airing in New York City. Funded by the Corporation for Public Broadcasting (CPB), the show investigated political and social issues relevant to African Americans through interviews, surveys, documentaries, and editorial commentaries. "Black Journal" had won the Emmy, Peabody, and Russwurm awards by 1970.

Later that year, Brown was invited to work as executive producer and host of "Black Journal." He accepted, but within months his candor and unflattering commentaries on the government were igniting controversy and criticism from people at all levels of the broadcasting industry. His allegations of racism in public broadcasting were especially ill-received. The controversy, however, sparked interest in the show and its ratings skyrocketed. The station expanded "Black Journal" from its original once-a-month feature to a weekly, 30-minute show.

Aggressive Style Sparked Controversy

Although his goal was to emphasize the positive aspects of African Americanism, Brown occasionally ran into trouble with his viewers, who perceived him as arrogant, condescending, and out of touch with the experiences of the average black person. Brown's emphasis on self-help may have caused this reaction, but his purpose, to give African Americans self-respect, remained firm.

Brown was one of the first people to encourage blacks to enter the television industry, and most of his staff came from the local community. He located production companies willing to teach his trainees and help them find jobs in the field. His work led to his appointment as the founding dean of the Howard University School of Communications, and he used this position to launch the Careers in Communications Conference. This became an annual event that still helps students find work in the communications industry. Brown resigned as dean in 1974.

When the CPB withdrew its funding of "Black Journal" for the 1973 - 1974 season, the African American community responded with outrage. The corporation relented and agreed to fund the show but instead reduced its airtime. Brown took matters into his own hands in 1977. Determined to keep the faltering show alive and frustrated with the limits imposed by the CPB, he negotiated a contract with the Pepsi Cola Company to sponsor the show. Brown changed the program's name to "Tony Brown's Journal" and left the relatively sheltered world of public television. The syndicated show began airing in 85 cities nationwide, and he also started doing a successful segment called "Tony Brown at Daybreak" on WRC-TV in Washington, D.C. However, Brown soon became dissatisfied with the odd viewing times commercial stations offered "Tony Brown's Journal," so in 1982 he moved the show back to public television.

Campaigned Hard for Black Education
and Economic Empowerment

Throughout the 1980s, Brown was instrumental in improving the outlook and atmosphere for African Americans in the academic world. He launched "Black College Day" in 1982, in what was called a one-man effort to save and support colleges dedicated to serving blacks. In 1985, he founded the Council for the Economic Development of Black Americans, whose motto is "Buy Freedom." The group's main platform is that blacks should patronize businesses displaying the "Freedom Seal," which signified a black owner who had agreed to be courteous, offer competitive prices, provide employment, give discounts, and stay involved in the community.

Brown's most inspired attempt to reach African Americans through the media came in 1988, when he released a cautionary film about cocaine abuse titled The White Girl. He wrote, directed, produced, and distributed the film himself, and while it was panned by the critics, it gave Brown a medium in which to address what he perceived as "two destructive trends in society: drug addiction and self-hate." Ignoring the negative reviews, he circulated the film throughout the black community for the next 18 months. Local groups showed it for a small profit, benefiting both Brown and charitable causes.

Became an Author to Reach Audience

In the 1990s, Brown began writing books to broadcast his message of self-help and self-respect to African Americans. His first book, Black Lies, White Lies: The Truth According to Tony Brown, came out in 1995. With its innovative approach to making the United State more economically competitive and suggestions of ways to solve the country's racial issues, the book was well received among blacks, although not reviewers. His next book, Empower the People: A 7-Step Plan to Overthrow the Conspiracy That Is Stealing Your Money, was published in 1999 and presented, as his publisher put it, as "a practical plan to reclaim our resources and institutions from a selfish and exclusive power elite." It has also enjoyed steady success despite some less than positive reviews. Brown's What Mama Taught Me: The Seven Core Values of Life appeared on bookshelves in 2003. Literally the story of his life, Brown uses himself as an example of what people can overcome and achieve with the help of self-empowerment.

Brown, a prominent and influential member of the Republican Party, lives in New York City, where he hosts a call-in radio program on WLIB AM and continues to host the now-syndicated "Tony Brown's Journal." He is an occasional commentator on the popular National Public Radio show "All Things Considered" and appears regularly on C-Span, CNBC, and other major networks. He is also the founder of Tony Brown Productions, Inc., which produces television programs and movies and markets videotapes from a collection called "The Library of Black History." Brown is a member of numerous boards and advisory committees, including the Shaw Divinity School, The Harvard Foundation for Intercultural and Race Relations, and the Association for the Study of Afro-American Life and History. Talkers, the premiere radio trade magazine, has named Brown one of the top 100 most important talk show hosts in the country, and USA Today chose him as one of the top five U.S. experts on the status of African Americans.

Brown married in 1970 and had a son, Byron Anthony Brown, in 1971. The marriage ended in divorce in 1974.

Monday, January 21, 2008

RE: Martin Luther King Day & OliviaSpeaks - http://www.oliviaspeaks.com



http://www.youtube.com/oliviaspeaks - Martin Luther King, Jr. Day and Black History Month celebration observations. - http://www.oliviaspeaks.com

Thursday, January 17, 2008

The Time Has Come ... Rejoice!



Shy du Reaux, Executive Director, National Black Business Trade Association (NBBTA).

Saturday, November 24, 2007

Taking New Nominees

The National Black Business Trade Association (NBBTA), is looking to identify new potential nominees for our Black Entrepreneur's Hall of Fame.

Do you have any suggestions?

Please post them here for consideration.

Thanks

Thursday, August 31, 2006

BlackBusinessSpace.com



At BlackBusinessSpace you can connect with your friends and associates, invite them, post listings, and join groups. It's very different, it's easy, and it's viral -- Its FREE to join. Plus you can upgrade at any time.

Its like a "MySpace" for Black business owners, entrepreneurs and professionals.

To check it out, click the Web link below.
(If this link doesn't work, copy it into your browser.)

http://www.blackbusinessspace.com

Saturday, July 29, 2006

Black Innovators and Entrepreneurs Under Capitalism

Black Innovators and Entrepreneurs Under Capitalism
By Andrew Bernstein

The historical injustices against black Americans have been numerous and prolonged. But despite slavery, racism and Jim Crow laws, many blacks have achieved an exceptionally high level of accomplishment in the United States. It is yet another injustice that the stories of these great black achievers are unknown to most Americans of any race or ethnicity. This is unjust because it ignores the accomplishments of those who have achieved in the face of such adversity, and because it deprives the rest of us of the lessons to be learned from studying their lives. Many current intellectuals claim that the success of blacks requires an antecedent elimination of racism. The success of these black innovators disproves such a claim, and raises the question of the actual conditions necessary for the rise of a despised ethnic minority. A second question needing an answer involves the reasons for such widespread contemporary ignorance regarding the accomplishments of these great black thinkers. Finally, the stories are inspirational in themselves, apart from any educational benefits to be derived from them.

The great black creators and entrepreneurs both historically and currently are too numerous to mention. For example, Garrett Morgan was an innovator and manufacturer who invented both an efficient gas mask and the automatic traffic signal. During a long business career, Morgan manufactured clothing, hair products and his gas mask. In the 1920s, he was a key founder of the Cleveland Call, one of the most successful black newspapers in the Midwest. Dr. Percy Julian, an organic chemist, developed a new method of synthetically producing cortisone and, in the 1950s, established Julian Laboratories in Oak Park, Illinois. In a few years Julian’s company grew to be a widely successful pharmaceutical company, which he sold in 1961 for well over two million dollars. Dr. Charles Drew pioneered new techniques in the preservation of blood plasma that were instrumental in saving the lives of countless soldiers during World War Two.

In terms of purely business success, the list is equally impressive. Arthur G. Gaston started his business career in 1923 by founding a burial service in Alabama to guarantee blacks a decent funeral. By 1932 it had grown large enough to be incorporated. Gaston started the Booker T. Washington Business College in 1939 and the Brown Belle Bottling Company in 1946, offering Joe Louis Punch. He followed these successes with a motel in 1954, an investment firm in 1955, a savings and loan association in 1957, a senior citizens home in 1963 and two radio stations in 1975. In 1986, at the age of 94, he opened the A. G. Gaston Construction Company. Gaston was a consummate self-made man, who overcame Jim Crow laws among other obstacles to eventually bring in more than $20 million in annual revenue. Named Black Enterprise magazine’s “Entrepreneur of the Century,” Gaston’s lifelong principle can serve as the credo of American entrepreneurship: “Money has no color. If you can build a better mousetrap, it won’t matter whether you’re black or white. People will buy it.”

Herman J. Russell similarly refused to permit the South’s Jim Crow laws to retard his business career. He started as a shoeshine boy and a newspaper delivery boy, later worked as a plasterer, then founded the Herman J. Russell Construction Company in 1952 in Atlanta and built it gradually into a $170 million business. Albert Murray grew up the son of a sharecropper in 1920s Georgia, and at sixteen – to support himself through high school – worked a 4 PM to midnight shift pushing wheelbarrows of burnt clay at a local asbestos factory for $14 a week. After serving time in the military during World War Two, he finished college and then law school, eventually becoming a judge in New York City. But he and his wife, Odetta, wanted to own a resort and, despite the racially-segregated policies of the 1950s, bought and operated Hillside Inn in the Pocono Mountains of Pennsylvania. Odetta ran the resort, while Albert drove in from his legal duties on Friday, did all the heavy work over the weekend, then drove back to New York on Sunday. Now 79 years old, the Murrays still run the day-to-day operations of the resort. They have subdivided tens of acres of their 109 acre plot and sold one-acre plots to black professional prospective homeowners, in additon to generating nearly $1,000,000 in annual revenue from the hotel.

Recently, Robert L. Johnson, founder of Black Entertainment Television, sold his company to Viacom for $2.7 billion, making Johnson the first black billionaire and placing him among the Forbes list of wealthiest Americans. Today, David Steward’s World Wide Technology, a St. Louis based distributor of information technology, generates over $800 million annually in business. William Mays, a scientist/entrepreneur, founded the Mays Chemical Company as a one-man operation in 1980, and since built it into a giant chemical distributor that generated $172 million in revenue in 2000. Barbara Manzi founded Manzi Metals in 1993 with her own savings, now has contracts with Lockheed-Martin, Boeing and the U.S. Defense Department, and netted $4.3 million in revenue in 2000. Black Enterprise magazine and books are a source of information regarding the many successful contemporary black entrepreneurs.


Benjamin Banneker was born in 1731 in Maryland, the child of a free mulatto mother and an African father, who had purchased his own freedom. Banneker excelled in mathematics as a student and, when taking over his parents farm, at agriculture. When a traveling salesman named Josef Levi showed Banneker a pocket watch, the young man was so fascinated by it that Levi gave it to him. In 1753, using the watch as a model, Banneker carved a wooden clock that kept perfect time, striking every hour for forty years. It was the first wooden clock ever produced in the United States.

As a freedman, Banneker had the opportunities provided by American liberty but denied to most blacks, and he took full advantage of them. When neighbors introduced him to astronomy, he mastered the science so thoroughly that he predicted the solar eclipse of April 14, 1789 and used his knowledge to publish an almanac that became the main reference for farmers of the Mid-Atlantic states. President Washington, aware of Banneker’s intellect, appointed him to the six man team that designed the blueprints for Washington, D.C. When the team’s leader, Major L’Enfant, suddenly resigned and took the plans with him to France, Banneker’s photographic memory enabled him to reproduce them in full. A lengthy letter of his to Thomas Jefferson was so filled with insight that it caused Jefferson to change his mind regarding the alleged intellectual inferiority of blacks. In tribute, Jefferson sent a copy of Banneker’s almanac to the French Academy of Sciences in Paris. “The color of the skin is in no way connected to the strength of the mind or intellectual powers,” wrote Banneker, in a statement far ahead of its time.1

Andrew Jackson Beard is another little known innovative black thinker. Born into slavery in Alabama in 1849, Beard became a flourishing entrepreneur and inventor after emancipation. He designed new plows and with the profits made on his innovations developed a thriving real estate business. Beard was responsible for several inventions, but his greatest advance was the automatic railroad car (or “Jenny”) coupler, enabling railroad cars to be coupled automatically, thereby greatly reducing risk to the workers. Beard received a patent for the Jenny coupler in 1897, and it was the forerunner of today’s automatic coupler. His story reminds us that despite often bitter racial hatred in the South, some black Americans possessed the extraordinary talent and initiative to succeed there.2

The one black genius of that era to achieve enduring recognition, and whose groundbreaking advances were also achieved in the Jim Crow South, was George Washington Carver, who was born a slave in Missouri in 1860. After earning a Master’s Degree from Iowa State in 1896, he received a letter from Booker T. Washington, Head of Tuskegee Institute in Alabama, requesting his instructional services. He spent the rest of his life at Tuskegee as an agricultural scientist. He is famous for developing peanuts and sweet potatoes as leading crops, but additionally created a new type of cotton, Carver’s Hybrid, and dozens of other agricultural innovations. His early identification of the need for crop rotation enabled southern farmers to keep their soil productive. At his death, Carver, a lifelong bachelor, left his entire savings to establish a research fund for scientists. For his accomplishments, he is generally recognized as the greatest agricultural innovator of history.

Evidence regarding the causes of black American achievement is provided by the examples of such Michigan innovators as Elijah McCoy and Fred Pelham. In The Empire Builders, American historian, Burton Folsom, reminds us that in 1850 Michigan created a state constitution that restricted the government’s powers, leaving economic development in private hands. Based on its greater degree of economic freedom, Michigan developed into one of the world’s leading industrial centers, not surprisingly presenting opportunities for black entrepreneurs. Elijah McCoy, for example, was a mechanical engineer who initially worked for the Michigan Central Railroad as a locomotive fireman. He invented a revolutionary device to lubricate a machine’s moving parts. His product, the lubricator cup, made it possible to oil machinery while in operation, and to distinguish it from cheaper imitations became known as “the real McCoy,” the origin of that phrase. He obtained 51 additional patents, including an early version of the ironing board and a cup for imbibing medicine. McCoy patented fifty different automatic lubricators and, at age 77, started the Elijah McCoy Manufacturing Company in Detroit to manufacture his various products.3

Fred Pelham is another black innovator who thrived in Michigan. Pelham was president of his class at the University of Michigan in 1887, worked as a civil engineer with the Michigan Central Railroad and built numerous bridges that remain standing today. He created the innovative skew arch bridge design. “The obstacles facing minority entrepreneurs were substantial, but many did overcome them and used their freedom to excel in Michigan’s economic life.”4

Freedom, of course, is the condition required by all men to flourish, especially the great innovative thinkers who carry mankind forward. Slavery is both a moral abomination and a thoroughly impractical system, for in stifling the minds of those enslaved it prevents the most creative thinkers from developing the advances that benefit all mankind. Late-19th- century America, following the 13th Amendment ending slavery in 1865, was a historically unsurpassed era of freedom. “The intellectual, cultural and political climate of the country upheld freedom, limited government, and property rights in this era. The economic results are not surprising. The most innovative and creative minds were free to develop new products and methods, to start their own companies, to bring their innovations to the marketplace, to convince consumers that the new products were superior to the old and, in time, to earn fortunes.”5

Black entrepreneurs took immediate advantage of their new freedom. Sarah Breedlove, for example, was born a free African-American in 1867, but was orphaned at age seven, married at fourteen and widowed shortly thereafter. She supported herself and her young daughter on the paltry income of a washerwoman. But interested in beauty and hair care, she developed cosmetic products for black women. When she married Charles Walker, she changed her name to Madame C. J. Walker and opened a beauty school that became hugely successful. She invented a hot comb, developed new shampoos and cosmetics and became the first woman of any race to become a millionaire.6

C. J. Walker’s is one of the most inspiring and (unfortunately) little known American rags-to-riches stories. But hers is not the only example of black entrepreneurs taking advantage of America’s late-19th-century freedom to prosper. Some black businesses established in that era have been successfully run by the same family for generations. In 1883, 19 year old C.H. James started a business in West Virginia by bartering household goods for vegetables and then selling the produce for cash. His business gradually grew from one wagon to a department store on wheels that sold cotton, threads, pots, sugar and other goods. Supplying predominantly white coal miners, James built his business on the explicitly-held principles of dependability, integrity and a warm personality. By 1918, his company had become the largest wholesale food distributor in the state, with sales in excess of $350,000 a year. James was a determined individualist who claimed that no one should permit bigotry to deter him from relentless pursuit of business success. In 1918, Theodore Roosevelt wrote to him: “[I have pointed] to you as a man who actually is by his actions and not merely by his words solving the race problem in this country.” James’s son, E.L., rebuilt the company after the Depression bludgeoned it into bankruptcy and the business has continued to move forward. Today, the founder’s great grandson, Charles H. James III, has, by means of spin-offs, acquisitions, mergers and a lucrative McDonald’s contract built the company into a $31 million business.7

Further, entire towns and business districts of entrepreneurial blacks flourished in that era of U.S. history. Early in the 20th century, black Americans established such new towns as Mound Bayou, Mississippi, Nicodemus, Kansas, Langston, Oklahoma and others. Boley, Oklahoma had a population of 4,000 at the turn of the century. The town was governed and run by blacks, and boasted, among other establishments, a bank, twenty-five grocery stores, five hotels, seven restaurants, a water works, an electric plant, four cotton gins, a bottling works, a telephone exchange and a lumberyard.8

Tulsa, Oklahoma and Durham, North Carolina both had thriving black business communities. In turn-of-the-20th-century Tulsa, bigotry denied blacks access to the main business district even as customers, so enterprising blacks turned the Greenwood section of the city into a bustling commercial center. Numerous service industries thrived, black doctors, lawyers and other professionals maintained offices there and the neat homes of the middle class “lined Detroit Avenue, reflecting their business or professional success.” In Durham, black entrepreneurs succeeded in manufacturing as well as in service industries, including one of the city’s largest brick producing companies. Here, the white community was not hostile to black success, and white capitalists such as Washington Duke (the tobacco magnate for whom Duke University is named) and Julian Carr were helpful in the establishment of black businesses. In 1898, John Merrick and Dr. Aaron McDuffie Moore established the North Carolina Mutual Life Insurance Company, one of the largest and most successful black enterprises in the history of American capitalism, a firm that 100 years later would employ over 1,000 individuals and boast assets exceeding $200 million. In addition to 150 thriving businesses, Durham’s black commercial district was home to an area internationally known as the “Negro Wall Street,” a collection of banks and insurance companies that represented “one of the most dramatic examples of concentrated African American financial might this country has ever produced.” These financial institutions were so sound that they helped virtually every black business in Durham survive the Depression.9

The fates of these black business strongholds is both shocking and revealing. The Greenwood district of Tulsa was burned to the ground by a mob of racist thugs in 1923 in a spree of destruction unrestrained by the legal system. Durham’s magnificent black business district was wiped out by the federal and state governments’ urban renewal program in the mid-1960s. Although Durham’s black entrepreneurs revitalized in the 1980s with the opening of two shopping malls and several manufacturing companies, perhaps the greatest value is the lesson to be learned from these examples.10

A despised racial minority needs political/economic freedom, with its concomitant legal protection of individual rights, even more than do members of the majority, for they are potentially subject to vicious physical attack by racists. Even if all whites in the country were so irrational as to fear, hate and shun blacks, such bigotry would be insufficient to halt black economic progress, if the rights of black individuals were legally protected. Under capitalism, the purpose of the government is to protect individual rights, including property rights. Tragically, the Tulsa government failed to operate on this fundamental capitalist principle. The black producers of Tulsa did not need paternalistic government or even its good will; nor did they require an end to bigoted attitudes among white people. They required only the protection of their legal rights as U.S. citizens; their own enterprise did and would take care of the rest. Similarly, in Durham, the government itself violated the rights of these black property owners. The absence of capitalism, of a government exclusively and scrupulously devoted to the protection of individual rights, was responsible for the destruction of these black business centers. When the government fails to protect, or itself violates individual rights, there is no hope of economic advance, especially for members of a persecuted ethnic minority. Statism is necessary to keep a racial minority oppressed. Under capitalism, there are no obstacles that the most enterprising members of the minority group cannot overcome.

Further proof of this principle is provided by the case of black Caribbean immigrants. The United States received a sizable Caribbean immigration in the early 20th century and by 1930 Caribbeans constituted roughly one percent of the U.S. black population. The Caribbean immigrants, as with virtually all American immigrants, tended to be hard-working, entrepreneurial and frugal. Based on the still significant element of freedom in the American mixed economy of that era, many Caribbeans opened and operated successful businesses. “As early as 1901, [Caribbeans] owned 20 percent of all black businesses in Manhattan, although they were only 10 percent of the black population there.” Despite the existence of anti-black prejudice, Caribbeans have an average income roughly equal to whites, and second generation Caribbeans have a standard of living greater than the average white American.11

Because racists recognize that the ethnic minorities they oppose will flourish under the political/economic freedom of capitalism, they conduct a relentless war against the free market system. The antebellum South not only created and supported a legal system that sanctioned the enslavement of blacks, but also mandated that blacks be kept illiterate. Indeed, “many Southern states not only refused to educate free Negroes but made it a crime for them even to attend private schools at their own expense.” In the postbellum South, Jim Crow legislation made it illegal for blacks to attend the better schools, be hired for the best jobs or live in white neighborhoods, no matter how qualified the individual.12

In South Africa, apartheid legislation was necessary to prevent white-owned companies from hiring the black workers they would otherwise have employed, and laws were passed against racially-mixed marriages and romantic relationships more broadly. Nor is the bigots’ necessary relapse into statism limited to relationships between whites and blacks. Anti-Semitic Eastern European regimes herded Jews into walled-off ghettoes and sanctioned periodic bloody pogroms. In the Western United States, laws were passed attempting to curb the success of Chinese and Japanese immigrants. In several Southeastern Asian countries, the ethnic Chinese minorities have been legally persecuted due to envy of their success. Bigots know that without the coercive power of the state to enforce their prejudices, they are powerless to prevent the advance of the ethnic minorities they fear. Capitalism is the bigot’s worst enemy – and nightmare.13

Additional evidence is shown by the varying rates of black economic progress over the past sixty years. Black Americans moved heavily into the northern cities during World War Two and the following post-war years. The years between 1940 and 1970 were a relatively freer period of America’s mixed economy. Because the majority of blacks had lived in the Jim Crow era South, where legal restrictions impeded their advance, the percentage of black families subsisting below the official poverty line was 87 percent in 1940. In the freer North, with better schools and jobs open to blacks, their rise into middle class prosperity began. By 1960, the number of poor black families had dropped to 47 percent; by 1970, to 30 percent. This represents an enormous and too-little known achievement on the part of black Americans. Then came massive government intervention in the form of the welfare state, which Marxist intellectuals and politicians directed heavily toward blacks because of their still-disproportionate poverty. Proliferating government programs and huge spending were a post-1970 phenomenon. With increasing number of poor urban blacks being seduced onto the dole by Washington’s welfare pimps, the result was predictable: black economic progress slowed drastically. Black families below the poverty line stood at 29 percent in 1980 and at 26 percent in 1995. In the era of massive welfare programs, black families still moved upward out of poverty but at a significantly reduced rate. Today, roughly 50 percent of black Americans are middle class, greater than 40 percent live in homes that they own and more than 30 percent live in the suburbs. Given the rise of government intervention and the decline of freedom over the past thirty years, one can only wonder how much higher these figures would be if the freedom of the earlier period had been allowed to continue or be expanded.14

There is a prevalent belief today that the success of blacks and other minorities requires an antecedent elimination of racism. This is false. Though the end of all forms of bigotry is an undiluted good toward which all rational men should strive, it is not a necessary condition of an ethnic or racial minority’s success. What is necessary is the legal protection of individual rights, including the right to property, provided by the capitalist system.

In the past, the fears of white racists regarding black preeminence explained the absence of credit accorded to these great black innovators and entrepreneurs. But today the liberal media and intellectuals claim to support “black empowerment.” What then is the current cause of the bizarre public silence regarding the entrepreneurial success achieved by numerous black Americans? Anti-Western, ostensibly pro-black intellectuals have promulgated the myth that Western Civilization is a stolen legacy of African culture. In the name of “black pride,” they relentlessly push this fantasy while ignoring magnificent black achievers right under their noses. Why? Because their anti-Western, anti-capitalist prejudices prevent them from acknowledging the existence of successful black capitalists. In the mythical universe they inhabit, white Western capitalists are exploitative of the poor, the minorities, the Third World, etc. An entire class of successful black American entrepreneurs is worse than impossible on their view. It shatters the Marxist delusions they cling to and brings them face-to-face with the enormous benevolence of capitalism. In the name of justice, the prejudices of both white racists and Marxist intellectuals must be swept aside. The achievements of great black American inventors and entrepreneurs must be honored along side those of all of their countrymen.

Wednesday, June 14, 2006

Hip-Hop, Inc.



How did Russell Simmons turn a little record label being run out of a dorm room into a half-billion dollar enterprise that crosses fashion, consumer credit, and movies?

How has Sean Combs, now simply Diddy, been able to run a half-dozen companies, win an award as a fashion designer, work as an artist and producer, star in a broadway play, and run the New York Marathon?

Who in the business world had ever heard of Master P? And why is he worth $200 million?

Hip-Hop, Inc. tells the impressive and unorthodox story of the rap entrepreneurs. These leaders didn't get an MBA. None of them even finished college. They just instinctively knew how to market, cross-promote, and innovate. They turned a style of music that came out of my neighborhood in the Bronx into a global lifestyle phenomenon, to the point where the world has become a hip-hop nation.

Through Hip-Hop, Inc., I read how the moguls built their empires, their successes and failures along the way, and the lessons that the new upstart moguls are applying to their enterprises. It is a tale of entrepreneurship and creative brand building in the true American tradition. Pump up the bass and come along for the ride.

Based on extensive research and interviews with many people in and around hip-hop, the authors reveal the secrets and strategies that opened the way for rap music to co-opt the mainstream music industry and create one of the most enduring, if unlikely, success stories in American business history.

I encourage everyone who is an entrepreneur or one in the making to read the book.

Peace and Blessings,

Lee Green
Chairman, National Black Business Trade Association (NBBTA)
http://www.nbbta.org

Friday, May 19, 2006

Cedric Walker



The story of UniverSoul Circus founder and CEO Cedric Walker is a fascinating one. Born in Baltimore, Maryland, Walker's entrepreneur spirit started at the young age of 6. He was determined to make extra money. He shined shoes. He sold such things as Christmas cards, Kool Aid Popsicles, and fruits and vegetables from a horse-drawn cart. He even collected for UNICEF.

As a child his mother often took him to see circuses that came to their hometown. They sat high up in the rafters and loved every minute of it. He and his brother Frank would go home and re-create the spectacles they had witnessed. In fact, Cedric loved the circus so much , he actually wanted to run away with the circus. He thought he was qualified to join the circus. He thought he could clean up after the elephants just as well as the only other African American men he saw in center ring.

Walker was first bitten by the entertainment bug in the early 70's when he moved to Tuskegee to live with his uncle a nightclub owner. That's where he met and later teamed up with a promising young musical group called the Commodores. Cedric became their production and stage manager and toured with them around the world. He later worked as a promoter for the Jackson Five.


Walker admits that, even at this point in his life, he was so fond of the circus that he would have quit the Commodores and the Jackson 5 to run away with the circus – as a maintenance man.

He struck out on his own in the 1980s when he organized the Fresh Festivals, the world's first Rap music tour featuring the likes of Run DMC, Salt n Peppa and The Fat Boys. In the early 1990s, he underwrote and helped produce a couple of highly successful gospel plays, “Wicked Ways” and “A Good Man is Hard to Find.”

By the mid 1990s, Walker and his associates began to look for new forms of family entertainment: “The vision was to explore the various talents other than singing and dancing that black performers had to offer,” he said. “We wanted to apply our gathered years of experience in the live appearance industry, to make a difference, to change the industry we lived in, creating growth and opportunity.” That vision led him to create UniverSoul Circus.

The historic first show of “The Universal Big Top Circus,” as it was originally named, took place in 1994 in the parking lot of Fulton County Stadium in Atlanta. In those early days, from a financial standpoint, the circus lost every penny that was put into it. But the show received rave reviews from critics and fans alike. The response inspired Walker to continue with his dream of running away with the circus. Now in its 12 th season, UniverSoul Circus is playing to packed houses from coast to coast.

Dream fulfilled.

Monday, May 08, 2006

UNBREAKABLE

Fame is a fleeting thing. It doesn't last forever, but our memories of those who came before us should never be forgotten. Our love is what is unbreakable.

This is for all the great entrepreneur's both living and dead. Those who's names are legendary and those who were legends locally, regionally or on your corner.

The Black entrepreneur has survived and thrived and is to be remembered for being at the forefront of our community .... UNBREAKABLE!

Friday, March 31, 2006

Sean "P. Diddy" Combs



It is a rare and significant occasion when a musical artist captures and expresses the sentiments of a generation and expands his horizons to make an impact on society, creating a union between music and life. Sean Combs is undoubtedly among this very select, very small group. With the roots of his talent stemming from rap and hip-hop but reaching way beyond those parameters, Sean has torn down the barricades that continue to segregate music and society. As CEO and founder of Bad Boy Entertainment, a pioneering producer, rapper, pop phenomenon and advocate for social causes, Sean has become one of today̢۪s most extraordinary, accomplished and unforgettable talents.

Sean Combs was born on November 4, 1969, in Harlem to Melvin and Janice Combs. The tragic murder of his father, when he was just two years old, forced his mom Janice to move Sean and his sister Keisha to a safer environment in Mount Vernon, New York. Janice Combs worked three jobs to provide the best opportunities for her family and education for her children. Sean attended the Mount Vernon Montessori School and later the Mount St. Michael Academy. Sean's work ethic and entrepreneurial spirit started at a young age and only continued to flourish throughout the years.

Sean's talents in the music industry have become universally acknowledged, but the Bad Boy brand has also come to encompass much more than just music. Bad Boy started as a venture out of Sean̢۪s home and it quickly expanded into a multifaceted company that became a multi-million dollar business. Bad Boy ventures now include: Notorious Entertainment; the Sean John clothing line, which was nominated by the Council of Fashion Designers of America for the prestigious Perry Ellis Menswear Award in 2000, 2001 and 2002 for Menswear Designer of the Year Award; Blue Flame Marketing and Advertising; Justin Combs Music Publishing; Bad Boy Marketing; Bad Boy Productions; Janice Combs Management (home of legendary producers, the Hitmen); Justin's Restaurants; Daddy's House Studios; Daddy's House Social Programs; Bad Boy Technologies (P-Diddy.com and BadBoyOnline.com); Bad Boy Films and Bad Boy Books. Last year, his Sean John clothing line launched its underwear and boy's lines and will soon introduce its highly anticipated women's line.

Sean and Bad Boy's rising success has helped him follow through on his private vow to give back to the community that supported him in his youth and career. Knowing the positive impact that the consistent and careful guidance of his family, teachers and mentors had on his own life, Sean established Daddy's House Social Programs, Inc. in 1995 to create educational programs and initiatives in inner-city youth. Far exceeding a simple charitable gesture, Sean helps to create and fund innovative youth programs, including Wall Street training teams, college visit tours for high school seniors, international travel groups, summer camp programs and internships at Bad Boy, which Sean instructs.

Sean returned to Howard University to donate $1 million to help continue the institution's commitment to educating African-American youth. Furthering that cause, Sean helped to bridge the digital divide in urban schools by donating more than 100 computers to 500 New York City public schools. On Thanksgiving in 2000, Daddy's House annual food drive, for underprivileged families, took on a special and somber meaning. Learning of the passing of civil rights leader Rev. Hosea Williams, Sean was asked by the late leader's daughter to carry on his legacy. Sean carried the torch of Rev. William's mission by sponsoring the annual Hosea's Feed the Hungry and Homeless Thanksgiving Day dinner for more than 30,000 people in Atlanta. He has participated in the Million-Man March and protested in support of greater funding for public schools. Most recently, Sean has been active in educating youths about HIV and AIDS hosting various programs and initiatives to bring mass awareness to this epidemic. In November, he visited South Africa to meet and visit HIV/AIDS patients and perform for MTV's World AIDS Day special.

Recently, Sean has taken on the film industry, making his acting debut in the Artisan comedy Made, directed by Jon Favreau (Swingers), as well as a stirring role opposite Academy Award Winner Halle Berry in the Lion's Gate feature Monster's Ball.

In October 2002, Sean gave MTV viewers a VIP backstage pass into his life as a successful businessman, producer and artist when he ran the show in the very popular series, Making the Band. The 10-episode series chronicled the formation of a mainstream hip-hop/R&B group, including everything from auditions and rehearsals to live performances and the ultimate competition for a record deal's all under the guidance of P. Diddy.

Sean P. Diddy Combs' career continues on the road of tireless and indomitable creativity. In ten years, he has used every minute to build, inspire, create and share the success of an entertainment empire. Sean's knack not only to create his own music, but his intrinsic ability to discover and nurture talent is what keeps him at the top of the industry.

Sean Combs is a proud father to sons Justin, 8, Christian, 4, and his 12-year old stepson Quincy and resides in Manhattan, New York.

Saturday, March 25, 2006

Arthur George (A.G) Gaston



He was an African- American businessman and multi-millionaire.

An inspiring man he made a way for himself when there was no way. Born Arthur George Gaston in the racially segregated Demopolis, Alabama, he never went beyond the 10th grade in school. He founded the Booker T. Washington Insurance Co. in Birmingham in 1923 with $500 and began selling insurance policies to steel workers.

Gaston’s business empire grew to include two radio stations, two cemeteries, the Citizen’s Federal Savings Bank in downtown Birmingham, and more. Added to his business sense, he had a passion for equality. Gaston once posted the $5,000 bail for Rev. Martin Luther King Jr., following his arrest for marching without a permit. (It was while in jail that King wrote his famous “Letter from Birmingham City Jail.”)

Gaston sold his insurance company in 1987 and worked at his bank until 6 months before his death. A. G. Gaston died in his hometown in 1996. He left behind an insurance company, the Booker T. Washington Insurance Company, a construction firm, the A.G. Gaston Construction Company, and a financial institution, CFS Bancshares. The City of Birmingham owns the motel, which it plans to make into an annex to the Birmingham Civil Rights Institute, built on the former site of the Booker T. Washington Insurance Company. His net worth was estimated to be more than $130,000,000 at the time of his death.

Tuesday, February 14, 2006

Omar Wasow



Omar Wasow, 35, is pursuing a doctorate in African American studies and political science at Harvard. In addition to his graduate work, Omar is the co-founder of BlackPlanet.com and an on-air technology analyst. Under Omar’s leadership BlackPlanet.com became the leading site for African Americans, reaching over three million people a month. As a strategic advisor to Community Connect Inc., the parent company of BlackPlanet.com, he continues to work closely with senior management to guide the long-term direction and profitability of the company. Omar also works to demystify technology issues through regular TV and radio segments on NBC's Today Show, CNN's American Morning and public radio's Tavis Smiley Show. Similarly, Omar tutored Oprah Winfrey in her first exploration of the Net in the 12-part series 'Oprah Goes Online'.

Omar's success as a credible and friendly guide to the Internet led Newsweek to name him one of the "fifty most influential people to watch in cyberspace," and People magazine to call him the "Sexiest Internet Executive, 2001." Successful Meetings Magazine named him one of the "21 Top Speakers for the 21st Century."

As a result of his active participation in a number of social issues, particularly the charter school movement, Omar was selected to be a fellow in the Rockefeller Foundation's Next Generation Leadership program. In Fall 2003, a K-6 charter school that Omar helped found opened in his hometown of Brooklyn. He received his BA in Race and Ethnic Relations from Stanford University. He can be reached at omar (at) mail.blackplanet.com.

Saturday, January 14, 2006

NBBTA Radio



"MOUTH-TO-MIND RESUSCITATION" tm

AUDIO INTERVIEWS, COMMENTARIES & LECTURE SERIES

The world's first Black business talk syndicated radio network online using podcasting technology to reach millions of potential listeners. A production of the National Black Business Trade Association (NBBTA).

A power-packed collection of online radio shows. Featuring interviews and commentaries from Black and other business owners and entrepreneurs from around the world. Hear from experts in their fields on a variety of topics. Listen and learn. Use what you gather here to increase your wealth, health and well-being. This a station broadcasting to the world via the internet. Stay tuned and check in often.

NBBTA RADIO

Want to host your OWN SHOW? Click Here to Find Out How.

Thursday, January 05, 2006

Lisa Price



Since the store opened in 1999, Brooklynites - and an ever-growing number of celebrities - have flocked to the Carol's Daughter boutique in Fort Greene for its all-natural, hand crafted body-care products.

Now, with the release of her courageous, tell-all memoir, "Success Never Smelled So Sweet: How I Followed My Nose and Found My Passion," Price is offering her fans something even more fulfilling - a recipe for some peace of mind.

In the book, Price tells of the heartbreaking obstacles - some she put up and others she encountered - which she has had to surmount in order to turn an in-home hobby into a multi-million dollar business.

She recalls growing up in Bedford-Stuyvesant in the 1960s inside the warm, loving cocoon of her extended Trinidadian family; her joining a cult where she was married in a group ceremony with many other couples; her subsequent divorce; and leaving a life of austerity to become a vocalist in the music group Fedora, where she ran in the same nightclub circles as Prince and Eddie Murphy before being betrayed by the band's manager.

But still, she persevered.

"I've long-stopped feeling angry," she told GO Brooklyn of the incident with the manager of the all-girl band. "I let go of the negativity and I wouldn't have met my husband [Gordon Price] if I didn't go through that experience."

For someone so successful, Price's book, surprisingly, often focuses on the slumps in her life - obesity, abortion, bankruptcy, miscarriage and the death of her mother (her company's namesake, Carol Frances Hutson) on Valentine's Day 2003 - rather than her triumphs.

"I feel like I made myself less vulnerable because I didn't hide anything. I told it, and I told it the way I wanted to tell it. So many different events contribute to the person that I am now," she said. "I'm hoping other people that go through traumatic experiences or can't seem to get over an event will say, 'If she can get over that, then I can get over this thing that happened to me.'"

Price, 42, modeled "Success," in part, on the combination of the magical and the practical she enjoyed in Laura Esquivel's recipe-structured novel "Like Water for Chocolate." For each heart-wrenching revelation, she includes a recipe for the soul; she reveals how to make her nurturing lotions at home and even suggests mystical healing rituals.

In many ways her story is like a chat with a close girlfriend, who literally tells you everything, and you're grateful to read it because it seems that no one ever talks about these important social issues.

Price, who co-wrote the book with author Hilary Beard, said she elaborated on the passages she wrote about her abortion at the urging of her editor.

"So many people have been in that situation with a friend or they go through it themselves," said Price. "The editor wanted me to be honest and describe it - and the miscarriage - in more detail and it was difficult."

"I didn't ever want to say [abortion] should be illegal, but there were so many people in that clinic that shouldn't have been there. One was having her fourth abortion!" recalled Price. "I knew I would never be there again. There's a part of anti-abortion activism that you understand - this is a little out of control. You don't want to say take choice away, but at the same time, OK, come on, wake up. Don't do this to your body. I was much more careful after that, and I never wanted to be in that situation again."

In 2002, Carol's Daughter products, all created by Price in her kitchen, generated $2.25 million in sales, Price said, thanks in part to endorsements by some high-profile clients.

Oprah Winfrey has touted her foot cream on air; actress Kim Fields, the cover girl on a recent Carol's Daughter catalogue, enjoys the rose and pear scented products; and Jada Pinkett Smith buys the Mango Body Butter and Lisa's Hair Elixir, said Price.

But while her famous clientele don't hurt sales, Price, now the mother of two sons - Ennis, 6, and Forrest, 8 - revealed that her financial boon was in part due to overcoming her own fears and insecurities.

"I've met people that never get past 'it.' But you have to forgive yourself," she said. "I met someone a couple of weeks ago who left her job and looked at it as a failure because she quit. I told her, 'You hated that job and it made you feel sick, so why would quitting be bad?' Even if there was weakness involved, and you could have stuck it out, you have to let it go and forgive yourself. You were weak once. Forgive yourself and you'll succeed again and be stronger."

By Lisa J. Curtis
GO Brooklyn Editor

Note:

Lisa and her products have been featured in People, "O" The Oprah Magazine, Parenting, Crain's New York Business and Ebony Magazine. She has also appeared on such television programs as The Today Show, E! Entertainment Television and BET. Last year, she inked a $10-million dollar investment deal with Will Smith, Jada Pinkett Smith (now the Carol's Daughter spokesperson), rapper Jay-Z and other music industry moguls to take the Carol's Daughter brand nationwide.

Tuesday, December 13, 2005

S.B. Fuller



He preached economic independence and he lived it. As in the case of many great people, his death was quietly reported in the news media. There was no fanfare and little editorial comment. Yet there is no doubt that the life of S. B. Fuller will stand out as a remarkable achievement, not only in the annals of black history, but as part of the history of free enterprise. When he died on October 27, 1988, at age 83, he left behind a legacy that once included a vast business network, created and expanded by him during the very worst days of Jim Crow bigotry.

Raised in poverty in Louisiana, the young Fuller began work as a door-to-door salesman. With only a sixth grade education, he possessed a drive and a belief in his abilities which subdued virtually every obstacle placed in his path by racial discrimination. Fuller parlayed his innate intelligence and organizing skill into a multimillion dollar conglomerate of companies throughout the United States. He became a leader in the sales of cosmetics, starting his first cosmetics firm, the Fuller Products Company, in 1935, with $25. He ultimately owned or controlled eight other corporations, which included the Courier newspaper chain [with papers in Pittsburgh, Chicago, New York and Detroit], a Chicago department store, and a New York real estate trust.

Only the strange, ironic twistings and turnings of events unique to the American black experience could find a man like Fuller ostracized by his own people. Not content with the malicious wars waged against Fuller's businesses throughout the years by the Ku Klux Klan and White Citizens Councils in the South, prominent blacks were to publicly condemn and shun him, and urge others to do the same. Branded in the 1960s as an "Uncle Tom" (and sometimes with worse epithets) by the leading luminaries of the civil rights establishment, Fuller's companies were boycotted by the black masses.

Fuller's sin? He had refused to follow the civil rights "party line" as dictated by the reigning black and white notables of the day. For this heretical behavior, he incurred public censure at the hands of a powerful clique.

In 1963, in a speech delivered to the National Association of Manufacturers (of which he was the first black member), Fuller stated that blacks would achieve success and prosperity if they worked harder and attained good educations, and showed more initiative in business enterprise. Fuller claimed that, even more than racial barriers, it was a "lack of understanding of the capitalist system" that kept blacks from making economic progress. In an interview later that year, Fuller claimed that when blacks finally concentrate on developing themselves so that they excel in what they do, they will then find that they have no real problems. He claimed that blacks were left behind economically because "they have nothing to sell."

These remarks were to earn him the enmity of a leadership intent on emphasizing the futility of black effort in an "oppressive racist society." This super successful businessman, speaking as forcefully and eloquently as he did, was a bitter pill to these advocates of government custodianship, and a threat to their philosophy of black helplessness.

"To say that Fuller was a dynamic person is something of an understatement. He certainly added greatly to my understanding of the full problem facing black people in the United States." These are the comments of Vincent Baker, newspaper columnist, community activist, former politician, businessman, and everybody's favorite raconteur. A virtual legend in his own time.

A fixture in Harlem for over a half century, Baker is affectionately known as the man with the steel-trap memory. For once Vincent Baker learns a fact, it's there to stay and stay. Now 69, he is not only sharp and intelligent, but blessed with a special wit. He is jovial and loves to share his reminiscences, which include his participation in some of the most significant events of our era and encounters with some of its most outstanding figures. Although serious when discussing politics, history or current events, he enjoys spicing his commentaries with amusing anecdotes.

"I first met S. B. Fuller in 1951," Baker says. "The year before, I had begun work as a salesman for a branch of Fuller Products Company here in Harlem. I had just finished an unsuccessful run for the State Assembly and was hundreds of dollars in debt. I tell people, not entirely facetiously, that one reason I became a Fuller door-to-door salesman was that the work was such that I could leave home before my creditors got up in the morning, and get back after they had gone home at night." So, Baker joined the Fuller Products Company and paid off his political debts.

This was to be Baker's first job in Fuller's vast network of business enterprises. In 1956, Fuller expanded his ownership of newspapers and bought the venerable New York Age, at that time the country's oldest black newspaper still publishing. He then asked Vincent Baker to join the staff as a feature writer.

"I had done some writing for the Global News Service, which syndicated columns to black newspapers," Baker explains. "Mr. Fuller learned of my activities with the 'Modern Trends' group at the Harlem YMCA [a social action group], and also knew of my political and civic involvements. So I went to work for the New York Age in 1957."

When asked what he believed motivated S. B. Fuller to such spectacular success, Baker responds, "Well, he once told me that at a point in his life, as a young man, after he had married and had several children, he awoke to the realization that he had a number of mouths to feed, and was not doing an especially good job at it. Not that he underplayed the reality of discrimination against blacks, but he decided, discrimination or no discrimination, he had to make a better living than he was doing. And he came to believe that ultimately a major weapon in the fight against discrimination was self-help--a refusal to remain dependent forever on other people for your own sustenance. He regarded dependence on others as little better than updated slavery."

And what does Baker think about the consequences of those infamous remarks made by S.B. Fuller to that NAB convention in 1963? "Well, although Fuller may not have emphasized fully the extent of racial discrimination in that speech, and may have oversimplified some things, he was right in his notion that when someone has something to sell, he has greater bargaining power. If you have products and services and skills to sell, you have greater tools in the struggle to end racism. Fuller wasn't the first black to teach us this. A half century earlier, Booker T. Washington had said essentially the same thing, and we know what happened to him. It is not that we have not had prophets but, as so often happens in history, they are not listened to."

S. B. Fuller was well known for his assistance to other blacks. He opened the doors for many budding entrepreneurs, assisting them in finding capital and giving them invaluable advice and counseling. Baker says that Fuller took special delight in this. One newspaper obituary quotes Lestine Fuller, his widow, as saying that over the years her husband had helped "thousands" of people get started.

So, how did such a travesty of common sense pick up so much steam? Why did a man who should have been feted with honors by the black community throughout his productive and illustrious career become so disreputable on the basis of a few remarks?

Vincent Baker reflects. "There are a number of people in leadership positions who fear the coming of the truth, because the truth might make black people free, free of the necessity of following a false leadership. S. B. Fuller had a sharp understanding of this. He had a rich sense of humor, and one day at one of our sales meetings, he singled me out. He asked me whether Channing Tobias was considered a black leader. I answered, yes. He asked, 'What is Tobias' occupation?' I said, 'He is Senior Secretary of the National YMCA.' Fuller asked, 'Senior Secretary of what?' I answered, 'Senior Secretary for Colored Work.' Fuller asked further, 'Well, who is Senior Secretary for White Work at the National YMCA?' And I answered, 'I don't know.' Fuller quipped, 'Well, don't feel bad about it. Neither does anyone else, because whoever the Senior Secretary for White Work is, he would not be considered a leader in the greater American society.'

"Mr. Fuller often made the point that we blacks elevate people to leadership on the basis of the struggle for racial equality, whereas leadership in other communities rests with the business people, those who productively contribute to the prosperity of the group. He viewed his activities as a successful businessman as his own effective revolution, and he was determined to show the way to others.

"The outrage against Fuller's words that blacks should exert their efforts to become economically independent is evidence of the wedding of this dependency concept with the civil rights concept. We tend to confuse dependency with civil rights. Fuller used to talk about blacks standing before the white man with 'a handful of gimmes and a mouthful of much obliged.' He wanted to see blacks free themselves from this endless begging."

Although the persistent hectoring of his businesses did compel Fuller to declare bankruptcy, this by no means undermined his vast enterprise. In a revamping, numbers of Fuller Product Company branches were transformed into proprietorships owned outright by the managers. These new owners continued to purchase their products from Fuller's main plant in Chicago. The great entrepreneur's finances remained solvent and he died a prosperous man.

S. B. Fuller: Master of Enterprise
A Great Businessman is Remembered

By Elizabeth Wright
[Reprinted from Issues & Views Winter 1989]

Sunday, December 11, 2005

Dr. Robert S. Shumake



Dr. Robert S. Shumake is the founder of Inheritance Investment Group, a Michigan based real estate investment and development firm. As founder and president, Dr. Shumake invests, manages and develops commercial and residential real estate. Dr. Shumake has implemented policies and funding strategies to raise capital for small businesses, mortgage loans, commercial leasing and specialized financing. Dr. Shumake's vision is to expand housing opportunities for people dreaming the American dream of owning a home.

Dr. Shumake founded the real estate and business corporation, First Equity Holdings in 1996. Since then, First Equity Holdings managed and sold 85% of the Department of Housing and Urban Development (HUD) inventory in the state of Michigan with sales of approximately 80 million dollars. In addition, Dr. Shumake has developed, sold, or financed well over 100 million dollars in real estate. Based on the success of First Equity Holdings, Dr. Shumake received a White House appointment to the Board of Directors for the Federal Home Loan Bank Board, the second largest bank in America with 700 billion in assets. As a director, Dr. Shumake presided over the Affordable Housing Committees in Michigan and Indiana. Dr. Shumake was also appointed by the governor of Michigan, as a member of the Board of Real Estate Brokers and Salespersons with responsibilities to regulate and license real estate professionals.

As a supporter of cultural arts, Dr. Shumake is a member of the Charles H. Wright Museum of African American History, located in Detroit, MI . Dr. Shumake also served on the board of directors for the Lewis College of Business. Dr. Shumake is an active culturist, specializing in political and educational fundraising strategies. He has also served on national finance committees for not-for-profit companies and political candidates.

Dr. Shumake has written For Entrepreneurs Who Considered Suicide When Business Got Tough! for individuals looking to achieve their entrepreneurial and financial dreams. The book is a guide, based on Dr. Shumake's experiences as an entrepreneur, for building wealth. Packed with quotes and helpful advice, as well as interactive pages for recording your personal and professional goals, For Entrepreneurs Who Considered Suicide When Business Got Tough! is a must have resource for anyone on a journey to do business well.

In addition to being an author, Dr. Shumake hosts radio and television programs in the Detroit area. His radio show, “Necessary Business with Robert Shumake” airs weekly on WCHB-AM. “Take the Land” is a simulcast program that airs weekly. “Take the Land” can be seen on TV 68, TV 33 and heard on WHPR 88.1 FM in Detroit, Michigan.

Tuesday, November 29, 2005

Dr. Juliet E. K. Walker



Dr. Juliet E.K. Walker explores the history of black businesses, such as the one pictured here. Austin car dealership Pavilion Lincoln Mercury is one of the largest black-owned businesses in the country.

When Oprah Winfrey became America’s first black female billionaire, Forbes magazine took note. The major news networks took note. And Dr. Juliet E.K. Walker, professor in the Department of History at The University of Texas at Austin, took note as well.

As the country’s foremost expert on black business history, Walker has made black business her business. And recently, she’s made Oprah Winfrey her business, too.

While the media may be interested in Winfrey’s wardrobe, weight loss or famous car giveaways, Walker is interested in her role as an entrepreneur and what her success says about race and gender in business today. She’s exploring this in “Oprah Winfrey: An American Entrepreneur,” a book she is writing for Harvard Business School Press.

For Walker, Winfrey is a complicated figure. She is a potent personality and a cultural phenomenon as well as a remarkably accomplished businessperson. Her success in marketing the Oprah brand in television, film and publishing transcends race.
“The primary way I relate Oprah to black business is that she is a black person who is involved in business who has never really depended on a black consumer base,” Walker says. “Yet her business activities reflect certain aspects of the expansion of black business activity in the late 20th century, her joint ventures being one.”
Winfrey’s joint ventures with Walt Disney, Oxygen Media and Hearst Magazines are typical of what Walker considers the most recent wave in the rise of black corporate America.

In her book, “The History of Black Business in America,” Walker details the breadth of black business, beginning with the activities of African American slaves, among whom she marks a history of entrepreneurship. For most of the 20th century, small retail and service establishments and black hair care product manufacturers were the bedrock of black business.

“In the first waves of the century, black businesses catered to a black consumer market,” Walker says. “Businesses were primarily sole proprietorships, and the only real corporate businesses were insurance companies and banks. Later, with various affirmative action agendas and government support, blacks were able to develop enterprises within a larger market.”

In recent years, many black businesses positioned themselves for participation in the mainstream American business community through forming joint ventures with mainstream businesses. It’s an expansion in the crossover market black businesses first found in the civil rights era and exemplified by Berry Gordy’s Motown Records, founded in 1959.

Still, while it is easy today to point to African American business success stories—Black Entertainment Television (BET)’s founder Robert Johnson, sports star turned businessman Magic Johnson and hip hop entrepreneur Russell Simmons are obvious examples—the reality is that African American businesses are not even close to achieving parity with white businesses.

African Americans own only two percent of the nation’s businesses, and almost half of all black-owned businesses have receipts of less than $10,000. The average annual receipts of African American-owned are $86,500, compared to $410,600 for all U.S. firms. And in 1997, black business receipts totaled only .4 of one percent of all American business receipts.

Walker believes that in addition to acknowledging the state of black business in the country, it’s critical to understand that African Americans have a long history of business activity. Black economic history tends to focus on unemployment and low wages, and pre-Civil War history tends to focus on plantation slavery and the internal dynamics of the slave institution. Walker argues that these are limited perspectives of history.

“Without the history of blacks in business, you really do not have a full picture of the African American historical experience,” she says. “And you tend to lose sight of the continuing inequities.

“There is a historic tradition of business activity in the black community. Our history indicates that policy makers can no longer ignore the issue of race and blame the comparatively poor performance of black business compared to other races on the absence of a historical tradition.”

To help support the study of black business history, in 2002 Walker founded the Center for Black Business History, Entrepreneurship and Technology (CBBH). It is the only such center at an American university, and it was formed in response to the racial disparities in wealth holding, employment opportunities, income and business profits in America.

Establishing CBBH in the College of Liberal Arts acknowledges that to look at and understand black business, you have to look at the entire American culture. In addition to promoting and supporting further research and organizing conferences, the center established the Texas Black Business Hall of Fame, which inducted its first members in 2003.

Inductees Sherra L. Aguirre, Comer Cottrell, Kase L. Lawal and George Foreman were singled out for their distinctiveness in African American entrepreneurship, their contributions to American business and their community leadership in the State of Texas, particularly in their support of black colleges and universities.

Aguirre built a business by profitably professionalizing the domestic work of black women. The founder and CEO of Aztec Facility Services in Houston, Aguirre expanded her original cleaning service to become owner of one of the nation’s largest black female-owned businesses. With 1,000 employees, her multimillion-dollar business provides facility management and support services to corporate, industrial and government clients in four states.

Lawal, an African immigrant, owns the Houston-based oil and gas refinery, CAMAC Holdings, Inc., only the second black enterprise to have business receipts of more than $1 billion. Foreman was recognized as “America’s Salesman” because of his many successful business ventures, including the George Foreman Grill. More than 50 million of them sit in kitchens across the globe.

Cottrell’s story offers an interesting look at black business in the 20th century. In 1970 he and his brother co-founded Pro-Line Corporation, one of the “big four” in black hair care products manufacturing. Pro-Line became one of the largest black businesses in the nation, with more than $100 million in annual receipts and markets in 43 countries. Cottrell was also part owner of the Texas Rangers baseball team.

Cottrell sold Pro-Line in 2000 to Alberto-Culver. The sale marked the end of an era when African American-owned businesses dominated the black consumer market in the sale of hair care products and cosmetics for blacks. Like the sale of BET to Viacom in 2002, it indicates the increasing difficulties black businesses now face in competing for the black consumer market.

“The question that must be answered,” Walker says, “is why has it been necessary for many of the nation’s largest black-owned businesses to sell out, notwithstanding the growing and profitable black consumer market, now some $600 billion?”

Walker believes work like that at CBBH will help. Forums with successful black entrepreneurs are planned, and each year the center organizes a conference that addresses an important issue in black business. In October, CBBH hosted “Selling Blackness and Getting Paid: Hip Hop Entrepreneurs and Business Enterprises.” The conference will examine the multiple business activities generated from the hip hop industry and its impact on the economic life of African Americans.

“Our hope is to secure the profitable expansion of black business activity in which black businesspeople are able to tap into the mainstream American market in the same way as Fortune 500 companies do,” she says.

The goal is in line with the goal of civil rights organizations for the 21st century: to create economic freedom and bridge the wealth gap for African Americans. For Walker, this means looking to successful contemporaries like Winfrey and Robert Johnson and also back to the roots of black business before the Civil War. In her research, Walker has uncovered numerous examples of early entrepreneurs, but it’s a story from her own roots that she often returns to.

In her first book, “Free Frank: A Black Pioneer on the Antebellum Frontier,” Walker relates the history of Frank, born a slave in South Carolina in 1777. After moving with his owner to Kentucky, he was allowed to hire out his time and eventually set up his own saltpeter works, an enterprise he maintained until he left Kentucky. The fact that saltpeter was a main ingredient in the manufacture of gunpowder is an irony not lost on Walker.

“That in itself was a contradiction,” she says. “It was illegal for slaves to carry firearms, but here’s a slave processing an ingredient used in gunpowder.”
In 1817 Frank purchased his wife’s freedom for $800. Two years later he bought his own liberty for the same price. By the end of his lifetime, Frank had founded the town of New Philadelphia, Ill., and purchased the freedom of 16 members of his family. He was a successful businessman, purchasing land and dealing in livestock.
An entrepreneur, pioneer and model of industry, Free Frank also holds one more distinction. He was Walker’s great great grandfather.

Sunday, November 27, 2005

Kwame Jackson



"I think street-smarts are more important than book-smarts but luckily I have both." --Kwame Jackson

Kwame Jackson is polished, confident and credentialed with prestigious Wall Street experience, a University of North Carolina Chapel Hill degree, a Harvard MBA, and business lessons he learned from Donald Trump in front of 22 million people each week, on the hit show “The Apprentice.” His professional experience includes sales and marketing roles at Procter & Gamble and, most recently, on Wall Street as an Investment Manager for Goldman Sachs. It was his no nonsense attitude and ability to be a team leader that made him stand out on "The Apprentice" and it is his affable nature and street smarts that make him stand out in life.

Kwame Jackson is the highest paid and most in-demand speaker amongst those in reality television. He continues to be courted by major television networks, fashion houses, sports teams, marketers, advertisers, community, civic and political leaders for his input and expertise. He regularly addresses executive management teams and aspiring interns at the world's leading companies on various topics such as team building, leadership, surviving and thriving corporate America and the importance of being an entrepreneur. It is his business savvy, passion for excellence and the lessons he has learned in the boardroom that have given him the ability to inspire others to explore, embrace, and execute the keys to success.

So the question remains; What job offer will Kwame Jackson take? A movie role, creating a new fashion line, or endorse a trendy consumer product? The answer is all; but under his own company, Legacy Holdings LLC. True to Kwame’s entrepreneurial training at Harvard, Kwame has founded Legacy Holdings LLC, an emerging diversified holding company positioned to engage in real estate development, fashion, television and film production. Through Legacy Holdings LLC, Kwame aspires to create his own empire and while he beat out more than 250,000 contestants for a job working for Donald Trump, for Kwame, the real game has just begun.

Tuesday, November 22, 2005

Tom Joyner



Tom Joyner earned the nickname "The Fly Jock" and "The Hardest Working Man in Radio" by working long hours and flying between his morning job (in Dallas, Texas) and afternoon job (in Chicago, Illinois) every weekday for years.

Tom Joyner grew up in the town of Tuskegee, Alabama. He is one of two sons. His mother was a secretary for the military and his father served as a Tuskegee Airman. His beginnings were very much like many young blacks in the south. During the Montgomery Boycott, there was the "Tuskegee Boycott". Tom and many others fought for their civil rights. They took their protests to the streets weekly to try and effect change. One such protest was taken to a local radio station that refused to play "black" music. Eventually the station manager relented and Tom (naturally) nominated himself for the position.

Tom Joyner graduated from Tuskegee Institute in his hometown of Tuskegee, Alabama. He earned a Bachelor's degree in Sociology and immediately started his career in radio. He started at WRMA (an AM station in Montgomery, Alabama). After breaking onto the airwaves there, he worked his magic at WLOK (an AM station in Memphis, Tennessee), KWK (an AM station in St. Louis, Missouri), and KKDA (an FM station in Dallas, Texas).

Eventually, he moved to Chicago - the Windy City. He blew through the Windy City on radio stations WJPC (FM), WGCI (FM), WVON (AM) and WBMX (FM) and caused a whirlwind of excitement on urban radio. Never before had listeners experienced such energy, humor and vitality.

Opportunity came knocking in the mid 1980's. Tom's upbeat style and comedic antics put him in an awkward position. His contract was about to expire and it was decision time. He was offered the MORNING drive time position at KKDA (Dallas, Texas) by one company and the AFTERNOON Disc Jockey position at WGCI (Chicago, Illinois). Any normal human would have chosen one position or the other - Tom Joyner chose to do BOTH! His plan was to fly thousands of miles everyday by airplane each day between Dallas and Chicago. He spent so much time in the air that he received the name "The Fly Jock". This commute and his rich on air style gained him national publicity and high ratings.

In 1994, Tom Joyner took his show to a new level. He knew that if he wanted to reach a broader audience, more "Fly Jockeying" would not do the trick, so he convinced ABC Radio Networks that his show could work in syndication. ABC, impressed with his determination, credentials and following gave it a try. In 1994, The Tom Joyner Morning Show started with Tom Joyner at the helm.

The show is beamed into over 95 radio stations across the country each weekday. Over 10 million ears tune into the show from their favorite local radio station. It is very well known that Tom Joyner likes to have a good time. He says, "First we get people laughing, then we get 'em to listen. If you can get people to listen, then they begin to think, and that's when they start making a difference".

Tom takes radio to a whole new level. Never before have African Americans been able to wake up to such an upbeat, entertaining and positive show. His accomplishments have not gone un-noticed. Tom Joyner was elected into the Radio Hall of Fame. He has received Impact Magazine's "Joe Loris Award" for Excellence in Broadcasting. He has received Billboard's "Best Urban Contemporary Air Personality" award. Impact Magazine's "Best DJ of the Year Award" was renamed "The Tom Joyner Award" because he received it so many times.

Tom's influence does not stop at the listener level. He and frequent guest Tavis Smiley raise the bar on corporate America. Christie's International Auction House in New York decided to auction off items from the United States slave trade. Even-though Christie has a policy against selling items from the Holocaust, they apparently had no problem with items from slavery. With Tom at the wheel and Tavis on the gas, listeners of the Tom Joyner Morning Show jammed the telephone lines of Christie's for days until Christie finally responded and called off the auction.

The listeners of The Tom Joyner Morning Show shut the phones down at Katz Media Group because Katz circulated an internal memo instructing their sales force not to sell air time for black radio. Their reasoning was that black radio's audience was full of "suspects" not "prospects." Katz Media Group president Stu Olds, quickly did some damage control by calling into the show and promised to double Katz's sales for black radio and hire more African-American sales personel.

Katz Media recognized the value of damage control early on. This was not the same for CompUSA who was the next target of the show. The show admonished CompUSA for it's lack of advertising on minority radio. CompUSA was asked to explain themselves on air for weeks. Again, listeners were asked to use the telephone and call CompUSA and demand an answer. What the callers were not prepared for was the complex voice mail system in place at CompUSA. CompUSA simply re-routed calls so they had a limited impact. Un phased, Tom and Tavis went on for weeks with no progress. When things looked like they couldn't get any worse - they did in a big way.

ABC Radio, on the urging of CompUSA's lawyers, gave the show an ultimatum - shut down or be shut down. The reading ABC's letter on the Tom Joyner Morning Show had the effect of boosting support for Tom Joyner and Tavis Smiley. CompUSA soon thereafter came on the show and made good with the African American community.

Tom did not forget his roots when he signed onto the Tom Joyner Morning Show. He setup a foundation that earmarks dollars for students that have run out of money at Historically Black Colleges and Universities. He knows that many of these graduates will someday become tomorrow's celebrities and dignitaries.

Celebrities and dignitaries are on The Tom Joyner Morning Show daily. The guest roster proves it! On any given week day you can hear some of the most powerful voices in the African American community and beyond. From President Clinton, Sinbad, Spike Lee, Wesley Snipes, Oprah Winfrey, Evander Holyfield and Mother Love - he has them all.

Millions listen to the familiar Oh Oh Oh... It's The Tom Joyner Morning Show everyday.

Tom now resides in Dallas with his two sons from his former marriage. They are Thomas, Jr. and Oscar. He is married to Donna Richardson.

Thursday, November 17, 2005

Damon Dash



"I'm going to take over the world," boasts Damon Dash. "My company will be worth billions of dollars—maybe worth a quarter of a trillion." The CEO of Roc-a-Fella Records and RocaWear clothing is standing in his 6,500-square-foot home in Manhattan's TriBeCa district. There's a Brunswick fawn-colored pool table, two Cruisin' in Exotica racecar arcade games, a mug shot of Frank Sinatra, and a marble-top chef's kitchen. A closet holds hundreds of pairs of new white athletic shoes. The scene feels as if it were pulled from MTV's Cribs.

Dash's hyperbole mirrors the brash optimism with which he rules his company. The 33-year-old is on an acquisition spree, buying or licensing half-a-dozen companies over the past two years. To fuel that growth, Dash still counts on his two main businesses, hip-hop records and clothing, which industry analysts say bring in close to $200 million in annual sales. While the history of rap is littered with the grand plans of businessmen—including MC Hammer, OutKast, and the Wu-Tang Clan—Dash's ten-year track record lands him in the upper echelon of hip-hop entrepreneurs, alongside Russell Simmons and Sean "P. Diddy" Combs. "Damon isn't just marketing the culture, he's creating the culture," says Jameel Spencer, president of rival P. Diddy's Blue Flame Marketing & Advertising. "He's the new America."

What does Dash's America look like? Actually, a lot like the old one. He's now moving from hip-hop to mainstream, acquiring clothing lines that appeal to mall rats more than to the boyz in the hood. He has shifted from gangsta flicks to independent films—his latest, The Woodsman, an indie starring Kevin Bacon, won awards at Sundance and Cannes this year. He has signed up pop singer Samantha Ronson. He is even pushing a line of vodka called Armandale and has launched a luxury magazine named America.

The expansion takes Dash well outside the areas of expertise in which he has thrived. And he is facing those new challenges without his secret weapon: Jay-Z. Last year the multiplatinum rapper, who helped turn Roc-a-Fella Records into a profitable label, with $65 million in annual revenues, announced that he was retiring from rap. Not only does Dash lose an artist who has sold more than 20 million albums, but he must go forward without the very face of Roc-a-Fella Records, and RocaWear's most influential spokesman. Imagine the Foreman Grill without George Foreman, and you have some idea of the challenge that Dash confronts. "We wouldn't know about RocaWear clothing without Jay-Z," says Morris Reid, head of Westin Rinehart, a Washington, D.C., marketing firm. "If Jay-Z isn't making any more albums, then the whole company loses its platform." How might Dash stay hot without Jay-Z? By tapping into the same qualities that fueled him in the early days: hustle and marketing savvy.

Raised in East Harlem by a single mother who worked as a secretary, Dash has been an entrepreneur since he bounced in and out of private prep schools on scholarships. Multitasking from the start, he hosted parties in Harlem in the early 1990s while starting a music-management business. "If I could rap to sell my s—t, I would," Dash shrugs. "We'd be way ahead, and I wouldn't have to work as hard." Dash knew he didn't have musical talent but sensed he had struck platinum when he signed Brooklyn bad boy Shawn "Jay-Z" Carter, who had been rejected by other record labels. Dash used the money from his party business to fund Jay-Z's first album, which the young manager peddled from his car. The records quickly gained momentum, and in 1995, Dash, Jay-Z, and partner Kareem "Biggs" Burke created Roc-a-Fella records, which teamed with Island Def Jam for manufacturing and distribution.

By the late 1990s Roc-a-Fella was raking in about $50 million in annual revenues, but Dash, frustrated with the music industry's low margins, started up a clothing business. Like most rappers, Jay-Z could boost a new brand or fashion just by wearing it at a concert or during a videotaping, or mentioning it in a song. And RocaWear reaped the benefits. Emboldened by that success—Dash says privately held RocaWear is profitable—he started to tack on complementary companies: Roc-a-Fella Films in 1999, indie production company Dash Films in 2001, Armandale Vodka in 2002, and America magazine in 2004. Ventures in the works include a European cable TV channel, a beer and soda business, and sports and boxing promotions.

A skeptic might look at Dash's sprawling amalgam of businesses and see chaos. But Dash sees one thing: a need to keep diversifying away from the risky music business. Though profitable, Roc-a-Fella, hurt by music piracy and a fiercely competitive hip-hop market, has watched its sales growth slow. "We're doing well, but it's hard for anybody to make money in the music business," he explains.

Dash insists there is a logic to what might seem to be an incoherent acquisition and startup strategy. Each of his decisions is guided by a rule: "We shouldn't let other people make money off us, and we shouldn't give free advertising with our lifestyle," says Dash, using "we" to refer to rappers and their business partners. Dash launched a jewelry business (his Tiret watches run from $17,000 to $130,000) after spending millions at bling king "Jacob the Jeweler" in New York City. "I can sell anything I understand," Dash says.

Dash believes that his tastes—well, maybe not the $130,000 watches—will be shared by millions of customers around the world. Now that success has broadened his world view, he feels emboldened to move into businesses that are farther afield. "I think it's time our company showed the world we can be professional, dress in suits, and change the perception of a hip-hop company," he says. "Tommy Hilfiger isn't urban, but he sells urban clothes. Why can't I do the opposite"—moving from urban to mainstream? In early 2003, Dash licensed the flirty, pricey C. Ronson clothing label. Last year, according to Julee Greenberg, a writer at Women's Wear Daily, the profitable label brought in as much as $2 million, mostly in sales of tank-tops and skirts to the trendy, white twenty-somethings who flock to socialite Charlotte Ronson's designs. Later that year Dash signed Charlotte's twin sister, pop singer Samantha Ronson, to Roc-a-Fella, marking the label's first bid for the teenybopper audience. (A Ronson song is featured three times in the hit teen flick Mean Girls and has been made into a Mean Girls music video.) "Dash knows the money isn't in the ghetto," says Tru Pettigrew, a senior vice president at the AMPdi marketing firm, referring to Dash's diversification. "It's in mainstream America, and he's going to go get it."

That's a philosophy that not only places a lot of faith in Dash's gifts as a tastemaker but also requires a lot of cash. Dash says he doesn't even know exactly how much he has spent on new businesses. He is also vague in explaining his financing, but says he uses a combination of reinvested earnings, his personal funds, and new investors to fuel his burn rate.

To get a return on his investment, Dash is counting on cross-branding, which has played an important role in his business ever since Jay-Z first sang RocaWear's praises. But as any management consultant will tell you, cross-branding is just another name for synergy and is extremely difficult to achieve. It takes cooperation among brand managers who often pursue conflicting goals and agendas. Dash seems to be banking on the sheer force of his personality to make it all happen.

On a warm afternoon 40 of Dash's employees crowd into his 38th-floor Midtown Manhattan office for a weekly cross-marketing meeting. On the floor lie bottles of Armandale, a copy of his thick glossy magazine, and a box of sneakers from PRO-Keds, which Roc-a-Fella recently licensed. As the three-hour meeting wraps up, Dash turns to the topic of an upcoming tour, movie, and merchandising push for the rap group State Property. "Split the tour budget fifty-fifty between the clothing sponsor and the artists, and synchronize the State Property tour in the fall with the movie screenings," the workaholic CEO orders. Dash is also frustrated that his magazine editor isn't stepping forward. "Does America magazine want to be part of anything?" he asks its editor, suggesting synergies for the magazine's next launch party.

Dash believes he has found a new young star who will become the next ambassador for the Roc-a-Fella family of products. Kanye West, 23, is a producer-turned-rapper whose debut CD, The College Dropout, went double platinum and has already sold more in Europe than any of Jay-Z's albums. The College Dropout ends with "Last Call," a 12-minute, 40-second saga of the events that led West to sign with Roc-a-Fella. (The last line of the song ends with the word "Roc-a-Fella.") It's a branding exercise that Dash wants all his acts to emulate.

Still, Dash faces the street fight of his life. Most entrepreneurs find it challenging to run one business they know well, never mind a dozen in new and highly competitive fields. Does Dash have the management skills to coordinate such seemingly incongruous businesses as jewelry, magazine publishing, boxing, and filmmaking? Dash responds, "It hasn't been done, but with my work ethic, I can have a company in every part of fashion and entertainment." One thing Dash doesn't lack is daring.

Don Barden



It's the golden hour in Las Vegas, the late afternoon time when the sun folds its hand, casting one final glow over the desert city before being overtaken by mountaintops and glistening neon lights.

Fresh off a six-hole golf fix in sweltering 106-degree weather, Don Barden seems to enjoy the serenity of the moment. He takes a long drag off an expensive cigar as his smoke-filled limo rolls along U.S. 95, the city's main drag, and his "baby" comes into sight.

It's been a little more than two years now since the businessman from Detroit came to the city of big gamblers and took perhaps one of the biggest gambles of his life. And no matter how many times (or in what light) he sees the brick-and-steel-and-glass fruits of his labor, the 60-year-old soft-spoken man is still taken aback by the guts, glory and magnitude of it all.

"There she is, the tallest building in downtown Las Vegas," Barden says with pride, pointing at the 34-story Fitzgeralds Casino Hotel that he rescued from bankruptcy in 2001 and turned into the centerpiece of Barden Gaming, a chain of four casinos that, he projects, will soon earn a billion dollars in annual revenue. "I was quite amazed. In fact, I was in awe when I first saw it. I said, 'My goodness. I own that.' it feels great ... I'm very pleased with the acquisition. And I feel really blessed to have had this opportunity."

The story of the first African-American to own a major casino in Las Vegas is a story of hard work and vision, born in poverty and nourished by the strength of family. It was in the rural town of Inkster, Mich., that these two forces converged to build the character and intuition that would guide the ninth child in that family on a history-making journey.

"We were poor," he says of the shotgun house, 13 kids strong, headed by a father who was a factory worker and shade-tree mechanic. "We raised our own vegetables, our own animals. Chickens. Hogs. We used to plow our gardens by donkey. We knew we didn't have much, so what we had we appreciated. We were taught family values growing up, the values of respect for other people, respect for your neighbor, respect for elders. We were taught to be honest and believe in God. All these principles are the foundation of the kind of character that I possess today. They give me the drive and the spirit to want to succeed."

Mike Darley, Fitzgeralds' vice president and general manager, has worked for heavyweights like Donald Trump. He says what separates Barden from other corporate giants is his "great insight. It's like he looks into a crystal ball and sees the future. I've never seen anything like it."

But even a homegrown sixth sense couldn't help Barden--who purchased Fitzgeralds only three months after the 9-11 attack--foresee the ultimate impact that event would have on the gaming industry, particularly in a high-profile place like Las Vegas. But it didn't stop him from pulling the trigger on the three-casino Fitzgeralds deal, paying $149 million--$14 million of his own money--for the properties. "That was scary," he says. "It was kind of risky. But we were so far along in the deal, and got it for such a good price, that we went ahead with it."

The gamble paid off. Fresh off $4 million in renovations (including new carpet, slot machines, wallpaper) and a change in management to focus on improved customer service, Fitzgeralds enjoyed double-digit growth last year.

Barden splits his time between the Detroit headquarters of Barden Companies and his casinos--which include Fitzgeralds casinos in Vegas, Tunica, Miss., and Black Hawk, Colo., as well as the 40,000-square-foot casino cruise ship outside Chicago in Gary, Ind. Named the Majestic Star, the $50 million vessel, which Barden purchased in 1995, marked his entry into the gaming industry.

Barden says that he would like to double the size of his company every five years for the next 10 years at least. He is looking to expand to new locations, such as Pennsylvania, and he is hoping to get a license in Detroit, a city that, in a controversial decision under a former mayor, rejected his proposal for one of the three gaming licenses awarded six years ago. The Detroit casinos are worth more than $1 billion each today, and Barden has neither forgiven nor forgotten. "Detroit will always hurt," he says, "because I am based there ... When you have Black people in control--not that they have to give you something because you're Black but because you're qualified, because you're one of the biggest taxpayers in the city and because you're the only Black in the bidding with the money and the expertise--you are disappointed when you're not given the opportunity to demonstrate that Blacks can perform on a professional basis like anyone else."

If he's not successful in opening a gaming operation in Detroit, Barden hasn't ruled out the possibility of moving his headquarters out of the Motor City. "I have to live where I have the most business," he says. "However, I am still hoping that something will happen for us to justify staying in Detroit. I was born in Detroit, I love the city."

But while he will always call the Midwest home, Barden says that Vegas is his kind of town. That much is evident later that evening, when he sheds his golf attire, dons an Italian black suit with gold pinstripes and takes to the casino floor. He's got the walk of a casino boss--and the charisma to match. As he makes his way through the crowd, passing a blackjack table, someone yells out, "Mr. B." Around the next turn, a White woman with a cigarette in one hand and a cup half-filled with dollar coins in the other gives him an unexpected hug. Then a man bent over the craps table reaches out to shake his hand. "I didn't know a Black man owned this casino," one Sister, sitting at a slot machine, says to another Sister trying her luck. "Well, at least I'm giving my money to a Brother," she quips.

Barden says some of the customers who come to Fitzgeralds don't know that the Irish-themed casino is actually owned by an African-American, although there is a life-sized photo of him at the entrance. "If they don't know when they get here, they usually know before they leave," says Barden, who indicated that he may change the name of the casino one day. "The fact that I am Black hasn't hurt our business. We get a lot of people who come to visit our casino because I am Black."

The majority of Fitzgeralds' customers are White. "Not that we planned it that way, that's just the way it is. It's the demographics of our client base," he says. "I would love it if most of my customers were African-Americans. I can think of cases like Detroit ... where the majority of the costumers are African-American, those casinos make more money than is typically the case in a casino. We show our appreciation to our customers, whoever they are and wherever they are from."

While to his patrons the only color that seems to matter is green, to the movers and shakers of Las Vegas, there continues to be an old-boy system in place that makes it difficult for outsiders, particularly Blacks, to get in on the action. "But those walls are constantly crumbling," says Barden, who employs 3,400 people, more than half of whom are minorities. "And in fact, since we entered the Vegas market, you see more African-Americans being promoted because of the pressure and example that we are setting. They are being promoted to management positions that were not available to them in the past. Many are being paid better because we have set the standard of fairness and compensation for executives."

It's a business philosophy that grew out of working several jobs--from a laborer for a moving company to a plumber's assistant. It wasn't until after he finished college and started working in the mailroom at a shipbuilding company in Cleveland that he realized that there were other ways, outside of physical labor, to make a living. Within two years, he was promoted four times, from the mailroom to assistant to company president. "I knew then I wanted to be rewarded for my intelligence, as well as my physical labor," he says. "I wanted to control my own destiny. So that's when I knew I wanted to be a businessman."

In Cleveland, he saved his money and made his first venture into entrepreneurship, renting an eight-room house for $300 a month. He turned around and rented out each room for $100 a month to transient workers. "I made money, and that got me hooked on real estate," he says. "It was one area where I could make money while I slept."

From there, he formed a real estate development company, and began renting office buildings, clinics, houses; whatever he figured was a good investment. He later served as city councilman, and even became involved in the media, doing some radio work and television reporting. At one point, he owned a small newspaper. "I was very familiar with communications," says Barden, who attended Central State University in Wilberforce, Ohio. "So in the mid '70s, when I saw that this new industry was coming called 'cable television,' I thought it would be a good business for me to be in. It was a mainstream business, with low barriers to entry, and a high opportunity to grow."

He moved back to Detroit, and thanks to the help he received from the city's legendary Mayor Coleman Young and many financial backers, was able to start Barden Cablevision. But after a successful eight-year run, which saw his service sign up 120,000 subscribers and expand throughout much of Detroit and some suburbs, Barden began to get squeezed by major cable companies that were able to buy their programming at a discount rate. He eventually sold his company to Comcast Cable in 1994 for more than $100 million, which made him a wealthy man and made the investors in his company a nice sum of money.

That same year he was awarded a license for an Indiana riverboat casino. He has since focused most of his energy in the gaming industry, although he still has business in real estate, and even has a company in Namibia, Africa, that converts General Motors cars from left-hand drive to right. "If I can make a profit, if I can operate it and grow it, if it is something I can get into utilizing my existing infrastructure, such as my banking relationships and the people in my organization, then nothing is off limits," Barden says.

Married to wife Bella, Barden has a son and daughter. While he won't force them to follow his footsteps into the gaming industry, he says he will stress becoming a business owner to his children. "I'm a strong believer in African-Americans being in business and generating jobs for other people, helping with the economy and creating wealth," Barden says.

Later that night, relaxing with a few top staffers over dinner in the casino's fine-dining restaurant, Barden reflects on how far he has come. While he says a lot of people helped him along the way, including bankers, politicians, and the like, he gives much of the credit for his success to his father, Milton Barden Sr., who died in 1986, and his mother, Hortense Barden, who passed away four years later. One of his proudest moments was the look in his mother's eyes as she watched him starting his cable company. "She saw my new home. She witnessed my cable system. Unfortunately, my father died three months before I started the cable business. But he knew that I was well on my way," he says. "I often think about him, even today, about all of the things he taught me, the kind of role model he was, the kind of example he set for all of his kids. He was very proud of me."

As he prepares to retire to the Chairman's Suite for the night before jetting back to Detroit the next morning, Don Barden's venture into uncharted territory continues. But perhaps more than being one of the top Black businessmen in the country, and breaking Las Vegas' long-standing color barrier at the top, or earning a billion dollars in annual revenue from gamblers trying their luck at blackjack, poker or slots, one gets the impression that it would mean more to Barden to simply be compared favorably to his father. For while the factory worker and shade-tree mechanic didn't teach Barden much about business, his integrity, work ethic and devotion to his family--13 kids strong--were crystal balls that taught child No. 9 everything he needed to know about life.

COPYRIGHT 2004 Johnson Publishing Co.
COPYRIGHT 2004 Gale Group

Thursday, September 08, 2005

Cecil Kaigler and Curtis Moore



The Praline Connection began as a home delivery service targeting career women who were too busy to prepare home cooked meals for their families.

Cecil and Curtis opened their first location on Frenchman Street, in New Orleans, LA in 1990 and the rest has been culinary history. The Praline Connection serves "down-home" cajun-creole style soul food at affordable prices and features three generations of "Pure-D-Goodness". Their New Orleans Pralines are handmade daily in the old fashioned, spoon dripped method, using only the finest ingredients.

In 1993, The Praline Connection realized another dream by enlarging their uptown warehouse district location in acquiring the lease on the building once known as "The New Orleans Music Hall", and is now known as "The Praline Connection Gospel and Blues Hall".

Their most recent addition to the family is The Praline Connection Candy & Gift Store at the New Orleans International Airport.

First year sales were $800,000. Last year, the Praline Connection, named after a popular New Orleans candy, posted revenues of $1.2 million. This year's revenues are expected to reach $3 million.

Article: Full of soul - The Praline Connection Inc - Company Profile
Black Enterprise, June, 1993 by Lloyd Gite

Curtis Moore Jr. and Cecil Kaigler, friends for nearly two decades and coworkers at refinery giant British Petroleum (BP), consider themselves seasoned restaurateurs. They should. As 50-50 co-owners of The Praline Connection Inc., a 3-year-old New Orleans soul food restaurant, they are carving an impressive niche in the $267 billion food service industry.

Funny thing is, neither Moore, 45, nor Kaigler, 40, knew zip about the industry before strapping on their aprons. "Did that scare us? Of course it did," explains Kalgler, Praline's vice president. "For me to go in a totally different direction was very frightening."

Why the restaurant business? Moore, the company's president, says they found a niche in soul food. In April 1990, Moore retired from BP and traded in his corporate attire for a chef's hat. Kaigler, who was still working at BP, and Moore purchased a vacant building for $129,000, using their combined savings to put $35,000 down on the site. It cost them $23,000 to renovate the structure and convert what was formerly a bank into a restaurant. The equipment tab totaled $19,000. To help pay for the remodeling, Moore's brother loaned the duo $40,000.

In August 1990, the Praline Connection, located just outside the well-known French Quarter, opened for business. A month later, Kaigler retired from BP and joined the restaurant full-time.

Moore and Kaigler aren't resting on their laurels, however. In November 1992, they opened a second soul food bistro, Praline Connection II. They also own two candy shops and a mail-order gift basket business.

Future plans include a cookbook, a food products line and a number of franchises.

COPYRIGHT 1993 Earl G. Graves Publishing Co., Inc.
COPYRIGHT 2004 Gale Group

Vera Warren-Williams, owner of Community Book Center, New Orleans, LA



A black customer base means everything to Vera Warren-Williams, owner of Community Book Center. "That's why I exist," she says, sitting in the back of her Broad Street building, in one of a group of folding chairs that is a familiar meeting place for many local activists and community members.

In an hour, a group of people will be sitting here planning this year's Kwanzaa celebrations. But right now, it's pretty quiet. A few people are shopping in the mid-section of the store, which carries clothing. Several others are browsing in the main, front section, a bookstore that carries everything from kids' books to the latest in fiction hardcovers to hard-to-find politically outspoken titles.

Warren-Williams has run the Center for 18 years, seven of them at the current location at 217 N. Broad St., and nearly a dozen years prior in the Treme. So it's safe to say that Warren-Williams, as a longtime successful business owner, knows exactly who comes into her shop. "I have a mixed base of customers," she says, "but primarily African-American, split between men and women, roughly 23 to 50 years of age."

It is also safe to say that Warren-Williams knows who isn't coming into her shop. Which is why she's part of a current local effort encouraging blacks to spend their money in black businesses. A flyer put out by the coalition urges black-on-black spending for the holidays. It reads: "A community that gives its wealth away will remain poor. Spending money with black businesses is important!"

Similar efforts are being launched in many cities across the country, including Philadelphia, Detroit, Los Angeles and Milwaukee. Campaigns like this are not a new idea -- the concept of a "double-duty dollar" was discussed by Booker T. Washington and others of his era, and one of Marcus Garvey's key principles was "Support Your Own." The basic tenet is that a dollar spent within the black community is invested back into that community. The New Orleans flyer puts it in a different way: "Money in a community is like blood in a body. When it circulates it gives strength. If it flows out, it causes death."

Right now, most of that money is flowing out, not circulating. The U.S Census found that nearly all of the money earned by blacks -- approximately 95 cents on every dollar -- is spent outside the black community. And black money is a hotter commodity than ever before. Nationwide, blacks are now being courted by everyone from Sears and Cigna to Microsoft, Merrill Lynch and Jaguar. The past year has seen numerous business-news reports about how marketing firms are trying to get a piece of the reported $550 billion spent each year by black consumers.

Yet black wealth is not necessarily good news for black businesses. A survey in Milwaukee showed that Hispanic businesses had grown significantly while black businesses had declined. Other studies have shown that Asian shoppers are more likely to shop in Asian-owned businesses than blacks are to shop in black-owned businesses.

This could be because there are fewer black businesses and so people simply can't "shop black" for everything they need. Some people suggest that there are fewer black entrepreneurs because blacks have traditionally had a more difficult time getting access to capital or being approved for bank loans. That problem still continues today, as witnessed by a recent predatory lending study, which showed that shady lenders preyed primarily on the black community. Because of these difficulties, some say, black parents steer their children away from entrepreneurship and instead emphasize a good college education that would prepare them for a job in corporate America.

Warren-Williams agrees that those are all factors, but adds that getting the full picture requires a look back in history. "Because we as African people didn't come through Ellis Island; we came here under different circumstances than other people."

Ironically, many say the best period for black businesses probably was during segregation, when blacks weren't allowed to shop on Canal Street and other "whites-only" places. Blacks couldn't eat at the lunch counters on Canal Street and they couldn't try on clothing. Some black maids, however, did buy apparel for themselves on Canal Street -- they would say that they were running errands for their employers.

At that time, blacks mainly shopped on Dryades Street (now Oretha Castle Haley Boulevard). Not all businesses were black-owned, Warren-Williams explains, but because they allowed blacks in their stores, it became known as a black shopping-district.

When Canal Street integrated in the 1960s, parents took their kids there to window shop "just because they could." It was a tough time for the black-owned businesses in town, who had not only sold milk and bread but had also supported the larger community. When she was growing up, says Warren-Williams, the corner bars and groceries in black neighborhoods sponsored ballclubs and organizations for youth. She believes that those groups -- supported by her neighborhood -- prevented her generation from becoming drug dealers and juvenile delinquents. As those corner establishments fell out of black hands, those types of sponsorships declined, leaving today's youth without the same community support.

For his part, Bruce Thomas would like to spend more of his money in the black community. "But," he says, "there's just that much that you can put into the black community because there's not that much out there. All we have is beauty salons, barbershops, and barrooms. And I'm not a barroom person."

Thomas is a beauty salon person, as is his wife, Shalita Thomas. They've owned La Mirage Hair Care Clinic since 1985. According to Wayne University Professor Robert Silverman, an expert on minority business development, the Thomases are part of a long line of black entrepreneurs who chose to enter the hair industry. In fact, the first black millionaire was Madam C.J. Walker, who at the turn of the century developed and mass-produced haircare products for African-American women and ultimately bought a house next door to the Rockefellers.

"Selling haircare products or running beauty salons are traditional niches for black businesses," says Silverman. It also is one of the only black industries that consistently gains the loyalty of black customers, he adds.

Bruce and Shalita Thomas see that firsthand. Bruce estimates that "99.9" percent of La Mirage's customers are African Americans. ("99.8" of them, he says, are women.) Things are changing a little, says Silverman, as places like the construction industry attract more black businesspeople. But beauty is still a cornerstone of black business.

Thomas says that he thinks that has to do with a longtime focus on beauty in the black community. "Black people," he says, "are going to take care of themselves first. They're going to look good. Old homegirl is going to get her nails done, going to get her hair done -- the bill man can wait. The priority is to look good."

He takes a few seconds to explain why he believes this focus exists. "I don't really know, but I'm guessing that some of this could have begun when schools first started integrating, when we were teased about our nappy heads and our raggedy tennies and teased about looking bad. White kids at the time were well-kept, neat and stuff like that while our folks were living off a 50-cents-an-hour salary."

As a result, blacks now spend more money per capita to keep up that look. Black Study 2000, conducted by Simmons, a consumer research firm, found that black households, which take in -- on average --only two-thirds the income of white households, spend more in several retail categories, including apparel.

In fact, beauty and style are such priorities for La Mirage's clientele that the Thomases start work at 6 a.m. each Saturday. "We could start at 5," says Bruce Thomas. "That's because we deal with an older, more conservative office ladies, desk ladies. Professionals. These ladies, they work daily, and they need their appearance taken care of weekly."

La Mirage has been located eight years at its current location on Bayou Road near Broad Street. It's one of a strip of black businesses -- Mary's Floor World, Quality Printing, Joann's Budget Thrift Shop, Positive Vibrations reggae shop, and All About Joy -- that all patronize each other. When Mary or Joann or the other shop owners need their hair done, they come to La Mirage. And when the Thomases need appliances, printing, incense, reggae records, or upholstery, they step over to their neighbors.

When they travel beyond their little strip of businesses, the Thomases continue to patronize black businesses like Community Book Center, Sanders Grocery on Dorgenois and Orzaga streets, and Pack-A-Jug Liquor Store on Basin Street and Orleans Avenue. But, once again, Bruce says, he just doesn't see that many black businesses to patronize. He is a self-admitted clothes horse, but he doesn't wear the African look, which -- he says -- rules out many local black-owned clothing stores.

He explains that he makes other efforts to reach out. "Since I have a lot of clothes, I often just give it away. I do it for the brother on the corner, where I see that he may need a pair of tennis shoes, and there are tennis shoes sitting in my closet collecting dust. I would give that brother my tennis shoes instead of giving them to Salvation Army or someplace like that."

And so, says Thomas, although he may be unable to spend every dollar in black businesses, he makes up for it that way. "I can't always put my money in every black thing that's going on, but I do take pride in giving something that I have to someone who needs, in my community."

Leah Chase



Dooky Chase Restaurant, New Orleans, LA

Leah Chase, "the Queen of Creole Cuisine," was born January 6, 1923, in Madisonville, Louisiana, of Catholic Creole parents. She was sent to New Orleans in 1937 to live with her aunt and to attend St. Mary's Academy for high school. Her first job out of school was at the Oriental Laundry in the French Quarter. A week later, Chase was hired by the Colonial Restaurant on Chartres Street. She has been in the restaurant industry ever since.

In 1945, she met and married musician Edgar "Dooky" Chase II, whose parents owned the Dooky Chase Restaurant. At first, Chase spent her time raising her children and sewing, but once the children were old enough to attend school, she began to work at the restaurant three days a week. She changed the menu to serve hot meals at lunchtime to black men who were beginning to work in offices. She started out as a hostess, but she was soon redecorating the restaurant and working as chef. Because of Chase, the Dooky Chase Restaurant is known for its good food, antiques and original African American art.

Chase has received many awards both for her culinary genius and her community service including: the coveted New Orleans Times Picayune 1997 Loving Cup Award, the Weiss Award from the National Conference of Christians and Jews, the Torch of Liberty Award, the University of New Orleans Entrepreneurship Award, the Outstanding Woman Award from the National Council of Negro Women, and numerous honors from the NAACP. She serves on many organizational boards including the Arts Council of New Orleans, the New Orleans Museum of Art and the Urban League. Chase is a frequent guest on many of the televised cooking shows and was visiting culinary professor at Nichols State University in 1996. She has four children, sixteen grandchildren and four great-grandchildren.

Tuesday, August 09, 2005

John H. Johnson



Born into a poor family in Arkansas, Johnson went into business with a $500 loan secured by his mother's furniture and built a publishing and cosmetics empire that made him one of the wealthiest and most influential black men in the United States.

Beyond his own economic stature, Johnson broke ground by bringing positive portrayals of blacks into a mass-market publication and encouraging corporations to use black models in advertising aimed at black consumers.

Johnson built Ebony from a circulation of 25,000 on its first press run in November 1945 to a monthly circulation of 1.9 million in 1997. Jet magazine, a newsweekly, was started in 1951 and a third magazine, Ebony Man, a monthly men's magazine, began in 1985.

Born Jan. 19, 1918, in Arkansas City, Ark., Johnson moved to Chicago with his family at age 15. After graduating from public schools, Johnson attended the University of Chicago and Northwestern University.

While working at black-owned Supreme Life Insurance, where he started as a clerk, Johnson founded Johnson Publishing Co. in 1942. Its first magazine was Negro Digest, a journal that condensed articles of interest to blacks and published the poems and short stories of black writers.

Johnson used Supreme Life's mailing list to offer discount charter subscriptions. To persuade a distributor to take the magazine, he got co-workers to ask for it at newsstands on Chicago's South Side. Friends bought most of the copies, convincing dealers the magazine was in demand, while Johnson reimbursed the friends and resold the copies they had bought.

The tactic was used in New York, Philadelphia and Detroit, and within a year, Negro Digest was selling 50,000 copies a month. The magazine, is no longer published.

Johnson launched Ebony just after World War II, as black soldiers were returning home. At the time there were no black players in major league baseball and little black political representation.

With blacks' income far below white Americans, the idea of a black publishing company was widely dismissed. Civil rights leader Roy Wilkins advised Johnson to forget the publishing business and save himself a lot of disappointment; Wilkins later acknowledged he gave Johnson bad advice.

Ebony— named by Johnson's wife, Eunice — was created to counter stereotypical portrayals of blacks in white-owned newspapers, magazines and broadcast media. The monthly magazine generally shuns critical articles about black problems, instead highlighting the positive in black life.

"We try to seek out good things, even when everything seems bad," he said in explaining the magazine's purpose. "We look for breakthroughs, we look for people who have made it, who have succeeded against the odds, who have proven somehow that long shots do come in."

Johnson also broke the barrier of major white companies advertising in black media. Television maker Zenith was the first. Johnson sent an ad salesman to Detroit every week for 10 years before an auto manufacturer agreed to advertise in the magazine.

"We couldn't do it then by marching, and we couldn't do it by threatening," Johnson said of gaining advertisers. "We had to persuade people that it was in their best interest to reach out to black consumers in a positive way."

Johnson also used market research to persuade companies to use black models in their advertising, increasing the appeal of their products among blacks.

John H. Johnson died August 8, 2005

Sunday, August 07, 2005

Valerie Daniels-Carter



Based in Milwaukee, Wisconsin. Valerie Daniels-Carter is founder and CEO of V & J Holding Company, Inc., and owner of 137 restaurants with a total $70 billion in sales.

As President and CEO of the country's largest African-American- owned restaurant franchise, Valerie and her brother, John Daniels, a lawyer own V & J Foods Holding Companies Inc., which controls 96 Pizza Huts, and 41 Burger Kings throughout the Midwest and New York.

If you would have asked me in 1982, when I first started my application process, whether or not I thought I would have 98 restaurants in 1997, I probably would have said, "Heck, I'm just happy to get one.' But it's an evolving industry, and I don't ever say can't, never, or no,"

In 1997, as President of the Minority Franchise Association of Burger King, which had 60 minority operators out of more than 6,300 franchises nationwide, Daniels-Carter says that having qualified employees has been her key to successs.

"My faith in God has kept me with the wherewithal and the energy to move forward.
I don't put my faith in money, I put my faith in God, because money can be here today and gone tomorrow".

I recognize that I'm not where I am because I'm great, but I am where I am because God has just gifted me and blessed me, and I don't take that for granted.

Her company has a philosophy that says: "You ARE THE STANDARD OF EXCELLENCE." As the mother of a young son, Jeffrey Alan Carter II, Daniels-Carter applies that same philosophy to herself and her family.

"I try to develop him as a well-rounded child with his first priority being to set his goals on God and his second priority being that of self-esteem, self-value and self-worth, and then making sure he understands that he is a very integral part of my life," says Daniels-Carter of her 8-year-old son. "He understands that there's no one outside of this world who cares for him and loves him as much as his mom. We share a very genuine close relationship."

Daniels-Carter and Jeffrey begin each day with spiritual food as they have their daily devotion. After he leaves at about 8 a.m., she heads to work.

In the afternoon, Jeffrey stays with his grandmother, Rose Ann Carter, until his mother picks him up around 7 p.m. Daniels-Carter and her son have dinner together and watch television until it's time for sleep.

Still, running a business that covers five states means that the routine may shift on a moment's notice. There are days when she must travel. Whenever feasible, Jeffrey travels with his mother, especially on trips overseas, which is another learning opportunity for her son.

"I try to instill everything I know in young Jeffrey," Daniels-Carter says. "Knowledge is power, and the more he knows now, the more he can obtain and see. The more he is exposed to now, the broader his vision can be. I want him to have the largest vision he could possibly have that's within the will of God in his life."

Daniels-Carter does her best to give Jeffrey a full life, especially since her-er husband, Jeffrey Carter Sr., died in an accident a few years ago. She says there was a period of learning how to manage after his death.

"My husband was just a wonderful person; he was a jewel," Daniels-Carter says. "He was just a wonderful role model for my son. So what I've tried to do is instill the values that existed in my husband in Jeff, the things that drew him to me as a strong Black man."

Daniels-Carter points to her family, especially her mother-in-law, siblings and her niece (who helps Jeffrey with schoolwork) as being very instrumental in her life and her son's life. With the family's support in his upbringing combined with her enduring love, Daniels-Carter believes her son will excel in whatever he decides to do.

"I am trying to develop the skill sets he's going to need to be successful in life," Daniels-Carter says. "My goal is to have my son be the competition that [others] measure themselves by."

Vinnie Johnson



Playing for the Detroit Pistons in 1990, Vinnie Johnson -- known as "The Microwave" because he could instantly heat up the Pistons' offense -- hit the title-clinching shot in the NBA finals. Today Johnson is manhandling the competition in a different arena, as chairman of the Piston Group, a Detroit-based automotive supply company with nearly 500 employees and $227 million in 2003 sales. Johnson expects to crack a half billion in revenue by 2008.

The business hasn't always moved so fast, however. Johnson began his entrepreneurial career with teammate Bill Laimbeer in 1995; they started a firm that sold packaging supplies to automakers. By 1996 they'd split. With encouragement from a General Motors executive, Johnson segued into manufacturing auto parts.

The Piston Group's location is in one of Detroit's toughest neighborhoods, and Johnson grappled with absenteeism and high turnover among workers in the early years. Teaching people to work in a complex manufacturing environment required tons of training, and the payoff from that investment was at times slow to materialize. For his troubles, Johnson received a $3,000 tax credit per employee as part of Detroit's Empowerment Zone. Today the Piston Group has a stable base of workers. "When you're dependent on people to help you succeed, you have to make sure you have the right team, the right chemistry," Johnson says.

Now the company is focusing on creating a stable base of customers. GM, which spends $6.6 billion with minority suppliers annually, has been one of Johnson's champions. Ford has been another. But both automakers are struggling, which is why Johnson is eager to sign up Japanese automakers. "We're constantly calling those guys," he says. For a man who first made his mark on the floor of the Palace, perseverance comes naturally. -- Daniel McGinn

Tuesday, July 12, 2005

The Next Black Power Movement



The Next Black Power Movement

The boom in African-American entrepreneurship isn't just a business story. It's also a logical extension of the civil rights struggle. Here's why.
By David J. Dent

The small brick church on Dexter Avenue in Montgomery may seem modest--it has only 250 members--but in fact it is legendary. In a previous life it was the headquarters from which a young Martin Luther King Jr. organized the Montgomery bus boycott in the mid-1950s. And it was from its pulpit that he delivered some of his most stirring speeches. "Money can be the root of all evil," King declared in 1956. "Work within the framework of democracy to bring about a better distribution of wealth."

Though the church now bears Dr. King's name, you're likely to hear a very different message coming from Dexter Avenue King Memorial Church today. Current pastor Michael Thurman loudly and openly embraces capitalism in its purest form: entrepreneurship. "Ownership means employing people and creating stronger communities," says Rev. Thurman. "It's something I always stress from the pulpit."

Dexter Avenue King Memorial Church demonstrates an important, if unrecognized, truth: Today black entrepreneurship has captured the momentum that once filtered through the civil rights movement a generation ago. The signs may not be as visible as the placards and protests that proliferated during the '60s, but the numbers tell the story. A Marion Kaufman Foundation study found that African-American males between the ages of 25 and 35 are more likely to start businesses than any other men in that age range. Blacks are 50% more likely than whites or Hispanics to experiment with entrepreneurship. A different survey found that African-American companies are started at three times the rate of all businesses. And in a 1998 study published in Fortune, 50% of African-American professionals said that black leaders should spend more of their time concentrating on business; only 31% said they should focus on politics.

"I tell my students, 'I'd rather you be a capitalist pig than a Senator,'" says John Butler, a professor of business at the University of Texas at Austin and author of Entrepreneurship and Self-Help Among African Americans: A Reconsideration of Race and Economics.

Gwen Day Richardson exemplifies the trend. Once an active Democrat--she raised funds for Jesse Jackson's 1988 presidential campaign and started a liberal newsletter--she became fed up with what she perceived as Democrats' lack of support for the business community. So she moved across the aisle and became a Republican. In 1990 she changed the editorial focus of her newsletter, which grew into National Minority Politics, a magazine for black conservatives. But she soon found herself just as frustrated with the GOP, as she was paraded around by conservatives eager to prove they were not racist. In 1999 she closed the magazine and left politics; today she runs cushcity.com, an Internet-based bookstore that focuses on African-American merchandise. She expects to pull in $1 million in sales this year. "In politics people always see your color," she says. "In business there's a greater chance they're just looking at cash. The only way to solve racism is to build institutions or businesses and make money. Period."

It isn't the first time this country has seen a surge in black entrepreneurialism. "The history of black Americans has always been self-employment and entrepreneurship," says Butler. "In 1910 black Americans were more likely to be self-employed than any group in America."

That may sound like a feel-good story; it isn't. Post-emancipation black entrepreneurs formed their own businesses as a form of empowerment, to be sure, but also because, in Butler's words, "they tried to get as far away as they could from the white population, and one way to do this was through self-employment."

One could look at the modern entrepreneurial movement and see similarly cynical motives: Be your own boss to avoid a racist one. Indeed, the 1998 Fortune study found that 81% of African-American professionals still felt that workplace discrimination was common. And few would deny that even today African Americans remain severely underrepresented in many boardrooms across the U.S.

That said, the rise of black entrepreneurship clearly grows out of the idealism of the civil rights movement. Without its gains, it is inconceivable that so many African Americans would own businesses--not in antebellum ghettos, as in 1910--but in the heart of mainstream America.

Fred Terrell, founder of New York City venture capital firm Provender Capital, thinks that entrepreneurship isn't just a symbol of the accomplishments of the civil rights movement. It is, he says, a way of continuing to advance that movement. Growing up in Los Angeles in the '60s and '70s, Terrell hoped to become a lawyer and then a Congressman. Things didn't quite work out that way. He spent a few years working for the city of Los Angeles, but soon left government for a Yale MBA after he fell under the mid-1980s lure of the private sector.

Today Terrell, 46, says he feels as if he's contributing more to the civil rights movement as a private businessman running Provender, which now has $145 million under management, than he ever did as a member of the Los Angeles government. After all, the more African American-run venture capital firms there are, the less likely it is that other black entrepreneurs will have to overcome the traditional racist hurdles when they apply for financing. Or, put another way, the more likely it becomes that businesspeople will be judged not by the color of their skin but on the content of their business plans. Terrell's tactics may not be as splashy as a 1960s-style protest march, but they are still making a significant impact. And who knows what the future will bring? "We are babes in this industry," Terrell says. "But we are changing the world in our own small way."

Discuss at NBBTA Forum


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David J. Dent, an associate professor of journalism at New York University, is author of In Search of Black America: Discovering the African American Dream, which was a New York Times Book Review Notable Book of 2000.

Daymond John



FUBU CEO Daymond John is all about endless possibilites. What began in 1992 as a hat business run by John and his friends from a basement in Queens, NY is today a $450 million enterprise that's revolutionized the fashion industry and helped define the look of young America.

John is a product of a young child's aspirations to be more than a storeowner, but rather the head of a corporation. He has come a long way since owning a commuter van service to being the CEO and president of a much celebrated retail enterprise. But it didn't happen overnight! John took out a $100,000 mortgage on his mother's house and moved his operation into the basement. With the help of neighborhood friends Alexander Martin (VP) Keith Perrin (co-founder) and Carl Brown (co-founder), who shared his vision, Team FUBU was born. FUBU gradually expanded their line to include hockey jerseys, T-shirts and baseball caps. After finding it difficult to market their clothing through traditional advertising channels, they succeeded in promoting its line by using celebrities and hip hop artists, most notably LL Cool J.

FUBU represents determination, excellence, and boldness - characteristics that the company's CEO embodies as well. John oversees the organization's production flow, which involves dealing with every aspect of the FUBU structure. "My job is to take our ideas and funnel it all together. We are the consumer making for the consumer." That uncomplicated approach is the force behind the company's success. It is also why FUBU continues to grow and evolve. John is always receptive to pursuing different ventures. The word risk and entrepreneur go hand-in-hand. Making the FUBU name synonymous with the music and entertainment industry, as it is with the fashion world, is an objective for John. However, longevity for FUBU is his main goal. "We are in this for the long run."

FUBU has received numerous honors for entrepreneurial achievements including - NAACP's "Entrepreneurs of the Year" Award; Congressional Achievement Award for Entrepreneurship; the Essence Award; N.Y. African American Business Awards' "Outstanding Business Achievement" Award; and a Citation of Honor for "Team FUBU" from the Office of the President, Borough of Queens, City of New York.

Monday, June 27, 2005

Leon Isaac Kennedy



Leon Isaac Kennedy has generated millions of dollars through his movies, through his real estate deals and through his entrepreneurial efforts. Additionally, Leon has put together a brain trust of millionaires.

Leon teaches and shares the knowledge (the real wealth) from himself and others who have actually done it, made millions of dollars!

Leon, known for his classic action flicks, such as Penitentiary, Body and Soul, and Lone Wolfe McQuade is looked upon as a filmmakers icon. One of Hollywood's first minorities to take a project from the idea stage, script it, raise the financing produce, and star in the project.

Kennedy was one of the first minority filmmakers to travel to Cannes, Mifed, Russia, and China to dispel the myth that Black films have no overseas commercial value. As a result, Kennedy's films played in virtually every country in the world and opened many doors for today's minority filmmakers.

Instead of focusing on entertainment, Leon shares his success secrets and stories, and features exclusive interviews of the rich and famous. Leon states, "We get inside their heads and show you the SUCCESS Power Points!"

Each show is designed to empower your life, spirit, body and soul - From your finances, to relationships, health and vitality!

One of Kennedy's most recent entrepreneurial successes was creating a brand company for the legendary Smokey Robinson. The successful Smokey Robinson Foods is now in over 3,000 stores.

Kennedy states, "We're here to help teach and motivate our people into financial freedom, resources and financial empowerment. True Success is doing it God's Way!"

Tuesday, June 21, 2005

Jerry Roebuck




Jerry Roebuck is a native Harlem resident. He has spent his lifetime teaching and providing business opportunities for young and old alike. His life reflects a commitment to attaining entrepreneurial success, both for himself and others.
At the early age of 12 he was already holding street fairs in Harlem. By his late teens he was hosting parties and soon became one of NYC's biggest club promoters of the disco era. By the early 1980's he was one of the first promoters of rap music, teaming up with Russell Simmons to produce some of NYC's legendary early Hip Hop parties. His success led to Kurtis Blow signing with Polygram Records, becoming the first rap record recorded by a major record company.

His development as an Artist Manager enabled Jerry to branch out into other business areas. His innovative ideas created one of the biggest events in the history of Black America, the "Black Expo". This enterprise has been held in over 22 US cities including Los Angeles, Atlanta, Washington D.C., Detroit, Miami, and New York City.

Today he ventures into urban theatre. This is an exciting new genre of stage plays that depict the full Black experience. He is bringing new theatrical techniques to many urban audiences and a wider exposure to the theatre for many who have not previously enjoyed this form of entertainment.

"The Harlem Coffee Shop" is a performance with a rich mixture of characters. It provides a fun evening for the entire family while telling a funny, yet powerful story of human relationships. Jerry has set off on a new journey, so come and join him at the "Harlem Coffee Shop" coming soon to a city near you.

Friday, June 17, 2005

Susan Taylor



Susan L. Taylor is editorial director of ESSENCE magazine. Taylor has been the driving force behind one of the most celebrated African American owned business success stories of the past three decades. She oversees the editorial operations of the magazine and writes the popular In the Spirit column each month.

A fourth-generation entrepreneur, Taylor was the founder of her own company, Nequai Cosmetics, before becoming ESSENCE’s fashion and beauty editor and, in 1981, its editor-in-chief. She is the author of three books: In the Spirit: The Inspirational Writings of Susan L. Taylor, Lessons in Living and Confirmation: The Spiritual Wisdom That Has Shaped Our Lives, the latter co-authored with her husband, Khephra Burns. In 1999 Taylor became the first African-American woman to receive The Henry Johnson Fisher Award from the Magazine Publishers of America, the magazine industry’s highest honor.

In 2002, Taylor was inducted into the American Society of Magazine Editors’ (ASME) Hall of Fame, which celebrates the career-long records of excellence, creativity and impact of a select group of highly influential magazine journalists. Taylor is a member of the National Association of Black Journalists and the American Society of Magazine Editors.

She is also an avid supporter of a host of organizations dedicated to moving the Black community forward, serving as a member of the Commission on Research in Black Education, among others. She is personally committed to serving and empowering the poor and to working with disadvantaged women and teenagers to help them realize their strengths and take charge of their lives.

Taylor is currently co-chair of a capital campaign with Danny Glover to raise money to build housing in the rural areas of South Africa.

Sheila Johnson



I was there from the very beginning of Black Entertainment Television. My former husband, Bob Johnson, and I conceived the idea together, and as a supportive spouse, I helped him with all the grunt work in getting the network started in 1980. We had a main financier, John Malone, who put up half a million dollars for the start-up. But I signed the loan to get the seed money and office space because I was teaching and the only one of us then working. To pay the bills, I also launched my own business teaching violin out of our home. Whatever I had, I contributed.

There were only three staff people at first, and we all worked to identify what kind of programming was going to air. We chose videos because they didn’t cost us anything. In 1991 I came into the company full-time and launched Teen Summit. I also worked in corporate support and did community outreach. I served on the board of directors of BET until the recent Viacom purchase.

Having left the company and gone through a divorce three years ago after 33 years of marriage, I would say to women considering starting a business with their spouse to do as I did: Do protect your own interests. Whatever business you’re building together, both names should be on any contracts or papers. Usually when you start a business together, you’re young, love is blind, and you’re willing to do anything to help a spouse. But don’t let your husband talk you into the trap of “It’s only important that my name is on it.” If the partnership falls apart, you have no recourse. It’s not being mean or ugly. It’s just being fair. If a couple are going to build a company, they have to have respect for each other and the strengths each is going to bring to the company.

IN THE NEWS:

Black Entertainment Television co-founder Sheila Johnson recently became part owner of the Washington Mystics after joining an ownership group that purchased the team from Washington Sports and Entertainment chairman Abe Pollin.

Johnson, a philanthropist and chief executive of Salamander Hospitality LLC, will carry the titles of president, managing partner and governor for Washington's WNBA franchise. Her former husband and business partner, Bob Johnson, is the majority owner of the NBA's Charlotte Bobcats.

The news conference announcing the sale was attended by Abe and Irene Pollin, NBA Commissioner David Stern, WNBA Commissioner Donna Orender and Ted Leonsis, majority owner and chairman of Lincoln Holdings LLC. According to Stern, the purchase price for a WNBA franchise is $10 million and that is what Lincoln Holdings will pay for the Mystics.

Sources familiar with the workings of Lincoln Holdings, which now has 11 partners, said that Johnson's stake in the partnership is between 6 percent and 7 percent. As a partner in Lincoln Holdings, Johnson will also own a stake in the NHL's Washington Capitals and the NBA's Washington Wizards.

Johnson is believed to be the first black woman to be an owner-partner in three professional sports franchises.

"Abe came to me with the idea of doing it, and my advisers said: 'Why just the Mystics? Why don't you go in as a partner with Lincoln Holdings?' " Johnson said. "So then we broached the idea with Ted Leonsis and he said he liked the idea. I have to say that all the partners in Lincoln Holdings embraced the idea and have been very warm towards me. This helps make the whole Washington sports franchise strong."

Leonsis purchased the Capitals from Pollin in 1999 and Lincoln Holdings currently controls 45 percent of the Wizards and MCI Center, the construction of which Pollin financed. Before yesterday, Lincoln Holdings owned 45 percent of the Mystics.

Lincoln Holdings also holds an option and right of first refusal to purchase the Wizards should Pollin sell the team. However, Pollin said yesterday that he has no intention of selling the Wizards anytime soon.

"No, I plan on sitting in that chair," said Pollin, who has owned the franchise since 1964. "The Wizards have nothing to do with this."

Sheila and Bob Johnson founded BET in 1980 and sold the company to Viacom in 1997 for $3 billion. The Johnsons divorced in 2002 and Sheila Johnson now lives in Middleburg, where she is constructing the Salamander Resort and Spa, which is scheduled to open during the summer of 2007. A Lincoln Holdings partner said Johnson's ties to the area and history of philanthropy were major reasons why the ownership group was eager to add her.

Johnson is president of the Washington International Horse Show and donated $2.5 million to build the Sheila C. Johnson Performing Arts Center at the Hill School in Middleburg.

The WNBA began its ninth season last weekend and will expand to 14 teams next year when Chicago adds a franchise. Stern said he expects the league to continue adding one team per season until the league has 20 teams.

Dave Bing



Sport magazine once dubbed Dave Bing "Mr. Unsung-About." A high-scoring guard who quietly triumphed over injury and went about his business for 12 seasons in the NBA, he then quietly went on to off-court success as a self-made industrial magnate.

The buzz of celebrity never seemed to attract the speedy Bing, who excelled in an NBA era rich in backcourt legends that included Jerry West, Oscar Robertson and Walt Frazier.

In nine seasons with the Detroit Pistons, followed by two with the Washington Bullets and one with the Boston Celtics, Bing amassed 18,327 points in 901 contests (20.3 ppg). His efforts earned him a spot on the NBA 50th Anniversary All-Time Team. The league's Rookie of the Year for 1966-67, he went on to make the All-NBA First Team twice and the Second Team once, and he played in seven NBA All-Star Games. In only his second season, 1967-68, he led the NBA in scoring with 27.1 points per game.

Yet more remarkable than his career accomplishments is the fact that Bing found the will to play for seven seasons after suffering a devastating eye injury, a setback his doctors assumed would cut short a brilliant career. And there is the fact that Bing, a child of urban poverty who signed his first professional contract for all of $15,000 per year, followed his NBA career by building his own $60 million-per-year steel business in Detroit and becoming a noted civic leader.

At Bing's 1990 election to the Naismith Memorial Basketball Hall of Fame, Oscar Robertson introduced his longtime rival, saying, "Dave is the perfect example of professionalism, class, dignity, and humanity. He cares. He gets involved with the world."

Bing grew up in the same northeast Washington, D.C. neighborhood that produced Elgin Baylor. His mother was a domestic, his father a bricklayer, and work was often scarce. The four children slept two to a bed. "My father called me 'Duke,'" Bing recalled in Sport magazine, "because I was good with my dukes and because I wanted to be top dog."

Injuries struck both father and son. At a construction site a brick crashed four stories and struck the elder Bing on the head, creating a blood clot in his brain. "I swore I'd never live a life like that," Dave Bing told Sport. But the younger Bing had his own calamity at age 5. To improvise a game of "horsey," he found two sticks, nailed them together, and was prancing down a street when he tripped; a nail plunged into his left eye. An operation saved his eye, but Bing suffered fuzzy vision in that eye from then on.

Injury wasn't the only obstacle to his learning basketball. Older children shooed him away from the basketball courts on school playgrounds because they said he was too small, so Bing initially concentrated on baseball. At Washington's Spingarn High School, however, he was encouraged by basketball coach William Roundtree, who became a second father. In Bing's senior year he was one of seven players on the varsity squad to average double figures in scoring. Bing excelled in both baseball and basketball, but a scheduling conflict between tournaments in each sport forced him to make a reluctant choice. He opted for hoops and went on to be voted tournament MVP.

Although his skills attracted collegiate interest from such basketball powerhouses as UCLA and the University of Michigan, Bing chose Syracuse at the urging of Ernie Davis, a football All-American at Syracuse. Bing also confessed that he chose Syracuse partly because he doubted his own skills and thought his chances of standing out in college would be better in a lower profile basketball program.

Bing's performance at Syracuse was hardly low profile. In three varsity seasons he averaged 24.6 points, earning All-America honors as a senior. Pro scouts buzzed about him, and the Detroit Pistons made him the second overall pick in the 1966 NBA Draft (behind Cazzie Russell).

Bing's NBA debut was inauspicious. Coming off the bench, he missed his first six field-goal attempts and recorded the first scoreless game of his life. Two weeks later he was given a chance to start for the first time-and promptly connected on his first eight shots from the floor. The next night he scored 35 points. Bing was off and running to a 1,601-point season in 1966-67, which made him only the sixth rookie in NBA history to top 1,600 points. He scored 20.0 points per game and was named NBA Rookie of the Year.

The following year he bested such high-scoring superstars as Baylor and Wilt Chamberlain to lead the league in scoring with 2,142 points and a 27.1 average. Bing was the first guard to set the scoring pace in 20 years (since Max Zaslofsky of the 1947-48 Chicago Stags of the Basketball Association of America). The super sophomore even managed to nudge the Lakers' West from the All-NBA First Team that season.

Bing, who had married his college sweetheart at Syracuse and was the father of two young daughters by the time he entered the NBA, had signed as a rookie for $15,000 per year. In 1969 the opportunity to move into the big-money ranks lured him to jump to a franchise in the rival American Basketball Association.

The team played in Oakland in 1968-69 but moved to Washington, D.C. for the 1969-70 season. Eager for a hometown attraction in Washington, team owner Earl Foreman signed Bing to a three-year contract for the then princely sum of $500,000. But when Foreman decided to install the ABA franchise in Norfolk, Virginia, for the following season, Bing was able to escape the deal and stay with the NBA. The leverage enabled him to negotiate a new agreement with the Pistons at $450,000 for three years.

Bing reached his peak in 1971, when former player and Pistons scout Earl Lloyd summarized his skills to Sport magazine: "Maybe some other player does this better, and another player does that better. [But] nobody does as much as Dave does."

By then Bing had been named the Pistons' captain for his leadership on and off the court. Teammate Bob Quick told Sport, "If Dave weren't the captain, he'd still be the team leader." Teammate Otto Moore added, "If things go wrong, Dave keeps you from putting your head down. He can run, dribble, shoot, do everything. If he played 48 minutes, he'd lead the league in scoring." Bing came close in 1970-71, amassing a career-high 2,213 points and scoring 27.0 points per game.

But on the eve of the 1971-72 season Bing, his vision already limited by the childhood injury to his left eye, came perilously close to losing the sight in his right eye altogether, and with it his brilliant young career. Playing a preseason exhibition tilt with the Los Angeles Lakers, Bing was guarding Happy Hairston when the Lakers' guard made a sudden cut. As he slid past Bing, Hairston's hand flew up and he inadvertently jabbed a finger into Bing's right pupil.

Despite intense pain, Bing initially thought he had suffered only a scratch, and he even started the season opener a few nights later. But the next morning he awoke to find his vision seriously dimmed. Rushed to a hospital, Bing was told his retina had become partially detached; he underwent surgery the following day and spent three days in total darkness with his eye bandaged.

Sidelined for three months, Bing ignored the warnings from doctors that returning to play would put his vision at risk. Although his peripheral vision was permanently impaired and the bright lights of a basketball court could cause his eyesight to blur, he returned to the Pistons' starting lineup in late December 1971 and scored 21 points against the New York Knicks in his first game back. In spite of the lost playing time that season, Bing managed to average 22.6 points in 45 games.

Characteristically, Bing found virtue in the injury. "I'm a better free-throw shooter because I've had to practice more on it," he revealed a few seasons later. Indeed, Bing's free-throw percentage, which had never reached .800 during his first five years in the league, exceeded that mark for three consecutive seasons after his injury. The injury, Bing added, also forced him to become a better defensive player. "I figure I'd better be doing something in case I can't score enough," he said.

Bing, however, always thought of himself as a playmaker, not as a defensive stalwart. What he did best, he once explained, was drive to the basket. And what he did best on the drive was dish the ball off. He would dribble toward the hoop, draw a group of defenders, leap and hang, and then suddenly feed Bob Lanier or another open teammate. Bing posted a career average of 6.0 assists per game.

The early 1970s were a time of great promise and even greater frustration for the Pistons. In 1973-74, following the most successful regular season (52-30) since the franchise moved to Detroit in 1957, the Pistons finally made the playoffs only to be ousted in the first round by the Chicago Bulls. The following season, despite sagging to a 40-42 regular-season record, the Pistons again made the playoffs but were ousted in the first round, this time by the Seattle SuperSonics.

Frustrated after nine seasons with Detroit, Bing again sought a chance to play in his hometown. The Pistons accommodated his request prior to the 1975-76 season, trading him to the Washington Bullets with a first-round pick for Kevin Porter. The hometown reunion did not prove triumphant. Although Bing had one more brief moment of exultation, earning MVP honors at the 1976 NBA All-Star Game, his two seasons with the Bullets were marked by coaching confusion and increasing struggles with his vision. His point production sank to a career-low 10.6 per game in 1976-77, and Washington released him at season's end.

Not yet ready to hang up his shoes, Bing found a home for one more season with the Boston Celtics, serving as a third guard and appearing in 80 games with an average of 13.6 points per game. He finally retired after the 1977-78 campaign.

Always a student of the business side of the game, Bing had become a voracious reader during the long road trips NBA players must endure. During his offseasons, instead of devoting himself to golf or other recreational pastimes, he worked in Detroit for a bank, the Chrysler Corporation and a small steel company, teaching himself finance and deal-making.

Bing returned to Detroit and launched Bing Steel in 1980. A decade later, the firm had grown to annual sales of $61 million, making it the 10th-largest African-American-owned industrial company in the nation, according to Black Enterprise magazine's rankings. He went on to acquire Superb Manufacturing, a $28 million-per-year metal-stamping company, as well as a small construction firm.

In 1989, the city of Detroit announced plans to cancel all sports programs in public high schools as part of a budgetary-crisis cutback. Bing launched a campaign that raised $373,000 to save the programs. As it turned out, Detroit voters approved tax increases, but Bing still had the money turned over to the schools, no strings attached.

Late in Bing's NBA career, journalist Thomas Boswell observed that the player's "almost somber, scholarly face, his quiet voice and unassuming manner, fit well on a man whose disappointments have always run neck-and-neck with his triumphs."

Midway through his playing tenure Bing told Sport that basketball "is a psyche game. You psyche the other guy. Some men talk. Other guys push. It's not to get you riled, not to hurt you. It isn't a test of manhood, not to me. Just a test of skills. Some nights, when things go well, then it's beautiful. It's togetherness. It's love."

Thursday, May 12, 2005

William A. Leidesdorff, Jr.



March 26th, is the date that we celebrate the birth of William Alexander Leidesdorff, in 1810. He was an African-American businessman and explorer.

Leidesdorff was born in St. Croix, Virgin Islands, to a Danish father and an African mother. He was a merchant captain first in New York, then New Orleans, and, by 1841, in California. While in Louisiana he became a wealthy cotton broker. Leidesdorff sailed his ship to the Hawaiian Islands in 1838 and began making the trip from Hawaii to the coast of California to trade with the mission at Yerba Buena, bringing sugar from Hawaii and returning with animal hides. By 1841, the sophisticated Leidesdorff decided to make the Bay area a real destination, building the City Hotel and its first shipping warehouse.

He aligned with Emanuel Victoria "the Black governor" of Alta California and became a Mexican citizen. Victoria granted Leidesdorff Rancho Rio de Americanos on the site of the current city of Folsom, California. Leidesdorff also bought 41 lots in Yerba Buena and built the largest house in the city at the site of the current Bank of America tower. Leidesdorff Street in the city by the Bay was named for William Alexander Leidsdorff, the first African American citizen of San Francisco. William Alexander Leidsdorff died in 1848.

William Alexander Leidesdorff, Jr., was a half-black man described by the Sacramento Bee's Molly Dugan as a "debonair seafarer who became a business and civic leader in San Francisco, where he threw parties for high society in the 1840s." ("William Leidesdorff was a businessman and politician long before Gold Rush," December 7, 2003) Another article refers to him as a "tycoon" — quite a dangerous word to use when writing about a black man in these days of super-sensitivity and lexicological ignorance.

According to Dugan, Leidesdorff obtained vast real-estate holdings, donated money and land for the Golden State's first public school, and served as vice consul to Mexico, making him the first black American diplomat — all of it at a time when his "brothers," or half-brothers at least, languished in slavery!

Presuming that the Bee reporter is not following in the footsteps of another prominent black, Jayson Blair, late of the New York Times, one must concede that Mr. Leidesdorff certainly did lead an amazing and successful life.

Born in the Virgin Islands in 1810, the son of a Dutch planter and a native woman, Leidesdorff earned a fortune through cotton speculation in the horrible, oppressive, racist South, shamelessly profiteering on the forced labor of his shackled brethren. After moving to New York he went to sea, eventually migrating in 1841 to San Francisco, where he owned a general store and opened the town's first hotel. "According to legend," writes the Bee's Dugan, he fell in love with a woman whose family rejected him because of his mulatto status, and he never married.

A prominent businessman and treasurer of the city council, Leidesdorff acquired a 35,000-acre land grant from Mexican authorities in 1844, on which he raised wheat and cattle. Dugan credits him with commanding the first steamship voyage on the West Coast, proposing that his vessel may have been the inspiration for the ship illustrated in the state seal. Despite that vaunted success, he was $60,000 in debt when, in 1848, he died "mysteriously."

According to California State Librarian Kevin Starr, our hero "resonates with African Americans today because he was sophisticated, educated, and oozing with charisma. He spoke several languages fluently and mingled among dockworkers and power brokers with equal ease." Leidesdorff "was one of the state founders, with a capital 'F,'" rhapsodizes Starr, who doubles as a prof at the University of Southern California.

Leidesdorff's dramatic legacy has not been ignored. In Folsom, Calif., a plaza on Sutter Street and a residential road bear his name. In San Francisco, a small street also honors his memory, as does a plaque at his burial site. Last year, the State Assembly voted unanimously to name a 15-mile stretch of Highway 50, near the Sacramento County line, for him. Action by the State Senate on that is still pending.

This is just one such black success story. There are dozens, hundreds of others, which are trotted out every February — about Madame C.J. Walker, black hair-care product entrepreneur and one of the first female millionaires of any race in America; about scientist George Washington Carver; and about reporter Ida B. Wells, diplomat Ralph Bunche, Dr. Charles Drew, et al.

My point here is not to glorify those individuals, but to ask a very simple question: If they could accomplish all that they accomplished as Negroes during the darkest days of slavery and segregation, then what is wrong with black people today?

Are today's blacks dumber — or lazier — or less talented than these people? In light of the amazing accomplishments I've mentioned, can anyone really believe that today's blacks have no chance for success without affirmative action, racial set-asides, preferential treatment, special government programs, and the thousand-and-one other advantages that they enjoy today?

It is a tribute to the schizophrenia — or plain dishonesty — of today's "civil rights leaders" that they can celebrate the accomplishments of Leidesdorff, Walker, Carver, and the others while at the same time demanding racial privileges in the name of "opportunity." The playing field is not level for whites vis-à-vis other whites, or for anyone else — it never has been and it never will be. The gifted, the determined, and the clever of every race have always won out over the stupid, the incompetent, and the shiftless of their own and every other race, despite seemingly insurmountable disadvantages — and perhaps even because of those obstacles.

Those who can, do. Those who can't, whine for affirmative action.

Saturday, April 23, 2005

Black Entrepreneur's Hall of Fame

Hello CommUNITY,

You are invited to post here and tell us in your own words:

"Why is Black Entrepreneurship Important"

Those testimonials selected will be posted on our site for anyone to
hear ... be inspired, motivated and learn. The power of the written
word can break the yokes that bind. As a leader, your vision, experience
and outlook are vital in helping to make change.

Its time to Take Re-Affirmative Action! Every month is Black Business Awareness month.

Peace and Blessings,

Lee Green
Chairman, National Black Business Trade Association
http://www.nbbta.org






Black Entrepreneur's Hall of Fame

Friday, April 01, 2005

Juanita Britton



Juanita Britton bet against the naysayers who swore men don't like to shop. People said she was crazy to think guys running through airport terminals would risk missing a flight to buy clothing. Today Britton is the owner of nine stores, including two Brooks Brothers, all located in airports. Who's crazy now?

Britton is the only African-American franchisee for the nation’s oldest clothier, Brooks Brothers, an upscale, professional attire store chain. Moreover, she has broken into a male dominated, virtually closed and exclusive circle of airport retailers by owning stores in Ronald Reagan National Airport and Dulles International Airport.

"Airport retail space is completely locked up," Britton says. She was able to get in with a lot of help from another African-American woman, who happened to be the only female on the board of the Washington Airport Authority, the agency that regulates airports in the area. "She really pushed for minority participation and supported my efforts all the way," Britton says.

Britton's business portfolio includes five CNBC newsstands/convenience stores, two officially licensed PGA Golf stores and the two Brooks Brothers.

It all started 15 years ago when she created an African-American Christmas and Kwanzaa bazaar to bring black craftsmen and consumers together. The bazaar offered everything from greeting cards, dolls, and artwork to custom designed clothes. It has become so successful that every year, Britton has to turn away potential vendors and manage huge crowds. Through this and other marketing events, Britton established herself as a serious player in the retail business and was able to secure licensing and financing from the Paradies Shops, the parent company of most of her retail businesses, including Brooks Brothers.

Britton holds a Local Small and Disadvantaged Business Enterprises License (LSDBE) , the certificated distinguishing a business as minority owned. "It took a while to get it, but if you wait it out, the benefits of having it outweigh the initial efforts." Britton cautions business owners to avoid skipping steps or skimping corners to save time. The money saved in the long run will be worth the time.

"Now we get men who come to the airport only to shop, she exclaimed." Her Brooks Brothers stores are located pre-security, attracting people who are waiting for arriving passengers or Britton’s new profile customer who drives to the airport with the intent of buying clothing. "They're alone, without the family, so they can take advantage of all the professionals there who know how to help them," Britton said.

With fortune also comes a lot of behind the scenes prayer. She described the day she met with Gregg Paradies. "I wore red, fasted and prayed before I left for Atlanta," she said. The Paradies Shops, based in Atlanta, owns 400 stores in 61 airports. Three of them, including Britton's, are minority partners. "Paradies Shops said they'd love to have me! Everything was in place -- my reputation and my experience," says Britton. However, Britton noted the irony that in 1818, when the Brooks family started the chain, African Americans couldn't work there, let alone, afford its high-end clothes.

Despite her success, no spotlights, bells and whistles surround Britton. Everyone knows her as "Busy Bee" because she does a lot in the community. Her preference is to stay low-key. Most acquaintances don't know she owns the stores. They think the holiday business is an annual hobby grown profitable, yielding enough for her to be generous with gifts.

"A little girl like me, a partner in nine stores? I still can’t believe it," Britton muses. "Being able to employ kids in the community, and give back? All I can say is wow. Believe it or not, it’s me."

Sunday, March 20, 2005

Need to Make Some Extra Cash? Let NBBTA Help!



Do you have a business that needs funding? Do you need to make a little "extra" cash to finance your lifestyle ... Pay some bills? Put the kids through school? Buy a new home? or car?

Perhaps, the National Black Business Trade Association (NBBTA) can help. We are the premier self-help, networking organization, established to support, empower, and inspire Black business ownership and entrepreneurship in the Black commUNITY worldwide.

You see, currently there is a problem. The problem is that money doesn't stay in our community for any real length of time and the amount that does stay is very small. Currently, only 6-7 cents out of each dollar we make stays to support Black businesses and entrepreneurs. That is a big problem for everyone. Without a strong Black business sector, unemployment will stay high and incomes will stay low for the masses of those living within our community.

NBBTA wants to do something to change that. We want to advertise and do public awareness campaigns around the idea of spending more money with Black businesses ... teaching our kids about entrepreneurship as an option to working for someone else ... encouraging other communities to buy from us as well. We want to do this on TV, cable, radio and the internet.

This will take a large amount of funds. Currently we are working with a Hispanic group to increase our numbers and have negotiated with some of the leading retailers in the US to give back a percentage of the money they get from Black consumers. They will give us back an average of 4% of what they currently are getting.

We know that that's a start. We had to slow the "bleeding" down a bit. We don't ever expect that Black people will spend ALL of their money with Black business owners and entrepreneurs, so getting some back was our first option. Next we need to have people help us get the word out about what we're doing.

This is where we can help you. We are willing to pay you for each new associate we get involved. You will earn $35 for each new associate and also earn a random "Cash Reward" of $35 that is generated by our computer as the network grows. Plus, each new associate will return to you two new associates increasing your income geometrically. See the information at http://www.nbbta.org/BBAOpp.htm?1

To learn more and get started go to: Black Business Awareness Drive

Working together will make all the difference in the world.

Peace and Blessings,

Lee Green, Chairman
National Black Business Trade Association
http://www.nbbta.org



Black Entrepreneur's Hall of Fame

Friday, March 04, 2005

Comer Cottrell, Jr.



Founder of Pro-Line and philanthropist Comer Joseph Cottrell was born December 7, 1931 in Mobile, Alabama. His parents, Comer J., Sr. and Helen Smith Cottrell were black Catholics. As a youngster, Cottrell and his brother, Jimmy, turned a pair of bunnies into a business, including selling their progeny as Easter bunnies, meat and fur. Cottrell attended Heart of Mary Elementary and Secondary Schools. At age seventeen, Cottrell joined the United States Air Force where he attained the rank of First Sergeant and managed an Air Force PX in Okinawa. Cottrell attended the University of Detroit before leaving the service in 1954. He joined Sears Roebuck in 1964 and rose to the position of division manager in Los Angeles, California.

In 1968, with an initial investment of $600.00, Cottrell and a friend got into the black hair care business. Then, with his brother, Jimmy, Cottrell manufactured strawberry scented oil sheen for Afro hairstyles and founded Pro-Line Corporation in 1970. By 1973, he made his first million dollars in sales. In 1979, Cottrell took the $200.00 "Jerry Curl" out of the beauty shop and into black homes with his $8.00 Pro-Line "Curly Kit", which increased his sales from one million dollars a year to ten million dollars in the first six months. Shortly thereafter Cottrell moved Pro-Line to Dallas, Texas. At the top of the ethnic hair care business, Cottrell became a part owner, with George W. Bush of the Texas Rangers professional baseball team in 1989; turning a $3 million dollar profit on a $500,000.00 investment. He recently founded FCC Investment Corporation.

In 1990, he purchased and restored the 131-acre, HBCU, Bishop College campus for $1.5 million and transferred it to A.M.E. Paul Quinn College. Cottrell is a trustee of Northwood University and a member of the Dallas Chamber of Commerce, the North Texas Commission, and the Dallas Citizens Council. He is the former chairman of the Texas Cosmetology Commission and vice chair of the Texas Youth Commission. He has been a board member or officer of NAACP, National Urban League, YMCA, Dallas Family Hospital, Better Business Bureau, Compton College Foundation, Paul Quinn College and Baylor University Foundation. Cottrell is former vice chair of the Dallas Black Chamber of Commerce. Recipient of scores of awards, Cottrell host a yearly "Taste of Cottrell" event in Dallas.

Thursday, March 03, 2005

Herbert & Sylvia Woods



Sylvia's Restaurant of Harlem, located at 328 Lenox Avenue, New York, NY, is owned by the Woods family which consists of Herbert and Sylvia Woods, their four children - Van, Bedelia, Kenneth, Crizette and a third generation of grandchildren.

The entire family and a great group of employees have worked together to make Sylvia's a world famous African-American owned business.

Sylvia's is where you can actually meet people of many nationalities and cultures from around the world.

Sylvia's Restaurant of Harlem was established in 1962 with a seating capacity of 35 people. Today, Sylvia's occupies most of a city block with a seating capacity of 450 people.

The restaurant, catering and banquet facilities are managed by Herbert, Sylvia, Bedelia, Kenneth and Crizette, their faithful Manager and family friend, Clarence Cooper and a host of great staff some of whom have been with Sylvia's for man years.

Sylvia's son, Van Woods, has led the family on an aggressive expansion since the early 1980s with the acquisition and development of real estate for the expansion of Sylvia's Restaurant.

In 1992, Van launched a line of Sylvia's Soulfood products. The line consists of Sylvia's world famous all-purpose sauces, pre-seasoned vegetables, spices, syrup, cornbread and pancake mixes and several other items. Sylvia's packaged food is distributed nationally.

With the help of some great investors like, JP Morgan, Sylvia's was able to open its second restaurant in Atlanta, GA in 1997. Sylvia's of Atlanta is located at 241 Central Avenue across from City Hall.

Sylvia has had two cookbooks published by William Morrow Company.

Sylvia's Soul Food Cookbook, published 1992

Sylvia's Family Soul Food Cookbook, published 1999

A children's book on Sylvia called, Growing Up Sylvia, written by Brenda Woods will be published in 2000.

Sylvia's family recently launched a line of Beauty products for Hair and Skin care. Sylvia's beauty products consist of two brands: (1) Sylvia's Beauty and Soul Products; hair and skin products, (2) African Vision Products; hair and skin products with shea butter and black soap.

When Sylvia and Herbert are asked about the secret of their success; they are quick to answer: Love; Family and Hard Work; Love of God; Love of Family; Love of Friends, Customers, and Love of Work.

Sylvia and Herbert met in a bean field when they were eleven and twelve years old, respectively. It was love at first sight. They went to the same school and church. February 2000, Herbert and Sylvia celebrated 57 years of marriage.

After finishing their education and while Herbert was in the U.S. Navy, they got married in 1943. Before World War II was over they began a family that led to four children and the rest is history, still in the making.

Oprah Winfrey



Born in Kosciusko, Mississippi, Oprah Winfrey was reared by her grandmother on a farm where she "began her broadcasting career" by learning to read aloud and perform recitations at the age of three. From age six to 13, she lived in Milwaukee with her mother. After suffering abuse and molestation, she ran away and was sent to a juvenile detention home at the age of 13, only to be denied admission because all the beds were filled. As a last resort, she was sent to Nashville to live under her father's strict discipline. Vernon Winfrey saw to it that his daughter met a midnight curfew, and he required her to read a book and write a book report each week. "As strict as he was," says Oprah, "he had some concerns about me making the best of my life, and would not accept anything less than what he thought was my best."

Oprah Winfrey's broadcasting career began at age 17, when she was hired by WVOL radio in Nashville, and two years later signed on with WTVF-TV in Nashville as a reporter/anchor. She attended Tennessee State University, where she majored in Speech Communications and Performing Arts.

In 1976, she moved to Baltimore to join WJZ-TV news as a co-anchor, and in 1978 discovered her talent for hosting talk shows when she became co-host of WJZ-TV's "People Are Talking," while continuing to serve as anchor and news reporter.

In January 1984, she came to Chicago to host WLS-TV's "AM Chicago," a faltering local talk show. In less than a year, she turned "AM Chicago" into the hottest show in town. The format was soon expanded to one hour, and in September, 1985 it was renamed "The Oprah Winfrey Show."

Seen nationally since September 8, 1986, "The Oprah Winfrey Show" became the number one talk show in national syndication in less than a year. In June, 1987, in its first year of eligibility "The Oprah Winfrey Show" received three Daytime Emmy Awards in the categories of Outstanding Host, Outstanding Talk/Service Program and Outstanding Direction. In June, 1988, "The Oprah Winfrey Show" received its second consecutive Daytime Emmy Award as Outstanding Talk/Service Program, and she herself received the International Radio and Television Society's "Broadcaster of the Year" Award. She was the youngest person and only the fifth woman ever to receive the honor in IRTS's 25-year history.


Before America fell in love with Oprah Winfrey the talk show host, she captured the nation's attention with her poignant portrayal of Sofia in Steven Spielberg's 1985 adaptation of Alice Walker's novel, The Color Purple. Winfrey's performance earned her nominations for an Oscar and Golden Globe Award in the category of Best Supporting Actress. Critics again lauded her performance in Native Son, a movie adaptation of Richard Wright's classic 1940 novel.

Her love of acting and her desire to bring quality entertainment projects into production prompted her to form her own production company, HARPO Productions, Inc., in 1986. Today, HARPO is a formidable force in film and television production. Based in Chicago, HARPO Entertainment Group includes HARPO Productions, Inc., HARPO Films and HARPO Video, Inc. In October, 1988, HARPO Productions, Inc. acquired ownership and all production responsibilities for "The Oprah Winfrey Show" from Capitol Cities/ABC, making Oprah Winfrey the first woman in history to own and produce her own talk show. The following year, HARPO produced it first television miniseries, the The Women of Brewster Place, with Oprah Winfrey as star and Executive Producer. It has been followed by the 1993 TV movies There Are No Children Here, (1993) and Before Women Had Wings,(1997) which she both produced and appeared in. In 1998 starred in the feature film Beloved, from the book by the Nobel Prize-winning American author Toni Morrison.

In 1991, motivated in part by her own memories of childhood abuse, she initiated a campaign to establish a national database of convicted child abusers, and testified before a U.S. Senate Judiciary Committee on behalf of a National Child Protection Act designed to President Clinton signed the "Oprah Bill" into law in 1993, establishing the national database she had sought, which is now available to law enforcement agencies and concerned parties across the country.


Oprah Winfrey was named one of the 100 Most Influential People of the 20th Century by Time Magazine, and in 1998 received a Lifetime Achievement Award from the National Academy of Television Arts and Sciences. Her influence extended to the publishing industry when she began an on-air book club. Oprah Book Club selections became instant bestsellers, and in 1999 she was presented with the National Book Foundation's 50th anniversary gold medal for her service to books and authors.

She is one of the partners in Oxygen Media, Inc., a cable channel and interactive network presenting programming designed primarily for women. In 2000, Oprah's Angel Network began presenting a $100,000 "Use Your Life Award" to people who are using their lives to improve the lives of others. When Forbes magazine published its list of America's billionaires for the year 2003, it disclosed that Oprah Winfrey was the first African-American woman to become a billionaire.

George Fraser



George Fraser is the author of two books including the critically acclaimed bestseller, Success Runs In Our Race; The Complete Guide to Effective Networking in the African American Community. He is also the creator and publisher of the award winning Success Guide, The Networking Guide to Black Resources. Over the last nine years, twenty versions of Success Guide have been published for nine different cities, across America. He is a frequent contributor to scholarly journals on a wide range of topics to include business ethics and economic development. His new book Race For Success; The Ten Best Business Opportunities For Blacks In America was published in February 1998, by the William Morrow Company.

Mr. Fraser spent 17 years in management with Procter & Gamble, United Way and Ford. Today as a popular speaker and author Mr. Fraser has appeared on more than 150 television and radio talk shows. His views are solicited by media as diverse as CNN and the Wall Street Journal. He speaks nearly 150 times per year all around the world. His inspiring talks on success principles, effective networking, wealth creation,
ethics and valuing diversity are as popular among corporate professionals, as they are among college students. His words and ideas have been, taped, televised and reprinted by such prestigious publications as Vital Speeches of the Day.

UPSCALE magazine named him one of the top 50 power brokers in Black America. Black Enterprise Magazine called him Black America's #1 networker and featured him on its cover. Personal growth "guru" Stephen Covey called Mr. Fraser a "masterful teacher." TV host and journalist, Tony Brown called him a "visionary with the rare combination of leadership and management skills." Many have called him a new voice for African Americans. He is considered by most to be one of the foremost authorities on networking and building effective relationships.

He currently presides over an annual networking event called, "Power Networking" held in his hometown of Cleveland. It is attended by thousands of Black business people from around the globe.

Mr. Fraser attended New York University and received his executive training at the Amos Tuck School of Business at Dartmouth College.

Tuesday, March 01, 2005

Karl Kani



Karl Kani has always had a flair for fashion. As a young man growing up in Brooklyn, Kani, along with his friends, never wore what everyone else wore. “When we were growing up, all of my friends [and I], used to get a lot of our clothes tailor-made,” he explains.

Not content to just be the best dressed cat at a party, Kani, born Carl Williams, took it a step forward. “[I] realized that this [could] become a business because a lot of people were paying me compliments on the clothes that I was wearing. I decided that I wanted to come out with my own line instead of wearing other people’s stuff,” he recalls.

Today, that decision has blossomed into a multi-billion dollar urban fashion industry. Although Kani never consciously set out to pioneer a whole new facet of one of the world’s oldest industries, he did take steps to control his own destiny. “I did some research and I realized that a lot of people were doing manufacturing in L.A. so that’s what made me move to California.”

In 1989, Kani set up a store in Los Angeles. A year later, he hooked up with the black-owned clothing company Cross Colours and launched his creations nationally. Throughout the early 1990s, Karl Kani set the tone for much of urban fashion, especially in the music industry. Rocking Kani clothing became both a symbol of success and a fashion statement. When Cross Colours faded in 1995, Kani didn’t falter. He continued to make moves but one move really helped to define his company.

“We’ve had several dynamic situations in my company [but] I think one company that stands out in my mind is Skechers,” he says. “They had a licensing arrangement with me and they wanted to go public and I didn’t want to do it. It got to be a very big court battle situation and I had to really stand my ground. As a black man who started something, I didn’t want to sell my soul per se to the stock market at the time because I wasn’t really controlling the entity. When I decided to make a move like that, it really made me grow up as a man, to stand out there on my own and make a lot of moves. It changed a lot of things in my business and it made me understand that business is warfare and you’ve got to be prepared for battle at any moment to really stand for what you want.”

With the marketplace more saturated than ever, Kani’s main battle is keeping his designs fresh. “When you originate something,” he says, “it’s always difficult to stay cutting edge because everyone has basically learned something from what you’ve done and tried to capitalize on it.” To that end, Kani is blazing trails again. His latest line is geared towards high-end stores such as Barney’s.

“We’re going back to custom-tailored clothing. The new line, Life, we have coming out in the fall is very high-end,” he says. “I feel right now the urban market is saturated with so much garbage. It’s just reaching rock bottom to me, as far as where it is, where it was and where it’s going right now. It’s like the stuff is getting cheaper and cheaper and everything is price conscious and we are not with that anymore.”

For Kani, who wants to pass his company down to his children, focus is essential. “I think that in this business you’ve got to learn how to zone a lot of things out and really stay focused on what you are trying to do and your destination because there are so many people out there trying to do the same thing,” he says. “If you get caught up into worrying about what everyone else is doing, it’s going to distract you in what you’re trying to do.”

Thursday, February 17, 2005

Tyler Perry



From homelessness to sheer bliss, thirty five-year old playwright, director, producer and actor Tyler Perry is truly riding high! Within the span of only six years, he went from being "out on the streets" to "selling out" theaters wherever he goes. He has done it with not only one show - but with seven shows having successfully toured the nation and thus creating a change in the history of Black theater.

This New Orleans native has had a stellar decade and is showing no signs of letting up any time soon. In 1992, he wrote a series of letters to himself in an effort to find a catharsis for his own childhood pain. Those same letters would eventually culminate to become Tyler's first hit musical, "I Know I've Been Changed," a rousing stage play about adult survivors of child abuse. The story combines a delicate mix of comedy and drama while addressing the often times uncomfortable issues which surround one's recovery from painful childhood scars.

Perry, feeling that he was onto something, eventually saved twelve thousand dollars, moved to the city of Atlanta with a script in his hand and a dream in his heart. However, after renting out a theater and starring in the production, he soon found out that it was not going to be as easy a task as he had thought. When only thirty people showed up in the audience over the entire weekend, Tyler came to the realization that theatrical promoting was definitely not his calling.

However, one thing that he did know was that "this" was what he was supposed to be doing. And when God leads, He will provide. Out of the thirty in the audience, one wanted to invest. This newfound investor would soon find out that it took more than money to make a show work and as a result, the show would fail, repeatedly.

Because of having put all of his eggs in one basket, Tyler would eventually find himself homeless on one or more occasions over the following six years. Broke and at times starving, he relentlessly held on to his faith in God and continued to believe that it would all "come out all right" one day. "I know the Lord will make a way!" Perry would often exclaim.

When he did finally reach a point where he was going to give up, he reluctantly decided to do one last show. It was that one faithful decision which would change his life forever.

In the summer of 1998, what was supposed to be the "final" production of Tyler Perry's "I Know I've Been Changed" opened at the House of Blues in Atlanta and sold out eight times over. Two weeks later, the play would move to the prestigious Fox Theater and sell out 9,000 more seats for just two shows! "I Know I've Been Changed," would go on to gross several million dollars in revenue and ultimately raise the level of thinking concerning Black theater productions. Critics and audiences alike would eventually abandon the insulting title of "Chitlin Circuit", when referring to Black theater, bestowing upon it instead the respectable title of "Urban Theater."

The Washington Post wrote rave reviews for both the production quality of "I Know I've Been Changed" and Tyler's acting performances, calling it "on the whole" the most "well-produced Gospel show" they had "ever seen". To date, Mr. Perry continues to receive fan mail from people who talk about how seeing that show changed their lives. Evoking conversation between family members and encouraging them to talk about secrets that were long buried and hidden. In essence…helping entire families to heal.

"I Know I've Been Changed" has since been called one of the most successful shows of its genre, selling out repeatedly during its 1998-99 tour in major cities like D.C., New York, Chicago, Philadelphia and Miami. After his performances sold out for three weeks in Dallas, an exhausted Perry decided to add an additional show on a Monday night. This would be the show that Bishop T. D. Jakes of the famed Potter's House Gospel Church would bring his family to see, thus adding a major turn of events.

Immediately after the show, Tyler was asked to help with next production of the "Woman, Thou Art Loosed" stage play. After reviewing a video tape of the initial play, Perry informed Bishop Jakes that if he came aboard, he would need to rewrite, produce and direct the show. He further explained that his desire to wear all of these hats was not arrogance, but that when he had gotten started, it was with nothing and he had no choice but to be all of these things. He had learned to do everything from make-up to stage-managing and production design.

With the Bishop's blessing, Tyler reworked the piece and the show opened in the summer of 1999 to enormous success. Although the summer is usually a hiatus time for these types of plays, "Woman, Thou Art Loosed" rolled on without a hitch. It grossed over $5 million in just five months, selling out in every major city and performing to standing room only crowds.

Seeing 16,000 to 25,000 people each week (predominately African Americans), Perry has developed a faithful following all across the country. In addition to requests for him to pen a play for the W.B. star, Steve Harvey, entitled "The Reverend Mack", which is currently on hold for touring.

The mere mention of the name "Tyler Perry" in a playbill advertisement practically guarantees a sellout in several major markets. Case in point, Perry's show, "I Can Do Bad All By Myself", opened in the year 2000 to rave reviews and sold-out houses in New York, Chicago, D.C., Memphis, New Orleans, and Atlanta. The show had only played in five markets and yet grossed one million plus!

Perry's comedic genius is once again put into full swing with this successful show. He plays Madea Simmons, a 68-year-old grandmother who leaves the audience in one round of hysterical laughter after another. The Washington Post best described the show when they called it, "wicked good fun".

In the spring of 2001, Tyler earned the honor of being nominated for the Helen Hayes Award for Outstanding Lead Actor (non-resident) for his role as Madea. Tyler is the first Urban Theatre actor to be nominated for such a prestigious award!

Bishop T. D. Jakes again honored Tyler by asking him to work on his latest musical entitled "Behind Closed Doors." The show also written, produced and directed by Perry and premiered in the summer of 2000 in Atlanta and proved another huge success. It was the first Broadway Gospel show of its kind. A musical filled with a talented multiracial cast, an incredible set, and superb vocal and musical arrangements. In the fall of 2001, Tyler was nominated for four NAACP Theatre Awards for his production of "Behind Closed Doors."

Mr. Perry is currently celebrating being the first playwright of this genre to be sponsored by a major pharmaceutical company, Glaxo Wellcome.

Tyler's second independent but fifth touring project was entitled "Diary of a Mad Black Woman", and opened to a full house in New Orleans in January 2001. "How did the play end?" one might ask. The answer: "It depended on what night you saw it".

In January 2002, "Madea's Family Reunion", a production in which Tyler once again donned the Madea Simmons persona, began touring the country. The show sold out its twelve-day performance schedules across the country for a full month before its arrival in designated cities. When Tyler discovered that his fans just could not get enough of the incomparable Madea - he kept her and the fun coming in January 2003 - the outspoken, gun-wielding grandmother and a host of other truly unforgettable characters "cut up" in his latest project, "Madea's Class Reunion - The Class that had No Class!"

As a result of the success of the astounding Madea character, Tyler also ventured to portray more of life's ups and downs by placing in the comedic spotlight David & Tamela Mann in the 2004-2005 debut and tour of "Meet the Browns". This play, not featuring Madea, generated overwhelmingly positive responses to another favorite character, Mr. Leroy Brown. Following the success of "Meet the Browns", Tyler began touring "Madea Goes to Jail" in January 2005, once again bringing to life the beloved Madea Simmons.

Mr. Perry caught the eye of Hollywood and looks forward to the nationwide February release of "The Diary of a Mad Black Woman". He also has plans for a film version of a play that he has not yet released, entitled "A Jazz Man's Blues," the story of a male jazz singer who falls in love with a woman who has decided to live a "better" life. This powerful drama is set in New Orleans in 1947 and is a story that is very close to Tyler's heart.

Tuesday, February 15, 2005

Reggie Fowler



Reggie Fowler's journey to the brink of majority ownership of a National Football League franchise began forty-six years ago. One of five children from a military family, Mr. Fowler spent most of his formative years in Tucson, Arizona.
His first job was in his father's restaurant, known throughout Tucson's African American community as a signature, high-quality establishment. Mr. Fowler cooked, washed dishes, bussed tables and did whatever was required to support his family's business. He also assisted in the oversight of the restaurant's business operations -- an invaluable experience that, in many ways, served as the genesis of his remarkable business career.

Mr. Fowler's early drive and determination in the family business quickly translated into academic and athletic pursuits and achievements. An annual member of his school honor roll, Mr. Fowler also began receiving recognition for his athletic talents as early as the sixth grade. In that year, he was the recipient of a Presidential Accommodation from President Richard Nixon. At eleven years-old, Mr. Fowler's performance as an all-star baseball player earned him and his team a spot in the Little League World Series.

While blessed with athletic talents in several sports, football became Mr. Fowler's first love. After graduating high school, he accepted a football scholarship from the University of Wyoming, where he excelled on the gridiron and in the classroom. The early years in the restaurant business, where he developed a passion for numbers, led him to pursue a degree in Business Administration with an emphasis on Finance.

On the athletic front, Mr. Fowler's stellar performance as an outside linebacker provided him an opportunity to pursue his dream of playing professional football. For three years Mr. Fowler realized that dream by playing for the Cincinnati Bengals of the National Football League, the Calgary Stampeders of the Canadian Football League and the Arizona Wranglers of the United States Football League.
Upon his retirement from professional football, Mr. Fowler remained in Arizona and enrolled in Arizona State University's MBA Program. Based on his academic success at ASU, Mr. Fowler applied for and was accepted into Mobil Oil Corporation's internationally renowned "Whiz Kids" program. This two-year matriculation program is designed to train gifted, young professionals to become executives of large corporations. Mr. Fowler participated in the program through Mobil Chemical, where he developed knowledge in the marketing of plastic products, as well as different forms of bags, trays and trash containers.

Mr. Fowler's performance at Mobil was consistent with the standard of excellence he had demonstrated on the field and in the classroom since childhood. He was named Mobil Chemical "Rookie of the Year" and earned additional honors as the group's top sales person.

However, when his accomplishments prompted Mobil Chemical to offer a promotion that would have necessitated a move to Southern California, Mr. Fowler declined. Instead, in the spirit of the entrepreneurial vision established by his father, Mr. Fowler began a stunning career in the private sector that brings him to this historic moment in American and professional sports history.

With a $1,000 investment in the late '80s, Mr. Fowler founded Spiral, Inc., presently the 11th largest African-American owned firm, according to the June 2004 edition of Black Enterprise Magazine. Spiral is comprised of six divisions, with a focus on the following industries: Real Estate, Aviation, Manufacturing, Agricultural, Entertainment and Banking.

In a lifetime filled with an inordinate amount of self-made success, rooted in principles formed in the Southwestern Desert and football fields across North America, Mr. Fowler is now embarking on an unprecedented new venture -- majority ownership of a National Football League franchise. When he succeeds, he will take with him the disciplines of hard work, integrity and passion that have fueled his achievements for over four decades.

Monday, February 14, 2005

Joe Dudley, Sr.



At one time African-American hair care was of interest only to African Americans. Today conglomerates like L'Oreal and Alberto-Culver have purchased most of the companies competing in the black hair-care market. Dudley Products, founded in 1967, is one of the few black-owned firms left. Joe Dudley and his wife, Eunice, spent their 20s mixing shampoo and beauty-product formula by night, which Joe sold door-to-door by day. Today, with annual revenues of $30 million, Dudley Products manufactures more than 400 beauty agents, from shampoo to lipstick.

From his 80,000-square-foot corporate office in Kernersville, N.C., Joe, 66, speaks candidly about why he won't sell his company and the importance of black business ownership.

We did a survey recently, and only 48% of our customers thought we were black-owned. Many thought we were a white company acting black. Most people didn't understand that black people could build what we did. We don't just manufacture hair-care products; we have Dudley Cosmetology University, which teaches in five languages. Cosmetologists and hair stylists come from all over the world to our university to learn haircutting, styling, and makeup application. We opened two schools in Zimbabwe, and we do business in Japan, Korea, and Brazil.

I received the Horatio Alger Award; others who received that award are Robert Schuller of Crystal Cathedral and Dave Thomas of Wendy's. I'm the only black person in the Hall of Fame for Direct Sales. So I consider myself primarily an entrepreneur. That said, I am an entrepreneur who happens to be black.

We have a lot of people who would like to give us a lot of money for our company. Just three weeks ago we were approached by a major company wishing to buy Dudley. Companies offer us so much that if we were money hungry, we would sell. But Dudley is a greater mission than money.

To me Dudley is a mission for its people. When I was born, 14 of us lived in a shack. I promised God that if he helped me make it, I would spend my life helping other people—not just my family but people in general. We must make a contribution in the world. My people, African Americans, need more help than many others.

I don't have anything against people who sell their company. But I didn't build my company to sell it. I built my company as an example of what you can do with difficulties in life. In first grade I was labeled mentally retarded, and the teachers told my mom and everybody else that I would never get anywhere. Now I want to show young African Americans that they can run a business too. So at Dudley we spend a lot of time being a role model, sometimes to the detriment of our own business.

For example, 12 or 13 years ago I was a speaker at a predominantly black school, and I noticed it didn't have any boys on the honor roll; that bothered me. When I got back to my office, I called members of my staff in and said I would love to help these boys get a 3.0 average and then send them to college. I asked each employee for contributions of $6 a week to help do it. They said they would like to help, but they couldn't afford it. So I called my human resources department and increased their salaries by $8 a week so that when they took the $6 out, they wouldn't lose anything. The remaining $2 would cover a possible tax increase. To date, we have sent around 100 to 125 boys to college.

During summers, while I was on break from A&T University in North Carolina, I would sell Fuller beauty products door to door in Brooklyn. I've always admired S.B. Fuller, and now I'm adopting his philosophy by making some of our employees at Dudley independent salespeople. By doing that, they can learn how to start a business and be job makers instead of job takers. Growing overall revenues will be one plus for us, but we are also looking at creating African-American entrepreneurs. Our focus has never been on sales, but on how the people building the organization can spread out and find success for themselves.

Doing what I'm doing is fun for me. I could sell for money, but why? I have five suits and several nice homes. I don't wear fancy diamonds. I usually drive one car—one Cadillac. But I'm having fun watching young people say, "If Joe Dudley can do it, I can do it better." That's what excites me.

Michele Hoskins



Twenty years ago, a divorce ex-school teacher had children to support, a family secret and a dream. Michele Hoskins’ determination to “leave my daughters a business instead of just a recipe was the inspiration for Michele Foods.

Hoskins grew up the only daughter with two brothers in a home with loving, hardworking parents. “From a young age my parents told me, ‘Anything the mind can conceive can be achieved.’ That’s what gave me the ability to start my own company literally with no start-up capital and no business experience,” she says.

Today, she laughs when she recalls her early struggles and mistakes. “There was no mentor for me as an African American woman entrepreneur. Had I not been naïve as a vas, I might not have done this. All I had going for me was my goal.”

The foundation of Michele Foods is a secret syrup recipe handed down to daughters from a great-great-grandmother. But Hoskins had a vision that went beyond the family recipe. Today she sells Honey Crème syrups that “are condiments, and you can cook with them. We have over two dozen recipes for cakes, jams, and glazes you can make.”

The company’s products can currently be found in over 10,000 food stores nationwide. Some of the larger food companies that sell Michele brand syrup are: Stop & Shop, Super Wal-Mart, Albertson’s, Kroger, Publix, Super Target, Cub Foods, H.E. Butt Grocery, Jewel Foods, and Dominick’s Finer Foods.

Michele Foods has branched out into relates products such as providing condiments for Church’s Chicken.

Twenty years ago it was unknown for an African American woman to be the CEO of a manufacturing facility. That’s why the first thing I tell people is to invest in yourself, she adds, “if you don’t believe in yourself, no one else will.

I invested the capital I made from selling virtually everything I had. I never had any banks loans or investors, only one small line of credit when I started in October 1984. I learned how to live off of receivables early on.”

The banking part is still the most difficult aspect for minority entrepreneurs,” she adds, which is why she hopes programs to help minorities build businesses continue.

“Also, I put God first. I believe that anything can manifest itself with faith, hard work and perseverance. So never give up, the dream is something that unfolds to you as you work it. Whatever happens, look at it from a very positive and spiritual way.”

She has achieved much success through her 20 years in the business. She has been awarded the 2002 “Entrepreneur of the year” by the Woman’s Foodservices Forum, as well as she was the “keynote speaker” at Johnson & Wales University Graduation Commencement, at which time she received an Honorary Doctorate Degree. She has been featured three times on the Oprah Winfrey’s Show and on all major news channels, i.e., WGN, NBC5, Channel 7, Fox News, and Black Entertainment Television (BET). She was awarded the Phenomenal Women Award 2000 and Dollars and Sense Magazine voted her as one of the Top 100 Professional Women. Her other credits include Black Enterprise Magazine’s “The Emerging Company of The Year Award 1996,” The Entrepreneurial Women Award 1998 and Madam Walker Entrepreneurial Award 1999.

Michele enjoys speaking publicly and has been invited to be the keynote speaker at numerous functions discussing topics such as, becoming a successful entrepreneur and exploring diversity in the food industry. She also mentors individuals who have an interest in entering the food business.

Tuesday, February 08, 2005

Farrah Gray



Farrah Gray -- 20-year-old entrepreneur, venture capitalist and self-made millionaire -- likes recipes. That’s why one of his favorite sayings is, "If they’re going to give me lemons, then I’m going to make lemonade, lemon pie." This proved handy. Raised in the projects of East Chicago, Gray learned at an early age how to make any sour ball sweet.

"People tell me, 'Boy, you were just born yesterday.' I always say, ‘Yes, but I stayed up all night,'" says Gray, the author of 'Reallionaire: Nine Steps to Becoming Rich From the Inside Out.' He brings this clear-cut, frontal perspective to everything he does.

The list of Gray’s accomplishments in a week is dizzying. Shuttling between offices in New York and Las Vegas, he manages businesses in both cities. Currently, he publishes Inner City magazine, owned by Inner City Broadcasting Corp. (ICBC), parent company to radio station WBLS. He sits on the advisory board of the Las Vegas Chamber of Commerce (he was the youngest person ever to do so) and the National Association of Realtors. In addition, he heads the Farrah Gray Foundation, which he funds to support community initiatives and provide seed money for youth entrepreneurial projects. And through it all he maintains a healthy social life.

"I believe there is a recipe for success," Gray says. For him, that means wanting change. "Comfort is the enemy of achievement," he says. "I was just familiar with struggle. The ghetto life makes everybody uptight."

His first venture came at age 6, when he created his own blend of body lotion by mixing the remains of near-empty bottles he found in his bathroom. He renamed the product FG Enterprises and sold it door to door for $1.50. That earned him $9. To celebrate, he took his mom out for Chinese food. "In the 'hood there's not much. We don’t lack brain power. We lack [the funds] and the resources," he says. "We don’t have any rich relatives, and if we did, they’ve moved out."

So he set out to learn from the pros. Using homemade business cards he began carrying at age 7 that read 'Farrah Gray, 21st century CEO," he approached local business people about supporting UNEEC (Urban Neighborhood Economic Enterprise Club), a club in which he and his friends could learn about business and entrepreneurship. Guests became mentors and future business contacts. "My friends were getting arrested for taking stuff from the store. I decided … I wasn’t. I figured the same knowledge I would have of being a drug dealer is the same knowledge I would have of buying wholesale and selling retail," he says.

Shortly after forming UNEEC, Gray persuaded some local businesspeople to lend the group money to invest. They made $15,000. "In the 'hood we wanted entrepreneurship just as much as we needed it," he says. Gray believes you must know your market. That's why at 13 he began his first company, FarrOut Foods, where he sold his grandmother’s strawberry-vanilla maple syrup. "My grandmother used to make all of our syrup from scratch because we couldn’t afford it," he says. That netted him his first million dollars. At the same time, he funded the Farrah Gray Foundation with company profits. Other successful business ventures have included Kidzel calling cards (prepaid calling cards that allow children to phone home for free from anywhere in the world) with telecommunications giant WorldTel.

Despite all the success, Gray still seems surprised by it. He likes to go undercover as food editor for Inner City, just so he can try different restaurants. Not that he needs to. "Now I can order the lobster on the menu," says Gray. "That’s the big ghetto meal.

Saturday, January 01, 2005

Shawn "Jay-Z" Carter



The Island Def Jam Music Group, a division of Universal Music Group, the world's leading music company, announced Grammy Award-winning superstar Shawn "Jay-Z" Carter to President & CEO of Def Jam Recordings. The announcement was made today by Antonio "LA" Reid, Chairman of The Island Def Jam Music Group, to whom Jay-Z reports. In addition Jay-Z will continue to run Roc-A-Fella, which was recently purchased by IDJ. The appointment is effective January 3, 2005 and Jay-Z will be based at IDJ's New York headquarters.

"After ten years of successfully running Roc-A-Fella," said Mr. Reid, "Shawn has proven himself to be an astute businessman, in addition to the brilliant artistic talent that the world sees and hears. We are fortunate that he has agreed to take over as president & CEO of Def Jam Recordings. I can think of no one more relevant and credible in the hip-hop community to build upon Def Jam's fantastic legacy and move the company into its next groundbreaking era."

"I have inherited two of the most important brands in hip-hop, Def Jam and Roc-A-Fella, said Mr. Carter. LA Reid and the Universal Music Group have given me the opportunity to manage the companies I have contributed to my whole career. I feel this is a giant step for me and the entire artist community."

Since 1995, Jay-Z and his Roc-A-Fella artists have dominated the rap industry and set the trends for a generation. Not just with an extensive catalog and talented artists and producers, but with a profitable brand that spawned a clothing line (Rocawear), films (Fade to Black, Backstage, Streets Is Watching, State Property), a nightclub (40/40 Club) and a successful sneaker line (Reebok's S. Carter shoe collection). Moreover, Jay-Z has founded three philanthropic organizations, including The Shawn Carter Scholarship Fund, Team Roc, and the annual Jay-Z Santa Claus Toy Drive. With a string of multi-platinum albums, SRO concerts and more than 30 million albums sold worldwide on his Roc-A-Fella label, there are no thresholds that Shawn Carter has not crossed. That is what made his Grammy-nominated, The Black Album such a phenomenon -- a groundbreaking autobiographical statement that was not only one of the most important records of 2003/2004, but perhaps the most important record of Jay-Z's legendary career.

Robert Johnson



Black Entertainment Television

Johnson sold his cable network, BET, to Viacom for $3 billion in 2000. Since then he has become the first African-American owner of an NBA franchise, the Charlotte Bobcats, and is building a national bank catering to blacks.

When it came to selling BET, it was purely a business decision. Some people at the time thought the company should stay in black hands, but keep in mind that BET has always had white investors, so it was never a 100% minority-owned business. I sold it because it was the right time, the market value of media properties was at an unbelievable high based on the Time Warner/AOL deal. [Time Warner is the parent of FSB's publisher.] Besides, there was the fact that there was no African-American company or individual who could pay $3 billion for BET. That really limits your chance to keep it minority-owned. Either you run it forever and pass it on to your kids with no guarantee that they want to run it or will run it as well as you, or you can put it into the hands of a large company like Viacom, which has a commitment to the minority community. So it was an easy decision for me to sell.

One of the biggest problems black businesspeople face is access to capital. It's hard for African Americans to borrow money from banks or raise money from venture capitalists. Part of the problem is that we're still not part of the good-old-boy club. We're kept out of the stream of deals. To rectify this, African Americans should join as many clubs, associations, and organizations as they can. More blacks need to get into the deal flow, and then we'll see more progress.

Russell Simmons



Rush Communications

As co-founder of Def Jam Records and founder of Rush Communications and the Hip-Hop Summit Action Network, Simmons introduced rap music and hip-hop culture to mainstream America.

Race matters a great deal in many businesses. In my business, race and culture can be used to your advantage. Hip-hop has transcended race, and the African-American cultural experience has become the leading brand-building experience for all Americans. Decades ago, jazz and blues and rock & roll only became popular when white faces were attached to it. Today the racial tension in this country has lightened so much that now African Americans can carry the torch of African-American ideas. Snoop Dogg is on MTV, not only Eminem.

Limited integration damaged, to a great extent, black economics—the black lawyer, the black doctor, the black drugstore on the corner. Integration made those things less important. At the same time it opened doors for those who could provide insight into this new market. For instance, I moved to Malibu to make movies. [Producers] John Davis and Brian Grazer and Jerry Bruckheimer were open-minded about being my partner. They wanted something that was authentic. They thought I could bring an additional cultural relevance.

We African Americans have a built-in audience. But that's only because race exists. There's still the negatives of race—prejudice and inequality, for instance. The idea of repairing the past is common sense, but there's a racial factor that keeps people from accepting that. So I think race does matter a great deal, but not as much as it has in the past.

Earvin "Magic" Johnson



Johnson Development Corp.

Trading in his nickname, 'Magic,' for 'Mr. Johnson' around the office, the NBA Hall of Famer runs a $500 million inner-city empire that includes movie theaters, restaurants, athletic clubs, and shopping malls.

Yes, race matters. I've based my business on it. I wanted to show the business world that you can be successful in minority communities. It was uncharted waters and took some convincing. I would drive companies through places like South Central and say, "I want to bring your business here," and they would look at me like I was crazy. I knew it would work, though.

When I was an NBA player, I was always dreaming of business plans. As a black man you have to. Minorities make money, but we don't generate wealth. But a business generates wealth—it is power, it is something that you can pass on to the next generation. That is what is needed in the black community. We can pass on problems—it's about time we passed on wealth. Kids look to ballplayers as idols, but [BET founder] Bob Johnson is my idol. I'm watching his moves.

For me the best part about being a CEO is creating black vice presidents, black presidents, black general managers, black managers. That is the kind of legacy that matters

Saturday, December 18, 2004

Telling Our Story in Our Own Words

this is an audio post - click to play

Wednesday, December 01, 2004

C. Diane Howell, Ph.D.



Howell graduated from Hyde Park High School in Chicago and went on to attend Barnard College, Columbia University in New York City where she received her B.A. in Psychology. Determined to go to school and see the world, she then headed for Berkeley, CA where she attended the University of California at Berkeley and became, to her knowledge, the first Black woman to receive a Ph.D. from the Psychology Department at the University. Upon graduation she became licensed as a psychologist and opened a part-time private practice.

As a graduate student, Howell became active in the Bay Area Association of Black Psychologists and in 1983 she was elected president of the Association. Recognizing a need to increase the visibility of the Black psychologists in the Bay Area Black community, Howell asked one of the members to start a newsletter for the organization. The member agreed but did not follow through. So, in a characteristic manner, Howell decided she, herself, would publish the newsletter. Howell first published her first issue of Black Perspectives in newsprint in January of 1984.

In early 1989 Howell followed her strong desire to do something to promote African American businesses. With no capital reserves, she founded the Black Business Listings (BBL). Originally published bi-monthly, Howell started publishing BBL 10 times a year in 1990. Although when she first started BBL Howell continued to do her private practice as a psychologist, she soon found that the publication demanded more time and energy than she could give while maintaining a full-time private practice. She decided to stop accepting new clients and was soon a full-time publisher.

Throughout the last 15 years, Howell has been determined to promote African American economic development in every way conceivable. She has sponsored monthly networking breakfasts (which are now free and co-sponsored by the Associated Real Property Brokers) to encourage networking among African Americans in business. She served as the local coordinator for the Black Expo USA for the 5 years it was held in Oakland, and she has been a popular speaker throughout the community, always advocating the self-empowerment of the African American community.

Nine years ago Black Expo USA took Oakland off its national schedule and Howell decided to take on the full responsibility for producing Black Expo. Since that time she has grown the event to be a multifaceted program with something for everyone. Since 1997 Black Expo weekend begins with the African American Excellence in Business Awards and Scholarship Gala which honors small businesses and major corporations for their excellence in business, particularly in relation to the African American community. The proceeds from the gala go to the non-profit SEEDS (Self-Empowerment through Education Entrepreneurship and Dreams) which was founded by Howell in 1997. SEEDS has sponsored Young Entrepreneur Programs Expo weekend, is responsible for the coordination of the College Day Program at Black Expo (in conjunction with the Historical Black College and University Alumni organization), and has given out over $25,000 in scholarships since its inception.

Mannie Jackson



As Owner and Chairman of the Harlem Globetrotters, Mannie Jackson has achieved a dramatic and extraordinary corporate turnaround. A former Globetrotter player himself, Jackson revived the near-bankrupt organization into one of the most admired and publicized teams in the world, while increasing revenue five-fold and rebuilding the fan base to record levels. The team's resurrection was not only in the financial arena. They will have confirmed their return as one of the best and most influential basketball teams in the world, when Jackson and the Globetrotters become will only the fifth team to be inducted into the Naismith Basketball Hall of Fame in September of 2002.

Jackson also stepped into the history books when he purchased the team in 1993, as the first African-American to own a major international sports and entertainment organization. His unwavering belief in Brand Management and the Harlem Globetrotters led him to orchestrate the unprecedented resurgence of the organization, tripling its revenue in just three years and quadrupling in size in five. Jackson has also amassed an impressive list of national sponsors, expanded countries visited to 117 with attendance of two million annually, and garnered year 2000 Sports Q ratings as the most liked and recognized team in the world.

Within the past five years, the company secured Burger King as the title sponsor of the world tour and partnered with FUBU to create a collection of clothes based on the Globetrotters and to become the team's official uniform outfitter. Additionally, the Globetrotters have created its own merchandising and licensing company and landed major sponsorship and promotion agreements valued at over $100 million.

Jackson has served on the Board of Directors of five Fortune 500 companies and sits on the Board of Governors for the American Red Cross. He is a director and member of the nominating committee of the Basketball Hall of Fame and was among 12 distinguished nominees for the Archbishop Desmond Tutu Award for Human Rights in recognition of his work in South Africa.

Championing social and economic causes also commands much of Jackson’s interest. He is a founding member and former president of the Executive Leadership Council, providing African-American executives with a network and leadership forum to promote excellence in business, economic and public policies. In the spring of 2003, Lincoln University in Pennsylvania, the nation’s oldest historical black college, founded in 1854, recently recognized Jackson with an honorary doctorate degree in Humane Letters for his work within the business community. The National Conference of Community and Justice’s (NCCJ) Arizona region honored Jackson with the 50th Annual Humanitarian of the Year Award in 2002. Later that year, the Rainbow/Push Coalition awarded Jackson the prestigious Effa Manley Sports Executive of the Year Award, for his remarkable turnaround of the Globetrotter organization.

Jackson's future plans include a vision of building a $250 million product business through the internet, alliances and in arenas, a Broadway musical, another full-length feature film on the Globetrotters and attaining his goal of returning the team to its roots as one of the top professional basketball teams in the world.

Prior to taking the reins of the Globetrotters, Jackson served as President and General Manager of Honeywell's Telecommunications Business before retiring as a Corporate Officer and a Senior Vice President of Honeywell, Inc. Serving on numerous governmental and charitable advisory boards, Jackson has been recognized in various prominent financial publications throughout his career, including being named one of the nation's 30 Most Powerful and Influential Black Corporate Executives; one of the nation's top 50 corporate strategists and one of the 20 African-American High Net Worth Entrepreneurs. In the spring of 2001, "Harvard Business Review" published a first-person account of Jackson's business principles that turned the Globetrotters into a market leader and the most renowned team in the world.

As a socially conscious international businessman and entrepreneur, the Harlem Globetrotters are the perfect fit. As owner, Jackson set forth to maintain the Harlem Globetrotters reputation as "Ambassadors of Goodwill." Since 1993, the Globetrotters charitable contributions have totaled more than $10 million. In the fall of 1997, Jackson announced a family endowment of $100,000 to the Lincoln School Alumni Foundation of Edwardsville, helping provide youth with college scholarships and pledged $250,000 to the Globetrotters Alumni Association. The NCCJ, recently named the Harlem Globetrotters Scholarship Fund, awarded to Arizona youth, allowing them to participate in the NCCJ's leadership program, Anytown USA.

Born in a railway boxcar in Illmo, Mo., Jackson grew up in Edwardsville, Ill., earning the title of Illinois' "Mr. Basketball," and attended the University of Illinois, becoming the first African-American All-American and captain of the Illini basketball team. He is also a charter member of the Illinois Basketball Hall of Fame. Jackson resides in Phoenix with his wife, Cathy, and two daughters, Cassandra and Candace.

The Psychology of African American Success



Celebrating our hard won success means more than examining the role that racism and prejudice continue to play. Activists like Fannie Lou Hammer, Malcolm X, Mary McLeod Bethune, A. Phillip Randolph, and our own family members and church leaders continue to fight these forces. In addition, we need to acknowledge the battles raging within ourselves in order to create the self-affirming, self-defining statements necessary to combat the internal barriers that can prevent us from realizing our dreams. After all, as African American psychologists, we ourselves have had our personal share of self-doubt, uncertainty about the future, ambivalence, and anger about being strivers in an environment which often questions our very existence, intellectual competence, and authority. Furthermore, we hear similar statements from college students and from young professionals in our private practices. They seem to be searching for answers, for private truths that will yield emotional, spiritual and financial prosperity. For example, we hear statements like:

"If I appear too successful, others will attempt to bring me down . . ."

"This is not the real me in the suit and tie, it is only a mask I am wearing. . ."

These deeply held feelings are revealed in confidence and generally after we know the sisters and brothers for a while. We know many of them are looking to us not only for understanding, but also to sort through their feelings and thoughts about the often complicated issues associated with their changing upwardly mobile status. Kathleen White, Ph.D. a New York psychoanalyst refers to it as "social class change anxiety."

What is the imposter syndrome? How does it rob certain individuals of experiencing the pleasure and gratification associated with their achievements? How does "survival conflict," a concept researched by Lisa Whitten, Ph.D. one of the authors, manifest itself in potential high achievers? How can the "pressure to conform" by family and neighborhood culture, maintain status quo behavior and diminish creative potential. In what ways to fears, such as the fear of envy, competition, selling out, exercising authority, being visible and being revealed as an imposter inhibit optimal performance and growth?

We have found that, if the negative self-statements are not acknowledged, understood or resolved, they can lead to self-sabotaging behaviors and attitudes. These behaviors and attitudes are usually out of our awareness. Moreover, some of the negative self-statements appear perfectly rational and reasonable because they are sometimes reflected in the folk wisdom of our communities. These notions are often unquestioned and therefore accepted by many people. For example, John Ogbu, Ph.D. an anthropologist has studied barriers to achievement motivation among African American high school students, pointing to the perception that students who are "smart" are "acting white" or "think they are white."

This article explores the inner dialogue, which can assist you in moving from self-defeating thoughts to proactive self-affirming ones. This can have a tremendously positive impact on an individual's productivity, identity and self-esteem. Some of the themes which our students and clients have discussed are highlighted below.

Fear of selling out

Jerome, a 22-year-old junior account executive at a major accounting firm is concerned about being seen after work for happy hour with his white colleagues. He doesn't want to be mislabeled as a "wannabe." Sometimes, he also notices that he sounds a lot like his white counterparts, especially when he's at work, and this worries him.

Self-defeating attitude: If I reveal my desire to advance my family or friends, seek promotion, enhance my credentials, or attain the highest degree in my field, I will be criticized as "too uppity," "too white," or a "wannabe." I will be excluded from events my family and friends are having and told that I no longer belong, because I "act white, talk like I'm white, or think I'm white." These are situations that I must avoid at all costs, so I'd better just "stick with my own kind."

Self-affirming attitude: I am proud of my accomplishments because I have worked hard to achieve my goals. I will never forget the role my family a, friends and ancestors have played in motivating me. Yes, my language, style of dress and some of my values have changed as a result of my education, but I am essentially the same person, and I will never forget my roots, and the community from which I come. I accept the fact that I will identify others along the way who want to help me succeed and I will accept their help regardless of their race or culture.

Fear of Envy

Keisha, age 22, confided that she never disclosed her excellent grades or any specific information about her applications to the top law schools to her crew. She said that she felt like she had to keep her success and ambition quietly hidden, in order to protect her "rep" on campus as a "fly girl." She's always been uncomfortable about the envy she elicits from the sisters she hangs out with.

Self-defeating attitude: If I disclose too much information about my successes or ambitions to my family or friends, as well as my excitement about my intellectual/career growth, folks will resent me and try to "bring me down like crabs in a barrel."

Self-affirming attitude: I want to share my success with those who care about me. Just as I want others I care about to share their successes with me. I will have to make healthy choices about with whom I share my accomplishments. In addition, I am sensitive enough to discuss my achievements in ways that preserve the self-esteem of my friends and family who have accomplished less than I have, or who may feel competitive and/or belittled by my accomplishments. I understand that success is relative and defined in many different ways. While I may be successful in many areas, others will shine in ways I will not.

Fear of exercising my authority

Stephanie is a 26-year-old, who just started teaching at a prestigious private elementary school. She was confronted by an irate mother who disagreed with her assessment of her child's performance. Stephanie had difficulty standing her ground, even though she had plenty of evidence and knew her assessment was accurate. She wanted the parent to like her and to approve of her as a Black professional, so she withdrew the report, even though it would be better for the student to have the assessment at that time.

Self-defeating attitude: No one will take me seriously because I am viewed by others as young, Black and inexperienced. Therefore, I cannot distinguish myself in the eyes of others, cannot assert myself as a leader, and I will not be respected in the workplace.

Self-affirming attitude: Regardless of whether others immediately recognize my authority and competency, I am well prepared and capable of communicating my abilities and talents to others. When I find I need to strengthen my skills, I will seek the advice of a mentor as well as training opportunity to enhance my professional development, or ask directly for organizational support when needed.

Fear of being revealed as an imposter

Keyshon, age 18, entered his elite college freshman orientation with bravado. He was too cool! Secretly, however, he knew he didn't fit in, and didn't really belong. At any moment, he expected someone to tell him to get his bags, get on the bus and return to his old neighborhood.

Self-defeating attitude: This is only a game I am playing to "get over." Deep down, I don't really belong here. One day, the mask will come off and I will be "found out" and rejected. He's also thinking "what am I doing here with all these white people and rich Black people? I have nothing in common with any of these people!"

Self-affirming attitude: It is understandable that I might feel this way in a new environment. I accept and embrace my changing role, status and privileges associated with my success. I recognize the complexity of living as a culturally conscious African American in a racist society. I understand how my individual success is also a reflection of the collective struggle of my ancestors, and that as a result, I am poised for success, whatever door I choose to enter. I will leave my own legacy (and inheritance) behind for those who follow me. By remaining intimately connected to my culture, I can fashion a way of functioning in this environment that is productive, adaptive and gratifying.

Fear of competition

Trevor, a 21-year-old, has a 3.5 grade point average, and is 6 credits short of his B.A. in psychology. He dropped out of school, ostensibly because he had so many bills to pay, and needed to work two jobs. He would be the first in his family to graduate from college, and has been encouraged by his professors pursue a graduate degree. He's afraid that even if he did well in college, he just doesn't have what it takes to pull off a graduate degree and take out even more financial aid, so its not worth trying, and its not worth getting the B.A. His two jobs are "good enough for him."

Self-defeating attitude: Going to graduate school will only drain my resources for an uncertain future. Competing in the professional marketplace is intended for the "cream of the crop," not for me.

Self-affirming attitude: If I win and achieve great success, I will remember not only to enjoy my success, but also to understand that others will be proud of me. Investing in the future requires patience, sacrifice and commitment, but will pay off in the end. Healthy competition means that I am challenging myself to make my dreams into reality. I cannot hurt others by moving ahead. I will also enjoy serving as a role model and mentor to others.

Fear of "being too visible" (fear of looking and being looked at, seeing and being seen):

Clarice, age 33, has just been promoted to marketing manager in a Madison Ave. advertising agency. While others are encouraging her to celebrate her success, she states that she just wants to go into her office, close the door, and get her work done. While she is expected to attend public relations events, appear on television, make presentations to upper level divisions, (which means upgrading her wardrobe), and do more traveling, she prefers to delegate these tasks to her ambitious assistant, who is more than thrilled to accommodate her.

Self-defeating attitude: If I remain as quiet and invisible as possible, I won't have to let others know the fear, hurt, anger and loneliness I really feel.

Self-affirming attitude: Even though I may be shy, I will try to let others know something about me. Suffering in silence will only make me feel more isolated. I will need to focus on relaxation and enjoying my hard won success. Changing with my new position may involve learning how to identify and express my uniqueness in a way that works for me. If others notice me, maybe they will really like my emerging social self. I need to remember, it is not only hard work that is valued, but the ability to interact in a productive and engaging way.

Perhaps you recognize yourself in some of these vignettes. Many of you have already started the difficult work of enhancing your insight regarding your profile of your strengths and weaknesses. Continue your journey towards greater self-understanding through journal writing, reading, prayer, discussions with trusted friends and family, and by seeking assistance from mental health professionals. The Association of Black Psychologists, Inc., is a great source of referrals.* Contact us at 202-722-0808 or http://www.apbsi.org. Own and celebrate your success! You earned it!



Black Entrepreneur's Hall of Fame: Reginald Lewis

Ken Bridges



Ken Bridges is Co-Founder and Chairman of the Board and President of MATAH Network. Before Co-Founding the MATAH Network, Ken served as President of All America Video Productions. This company was dedicated to producing video projects that present people of African descent in a positive light. However, what Ken is known most for is his success in building network marketing businesses. He knows the network marketing business from the inside and outside. This includes knowing the assets as well as the liabilities of network marketing. That’s why Ken describes MATAH Network as True Cooperative Economics or Kwanzaa in Action as opposed to network marketing.

Ken has been an operating officer of a successful Black owned network marketing company called CCI , which distributed Dick Gregory's world famous Bahamian Diet. To date, this has been the only Network Marketing company to be listed on Black Enterprise’s top 100 Black owned businesses. Working from the outside as an independent distributor in the Amway Corporation, he became a Diamond Direct Distributor in three (3) years. Ken walked away from building the Amway business when he was unsuccessful in making it become more relevant to people of African descent. Ken understands the needs of independent distributors who are the life blood of every network marketing company. He also knows how to structure and manage a network marketing organization where the target market for distributors are people of African descent.

Prior to his Network Marketing and entrepreneurial career, Ken held various Marketing Management positions for Scott Paper Company. These positions included Product Manager, New Product Development and Group Product Manager. He was responsible for brands that had revenues approaching $100 Million per year. These positions allowed Ken to develop his overall Marketing and interpersonal relationship skills.

Ken obtained his MBA in Marketing from the University of Pennsylvania’s, internationally acclaimed, Wharton School. He is survived by his wife Jocelyn and six children.

Madam C.J. Walker



"I got my start by giving myself a start." - Madame CJ Walker

Sarah Breedlove McWilliams Walker, better known as Madame CJ Walker or Madame Walker, and Marjore Joyner revolutionized the hair care and cosmetics industry early in the 20th century.

Madame CJ Walker was born in 1867 in poverty-stricken rural Louisiana. The daughter of former slaves, she was orphaned at the age of seven, then Walker and her older sister survived by working in the cotton fields of Delta and Vicksburg, Mississippi. She married at age fourteen and her only daughter was born in 1885. After her husband's death two years later, she travelled to St. Louis to join her four brothers who had established themselves as barbers. Working as a laundrywoman, she managed to save enough money to educate her daughter, and became involved in activities with the National Association of Colored Women.

During the 1890s, Sarah began to suffer from a scalp ailment that caused her to lose some of her hair. Embarrassed by her appearance, she experimented with a variety of home-made remedies and products made by another black woman entrepreneur, Annie Malone. In 1905 Sarah became a sales agent for Malone and moved to Denver, where she married Charles Joseph Walker.

Changing her name to Madame CJ Walker, she founded her own business and began selling Madam Walker's Wonderful Hair Grower, a scalp conditioning and healing formula. To promote her products, she embarked on an exhausting sales drive throughout the South and Southeast, selling her products door to door, giving demonstrations and working on sales and marketing strategies. In 1908, she opened a college in Pittsburgh to train her "hair culturists."

Eventually, her products formed the basis of a thriving national corporation employing at one point over 3,000 people. Her Walker System, which included a broad offering of cosmetics, licensed Walker Agents, and Walker Schools offered meaningful employment and personal growth to thousands of Black women. Madame Walker’s aggressive marketing strategy combined with relentless ambition led her to be labeled as the first known African-American woman to become a self-made millionaire.

Having amassed a fortune in fifteen years, this pioneering businesswoman died at the age of 52. Her prescription for success was perseverance, hard work, faith in herself and in God, "honest business dealings" and of course, quality products. "There is no royal flower-strewn path to success," she once observed. "And if there is, I have not found it - for if I have accomplished anything in life it is because I have been willing to work hard."

An employee of Madame CJ Walker’s empire, Marjorie Joyner, invented a permanent wave machine. This device, patented in 1928, curled or "permed" women’s hair for a relatively lengthy period of time. The wave machine was popular among women white and black allowing for longer-lasting wavy hair styles. Joyner went on to become a prominent figure in Madame CJ Walker’s industry, though she never profited directly from her invention, for it was the assigned property of the Walker Company.

"I am a woman who came from the cotton fields of the South. From there I was promoted to the washtub. From there I was promoted to the cook kitchen. And from there I promoted myself into the business of manufacturing hair goods and preparations. I have built my own factory on my own ground" - Madame Walker

J. Bruce Llewellyn



J. Bruce Llewellyn has distinguished himself nationally as an entrepreneur, as a public official, and as a role model in the American business community. He is Chairman of the Board and CEO of The Philadelphia Coca-Cola Bottling Company, the nation’s largest Black-owned firm.

Mr. Llewellyn was born in Harlem, his parents having immigrated to America from Jamaica. They were highly motivated people and instilled that motivation in their son. Mr. Llewellyn joined the United States Army at the age of sixteen, was made company commander by nineteen, and left the service at twenty-one whereupon he opened a retail store in Harlem. He operated this store and attended college at the same time, earning a Bachelor’s degree from The City University of New York (CUNY). He received his juris doctor from New York Law School in 1960 and also earned an M.B.A. degree at Columbia University, and a degree in public administration at New York University. He has been the recipient of over ten honorary doctorate degrees, including his undergraduate alma mater.

As a young African American in the 1960’s, Mr. Llewellyn turned to government and politics, believing that these avenues would offer him a better chance for career advancement. He worked in the District Attorney’s office in Manhattan from 1960 to 1962. In 1965, he became Regional Director of Region II of the United States Small Business Administration, and in 1967, he was appointed Deputy Commissioner of Housing for the City of New York.

In 1969, Mr. Llewellyn bought Fedco Foods Corporation, a chain of ten food stores in the South Bronx with gross sales of $18,000,000 annually. By 1984, when he sold Fedco, it had become the nation’s largest minority-owned retail business with 29 supermarkets, 900 employees, and annual gross revenues of $100,000,000. During this period, he also served as Chairman of Freedom National Bank.

In 1977, President Carter appointed Mr. Llewellyn as President of OPIC (Overseas Private Investment Corporation). With the rank of U.S. Ambassador at large, Mr. Llewellyn held this position from 1977 through 1981. In 1983, he purchased The Philadelphia Coca-Cola Bottling Company, and in 1988, the Coca-Cola bottling operations in Wilmington, Delaware, of which he remains Chairman and the majority stockholder. In 1986, Mr. Llewellyn became the principal stockholder and Chairman of the ABC television network affiliate in Buffalo, New York. From 1989 through 1994, he served as the Chairman of Garden State Cablevision, Inc.

Mr. Llewellyn was appointed by President Clinton to the President’s Advisory Committee for Trade Policy and Negotiation (ACTPN). He also serves on the Board of the Fund for Large Enterprises in Russia (FLER) and is currently Chairman of the United States Small Business Administration Advisory Council.

Reginald Lewis



Reginald F. Lewis was an African American born to a working class family on December 7, 1942, in East Baltimore. He was born during a time when no one had heard of Martin Luther King, Jr., or civil rights, or integration. Blacks at that time could not try on clothes or shop at many downtown stores. they couldn't eat in certain restaurants or go to certain movie theaters. From his youth Lewis was known for his drive and desire for excellence. The strong work ethic from his mother and grandfather coupled with his life-long hunger for wealth and personal glory fueled his success on the playing field, in the classroom, and in the boardroom. In High School he earned four varsity letters in baseball, three in football where he was the starting quarterback and two varsity letters in basketball. He attended Harvard Law School and became a successful corporate lawyer before remaking himself into a financier and buyer of corporations.

He ultimately moved into the elite circle of wall Street deal-makers. Lewis grew up to become the wealthiest black man in history and one of the most successful entrepreneurs of all time, reigning over a commercial empire that spanned four continents. From a blue collar youth on the streets of East Baltimore he propelled himself to the Harvard Club on 44th street. He was known as an iron-willed negotiator and brilliant business strategist in action as he finessed one phenomenal deal after another.

Lewis wasn't the very approachable but through expertise or influence or both he commanded respect. He was a proud fiercely determined man with a razor-sharp tongue--and an intellect to match. He bought the McCall Pattern Co. for $22.5 million , guided it to record earnings and later sold it for $65 million, fetching a 90-1 return on his investment.

While this can certainly be considered a great accomplishment his piece de resistance was the winning the right to buy Beatrice International Foods, a global giant with 64 companies in 31 countries, for just under $1 Billion. Lewis outbid several multinational companies, including Citicorp, who had squads of accountants, lawyers, and financial advisers.

He relied on moxie, financial and legal savvy and the efforts of a two-man team consisting o himself and a recently hired business partner. With this fete he had achieved of the more spectacular corporate buyouts in an era of such mega-deals. With single-mindedness of purpose Lewis fought the odds and won. He succumbed to brain cancer in January 1993 at the relatively young age of 50. His net worth was estimated by Forbes at $400 million, putting him on the Magazines 400 list of wealthiest Americans. In the last five years of his life, Lewis gave away more money than most people dream of earning in several lifetimes and he generally did so without fanfare.

Saturday, November 27, 2004

Maggie Walker



In spite of humble beginnings in post-Civil War Richmond, Virginia, Maggie Lena Walker achieved national prominence as a businesswoman and community leader. Her business acumen, personality, and lifelong commitment to a beneficial burial society fueled her climb to success. She was the first woman in the United States to found a bank. As a leader her successes and vision offered tangible improvements in the way of life for African Americans and women.

Achievements

When she was fourteen years old, Maggie Mitchell joined the local council of the Independent Order of St. Luke. This fraternal burial society, established in 1867 in Baltimore, administered to the sick and aged, promoted humanitarian causes and encouraged individual self-help and integrity.

She served in numerous capacities of increasing responsibility for the Order, from that of a delegate to the biannual convention to the top leadership position of Right Worthy Grand Secretary in 1899, a position she held until her death. Under her leadership the Order's membership and numbers of councils were significantly increased throughout the country and its finances achieved solvency. Through sound fiscal policies, a genius for public relations and enormous energy, she took a dying organization, gave it life and helped it thrive.

In 1902 Mrs. Walker established a newspaper, The St. Luke Herald, to promote closer communication between the Order and the public. In speeches Mrs. Walker had reasoned, "Let us put our money together; let us use our money; Let us put our money out at usury among ourselves, and reap the benefit ourselves." Two years later, in 1903 she founded the St. Luke Penny Savings Bank. Mrs. Walker served as the bank's first president, which earned her the recognition of being the first woman bank president in the United States. Later she agreed to serve as chairman of the board of directors when the bank merged with two other Richmond banks to become The Consolidated Bank and Trust Company. The bank thrives today as the oldest continually African American-operated bank in the United States. Its headquarters are currently located across the street from its original site at the corner of First and Marshall streets in Richmond.

In addition to her work for the Independent Order of St. Luke, Maggie Walker was active in civic groups. As an advocate of African American women's rights, she served on the board of trustees for several women's groups. Among them were the National Association of Colored Women (NACW) and the Virginia Industrial School for Girls. To assist race relations she helped to organize and served locally as vice president of the National Association for the Advancement of Colored People (NAACP) and was a member of the national NAACP board. She also served as a member of the Virginia Interracial Commission.

Family Life

Maggie Lena Mitchell was born in Richmond, Virginia July 15, 1867. Her mother, Elizabeth Draper, was a former slave and assistant cook in the Church Hill mansion of Elizabeth Van Lew, a Civil War spy. Later Elizabeth and her husband William Mitchell moved the family to their own home in an alley between Broad and Marshall streets where Maggie and her brother Johnnie were raised. After the untimely death of William Mitchell, Maggie's mother supported the family by working as a laundress and young Maggie helped by delivering the clean clothes.

Maggie Mitchell was educated in Richmond's public schools. After graduation she taught grade school for three years. Her teaching career ended in 1886 when she married Armstead Walker Jr. She then directed her energies toward caring for her family and strengthening the Independent Order of St. Luke. Life was full and prosperous for the Walkers and their sons, Russell and Melvin.

Tragedy struck in 1915 when her husband was accidentally killed, leaving Mrs. Walker to manage a large household. Her work and investments kept the family comfortably situated. When her sons married they brought their wives to 110 1/2 East Leigh Street. A major addition to the house in 1922 enabled Mrs. Walker to provide a home for her sons and their families, her mother, and the household staff.

Mrs. Walker's health gradually declined, and by 1928 she was using a wheelchair. Despite her physical limitations she remained actively committed to her life's work including chairman of the bank and leader of the Independent Order of St. Luke until her death on December 15,1934.

Black Entrepreneur's Hall of Fame

We're Building a Black Business Network



We're bulding a Black Business Network. We invite you to join our efforts at support and encouraging Black entrepreneurship worldwide. Entrepreneurs have always been in the Black Community. We must continue in that tradition of self-help.

National Black Business Trade Association

NBBTA Forum

Black Business Directory

Thursday, November 25, 2004

Cathy Hughes



Cathy Hughes of Radio One. I have been listening to her every since I was 10 years old. If it were not for her vigilance and drive for wanting to inform and keep the Black community aware of what is going on, I would not know half of what I do today.

WOL-AM (Washington, DC) is as much a part of my life as my family and it is the station I rely on for my news. If they don't report it, I don't get it. I appreciate her contribution to the Black race. She is a monument in her own time. With sisters like this on our side, a Brother can't lose.

Your Brother, Hony Rutna

Everyone loves a hero. We love old fashioned rags to riches stories about starting at the bottom and zooming straight to the top. Cathy Hughes' story is one of those. In the world of radio and business, she has built an empire and attained status of truly heroic proportions. A college drop-out who became pregnant at 16, Hughes gained 82 pounds and suffered from depression. However, her son, Alfred, became her inspiration and her motivation. Unstoppable, Hughes pushed forward, saying a prayer every morning, and behind the microphone---raising hell. She has slept nights in a sleeping bag on the station's floor and played her own LPs brought from home to fill air time, working in every aspect of radio from sales to talk show host.

Today, Hughes and her son, Alfred Liggins, the president and CEO, work side by side running Radio One, Inc., the largest African American owned and operated broadcast-company in the nation. It is the first African American company in radio history to dominate several major markets simultaneously, and the first woman-owned radio station to rank #1 in any major market. In 1995, Radio One purchased WKYS in Washington, D.C. for $40 million -- the largest transaction between two Black companies in broadcasting history.

Arabbers - Baltimore, MD



('Arabbing' is a term used to describe the activities of a group of small scale entrepreneurs -- mostly Black and male -- who for more decades than anyone can remember have hired horses and carts to carry a variety of food items to the neighborhoods of Baltimore.)

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I must pay tribute to the brothers who sold fruit and vegetables on those old horse-drawn carts in Baltimore. I was just a kid. But I remember seeing them and more importantly hearing them cry "Watermelon... red to the rind! Ha!"

Slowly they drove through the streets drawing the attention of women and children, who would come out and beckon them to stop. Those brothers worked hard and showed care and respect for the people they serviced. I don't know if any of them got rich doing what they did, but they showed me that working for myself was possible. I started my first paper route with them in mind...and have been entrepreneuring ever since.

Greg Wyatt - Baltimore, MD

Earl Graves



Mr. Graves has been a leading force and voice for the African-American business community for almost 30 years. He has continued steady in expanding the organizational structure of Black Enterprise. He stands for commitment, dedication, diligence, honesty, and integrity in his personal and professional life.

To me, he is the epitome of "success is a journey, not a destination; success is meeting the new challenge beyond every achievement." And for these reasons, I fervently nominate Earl G. Graves, Sr. (Founder, Chairman & CEO/Black Enterprise)

Earl G. Graves, Jr. - New York, NY USA

Graves is widely recognized as one of the most influential black business people in the country. Today his media empire, founded 32 years ago and now run with his wife and three sons, boasts sales of $56 million and extends into interactive media, entrepreneurial and professional conferences, and private equity investing. His bestselling book, How to Succeed in Business Without Being White, has influenced thousands of young professionals since it came out in 1997.

Black Entrepreneurs Made Money & History



Madam C.J.Walker, John H. Johnson and other Black entrepreneurs began with meager resources. Necessity, vision, and courage to act are the historical catalysts behind many successful Black businesses.

Orphaned at age 6, a wife at age 14, and a widow at age 20, Madam C.J. Walker became a laundress to support herself and her family. In addressing her own haircare needs, she developed a straigtening comb which also met the needs of millions of other women. The "Walker System" of styling led to her becoming a millionaire cosmetics manufacturer.

John H. Johnson, multi-millionaire entrepreneur, convinced his mother in 1942 to borrow $500 against her furniture so he could publish the Negro Digest. North Carolina Mutual, America's first Black owned life insurance company to reach a billion dollars in insurance on its books, also had humble beginnings. John Merrick, co-founder, trained as a bricklayer, became a barber, saved his profits and with Dr. A.M. Moore established the company. The first policy sold for 65 cents, but $40 had to be paid soon afterwards on the death of the policyholder. The news of the payment spread; by the end of the first year, the company had collected $800 in premiums. The rest is history.

In her last will and testament, Mary McLeod Bethune recognized that such success is based on Blacks supporting each other and urged that we develop even more confidence in each other in business for the economic enhancement of our communities.

Marcus Griffith



A Pioneer in Manufacturing and International Trade. He departed us on Saturday January 24, 1998. His legacy in the business world is widely known throughout Europe, the Carribean and Africa. His company, HAIRLOX, is one of the few Black manufacturers with market penetration throughout the world. In addition to thousands of US retailers, wholesalers and retail chain stores in 43 states, HAIRLOX served independent sales agents and importers in 35 foreign countries from London, Nairobi, Johannesburg through Trinidad and Brazil. Marcus M. Griffith began his business career in New York City as a salesman and later joined the Fuller Products Company of Chicago.

In 1955, he founded his own company, Beauty Queen and began manufacturing cosmetics and operating beauty salons. In 1956 he established the first and only 24 hour beauty salon in Washington, DC, Beautyrama, and expanded it into the largest chain of salons serving the woman of color, employing more than 150 beauty operators. Marcus Griffith served as President of the DC Chamber of Commerce and many other boards and commissions concerned with business development of the city. Nationally he was a founding member of the American Health and Beauty Aids Institue and elected to the board of directors of the National Association of Manufacturers.

He received the DC Exporter of the Year Award from the US Small Business Administration and the Export Excellence Award from the DC Office of International Business. Moreover, he was a mentor, advisor and friend to many other young business persons and will be sorely missed by all in the business community.

Marcus Garvey



One of the most controversial figures to emerge from post World War I America. Marcus Garvey became a champion of Black rights, as the charismatic leader of the "Back to Africa" movement, which sought to establish a central homeland for Blacks. Born on the island of Jamaica in 1887, Garvey was a self-taught orator with a magnetic personality.

He began his fight for Black rights by forming the Universal Negro Improvement Association (UNIA) in 1914. His aim was to heighten Black pride and introduce a program of educational and economic opportunity for Blacks. Included in his efforts was the creation of the Black Star line, a fleet of vessels which he hoped would serve as a resource for International trade and economic development. He is my hero and I am happy to be the first to Induct him into the National Black Business Trade Associations, "Black Entrepreneurs Hall of Fame".