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The arrival of a third provincial shutdown could spell even more trouble to the food services sector, which has already been dealt a harsh blow since the pandemic began more than a year ago. 

 

According to a Statistic Canada survey (full survey: https://bit.ly/3t2CvbK) conducted from January to February of this year and released in March, nearly three-fifths (56.6%) of food services and drinking places were already anticipating their profits to drop between January and May of 2021 - even before this latest shutdown - compared to just over two-fifths (41.8%) of all businesses.

Tack these numbers on to the four-fifths (86.5%) of these businesses which already experienced a drop in revenue in 2020 compared to three-fifths (60.5%) of all businesses and it’s easy to see why those in this sector are feeling very frustrated.  

 

For Matt Rolleman, co-owner of Thirteen at the corner of Water and Main streets in Galt, learning to adapt to the roller-coaster of rules contained within the provincial COVID-19 Response Framework has been an ongoing challenge for him and others in the food services sector. 

 

“You don’t really plan for that,” he said, referring to the ‘up and down’ restrictions. “That’s been our biggest disappointment.” 

 

During the first lockdown last year, Matt said like many restaurants he was left with an abundant of product and nowhere to sell it. This included 22 kegs of beer which had been tapped and could no longer be sold.  

 

Like many other restaurant operators, he donated food to those in need in the community and had no choice but to dump the beer. 

 

“Since then, we’ve been more cautious when we bring in products,” he said, noting the introduction of a scaled-down menu which had been slowly increasing after the second lockdown ended in mid-February and Waterloo Region went into the ‘Red Zone’ allowing a maximum of 10 diners inside. 

 

In an interview just prior to this latest shutdown, Matt said he had brought back some additional staff and that a few above-seasonal days resulted in patrons enjoying the outdoors on Thirteen’s patio Main Street. In fact, he’s made an application to increase the restaurant’s patio along the Water Street side of the building.  

 

“Even being open in the modified Red Zone and business was good on the weekend,” he said, noting that patio season really won’t ramp up until the end of June.  

 

Add in takeout sales, something Matt said Thirteen did very little of before COVID-19, and he was seeing sales of up to 40% to 45% on a ‘good day’ of what he would have made prior to the pandemic. 

 

“But from that perspective, our business model wasn’t generated on the idea that we were going to do 50% to 55% less sales,” he said, adding utilizing the various support programs, such as the Canada Emergency Wage Subsidy (CEWS) and the Ontario Small Business Support Grant, are imperative to small business operators. 

 

“If there were no wage subsidies, we’d probably wouldn’t have re-opened, or we would have just been doing takeout at a very basic level because it just wouldn’t be worth it.” 

 

The survey shows that at their current level of revenue and expenditures, more than half (51.2%) of food services and drinking places are unsure how long they can continue operating. 

 

Fortunately, Matt said owning the building that houses the restaurant has helped but that many others are not in the same boat. 

 

“If I was a restaurant owner that had this much space that I was paying rent for I may have may have packed up my bags and went home for a while,” he said, adding that having cashflow on a busy day is helpful when it comes to paying the bills. 

 

“But the grant program (Small Business Support Grant) is crucial for us when we decide to increase our inventory and want to bring back more staff,” said Matt. 

 

He recommends SMEs like himself utilize as much government support as possible. 

“Just throw stuff at the wall and see what sticks,” he said. “If you truly need it to help your business survive, then get at it. We’re all going to be paying it back anyways.” 

 

Matt, who describes himself as a realist, said he remains confident in his business but admits it’s difficult for him and his staff to stay optimistic, especially when it comes to dealing with the COVID-19 safety protocols in addition to their regular work duties.  

 

“I think they’re just getting worn down,” he said, adding even seeing the framework return to the ‘Orange’ or ‘Yellow’ zones would boost morale. 

 

“I would love to see the Drayton theatre (Hamilton Family Theatre) open again but am not sure how that’s going to happen. It’s such a vital part of the downtown core just to bring people in.” 

 

But in the meantime, Matt said he finds hope in seeing more people being vaccinated and remains passionate about running his own business, which includes pitching in to help his staff as much as he can. 

 

“You need to go back to your grassroots of what you can do,” he said. “If that means I’m sweeping the floor and washing dishes, that’s life. It’s not necessarily where I saw myself being, but that’s what you do to keep your business alive if you truly believe in your business.” 

 

StatsCan survey at a glance: 

 

  • In 2020 nearly one-fifth (19.4%) of food services and drinking places made 30% or more of their total sales online, more than double the proportion that did in 2019 (9.1%).
  • Over four-fifths (86.5%) of food services and drinking places experienced a decrease in revenue in 2020 compared to three-fifths (60.5%) of all businesses.  
  • A decline in revenue of 40% or more in 2020 was a reality for over two-fifths (42.9%) of food services and drinking places, with those in Quebec (50.9%), Manitoba (47.9%) and Ontario (44.9%) most likely to see this level of loss. 
  • At their current level of revenue and expenditures, over half (51.2%) of food services and drinking places do not know how long they can continue to operate before considering closure or bankruptcy. 
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The arrival of the pandemic has altered our lives in many ways, especially how business is now being conducted.

 

As more businesses and organizations look for ways to present their message to potential customers and supporters, creating quality videos should be the method near the top of their list.

 

“In light of COVID-19, we have seen the world turn to video as a lifeline not only professionally, but personally,” says expert video strategist Sheryl Plouffe. “It is the way of the future and businesses that do not integrate video will fail over the next decade.”

 

The international speaker and successful entrepreneur will share some of her valuable insight at our next YIP Growth Learning Series event that focuses on video messaging, which experts say is a great way to connect on an emotional level with your audience compared to other content.

 

“I see a lot of people watching their competition using video, taking their prospects and clients away from them because they’re not willing to face their fear or nervousness about stepping in front of the camera,” says Sheryl. “A lot of people are hanging onto a level of perfectionism that is hindering their growth.”

 

Known for using simple, yet strategic storytelling, she will share some of her best on-camera strategies to assist participants in creating polished and professional products, with an emphasis on how video messaging can benefit their business by making bigger impacts.

 

“My intent is that they’ll feel motivated to take those first few important steps towards building a video strategy that builds their platform and brand,” says Sheryl, adding she’s an ‘open book’ when it comes video. “I also consider myself a video marketing crash test dummy to some degree, so I feel like people who come to this presentation will benefit from asking me anything.”

 

Find out more by joining our session, YIP Growth Learning Series: Video Messaging, on Tuesday, April 6 from 11 a.m. to noon sponsored by Deluxe.

 

To register, visit: https://bit.ly/3smSWPY

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The Cambridge Chamber of Commerce and Ontario Chamber Welcome Focus on Tourism, Small Business, Women, Training, and Local Communities

 

The Cambridge Chamber of Commerce released the following response to the Government of Ontario’s 2021 Budget, Ontario’s Action Plan: Protecting People’s Health and Our Economy.

 

“Ontario’s 2021 Budget means supports for the hardest-hit sectors and communities including right here in Waterloo Region, much needed aid for women who have been deeply impacted by the pandemic, and initiatives that will create a strong economic rebound related to tourism, training, and vital infrastructure such as broadband,” said Cambridge Chamber of Commerce President and CEO Greg Durocher.

 

Leading up to Budget 2021, the Ontario Chamber Network was calling for policies that mitigate the immediate impacts of the crisis and lay the groundwork for a robust and inclusive economic recovery. Resources need to be focused on those hit hardest by the pandemic, where they will have the greatest impact.

 

“Ontario’s business community welcomes the 2021 Budget, which gives businesses much-needed supports to confront the current health crisis while laying the foundation for a strong and inclusive economic recovery,” added Rocco Rossi, President and CEO of the OCC.

 

Some of the things called for in the Ontario Chamber Network pre-Budget Submission included:

  • Targeted support for the hardest-hit sectors and communities;
  • Demand-driven skills programming;
  • Enhanced access to capital for small businesses and entrepreneurs;
  • Bold action on interprovincial trade;
  • Strengthening of municipalities’ fiscal capacity; and
  • A sensible path to getting Ontario’s finances on track post-pandemic.

 

“Women’s fulsome participation in the labour market is a precondition to our economic recovery and future prosperity. We greatly appreciate the new supports for women, as they have been among those disproportionately impacted by the crisis,” said the report’s author Claudia Dessanti, Senior Policy Analyst of the Ontario Chamber of Commerce. “A taskforce for inclusive economic growth, further supports for child care, a job training tax credit, relief for the tourism industry, and support for survivors of domestic violence are all welcome initiatives that will help turn the tides on the impacts that were so severe and immediate for women in Ontario. Budget 2021 addresses many of the supports we called for in our recent report, The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario.”

 

Some of the measures welcomed by the Ontario Chamber Network in the 2021 Budget are:

 

Support for inclusive growth:

 

  • A taskforce for inclusive economic growth. The COVID-19 crisis has disproportionately affected women, racialized individuals, Indigenous people, people with disabilities, and other communities in the province. The new taskforce will examine how to increase women’s participation in the workforce, which will support economic recovery.
  • Temporary Job Training Tax Credit. Studies suggest about half a million jobs are not expected to return in Canada after the pandemic, the majority of which are occupied by women. Financial support for underemployed individuals to access training and reskilling will be particularly important for lower-income workers, new immigrants, and Ontarians living in Indigenous, rural, remote, and northern communities.
  • Child care support. Access to affordable child care is a long-standing issue that has been exacerbated by the pandemic. Enhancing the CARE tax credit for 2021, extending financial support for virtual learning costs, and investing in new child care spots will help ease the burden for Ontario families and allow more women to re-enter the workforce.
  • Supports for women fleeing domestic violence. The increase in domestic violence incidences during the pandemic has forced many women to leave their homes and communities, jeopardizing their safety and livelihood. Support for women in transitional housing and underserved areas will help provide safety for women in vulnerable situations.

 

Supports for business:

 

  • Doubling of the Ontario Small Business Support Grant. The grant has helped many organizations survive the crisis thus far and making this an automatic top-up instead of asking businesses to re-apply will reduce the administrative burden on both businesses and government.
  • Additional resources for the Digital Main Street Grant. Many small businesses, particularly in rural and remote regions, have benefited from the supports of this grant to get their business online. Expanding the program will help more businesses digitize and prepare for the economy of tomorrow.
  • Invest Ontario Fund. Additional funding in Invest Ontario over the next four years will be important to create jobs and investment across the province.

 

Support for tourism:

 

  • Tourism and Hospitality Small Business Support Grant. The OCC recently wrote to the Ontario government about how the tourism industry is not eligible for the Ontario Small Business Support Grant. This new grant is welcome news for hotels, travel agencies, hunting and fishing camps, and other organizations that did not qualify for the original grant.
  • Local Tourism Tax Credit and Tourism Recovery Program. Many of the chambers of commerce and boards of trade are active in the tourism industries within their local communities. These additional supports will be critical to support a revival of tourism after the pandemic.
  • Support for alcohol producers & local distilleries. Ontario’s vineyards, cideries, and small distillers have been greatly impacted by the pandemic as tourism stalled this year.

 

Support for communities and municipalities:

 

  • Broadband investments. The pandemic has put the spotlight on the digital divide for people and businesses, particularly in remote and rural communities. Additional funding to connect all Ontarians, including businesses, to reliable broadband by 2025 is welcome news. 
  • Regional Opportunities Tax Credit. Additional resources towards this program will allow rural and remote communities to invest in projects that create local jobs and economic growth.
  • Property reassessment for municipalities. Pausing the property tax reassessment gives municipalities and businesses more capacity and time to adjust to the economic uncertainty and challenges caused by the pandemic.
  • Expansion of the Ontario Together Fund. The Ontario Together Fund has successfully leveraged Ontario’s business community to address pandemic-related challenges and support relief efforts.
  • Access to vaccination appointments. The Ontario Chamber Network welcomes support to help seniors and people with disabilities get to their vaccination appointments. The faster the population is inoculated, the sooner we can focus on recovery.
  • Strategic Priorities and Infrastructure Fund. Renovations to local buildings and sports facilities will also be integral to local economic growth and recovery initiatives.

Read the Ontario Chamber of Commerce full pre-Budget submission here.

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Like many parents, the pandemic forced Alexandra Allen to drastically alter her family’s routine when it came to child care as she and her husband came up with ways to juggle work and their children’s needs.

 

Trying to work a full-time job while also being a full-time child-care provider is enough to make you go crazy,” says the Cambridge mother referring to the period when she pulled her two-year-old son and four-year-old daughter out of daycare after the centres were first allowed to reopen last June, relying instead on family supports.

 

However, when they returned to the YWCA child-care centre they attend at a local school in the fall, Alexandra says this proved difficult since she was required to still pay for her spots even if the children were unable to attend due to illness.

 

“It became financially taxing in November, especially when it got colder and the kids couldn’t spend as much time outside,” she says, adding even a case of the sniffles meant keeping the child at home. “There needs to be bigger help.”

 

Rosalind Gunn, Director of Marketing and Communications at YWCA Cambridge, agrees and says the need for a national child-care strategy to foster economic growth and stability was first identified in 1967’s Royal Commission on the Status of Women, but little has transpired since that time to address those concerns.

 

“It’s actually not a new problem. Just like so many other social services or conditions of living, the pandemic has only really exposed the fault lines,” she says. “There have always been these issues.”

 

She says our region, which has seen at least 40% of its child-care operators remain closed since the start of the pandemic, was already experiencing a shortage of spaces and estimates before COVID-19 there were only 216 child-care spots available for every 1,000 kids looking for space.

Rosalind says many operators have stayed closed due to lower enrolments since the ratios were reduced in the beginning and that many parents - whether they were working from home, lost their jobs or had safety concerns – started keeping their children out of daycare full time.

 

“Even though we’re now able to operate at full capacity, many providers don’t want to do that because they don’t want to risk any outbreaks,” she says, adding more staff is needed to ensure the safety of fewer children which leads to higher costs. “It’s sort of the perfect storm.”

 

For Alexandra, who works as a volunteer program co-ordinator at Hospice Waterloo Region, she says having family members help them out in the summer was a luxury that many parents aren’t fortunate enough to have.

“But by the end of summer, we had grown really tired of making it work so we put the kids back in child care by September,” she says. “Right away it was challenging.”

 

Alexandra says she’s fortunate Hospice Waterloo Region let her adjust her work schedule accordingly, but that her husband, who does shift work at Toyota Motor Manufacturing, isn’t able to do the same.

 

“It would be nice if some money could flow towards child care so that parents like us don’t have to struggle so hard,” she says. “It’s a tough situation for parents who want to keep working.”

 

Rosalind agrees, explaining that since women make up approximately 40% of household incomes and that the COVID-19 crisis has had a disproportionate economic impact on women, there is already a significant ripple effect occurring.

 

“We know that investing in child care brings money into the entire economy and bolsters everyone,” she says, noting for example that subsidized daycare in Quebec results in $147 being put back into the economy with every $100 of publicly invested money. “There is a direct link there with child care.”

 

However, there is a glimmer of hope for change. According to the Ontario Chamber of Commerce’s recent report The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario, both the federal and provincial ggovernments are supporting licensed providers with funding to absorb added costs, including nearly $147 million through the Canada-Ontario Early Learning and Child Care Agreement and $234.6 million through the Safe Restart Agreement.

 

Also, in the last election, Prime Minister Justin Trudeau promised to address shortcomings in the system by creating 250,000 additional child-care spaces across Canada, with at least 10% reserved for care during extended hours, and establishing a national secretariat to lay the groundwork for a pan-Canadian child-care system.

 

“We’re all really latching on to this opportunity to keep pushing for actual tangible change,” says Rosalind, adding support for change from organizations like the OCC and Canadian Chamber of Commerce is helping.

 

Earlier this month the Canadian Chamber of Commerce’s Council for Women’s Advocacy released a statement offering five recommendations to the federal government to support women and foster economic growth due to the pandemic.

 

These included: working with province, territories and stakeholders to ensure schools and daycares remain open through subsequent waves across the country; establishment of an inclusive Task Force to focus on child-care capacity and support through the ongoing crisis; removing tax barriers for child care; providing enhanced opportunities for women-owned businesses to meaningfully access public procurement contracts, including federal government diversity targets specifically for women-owned business and female workforces; and supporting job pivots for women, including training, upskilling and job transitions.

 

As well, the OCC’s The She-Covery Project report recommended several child-care reforms, including increased investment, subsidizing parents and providers, prioritizing equity, and addressing the shortage of early childhood educators. Also, the report suggested both the federal and provincial governments ‘explore’ creative solutions ranging from in-program changes to workplace-based child care.

 

“There is hope when we’re seeing such cross-sector acknowledgement that there is a need for child care that is good for the entire economy,” says Rosalind. “I do think there is hope for change.”

 

Read The She-Covery Project report at: https://occ.ca/wp-content/uploads/OCC-shecovery-final.pdf

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When it comes to the battle against COVID-19, businesses need an arsenal of weapons at their disposal.  

 

One of the best, besides the necessary PPE, is contact tracing which is a core disease control measure.

 

“To reduce the spread of COVID-19 in a workplace, it is critical businesses conduct contact tracing,” says Dr. Ryan Van Meer, Associate Medical Officer of Health, Waterloo Region Public Health. “Businesses know where staff work, with whom, and when, and have means to contact staff who may have had close (high risk) contact in a prompt manner to instruct them to self-isolate and get tested.”

 

He says many workplaces are conducting contact tracing well, despite the fact there may be the perception it is difficult because it is typically done by nurses and other professionals.

 

“But many workplaces have gained experience with it over the pandemic and our COVID-19 Contact Tracing resource is an excellent tool to help guide them through the decision-making process,” says Dr. Van Meer.

 

At the Cambridge Chamber of Commerce, we have partnered with Get Ready, a CBRN and Chamber Member, to provide an easy electronic screening tool to ensure the safety of our staff, customers, visitors and contractors, entering our office. The tool utilizes a quick scan of a ‘QR Code’ on their mobile devices or desktops which provides all the necessary information that Public Health will require for contact tracing purposes should an employee get sick or exposed to the virus in the workplace.  The province of Ontario has required all workplaces to implement daily screening for any workers or essential visitors entering the work environment.

 

Dr. Van Meer says the Region has resources in place to assist workplaces.

 

“Our guide for workplaces helps employers determine who is a close (high risk) contact that needs to self-isolate and get tested,” he says, adding there are other ‘upstream’ public health measures workplaces can use to prevent high risk contact. These include physical distancing, PPE, preventing close contact during lunches and breaks, as well as environmental cleaning and disinfection.

 

Dr. Van Meer says when there are multiple confirmed cases in a workplace, the Region’s Workplace Team follows up directly with the employer to support contact tracing and ensures Public Health measures are in place to prevent further spread.

 

“We currently have approximately 135 staff supporting case and contact management across all settings, as well as additional support from the province,” says Dr. Van Meer, adding there are steps employers must take if a worker tests positive for the virus. “Workplaces should work with their employee who is a confirmed case and consult the Contact Tracing guide for workplaces to determine who would have had close (high risk) contact with the case during the period the case was infectious and instruct those contacts to self-isolate and get tested.”

 

For more information on the Region of Waterloo’s COVID-19 resources for workplaces, visit: https://bit.ly/2ODUWEx

 

To learn more about the ‘Get Ready’ screening tool for your office, please visit: https://bit.ly/3euKYQQ

 

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How long is your ‘to-do’ list?

 

It’s a question many of us ask ourselves when we look at ways to create a better time management system.

 

“For most of us, our to-do list will never end,” says Murray Smith, Principal of The Achievement Centre. “For most of us there are more things we’d like to do in a day than we can do in a day and that’s why it becomes really important to establish what are the priorities.”

 

Managing your priorities will be a key focus at our March 25 YIP Growth Learning Series event: Time Management, which Murray will facilitate.

 

But he warns participants won’t be provided with the ultimate solution to managing their time.

 

“Some people will be looking for some ‘magic’ system,” he says. “There is no such thing as a perfect system.”

 

Instead, he says the many methods people may already be using to manage their work duties - from apps and computer calendars, to even notepads – are fine and there is no right or wrong when it comes to creating your own time management system. “You get a system that works, and chances are you’re going to use a combination of a few. What I will be encouraging people to do is create a system that works.”

 

Murray says managing priorities is important and looks for inspiration from author Stephen R. Covey’s book The 7 Habits of Highly Effective People as a point of reference.

 

“He set up that urgency/ importance matrix and it makes a lot of sense,” he says. “It’s more about understanding what is urgent and what is important versus what’s perhaps urgent for other people but is not important to you.”

 

And with many people working from home due to the ongoing pandemic, Murray says most of us are dealing with more distractions.

 

“The notifications on our phone create an urgency. Unless your job is tied to responding to those notifications, you’ve got to control them,” he says. “The bottom line is priorities and eliminating those distractions.”

 

Murray says knowing what your priorities are and being able to communicate that to others, especially your employers, is vital.

 

“Time management is as much about communication with others who do have influence on your time and priorities as it about fulfilling the task list,” he says. “When you know what is most important, you have the power to communicate with others when the inevitable change to your pile of tasks occurs. Don’t complain, communicate.”

 

Our YIP learning session is sponsored by Deluxe and takes place Thursday, March 25 from 11 a.m. to noon. For more, visit https://bit.ly/2OfZVeM

 

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(February 5, 2021) – The Chamber Network is looking forward to create a co-ordinated approach to reopening the province’s economy in the wake of the pandemic and calling on the Provincial government to ensure this happens in a balanced fashion.

 

“In the middle of a once-in-a-century pandemic, it is difficult to think beyond confronting the immediate demands of COVID-19,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.   “However, even as we continue supporting each other today, we must also begin looking over the horizon to ensure businesses are prepared for the province’s reopening and recovery. It is never too early to start planning how our province and economy can emerge stronger while doing everything necessary to avoid further lockdowns.”

 

Each region’s experience differs significantly across the province when it comes to transmission rates, tracking and tracing capacity, and other variables.  The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce have written to the Premier so that when the time comes businesses of all sizes have a predictable and coordinated effort to ensure society reopens in a harmonized fashion that prioritizes individual safety as well as economic stability asking for the following:

 

  • A readiness plan with a focus on sectors and regions hardest hit. It is critical that Ontario’s employers are aware of how reopening will take place step-by-step so they can properly prepare.
  • Advanced notice. Businesses and their employees need sufficient time to prepare to get back to work. 
  • Clear guidelines. Businesses need to clearly understand the rules and how they will be enforced. Inconsistent and unclear public health guidelines cause confusion among businesses, employees, and consumers alike, and make it difficult for individuals to take appropriate action to protect themselves and their communities.
  • Fulsome communication. Educational training via virtual workshops in advance of reopening would equip employers with practical information to help them keep staff and customers safe.
  • Workforce management systems. Employers in Ontario should adopt a scalable digital software tool for routine self-screening and assessment by employees, as part of a comprehensive workforce management system.
  • Rapid testing. Sufficient and timely testing and tracing gets employees back to work quickly, ensuring continued productivity and reduced strain on families.
  • Evidence-based decision making. A strong testing and tracing apparatus ensures the province can accurately assess where and how the virus is spreading, so that efforts to target restrictions can be confidently based on solid data.
  • Continued supports for those who need it most. Finally, continued timely and accessible supports for business will prevent further layoffs, closures, and bankruptcies.
  • Leveraging private sector to support vaccine distribution and deployment. Businesses will be critical in supporting public awareness, logistical capabilities, and best practices.

“As the government explores options to safely re-open the economy, it is worth noting that businesses already adhere to a number of existing health and safety protocols and will do their part to support a safe re-opening. The business community will continue to prove their commitment to safety protocols to protect their worker and customers to keep their doors open,” added Durocher

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The pandemic has not only dramatically altered our lives, but also the way we do business.

 

Conducting business online has become paramount for many operations which makes the the importance of effective marketing even more vital to ensure a strong client base.

 

“Is your website SEO and is it navigational intuitive? Have you thought about using Google ads?” asks Mike Jennings, president of the Cambridge-based digital marketing agency MoreSALES.

 

These are just some of the many questions that will form the base of the discussion he will lead at our next YIP Growth Learning Series event later this month ‘Marketing 101: 4 Ps of Marketing – Place, Price, Promotion, Product’.

 

This seminar is aimed at assisting entrepreneurs in understanding how to effectively market their product/service by utilizing the basic ‘4Ps’ strategy to create a sales and marketing strategy.

 

Mike says the onset of COVID-19 has resulted in many marketing changes.

 

“Prices aren’t going to change that much,” he says. “But promotion is going to be the main difference in a COVID world. How do you promote your product?”

 

He says the seminar will focus heavily on digital marketing, which has been his speciality for many years, and the importance of being able to shift when it comes to doing business.

 

“Do you shift your price to be more attractive on e-commerce?” asks Mike, noting that e-commerce is a vital tool for businesses when it comes to competing. “People are not going to be rushing back to your building. They’re still going to want to buy online and those businesses that are easy to buy from are the ones that are going to get the business.”

 

He says an important takeaway for seminar participants will be to realize these changes don’t have to signify the end for their business.

 

“There are ways to adjust,” says Mike, adding looking at the expected trajectory of the market is key. “You have to think six to 12 months ahead and how you apply these principles (4 Ps).”

 

He says a business will never ‘lose’ using e-commerce and digital marketing.

“It’s only going to compound the return to normalcy and accelerate that return to normalcy,” says Mike.

 

‘Marketing 101: 4 Ps of Marketing – Place, Price, Promotion, Product’ takes place Wednesday, Feb. 24 from 11 a.m. to noon and is sponsored by Deluxe.  Click here to register.

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The amount of information surfacing almost daily surrounding COVID-19 can be daunting, especially for those running a business.

 

Trying to keep customers and employees safe while trying to conduct business has become a real change for many. But there is help available thanks to our ‘Chamber Check’ program.

This free and innovative program powered by Axonify and created in partnership with the Greater Kitchener Waterloo Chamber of Commerce offers valuable certification training to business owners and their employees when it comes to operating in a COVID-19 environment.

 

Through our Chamber Business Ready platform, Chamber Check participants are provided with a series of valuable resources, including videos and quizzes designed around various safety issues and potential scenarios that can arise while working in the midst of this pandemic.

 

For Patti Harris-Lindstrom, Office Manager of Towcon Holdings in Cambridge, receiving her Chamber Check certification proved to be a great way to collect additional knowledge.

 

“We’re trying to gather as much information as we possibly can because no one seems to know what this virus is all about,” she says. “We’re trying to take in as much information as we can to make informed decisions.”

 

As they work their way through the interactive and educational tools contained in the training, the knowledge the participants gain is designed to benefit them in the day-to-day operation of their businesses.

 

“We’ve been trying to keep on top of this as much as we possibly can and when this (Chamber Check) came out I decided to take it and see if there is anything we don’t already know,” says Patti, adding there was new information which proved beneficial and would gladly recommend others participate. “It’s very informative.”

 

Sara Chamberlin, Human Resources Manager at the Cambridge Hotel and Conference Centre, discovered the same and is pleased by the training provided.

“I was impressed that dealing with difficult customer service interactions was also part of the training, not just technical processes of wearing PPE,” she says. “This was very useful for our company.”

 

Stephanie Melo, Office Administrator/Health and Safety Co-ordinator at Sousa Concrete, also says the training she and members of her management office team received has been extremely helpful.

 

“One of the major things I learned was there is a difference between sanitation and disinfection,” she says, adding it only took her about an hour to complete the required modules.

 

The program can also be completed in short increments depending on work schedules, which is exactly what Sara did.

 

“It took me approximately two weeks as I did one to three modules a day,” she says.

But regardless of how participants approach it, the training they receive will strengthen the business community by helping create more consumer confidence.

“I knew it would be beneficial for the company to have since we take COVID-19 very serious,” says Stephanie, noting building consumer confidence is vital right now for all businesses. “It is very important since this is a very strange time we are living in.”

Sara agrees and has recommended that all her managers now complete the program.

 

“Any training program we can participate in, we will look into,” she says.

Providing as much support as possible to small businesses, especially now during COVID-19, was the key reason the Chambers developed Chamber Check.

“Being small businesses, it’s in our hands to do what we can to keep people safe, both those who work for us and those who enter our places of business,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “That’s the best defence we have towards keeping our businesses open.”

 

Upon completion of the training participants receive a ‘Chamber Check’ certificate indicating they have received extensive safety education to conduct business in our COVID-19 world, plus the business receives a decal to be placed in a location to let customers know that workplace offers a safe environment.

 

The program, developed in consultation with Region of Waterloo Public Health, is available to not just business owners but any number of their employees who receive an email confirming they have completed the training.

 

“We’re proud to partner with The Cambridge Chamber of Commerce and Greater Kitchener Waterloo Chamber of Commerce on the Chamber Check program. As a Waterloo‐based business we’re dedicated to doing our part to keep our local residents safe,” said Carol Leaman, Founder and CEO of Axonify.

To get your Chamber Check training, visit www.chambercheck.ca

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Plexiglass shields and hand sanitizer dispensers are just a few items that have become commonplace in many companies since COVID-19 took hold back in March.

 

But what does the future hold for offices and workplaces once this pandemic has become a thing of the past? That’s what a team of experts in conjunction with fabrik architects inc. in Cambridge are in the process of determining through the creation of possible pandemic responsive design possibilities.  

 

“The physicality of our built-in environment will have to change, even though we might be COVID free a year or two from now, people will always have a fear that it can happen again,” says Elisia Neves, fabrick’s Principal Architect. “It’s going to be ingrained in us.”

 

In response, the firm’s in-house design team began working on creating a series of possible designs back in the spring, bringing together an outside advisory board consisting of professionals including architects, pandemic disease specialists and materials science engineers. Together, the group has been feverishly looking at design matrices linked to pandemic responsive design for the commercial, office, residential and multi-residential sectors.

 

“Our building types are going to change,” says Elisia, adding that installing plexiglass shields and reconfiguring workstations to create more physical distance are just ‘Band-Aid’ solutions.

 

She says the changes in design will be systemic and centre on a rethinking of the long-lasting cycles of demolition and construction.

 

“We’re looking at all aspects of architecture; from the physical ways in which we plan and lay out our spaces, to looking at the systems integrated into our buildings,” says Elisia, referring to the mechanical systems. “How do we get cleaner air into our buildings? What does that look like? How do we retrofit? We’re going to have a lot of retrofit projects in the future.”

 

And when it comes to new builds, she says the design matrices will also consider potential materials and what will provide the least possibility for contamination and can be easily maintained.

 

Besides materials, the layout of office spaces is also being considered which could mean fewer traditional work ‘cubicles’ since many people may be working from home and the creation of more communal places for employees to connect, such as conference spaces and communication areas.

 

“The thing that will never change is the need for a variety of different spaces,” says Elisia, referring to places where employees can gather to access office equipment, such as photocopiers and other supplies.

 

“We want the design to be thought-through, so we don’t have those things in place,” she says, referring to plexiglass shields and barriers.

 

Also, automation, touchless and digital technologies are other considerations that Elisia says are being addressed to make buildings ‘smarter’, even having the capability to identify you before allowing you entry.

 

“I think we (Architects) are going to make them (buildings) more intelligent so you’re not going to even need a key or a fob,” she says, noting all these changes will take time and study. “It’s not going to happen overnight. It’s going to be a very gradual thing.”

 

Elisia says the fabrik team has a couple of office space projects on the horizon that could provide them with good models to test their new matrices.

 

“The idea is to have two matrices vetted by the advisory board by the end of the year,” she says, adding work on one of these significant new builds could be starting in January 2021. “That would be a really good pilot project to test the research we have been doing.”

 

Elisia says developing these matrices fits perfectly into the many ‘strands’ that encompass what fabrik strives for as an innovative architectural firm.

 

“I think this is a very strong strand that’s not going to go away very quickly in the minds of people,” she says. “We want to do it right.”

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