Blog - Cambridge Chamber of Commerce

It has been nearly two decades since a rudimentary prototype of Twitter began to take shape in 2006 and quickly gained traction resulting in more than 100 million users producing 340 million tweets daily by 2012. 

 

Seen initially as a great tool for businesses to promote their brands and messaging, the platform has undergone dramatic changes since billionaire Elon Musk’s takeover of X (formerly Twitter) in late 2022, and that has left businesses and advertisers re-evaluating their presence. 

 

His vision for X as a “free speech” platform has been polarizing, with critics pointing to the rise in hate speech and misinformation. These concerns, coupled with strategic missteps, have led some businesses to leave the platform entirely or significantly reduce their advertising spend.

 

“None of the businesses I work with are using X right now because it just doesn't seem like a credible platform and they don't want to be associated with that right now,” says social media expert Ashley Gould, owner of Cinis Marketing.

 

“I think the premise of what Elon Musk was trying to do originally by opening it up with a huge emphasis on freedom of speech was meant to try and make it a safe space for everybody. The problem is we all don't share the same opinions and we don't share the same beliefs.”

 

Advertisers’ confidence eroded

 

As a result, she says those who thrive on hate mongering and perpetuating conspiracy theories have clearly found a home on X thanks to Musk’s decision to overhaul content moderation policies. A similar move also recently embraced by Meta CEO and founder Mark Zuckerburg for Facebook and Instagram.

 

Under previous management, Twitter (X) maintained strict guidelines to ensure a safer environment for users and advertisers. However, Musk’s looser approach has made some companies wary of associating their brands with potentially controversial or harmful content.

 

The New York-based Anti-Defamation League and other watchdog groups have reported spikes in hate speech and abusive language on the platform which has further eroded advertiser confidence.

 

Additionally, changes to the verification system—transitioning from a badge earned through authenticity to one purchased through Twitter Blue subscriptions—have muddied the waters for users and advertisers alike. The proliferation of impersonation accounts and disinformation has made it challenging for brands to trust the platform as a reliable advertising space. 

 

Despite these challenges, X retains some unique advantages thanks to its real-time, text-focused format which remains unmatched for breaking news and direct communication. As a result, Ashley urges businesses not to delete their X accounts just yet.

 

Re-evaluate social media platforms

 

“But I wouldn't utilize it either because it actually could decrease your credibility if you're on there because people may make the assumption that you're ‘enjoying’ the drama.”

 

Instead, Ashely recommends re-evaluating your focus on social media platforms that would work better to promote your business’ brand, such as Instagram, Threads, Snapchat or Bluesky, even if your X (Twitter) account still retains thousands of followers.

 

“The ethical people that you’re looking to communicate with aren’t all on Twitter right now,” she says. “Even if they say they are and they’re still a follower, they’re not really there.”

 

Competitors of X, like Instagram, TikTok, and LinkedIn, have taken this opportunity to attract disillusioned businesses. These platforms offer more sophisticated targeting tools, robust safety features, and higher engagement rates, making them attractive alternatives for advertisers.

 

Meta’s Threads, a text-based platform launched in mid-2023, quickly gained traction as a ‘Twitter alternative’, luring away both individual users and businesses looking for a less volatile environment. As well, Bluesky introduced a suite of anti-toxicity features this past summer to combat harassment and provide a more ‘user friendly’ experience. 

 

Multiple platforms not necessary

 

“It’s good to go with social media platforms that verify and are trying to keep the spam out,” says Ashely, adding it may not be necessary to be on multiple platforms depending on how you’re trying to promote your brand.

 

“You have got to step back and ask yourself what kind of content are you creating? Who are we trying to make it for? And then really focus on that community side, not that you have 50,000 followers. That’s great, but if nobody's talking to you where's the ROI?”

 

As X continues to evolve, the long-term viability of its business model remains in question as Musk mulls over potential plans, such as integrating payment systems and expanding into content creation. However, the platform’s reputation as a stable and trustworthy space for businesses has been significantly tarnished.

 

For now, the exodus of advertisers serves as a cautionary tale about the delicate balance between free expression and the need for moderation in digital spaces.

 

“They broke it (X) in two years, maybe they can fix it two years?” jokes Ashely. “Unfortunately, my crystal ball is broken, so I can't see if that's actually going to happen.”

 

 

Tips for Businesses When Selecting Social Media Platforms:

 

1. Understand Your Target Audience

Before diving into any platform, research your audience's demographics, interests, and online habits. Platforms like TikTok appeal to younger users, while Facebook often caters to an older demographic. LinkedIn is ideal for B2B professionals, while Instagram attracts visual-centric audiences. The more aligned the platform is with your audience, the more effective your efforts will be.

 

2. Define Your Goals

Are you looking to drive website traffic, increase brand awareness, generate leads, or build a community? For example, Instagram and Pinterest are great for showcasing products, while Twitter excels in real-time engagement. Matching your goals with platform strengths ensures better ROI.

 

3. Consider Content Formats

Different platforms excel in specific content types. Instagram and TikTok thrive on short, engaging video content, while LinkedIn favors professional articles and thought leadership. If you lack resources for creating high-quality videos, focusing on text-based platforms like Twitter or LinkedIn might be more manageable.

 

4. Assess Your Industry Presence

Analyze where your competitors and industry leaders are most active. While you shouldn’t copy them outright, understanding their strategies can help you identify relevant platforms and trends. A strong presence in the right niche can give your business a competitive edge.

 

5. Evaluate Platform Features and Costs

Some platforms may require higher advertising budgets to be effective, while others offer organic reach opportunities. Look into ad pricing, analytics tools, and features like shopping integrations to determine if a platform aligns with your budget and business model.

 

6. Start Small and Scale

It’s better to focus on one or two platforms and excel rather than spreading resources thin. Once you’ve established a strong presence, expand to other platforms that align with your strategy.

 

7. Monitor and Adapt

Social media trends evolve quickly. Regularly analyze performance metrics, keep an eye on emerging platforms, and adapt your strategy as needed to stay ahead.

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As businesses navigate an era of rapid technological evolution, shifting workplace dynamics, and global interconnectedness, preparing your workforce for 2025 demands strategic foresight. 

 

The key to success lies in fostering adaptability, embracing technological advancements, cultivating a culture of continuous learning, and prioritizing employee well-being.

 

“Whether it's the benefits program, whether it's salaries, the expectations of employees have gone up and I think also to the expectation of the business culture,” says Frank Newman, owner of Newman Human Resources Consulting. “I think people are making more and more decisions based on workplace culture.”

 

He says since the pandemic, the continuing trend of creating a strong workplace will become even more apparent in 2025 and beyond as potential employees look for reasons why they should work for a particular company.

 

Strong communication

 

“If a business owner can't answer positively what it's like to work there, then that’s going to be a problem,” says Frank. “As an employer, you have to look at your internal culture and determine what is it like. Are we behaving as we say we are? What are our values? And because it's still a competitive world out there, how do we differentiate ourselves?”

 

Ensuring your company brand is on target is key when it comes to navigating the current hiring environment, which he believes has become less civil since the pandemic in terms of the way some potential employees disrespect a company’s time, in some cases by not even showing up for a scheduled interview.

 

“I think as people we've got used to a little bit lower standard. So, as an organization, if you want to be the preferred employer or even the preferred partner to work with as a business partner, you need to up your game a bit because that's going to put you in good stead for the long run,” says Frank, adding sending a ‘thank you’ response to potential candidates just for applying is one way to make a positive impression.

 

“You want to make sure you increase your communication standards because everything is now subject to online reviews. The whole review concept is important - whether it's employee reviews or whether it's customer reviews – and to be aware and make sure you check them monthly because you don't know what people are going to say about your business.”

 

Safe environment needed

 

Good communication with employees also remains key, he says, noting in wake of the pandemic mental health issues continue to be an ongoing issue for many companies.

 

“The latest trend now is to make sure you have an employee assistance plan that can help with mental health and other counseling needs people have,” says Frank. “We live in an age of stress. It’s about having some tools for people to access, such as mental health professionals, or even just making sure that employees feel comfortable sharing.”

 

Creating a psychologically safe environment is a big part of developing a mental health strategy that works, taking into consideration the various pressures employees are under at work and at home.

 

Frank recommends conducting a pulse survey as a way to quickly collect feedback from employees to gauge their impressions of where the company stands at the moment. Depending on the size of your workforce, he says sitting down for a coffee and an informal chat can also be just as effective. 

 

“It’s about keeping an ear to the ground in terms of what your employees are feeling and facing,” he says. “We don’t want tone deaf business owners; that’s not going to cut it these days and I think people are looking for more humanity from their business leaders.”

 

A continued trends towards hybrid work situations could also play into that sense of humanity as employers look for ways to engage with their online workforce.

 

“You’ve got to make sure you are finding ways to leverage that and build those connections when people are isolated at home,” says Frank, noting that many employers continue to see a surge in potential applicants when it comes to offering hybrid work. “Managers must think about that and what it does to their recruiting.”

 

Investing in leaders

 

He says trusting your employees promotes growth and productivity, and that mistrust erodes confidence.

 

“What companies should be thinking of now is really investing in leaders. So, it’s important to make sure your leaders are connecting with their people and being authentic,” says Frank. “Most people leave an organization not because of work, but because of the boss.”

 

He says trust also works in both directions, especially when it comes to companies maneuvering through the current economic and political turmoil facing businesses in North America.

 

“It’s really about planning ahead and also letting your employees know that you’re taking things seriously and have plans in place to deal with these issues, because sometimes they are not aware of what management is doing and that may create some uncertainty,” says Frank, noting when it comes to the future, a strong AI strategy to assist employees boost their productivity is also a key consideration. “Companies should be leveraging that as much as possible.”

 

 

How businesses can prepare their workforce for the challenges of the near future:

 

1. Embrace Technological Integration

The workforce of 2025 will operate in a tech-driven environment. Businesses should:

 

  • Invest in Training: Equip employees with skills in artificial intelligence (AI), data analytics, and automation to remain competitive.
  • Encourage Digital Literacy: Ensure that all employees, regardless of their role, are comfortable using digital tools.
  • Leverage Collaboration Platforms: Utilize tools like Slack, Microsoft Teams, and project management software to streamline communication and project execution.

 

2.  Prioritize Employee Well-Being

The pandemic highlighted the importance of mental health and well-being. A healthy workforce is a productive workforce. Companies should:

 

  • Implement Flexible Work Models: Offer remote, hybrid, or flexible hours to enhance work-life balance.
  • Provide Mental Health Resources: Offer counseling services, wellness programs, and stress management workshops.
  • Encourage Inclusion: Build a diverse and inclusive culture where employees feel valued and respected.

 

 3. Focus on Reskilling and Upskilling

As technology advances, certain skills will become obsolete while others gain prominence. To stay ahead:

 

  • Identify Skill Gaps: Use skills assessments and workforce analytics to pinpoint areas for improvement.
  • Offer Continuous Learning: Provide access to online courses, certifications, and on-the-job training. 
  • Promote Leadership Development: Groom employees for future leadership roles through mentorship and coaching.

 

 4. Foster Agility and Innovation

The ability to adapt to change and innovate will be critical in 2025. Encourage:

 

  • Agile Mindsets: Train employees to thrive in uncertain and dynamic environments.
  • Collaborative Problem-Solving: Create cross-functional teams to foster diverse perspectives and solutions. 
  • Employee Empowerment: Give employees autonomy and a voice in decision-making processes.

 

 5. Leverage Workforce Analytics

Data-driven decisions can significantly enhance workforce management. Businesses should:

 

  • Monitor Performance Metrics: Use analytics to track productivity, engagement, and retention.
  • Predict Trends: Anticipate future workforce needs based on current data. 
  • Customize Experiences: Tailor learning and development initiatives to individual employee needs.

 

 6. Commit to Sustainability

The workforce increasingly values companies that prioritize environmental and social responsibility. Businesses should:

 

  • Integrate ESG Goals: Align corporate strategies with environmental, social, and governance (ESG) principles.
  • Engage Employees: Involve the workforce in sustainability initiatives and green practices.

 

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As 2025 kicks off businesses must adjust to an economic landscape shaped by technological advancements, inflation, shifting consumer expectations, and global challenges. 

 

Therefore, preparing a business for the future requires strategic foresight, innovation, and a commitment to meeting emerging demands, something Peter Wright, President of The Planning Group, is very familiar.

 

“In my view, businesses this year should be focused much more on margins and pricing gains,” he says. “If they haven't already made big pricing gains post COVID, they should be saying where can we increase prices?”

 

Peter says whether the business is B2B or B2C, operators should be pondering how they can increase that component of profitability. 

 

“Most of the focus for a lot of businesses should be on trying to make those gains at the margin level partly through pricing, but partly through reducing the cost of goods rather than trying to make a bunch of cost cutting exercises in overheads because a lot of businesses have done that,” he says, noting the urge to reduce staffing costs is often very tempting. “They might say, ‘We’ve got this open position, so let’s just not hire someone for it’. But that position could be the thing that’s actually tied to an incredible value proposition the business is trying to achieve.”

 

Cutting staff can hurt business

 

Reducing staff can also lead to increased workloads for remaining employees, causing stress and burnout. Often, when employees feel overburdened and undervalued, their productivity declines, and engagement wanes.

 

Also, customer expectations are set to rise in 2025, with consumers demanding faster service, personalized interactions, and consistent quality and cutting staff can often compromise a company's ability to meet these demands. Longer response times, lower service quality, and limited innovation can erode customer loyalty, driving them to competitors.

 

As well, cutting back on staffing and spending often leads to a reduction in resources allocated to research and development (R&D) and other innovation-focused initiatives. Without investment in new ideas and technologies, companies risk falling behind competitors who are better equipped to adapt to changing market conditions.

 

Peter refers to the philosophy of author and business guru Tom Peters, and his book The Circle of Innovation: You Can’t Shrink Your Way to Greatness. “You can’t cut and cut and become a great enterprise,” he says.

 

Avoid being opportunistic

 

“I think for all businesses, not just small businesses, should be saying how can we differentiate? How can we set ourselves apart and how can we then not turn around and sell that?” says Peter, adding having everybody in the organization develop a strong a belief in the value of what it is they are selling is key to making that a reality.

 

He warns businesses not to be too opportunistic when it comes to mapping out their growth plans for 2025 and beyond.

 

“To me, the big misstep is being opportunistic and not actually clearly articulating where you're going to get your growth from,” says Peter, adding that ‘chasing rabbits’ - coining a phrase from an old Russian proverb – will not be good for business. “It goes, ‘If you chase two rabbits, you will not catch either one’; it teaches us that trying to achieve two things at once will be unfruitful.”

 

Strategies to ensure your business remains competitive and aligned with the needs of 2025:

 

1. Embrace Digital Transformation

Companies should invest in cutting-edge technologies such as artificial intelligence, machine learning, and automation to optimize operations, improve customer experiences, and streamline workflows. Additionally, businesses must adopt cloud computing to enhance scalability and flexibility, ensuring they can quickly adapt to market changes.

 

2. Focus on Sustainability

Businesses should adopt eco-friendly practices, such as reducing carbon footprints, sourcing sustainable materials, and implementing circular economy models. Transparency in environmental, social, and governance (ESG) efforts will not only improve brand reputation but also ensure compliance with stricter regulations expected in the coming years.

 

3. Leverage Data-Driven Decision Making

Companies must invest in analytics tools to gain actionable insights into customer preferences, market trends, and operational inefficiencies. By using predictive analytics, businesses can anticipate customer needs and stay ahead of competitors. Data privacy and security should also be top priorities to build trust with customers and comply with stringent data protection laws.

 

4. Prioritize Employee Development

Businesses should prioritize reskilling and upskilling their employees to keep pace with technological advancements and market demands. Offering flexible work arrangements, fostering inclusivity, and creating a supportive workplace culture will also help attract and retain top talent in 2025.

 

5. Enhance Customer-Centricity

Businesses should leverage omnichannel strategies to provide seamless and personalized customer experiences across digital and physical touchpoints. Incorporating AI-driven chatbots and virtual assistants can enhance customer support, while loyalty programs can help retain existing customers.

 

6. Adapt to Global and Local Trends

Companies must stay informed about global market trends while tailoring their offerings to meet the unique needs of local consumers. Geopolitical shifts, supply chain disruptions, and economic volatility also require businesses to maintain agility and resilience.

 

7. Foster Innovation and Agility

Encouraging creativity, experimenting with new ideas, and learning from failures are essential for staying relevant. Additionally, adopting agile methodologies can help organizations respond swiftly to changes in the market and customer demands.

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The following column by Cambridge Chamber President and CEO Greg Durocher appears in the winter edition of our INSIGHT Magazine

 

There’s a chance we might be panicking over nothing after Donald Trump was again elected this past fall as President of the United States, defying political norms in a way few others have.

 

Despite being a convicted felon—yes, by a jury of his peers, not a partisan judge—Trump secured his return to the highest office in the land, with a staggering 34 convictions under his belt. His campaign rhetoric was, as always, polarizing and often crossed the line of decency. 

 

Politics has clearly changed since there was a time when even a fraction of Trump's controversies would have ended a political career. Yet here we are. Some Canadians celebrated his victory, but it perplexes me why anyone north of the border would since he has demonstrated little regard for Canada, dismissing us as an afterthought despite our deep economic ties.

 

The truth is America’s prosperity is intrinsically linked to our resources and partnership.

 

Canada: An Indispensable Ally

 

Consider this: 60% of the crude oil the U.S. consumes comes from Canada. Saskatchewan supplies uranium, which is essential for energy production and national security, and potash essential for the agriculture industry. Quebec powers the northeastern United States with hydroelectricity. Alberta’s natural gas and Canada’s aluminum and steel exports are cornerstones of U.S. infrastructure.

 

But what would happen if we turned off the taps? A trade war would hurt us both, but Canada’s contribution to the U.S. economy is undeniable. Trump’s focus should be on challenges like China and Russia, not antagonizing U.S. allies.

 

Revisiting NAFTA and Trade Tactics

 

However, his threats are nothing new since we’ve seen this playbook before. In 2016, Trump declared NAFTA (North American Free Trade Agreement) dead, demanding a "fair deal." After much posturing, the agreement was merely updated—something long overdue. Trump called it a victory, and his supporters cheered him on, but the changes were only modest at best.

 

Similarly, his famous promise to build a wall funded by Mexico resulted in just 732 km of construction—most of which replaced existing barriers. Mexico, of course, didn’t pay a dime and some of the "new" wall even deteriorated quickly, bogged down by allegations of corruption among Trump’s staff.

 

The Reality of Trump’s First Term

 

Let’s be honest—Trump’s first term was marked by unfulfilled promises and many controversies. His pandemic response was completely disastrous, with state governors openly criticizing his lack of leadership. Who could forget his infamous suggestion to inject bleach as a COVID-19 treatment? Why would a person even suggest that? Trump signed agreements that drove up gas prices, contributing to inflation.

 

Running a country is vastly different from running a private business, and Trump’s approach often revealed his lack of governance expertise.

 

What’s Next?

 

His 25% tariff plan threat on Canadian goods are likely bluster—an opening gambit to pressure Canada and Mexico into renegotiating trade agreements. It really is a strategy very reminiscent of his NAFTA theatrics.

 

In the end, we’ll likely see a slightly revised deal that Trump will tout as another one of his "wins." Of course, his base will applaud, despite little substantial change.

 

Canada’s Challenge

 

For Canadians, Trump’s presidency is very concerning since his leadership style— always chaotic and self-serving—offers no real benefit to Canada. Therefore, we must brace ourselves for uncertainty and prepare to protect our interests.

 

Meanwhile, south of the border, Americans will face the consequences of his polarizing and often ineffective leadership.

 

In the end, Trump’s bravado may have won temporary support from his base, but we must remember it’s critical to separate rhetoric from results. As the old saying goes, “Be careful what you wish for—you just might get it.”

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The Accessibility for Ontarians with Disabilities Act (AODA) takes effect Jan. 1 and is essential for businesses, both as a legal requirement and as a tool for fostering inclusivity, enhancing customer experience, and improving workplace culture. 

 

Enacted in 2005, the AODA aims to make Ontario fully accessible by 2025, covering areas like customer service, employment, information, communications, and built environments.

 

Ontario is home to 2.6 million people with disabilities, representing a significant portion of the market. By ensuring accessibility, businesses can attract and retain customers who might otherwise face barriers.

 

This includes creating accessible websites, physical spaces, and communication channels that cater to individuals with visual, auditory, mobility, or cognitive disabilities. Accessible businesses often enjoy higher customer satisfaction and loyalty, as their efforts resonate with people who value inclusivity.

 

The AODA also focuses on creating inclusive workplaces. By removing barriers in recruitment, training, and career development, businesses can access a broader talent pool.

 

Individuals with disabilities bring diverse perspectives and innovative problem-solving skills, enriching workplace dynamics. Accessible work environments improve productivity by enabling all employees to perform at their best and by fostering an inclusive culture enhances employee morale and engagement.

 

The AODA mandates public, private, and non-profit organizations to implement measures that improve accessibility across five key areas:

 

  • Customer service
  • Information and communications
  • Employment
  • Transportation
  • Design of public spaces

 

Businesses must meet compliance deadlines depending on their size. For example, larger organizations (50+ employees) have more detailed requirements, such as filing accessibility compliance reports. Key responsibilities include:

 

  • Providing accessibility training for employees.
  • Developing accessibility policies and making them available publicly.
  • Offering accommodations during recruitment and employment.
  • Ensuring digital and physical spaces are accessible.

 

 

The Integrated Accessibility Standards Regulation (IASR) is a central component of the AODA. Starting Jan. 1, 2025, businesses must ensure full compliance with all IASR standards. The key obligations include:

 

Accessible Websites and Digital Content

 

Businesses must ensure their websites and web content conform to WCAG 2.0 Level AA standards. This includes making online platforms usable for individuals with visual, auditory, or physical disabilities by providing:

 

  • Text alternatives for images
  • Keyboard navigation
  • Captioning for videos
  • Enhanced screen reader compatibility

 

Workplace Accessibility

 

Employers must have policies and practices in place to provide:

 

  • Accessible recruitment processes
  • Workplace accommodations for employees with disabilities
  • Return-to-work plans for injured or disabled workers
  • Accessibility needs integrated into performance management and career development

 

Customer Service Standards

 

Businesses must provide barrier-free customer service, which includes:

 

  • Training staff on interacting with individuals with disabilities
  • Allowing service animals and support persons
  • Ensuring accessible communication methods are available

 

Design of Public Spaces

 

Organizations responsible for public spaces must comply with accessibility standards for:

 

  • Parking
  • Pathways
  • Entrances
  • Seating areas

 

The government is expected to intensify enforcement efforts, including audits and penalties for non-compliance. Filing timely compliance reports is a critical part of this process.

 

Organizations that fail to file or lag behind on accessibility measures may face reputational damage, in addition to legal and financial consequences. Failing to meet AODA standards can result in fines:

 

  • Up to $100,000 per day for corporations.
  • Up to $50,000 per day for individuals or unincorporated businesses Reputational damage and potential lawsuits are also risks, making compliance not only a legal obligation but a business imperative.

 

To meet the deadline, businesses should:

 

  • Conduct an Accessibility Audit: Assess current compliance gaps in policies, websites, and facilities.
  • Train Employees: Ensure all employees understand AODA requirements and are trained to provide accessible services.
  • Upgrade Digital Assets: Work with web developers to align websites and applications with WCAG 2.0 Level AA standards.
  • Review Policies: Update workplace and customer service policies to reflect IASR requirements.
  • Engage Experts: Consult accessibility professionals for guidance.

 

 

The AODA is more than a legal obligation; it’s a pathway to inclusivity, innovation, and business growth. By embracing accessibility, businesses not only comply with the law but also create welcoming spaces for customers and employees alike.

 

Click here to see if your business is prepared.

 

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Life can be very unpredictable, something Melanie McCallum quickly learned in November of 2019 when she became faced with a medical crisis.

 

“A few months earlier, I had just celebrated my 50th birthday and was looking forward to spending the holidays with my family,” says the Cambridge mother of two. “Then I found a pea-sized lump in my right breast and life changed. It was cancer.”

 

Suddenly, Melanie had joined the ranks of thousands of Canadian women and some men, who are diagnosed annually with breast cancer. In fact, according to the Canadian Cancer Society, 30,500 Canadian women were expected to be diagnosed with breast cancer in 2024 which represents 25% of all new cancer cases in women.

 

While friends and colleagues urged her to seek treatment at various Ontario hospitals, Melanie says the first surgeon she met after her diagnosis recommended Cambridge Memorial Hospital to find the quality care she needed.

 

Program vital for CMH cancer care

 

“She (surgeon) was absolutely right. I have lived in Cambridge for about 21 years and when I got diagnosed, I had no idea that we had cancer treatment right here in Cambridge,” says Melanie, who underwent chemo treatments and a double mastectomy, followed by seven and half hours of reconstruction surgery through the CMH Breast Reconstruction Program

 

The program is a vital component of CMH’s cancer care treatment and has continually evolved to provide patients access to the latest advancements, such as in May of 2024 when the first Diagonal Upper Gracilis (DUG) free flap breast reconstruction surgery in the Region was performed in Cambridge.

 

“It offers a choice to patients who may not be candidates for the more common DIEP free flap surgery, empowering them to avoid implants and utilize their own tissue,” stated surgeon Dr. Kathryn Sawa, who performed the milestone procedure, in a CMH media release at the time.

 

The Chamber has long since recognized the importance of the breast reconstruction program and what it means for local healthcare which is why since 2008 has donated 100% of the proceeds from the silent auction at its annual Salute to Women in Business Networking Lunch to this worthy cause.

 

To date, this effort has raised $130,000 for the program with a fundraising goal set for this year of $11,000. The event this year, featuring Spa Dent founder and CEO Marcia Hilliard-Baird as keynote speaker, takes place Jan. 22 at Tapestry Hall.

 

Quality healthcare boosts community

 

“We couldn’t have done any of this without the support of many local businesses and individuals who donate auction items,” says Cambridge Chamber President and CEO Greg Durocher. “Having an outstanding facility like CMH is vital for the overall prosperity of our community because businesses are attracted to places that have strong local healthcare.”

 

Staying local was a key factor, says Melanie, who feared a future filled with difficult trips to Toronto, Hamilton, or London, to seek treatment but was reassured by CMH that it had the best equipment and doctors available to help.

 

“It was convenient for me and my family to get the treatment and surgeries. My family could visit me and still get home end of day— we did not have the added expense of travelling to other cities, including fuel, parking, dinners, and hotel stays,” she says. “While it may seem like small expenses at first, they add up quick.”

 

To add even an extra layer of difficulty, her treatment took place during COVID which often meant undergoing hospital visits alone. She says being close to home at CMH made the situation easier.

 

‘I owe my life to them’

 

“In the mornings, my kids would drop me off the hospital and spend some time with me, and my husband would pick me up on his way home from work,” says Melanie. “I couldn’t imagine my treatment if I had to visit Hamilton or Toronto. I wouldn’t have family close by supporting me. With my work too, during my breast reconstruction surgery, I had clients stop by and visit also, which was great.”

 

She also was grateful for the care she received from CMH staff, especially the work of her surgeons Dr. Sawa and Dr. Heather MacLeod.

 

“They are caring, kind and compassionate. I owe my life to them,” says Melanie, who wishes the age limit for mammograms would be dropped even lower. “Forty is a great a start, but I would prefer it to go down to thirty because there are lots of women that I know who are being diagnosed with cancer in their late twenties and thirties. As a community, we need to have more conversations around screening and self-screening of breast cancer. Women should know more about mastectomy, both pros and cons, way in advance rather than when someone is diagnosed. It is more common than it is talked about.”

 

Please click here to donate a silent auction item at our event. 

 

Breast cancer facts from the Canadian Cancer Society:

 

  • 30,500 Canadian women will be diagnosed with breast cancer. This represents 25% of all new cancer cases in women in 2024.
  • 5,500 Canadian women will die from breast cancer. This represents 13% of all cancer deaths in women in 2024.
  • On average, 84 Canadian women will be diagnosed with breast cancer every day.
  • On average, 15 Canadian women will die from breast cancer every day.
  • 290 Canadian men will be diagnosed with breast cancer and 60 will die from breast cancer.

 

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The holiday season is an important time to boost the bottom line for retail businesses.

 

But just how much consumers are spending this year is hard to pin down, says Brad Davis, a retired Associate Professor at Wilfrid Laurier University’s Lazaridis School of Business and Economics, who specializes in consumer behaviour and trends.

 

According to the Retail Council of Canada (RCC) and Leger, this year average holiday spending was expected to be around $972, which is up $74 or eight per cent from the 2023 holiday season. Meanwhile, PwC Canada says Canadian consumers were planning to spend an average of $1,853 on gifts, travel, and entertainment this holiday season, a 13% increase over last year.

 

Shoppers, it seems, are adopting more strategic behaviours when it comes to gift giving. With inflation still impacting prices, an Angus Reid Group study indicates that 71% of Canadians are budgeting carefully, seeking promotions, and comparing options extensively.

 

Black Friday and Cyber Week have remained key shopping periods, with many delaying purchases to capitalize on discounts.

 

“The last few years I've taught I've been kind of really disparaging about spending surveys and I think you see so many of them where the results say one thing and then the actual behaviour is totally different,” says Brad. “I think we've created this environment where there's kind of a disconnect between immediate gratification of purchase and then the actual feeling of having spent money you don't see until the credit card bill arrives.”

 

That same Angus Reid Group survey, conducted from Oct. 15-21 from among approximately 1,500 Canadians 18 and older, also indicates at least 46% of holiday shoppers were planning to spend less this year. 

 

Sustainability and quality key factors

 

Sustainability and quality are also playing a significant role in purchasing decisions this year. Shoppers increasingly prefer high-quality, longer-lasting items and even second-hand products. For retailers, offering compelling loyalty programs and promoting ethical practices could further attract this value-driven demographic.​

 

Brad says while the holiday shopping season is an important time for many businesses, planning for the long term has also become a priority.

 

“You’ve got the sales now and the cash flow, but there is so much stuff going on with artificial intelligence and the relationship between online and bricks and mortar stores,” he says. “There’s that balance between being very reactive to what’s happening now and not compromising what you’re going to have to do for that long-term adjustment to current changes. I think many are still dealing with kind of a post-COVID restructuring.”

 

According to the Angus Reid Group, 26% of Canadians were planning to do most of their holiday shopping in-store this year, while 34% will do the majority online. With half (48%) of small businesses finding it harder to compete with the rise of online giants.

 

Survey results show Ontarians are leading nationwide in online shopping, with 41% of their holiday budget spent digitally, balancing this with the tactile experience of in-store shopping​, something Brad says is hard to define for many retailers.

 

“Every retail space has presumably different consumer experience expectations,” he says, adding the term ‘customer experience’ is the mantra retail experts often tout. “But when you have so much traditional retail stuff or a customer experience which is designed to create that kind of more spontaneous or in-store decision making, how do you balance that with online?”

 

By focusing on value, engaging promotions, and omnichannel excellence, experts say Ontario retailers and businesses should be maximizing their potential this holiday season.

 

Some key spending drivers this holiday season:

 

Consumer spending growth: Rising disposable incomes, particularly among millennials and Gen Z, are fueling higher expenditure on gifts, travel, and entertainment​.

 

Preference for online shopping: Retailers with robust digital platforms and promotions, especially during key events like Black Friday and Cyber Week, are poised for success​.

 

In-store experience matters: While online shopping grows, 62% of Canadians still value the tactile experience of in-store shopping. For Ontario retailers, curating an engaging, festive in-store atmosphere could capture the attention of consumers seeking the traditional holiday shopping experience​.

 

Strategic shopping and sustainability: Items like clothing, home essentials, and gift cards dominate wish lists. Retailers offering eco-friendly options or emphasizing value-driven strategies are likely to resonate with shoppers​.

 

Impact of promotions and loyalty programs: Businesses offering early deals, compelling promotions, and customer-centric loyalty programs will stand out during this competitive season​.

 

Challenges facing Ontario businesses:

 

Economic uncertainty: While economic indicators are improving, the lingering effects of inflation mean that consumers remain cautious. Retailers need to balance pricing strategies carefully to attract budget-conscious shoppers without eroding profit margins​.

 

Supply chain and inventory management: Ensuring adequate inventory while avoiding overstock is critical. Supply chain disruptions seen in previous years underline the importance of proactive planning​.

 

Diverse consumer preferences: Businesses must cater to a broad range of consumer priorities, from those seeking traditional gifts to those favoring experiences or sustainable options. Flexibility and adaptability will be key​.

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Effective communication is the cornerstone of a successful workplace. 

 

Whether collaborating on a project, resolving a conflict, or simply exchanging ideas, the ability to communicate effectively can significantly impact productivity, morale, and relationships. One of the most crucial aspects of effective communication is understanding the diverse communication styles present among colleagues.

 

At the Chamber’s Dec. 12 Business Growth Series session, entitled Understanding Your Workforce to Unleash Their True Superpowers, leadership development consultant Andrew Leith will examine this topic by diving into the psychology of self-perception and how well we understand those around us, especially in the workplace.

 

Workplaces are often composed of individuals with varied personalities, cultural backgrounds, and professional experiences. These differences influence how people express themselves, interpret messages, and respond to others. By understanding these preferences, teams can reduce misunderstandings, foster mutual respect, and create an environment where everyone feels heard and valued.

 

“If we can understand how certain people like to communicate, and understand that certain people, including some that are neurodivergent, communicate in certain ways we can then start to isolate which ways are best to communicate with the people in our company,” says  Andrew, President of Octant Executive Advisory Group.

 

Neurodivergent communication refers to the ways those with neurodiverse conditions, such as autism, ADHD, dyslexia, or other cognitive differences, express and process language, and interaction.

 

Thinking ‘outside the box’

 

“But this is about being accommodating to people, whether they’re neurodivergent or not, and hopefully understanding our organizations better and understanding the ‘superpowers’ of the people that work with us and how we can unlock their potential," he says.

 

To accomplish this, Andrew will lead participants through a few activities to help them to start thinking ‘outside the box’ when it comes to their own communication styles and those around them.

 

“I’m not going to diagnose people. We’re not here to tell anyone that they are neurodivergent,” he says. “But if we can understand how certain people like to communicate, we can start to isolate which ways are best to communicate to the people in our company.”

 

As an example, Andrew says a company may have employees who prefer communicating through emails or text messages, rather than Zoom meetings or even face-to-face, while there may be others who do their best work when faced with either longer or shorter deadlines. He says many employers are realizing they can’t paint all employees with the same ‘brush’ when it comes to communication.

 

“Many have been communicating with the same expectations from day one and now all of sudden they realize they have a diverse group of thinkers and communicators in their company that require a little bit of accommodation,” says Andrew. “We always think of accommodation as being inconvenient, but it doesn’t have to be inconvenient.”

 

Accommodation can help bottom line

 

Instead, he says accommodating an employee’s specific communication needs can yield exponential dividends for an organization and can increase the bottom line, as well as strengthen employee retention. 

 

“Acquiring new employees is an arduous task in Ontario right now and retaining employees is top of mind for everyone,” says Andrew, noting that many Gen X employees have become more focused on quality of life rather than achieving promotions at work.  

 

In fact, a recent Randstad survey showed that 42% of Americans say promotions in the corporate world are no longer a priority.

 

“Go back 20 years and was there anyone in the corporate world that didn’t want a promotion?” quips Andrew. “I think that speaks volumes about quality of life and employee retention.”

 

But understanding communication styles goes beyond day-to-day tasks; it also strengthens interpersonal relationships. When colleagues feel understood and respected, trust grows. For example, some individuals may value frequent check-ins and verbal affirmation, while others might prioritize autonomy and written communication. Recognizing and honouring these preferences demonstrates empathy and consideration, which are foundational to positive workplace relationships.

 

Andrew hopes this Business Growth session will help employers gain more insight in creating a more diverse and productive workforce.

 

“If there’s one thing that I hope people will get out of this session is, depending on how large your organization, there’s a good chance you may already have someone working for you that has a lot of the answers you need,” he says. “You just need to create the environment for them to be able to do that.”

 

The Business Growth Series session ‘Understanding Your Workforce to Unleash Their True Superpowers’ takes place Dec. 12 at the Chamber office from 9- 11 a.m.

 

Click here to learn more.

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Entrepreneurship is often idealized as the ultimate path to freedom, success, and financial independence. However, the reality is that pursuing an entrepreneurial journey is filled with challenges, sacrifices, and uncertainty. 

 

For some entrepreneurs, the dream can sometimes become too overwhelming, leading them to consider stepping away from their plans. But this may not be the best course of action, says Keith Peers, owner of T&R Group in Cambridge, a business consulting firm that offers small business growth systems, coaching and strategic planning.

 

“Generally, true entrepreneurs are visionaries and they’re willing to take risks to do something they believe in,” he says. “If you’re an entrepreneur and you’re passionate about something, listen to yourself. Not others.”

 

Keith says while consulting with business professionals such as accountants, bankers, or lawyers, is a natural step for entrepreneurs to take, they must also remember these professions are based on risk averse. 

 

“If you’ve got passion and an idea, the best advice is to look at yourself in the mirror,” he says, noting that many ideas like the Sony Walkman or iPod likely came under scrutiny in the beginning. “First and foremost, do you believe it in your gut that it’s going to work? Is there a market for this?”

 

Mistakes can lead to learning

 

Keith says recognizing a want or filling a need can be the key questions at the top of the checklist for an entrepreneur, adding that overcomplicating or oversimplifying the situation when they are developing a business plan are common mistakes.

 

“It’s finding that balance,” he says. “Rather than have all the possible permutations of what you’re doing nailed down, get it to the point where it’s good enough for now and then you learn, and you can evolve.”

 

Keith believes when starting a business, an entrepreneur doesn’t really make mistakes.

 

“A mistake is only a mistake if you don’t learn from it,” he says, noting that even if things aren’t going as planned, they don’t necessarily constitute as a mistake. “Is everything going as planned? Absolutely not. But that doesn’t mean you’re making mistakes.”

 

Keith says it’s not uncommon for an entrepreneur to ‘fail’ and take several years before achieving success.

 

“Most would tell you that they failed many times before they succeeded. But it wasn’t really failing, it was learning, and they just took a different approach and maybe tried different things. The only time you give up is when you lose your passion,” he says. “My job as a consultant is to help them get through those tough times so that they can land on something that works and come up something that’s hugely beneficial for society.”

 

 

Here’s a few key strategies that can help entrepreneurs stay driven, focused, and resilient, even in the face of setbacks:

 

1. Set Clear, Attainable Goals

Entrepreneurs often have visionary ambitions but breaking these down into achievable milestones makes them feel more manageable and provides a sense of accomplishment along the way. Setting both short-term goals (like weekly or monthly targets) and long-term goals (like annual revenue or business expansion) creates a balanced road map that keeps motivation steady. Each small win fuels the journey forward.

 

2. Build a Strong Support Network

A support network of like-minded entrepreneurs, mentors, and even friends and family can provide invaluable encouragement. Networking events, mastermind groups, or online communities offer a place to share experiences and gain advice. Surrounding yourself with supportive people makes you more resilient, especially when you encounter difficult periods. They offer fresh perspectives, validation, and encouragement, all of which help you to stay motivated.

 

3. Embrace Learning and Personal Development

Embracing a growth mindset – the belief that your abilities can be developed – keeps you engaged and inspired. Take time to read books, attend workshops, or listen to podcasts relevant to your industry. Learning something new that you can apply to your business adds a fresh element of excitement, prevents stagnation, and helps you continuously improve your skills and mindset. Personal development not only enhances your expertise but also brings a renewed energy to your work.

 

4. Practice Self-Care and Mindfulness

The demands of entrepreneurship can be intense, and burnout is a real risk. To avoid this, self-care and mindfulness practices should be a regular part of your routine. Establishing healthy habits, like setting boundaries and taking regular breaks, keeps your energy high. Practicing mindfulness can also improve focus, making it easier to concentrate on your goals without becoming overwhelmed by stress.

 

5. Celebrate Your Successes

It’s easy to skip over achievements in pursuit of the next goal. However, celebrating each success, no matter how small, is vital for staying motivated. Acknowledging your accomplishments reinforces positive behaviors and reminds you of the progress you’ve made. Celebrations can be as simple as taking a day off, sharing your success with your team, or treating yourself to something special. 

 

6. Remember Your "Why"

Entrepreneurship often begins with a clear sense of purpose – a “why” behind the business. Reconnecting with this purpose during challenging times can reignite your passion and give you the strength to keep going. Whether it’s solving a problem, making an impact, or achieving financial freedom, reflecting on your core motivation can offer a powerful reminder of why the hard work is worthwhile. 

 

7. Adapt and Stay Flexible

Accepting that challenges and failures are part of the journey helps maintain motivation when things don’t go as planned. Instead of seeing setbacks as failures, view them as learning opportunities. Adaptability keeps you moving forward, allowing you to pivot and make necessary adjustments. Being open to change and continuously refining your strategy can reignite your motivation by showing you’re capable of evolving and succeeding.

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The small Canadian businesses with high-growth potential and expectations might not be the ones you have in mind, says a new report from the Canadian Chamber of Commerce’s Business Data Lab (BDL).

 

The report, entitled Scaling Success: The Characteristics of High-Growth Small Businesses in Canada, shows that while many Canadians might think of the tech sector when thinking of firms with high-growth potential and expectations, the common characteristics for small businesses that are most likely to project high growth are, in fact, quite different. These firms typically:

 

  • Have 5–19 employees.
  • Have operated between 3–10 years.
  • Are in Ontario and Quebec.
  • Are based in manufacturing, accommodation and food services, or professional services.
  • Are owned by immigrants or visible minorities.
  • Are exporters.

 

The findings in the report do not come as a surprise, says Cambridge Chamber of Commerce President and CEO Greg Durocher, noting the important impact small and medium-sized businesses have on our economy. 

 

“A lot of people, especially those in decision-making positions of the government, look at small businesses as ‘mom and pop’ organizations on ‘Main Street’, but overlook the fact that even the major employers we have in this country today all started off as small businesses,” he says, noting the success of a previous Cambridge Chamber program several years ago that promoted small businesses called Small Business Too Big to Ignore. “Everything starts small and it’s one step at a time to reach the pinnacle of corporate success.”

 

According to Statistics Canada, approximately 98.6% of businesses are considered small with less than 100 employees and historically, small businesses have been a key driver of job creation in Canada, employing nearly 70% of the private sector workforce. Despite slower employment growth over the last four years, small businesses continue to account for almost (43%) of all job gains.

 

Greg says the government, both federal and provincial, must recognize the fact that growing small businesses is the future of economic growth and prosperity in Canada.

 

Stronger government connections needed

 

“It’s kind of like nurturing a child. You want that child to be extremely successful and we as parents do things to help that child through the growing and learning years. It’s the same thing government needs to do for small businesses,” he says, adding this is particularly key for a growing number of businesses started by newcomers. “They are coming to Canada for an opportunity and in many cases, they are starting small businesses because they have skills or expertise in other areas but can’t find work, so they create their own opportunities.”

 

The report details how approximately 12% of small businesses project growth of 11% or more, compared to almost 8% of medium and large businesses. Three percent of small businesses believe they can achieve “high-growth status,” defined as annual growth of 20% or more.

 

To help small businesses scale effectively, the report recommends public policy that targets firms’ biggest challenges by simplifying financing, reducing regulatory burdens, fostering export growth, and prioritizing upskilling.

 

To assist, Greg says the government needs to create stronger connections with small businesses which isn’t easy since nearly one and half million exist in Canada and that their ‘voices’ are often watered down. More often, he says decision-makers can easily connect with much larger businesses since there are fewer of them.

 

“In most cases they are household names and really big companies,” says Greg, noting these same companies often rely on smaller businesses as suppliers. “But the fact of the matter is that small businesses really need a hand up and support to grow to become medium sized or larger employees.”

 

Chambers a conduit for government

 

He says Chambers of Commerce, located in most communities nationwide, are the ideal conduit for government to nurture connections with those smaller operations.

 

“The mantra of ‘Small Business Too Big to Ignore’ is something the Chamber network should be carrying as a banner. That’s our wheelhouse. We have a personal relationship with these businesses.”

 

The report also underscores increased input costs, inflation, difficulty attracting and retaining labour, and weak consumer demand as key challenges to growth. The most crucial factors for growth include access to financing, the ability to export, technological adoption and a supportive policy environment.

 

“Canada needs more high-growth firms,” says Marwa Abdou, the report’s lead author and BDL Senior Research Director. “Years of slow economic growth, low productivity and underinvestment have weakened our global competitiveness and resulted in declining living standards for Canadians. Historically, it’s small businesses that have been a key driver of job creation in Canada.”

 

Click here to read the full report.

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