Learn more about Chamber Circles for Women and Entrepreneurs
|
||
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:
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:
3. Focus on Reskilling and Upskilling As technology advances, certain skills will become obsolete while others gain prominence. To stay ahead:
4. Foster Agility and Innovation The ability to adapt to change and innovate will be critical in 2025. Encourage:
5. Leverage Workforce Analytics Data-driven decisions can significantly enhance workforce management. Businesses should:
6. Commit to Sustainability The workforce increasingly values companies that prioritize environmental and social responsibility. Businesses should:
|
||
|
||
|
||
|
||
|
||
The end to the recent Canada Post strike came as welcomed news to many businesses but it has inevitably raised concerns about the reliability of one of Canada’s primary delivery services.
While strikes are not uncommon, the disruption they cause can have lasting effects on stakeholder confidence. For many businesses, especially small and medium enterprises (SMEs), this disruption may have eroded trust in Canada Post as the overall impacts continue to be tallied.
“This has been totally devastating to us and our 900 customers,” says Frank Mosey, owner of Tstone Mailing Inc., a Cambridge-based direct mailing business. “Currently, we have lost about 250K in revenue and that pales in comparison to what our customers are experiencing.”
He is not alone. According to Canadian Federation of Independent Business (CFIB) President Dan Kelly, smaller firms had been losing $100 million per day with a total damage of $1.6 billion since the month-long strike started Nov. 16.
“Nearly three-quarters of small firms report they will reduce their dependence on Canada Post going forward, making it even more challenging for the corporation to operate in the future,” he was quoted by the Financial Post.
Reliability an issue
To restore confidence, Canada Post will need to demonstrate its reliability in the months ahead. Proactive measures, such as transparent communication, operational improvements, and compensatory programs for affected businesses, could help mitigate lingering concerns.
“There’s no question about it, there is a lot of Canadian businesses that aren’t going to have faith in the Canadian postal system any longer and they are going to try and find alternative solutions; whether it’s through technology or whether it’s through other services that are available,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “I think the message to Canada Post is ‘you’d better fix what’s wrong’. Canada Post can't keep losing $750 million dollars a year and continue to operate and really needs to figure out how to do things better.”
While he believes Canada Post workers deserve a wage increase and to participate in a fair negotiation, he says the impact of this labour dispute reached the critical stage very quickly and that support for the 55,000 striking Canada Post workers rapidly waned as the strike dragged on.
Key bargaining issues have centred around potential expansion into weekend deliveries, with the two sides at odds over how to staff the expansion, plus wage increases, a cost-of-living allowance, and more job protections. Canadian Union of Postal Workers (CUPW) members resumed operations Dec. 17 under the terms of the current collective agreements until May 22, 2025.
Businesses need predictability
During the strike, the Canadian Chamber of Commerce network sent two letters to Labour and Seniors Minister Steven MacKinnon and Public Services and Procurement Minister Jean-Yves Duclos, calling for intervention from the Federal Government to end the walkout. The letters were signed by Chambers and Boards of Trade nationwide, including the Cambridge Chamber.
“According to Statistics Canada’s Canadian Survey on Business Conditions, 90 percent of businesses that recently experienced supply chain obstacles expect those difficulties to either persist or worsen over the coming three months,” the second letter dated Dec. 11 stated. “Businesses need predictability in our supply chains, and yet another labour disruption has unfortunately continued the alarming trend of work stoppages limiting Canada’s ability to deliver goods. This issue extends far beyond gifts and holiday cards; it affects the viability of small businesses and families’ livelihoods.”
Greg agrees and says Canadian businesses should not be held responsible for Canada Post, especially if talk of a potential bailout surfaces if the Crown corporation can’t make the necessary repairs to its financial house.
Shipments continue to shrink
“I think Canada Post has to be responsible for itself. Canadian businesses will support it if it takes that responsibility and does the things it needs to do in order to become profitable, or at least break even,” he says.
In terms of finances, according to its 2023 Annual Report Canada Post recorded a loss before tax of $748 million, compared to a loss before tax of $548 million in 2022 and predicts larger unsustainable losses in the future unless structural challenges with its operating model are addressed.
Also, the postal service’s share of the parcel market has fallen to 29 per cent from 62 per cent before the COVID-19 pandemic, as Amazon and other competitors seized on skyrocketing demand for next-day doorstep deliveries. Canada Post’s shipments have shrunk by nearly a quarter since 2020 to 296 million parcels in 2023.
“Businesses are fed up with government agencies and institutions who leave them in a lurch at a very difficult time and they’re going to try find solutions that will give them a permanent fix to the problem,” says Greg. “I’m sure there are many Canadian businesses that have already done that.” |
||
|
||
|
||
|
||
|
||
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. |
||
|
||
|
||
|
||
|
||
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:
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. |
||
|
||
|
||
|
||
|
||
The strength of the Chamber network when it comes to advocating for the business community was very apparent recently as representatives from Chambers of Commerce and Boards of Trade nationwide recently gathered in Halifax to debate and approve policies aimed at boosting Canada’s economy.
Several hundred delegates gathered Oct. 16-19 at the Canadian Chamber of Commerce’s CCEC Conference and AGM to network, hear from several high-profile business and industry leaders, but more importantly debate policies that can make a difference at a time when Canada’s productivity is suffering to the point where we rank the lowest among the G20 countries, and small businesses continue to face hardships.
“I do think regulation is one of the biggest challenges facing Canadian productivity,” said Shaena Furlong, President & CEO of the Richmond Chamber of Commerce in B.C, while speaking as part of a panel discussion on the outlook for small business. “I think generally in Canada, and this is across all regions, we have problem in that the folks who are imposing regulations on business have only ever signed the back of a pay cheque and there is a sentiment that business and industry are a bottomless well and it’s not just true.”
Delegates were told by Isabelle Hudon, President and CEO of BDC, there are now 100,000 fewer entrepreneurs in Canada than there were 10 years ago, an issue touched on by outgoing Canadian Chamber President and CEO Perrin Beatty during a special tribute to his 17 years as head of the organization.
Network provides a strong voice
“Capital is fluid, and you are not going to know when an investor chooses not to stay in Canada or not to invest in Canada,” he said. “We need to increase our ease in doing business.”
However, Perrin credited the work of the Chamber network and its advocacy efforts to create a better climate for businesses.
“Businesses have never more greatly needed a strong, effective and organized voice,” he said. “I’m confident the Chamber can make an even greater contribution to Canada in the future. You are the ones who will carry out that mission. It will be your imagination and your commitment, your energy and your collaboration that will create a brighter future for our country.”
This sentiment is shared by Cambridge Chamber of Commerce President & CEO Greg Durocher who says a key role of Chambers is to develop policies that can lead to fundamental changes in legislation to create environments where businesses can thrive and in turn, communities can prosper. Greg attended the AGM, along with Board Chair Murray Smith and the Chamber’s policy writer Brian Rodnick.
“The policies approved by delegates at the Canadian Chamber AGM and Ontario Chamber AGM provide the tools needed to urge both the provincial and federal levels of governments to make decisions that can assist our economy,” he says. “The Chamber network from coast-to-coast provides a strong voice for businesses.”
At this year’s Canadian Chamber AGM, just over 40 of the policy resolutions presented by Chambers and Boards of Trade nationwide, were approved by nearly 300 voting delegates.
The policies – which now become part of the Canadian Chamber of Commerce’s ‘official playbook’ - touched on the following areas: taxation and finance; labour, skills, and immigration; transportation and infrastructure; agriculture; health; manufacturing; and international affairs.
A policy submitted by the Cambridge Chamber and four others co-sponsored by the Chamber received overwhelming support:
Calling for a comprehensive, independent review to simplify Canada’s tax code Delegates supported a call to reform Canada’s tax system by establishing an independent, comprehensive review of the tax system ensuring its terms of reference focus on simplification and modernization, identifying potential changes to encourage more economic prosperity for Canadians.
Implementing a Canada Trade Infrastructure Plan (CTIP) (co-sponsored) The Chamber network supported a move to have the Federal Government implement, in cooperation with the national business sector and Provinces-Territories, a Canada Trade Infrastructure Plan to guide future planning and construction activities. The hope is to help grow the economy nationwide and ensure that all trade corridors have the capacity to move Canadian goods and service as markets expand.
Increasing capacity across Canadian manufacturing (co-sponsored) Delegates supported a call for the Federal Government to implement a 10% refundable manufacturing investment tax credit for all operations nationwide, like the current Atlantic Investment Tax Credit.
Addressing the affordability crisis by getting back to fiscal balance & right sizing (co-sponsored) The Chamber networked supported a series of recommendations to bolster the economic wellbeing of the private sector, including working toward bringing down the level of debt, reviewing government expenditures, if necessary, via a Royal Commission, mandated reviews across all ministries and departments that re-examine government services and the implementation of a cash pooling arrangement within and between all departments and ministries.
Improvements to the Artificial Intelligence and Data Act (co-sponsored) The delegates approved a series of recommendations calling for more public consultation when the legislation gets rolled out and assurance that regulations imposed on the industry allow it to remain competitive with other countries including our major trading partners. Also, the policy called for the Federal Government to separate AIDA from Bill C-27 to ensure that it receives due attention and is not held back by other controversial legislation as well as clarifying what makes an AI system ‘high impact’ to better enforce the regulations. |
||
|
||
|
||
|
||
|
||
The following piece was submitted by Katrina Burch, Lead, Mental Health Promotion and Education CMHA Waterloo Wellington, who co-hosted a Chamber two-part ‘Mental Health in the Workplace’ seminar
October is Healthy Workplace Month and in today’s fast-paced, highly connected world, mental health has become a top priority for workplaces and with good reason, mental well-being directly impacts employee performance, satisfaction, and overall organizational success.
Employers are recognizing that supporting mental health is not just the right thing to do but is essential for building a resilient and sustainable workforce. Studies consistently show that employees with good mental health are more productive, engaged, and loyal. In contrast, poor mental health can lead to absenteeism, high turnover, and decreased morale. But the question often remains what elements create a healthy workplace?
Businesses at the beginning of their journey to support mental health can often feel overwhelmed with understanding of what to do and where to start. There are some simply ways to start changing the culture and understanding of mental health.
This could include sharing the resources available to employees whether that is an Employee and Family Assistance Program or the local mental health support and crisis numbers, such as Here 24/7 in Waterloo Wellington.
The inclusion of mental health training for managers and staff into onboarding or regular skill development helps to decrease stigma, while fostering an environment where employees feel safe to discuss their mental health and leaders are comfortable offering the proper assistance.
Assessing the current psychological health and safety of your workplace can also be helpful as a guide to develop an action plan, while also celebrating your successes.
Leaders must set boundaries
Understanding the signs that someone may be struggling with their mental health is key. These signs could include a change in performance, withdrawal from social interactions or team activities, increased absenteeism, difficulty concentrating, irritability or feelings of hopelessness.
It's crucial that leaders approach these situations with empathy and provide a supportive space for employees to share their experiences. Additionally, leaders are not immune to mental health struggles. Business leaders should prioritize their own well-being by practising self-care and seeking help when needed.
It’s important to set boundaries, delegate tasks, and take breaks to recharge. Leaders should also make use of the same mental health resources available to employees, such as employee assistance programs (EAPs), therapy, or coaching.
By openly addressing their own mental health needs, leaders set a powerful example for their team, demonstrating that it’s okay to seek help when needed.
There are many resources out there to support this work for businesses of all sizes. Investing in mental health training for managers, such as workshops or webinars, can equip them with the tools to recognize and address mental health concerns.
For smaller businesses, Employee Assistance Programs are often more affordable compared to benefits and can provide confidential counseling and support services. Additionally, wellness apps or virtual therapy platforms can offer accessible mental health support at lower costs.
Small businesses can also foster mental well-being by creating a work culture that emphasizes flexibility, work-life balance, and regular check-ins to gauge employee satisfaction and stress levels.
Open communication important
Businesses should embed mental health into the core of their company culture. This means maintaining open communication about mental health, regularly updating, and improving mental health policies, and ensuring leaders and employees receive ongoing training. Implementing regular assessments, anonymous surveys, and focus groups can help you stay attuned to employee needs.
Finally, recognize that mental health support should be continuous. Mental well-being isn’t something that can be addressed once and forgotten. By investing in long-term solutions, such as building a supportive and inclusive workplace culture and providing resources that evolve with the needs of your employees, you’ll ensure that both employees and leaders can thrive mentally, emotionally, and professionally.
By prioritizing mental health, businesses not only improve their employees' well-being but also foster a stronger, more engaged, and productive workforce. Looking for assistance in developing your Psychological Health and Safety or Mental Well-Being programs?
Share your information to connect and learn how we can support your organization's mental health initiatives. |
||
|
||
|
||
|
||
|
||
Business-to-business (B2B) sales play a critical role in the economy, driving innovation, productivity, and value creation across various industries. Unlike business-to-consumer (B2C) sales, which involve direct sales to individual customers, B2B sales focus on transactions between businesses.
These types of sales often involve more complex, high-value products or services that support the operations, growth, or competitive edge of the buying company.
Understanding the importance of B2B sales is essential for any company looking to thrive in today’s competitive business landscape which is why the Cambridge Chamber is holding an in-person learning opportunity on Oct. 24 entitled How to Sell B2B.
Part of our Business Growth Learning program, this session will be led by Sanj Rajput, Director of Digital Marketing at Kitchener-based REM Web Solutions, and will touch on a variety of topics including understanding your audience, building a stronger online presence, lead generation as well as the importance of analytics and reporting.
Relationships important
“One of the biggest misconceptions is B2B is all about the product. Actually, relationships and trust play a much larger role in B2B sales than the product or service does,” he says. “But B2B buyers prioritize value reliability and long-term partnerships over prices.”
Another misconception says Sanji is the notion that cold calling is a thing of the past when it comes to making a sale, adding that technology will not replace actual salespeople.
“In order to be a successful in cold calling campaigns, it requires more research and personalization,” he says. “You can’t just cold call without a message that hits home with people. Emotions still play a role in B2B sales and providing assurance and building strong personal relationships are key to closing deals.”
One of the key advantages of B2B sales is the potential for long-term, stable relationships between companies. Unlike individual consumers, businesses seek solutions that provide ongoing value, leading to recurring sales or long-term contracts.
“The post sales experience, including upselling contract renewals and referrals are actually more important than the initial deal that you closed,” Sanji says, referring to the critical role customer retention plays and noting that sales and marketing should be separate functions.
“Modern sales rely on marketing heavily. If your sales reps and your marketing team are not talking to each other, I guarantee you your BMP system is not functioning to the most efficient way.”
Digital transformation vital
When it comes to the latest trends in B2B sales, he says digital transformation is vital, along with an enhanced customer experience.
“Buyers are now expecting a personalized, seamless buying experience similar to what they get in B2C hybrid sales models,” says Sanji, adding customers have become increasingly more comfortable with digital engagement, even in high value transactions. “B2B buyers are also placing increased importance on sustainability and social responsibility with selecting partners and they’re looking for companies that align with their values.”
For participants attending the How to Sell B2B learning event, Sanj hopes one of the key takeaways will centre on a market and competitor analysis.
“They should know and learn how to identify target market segments and understand the pain points and the importance of a competitor analysis,” he says.
How to Sell B2B will take place at our office (750 Hespeler Rd.) on Thursday, Oct. 24 from 9-11 a.m. Click here to learn more or to register.
Here are few tips to help you succeed in B2B sales
Know Your Target Audience Spend time researching the pain points of your prospects, and tailor your approach to address these issues. Personalizing your pitch demonstrates that you are offering a solution rather than just pushing a product or service.
Build Relationships, Not Just Transactions Businesses are more likely to purchase from vendors they trust and view as long-term partners. Invest time in nurturing relationships with key decision-makers. Be consistent in your follow-ups and offer value even when you're not making a sale. Demonstrating that you're genuinely invested in their success will make you a go-to resource when they're ready to buy.
Leverage Social Proof and Case Studies Leverage testimonials, case studies, and referrals from other clients to provide social proof. This adds credibility and reassures potential clients that you’ve successfully solved similar challenges. Highlight measurable results—like increased revenue, cost savings, or process improvements—to demonstrate the tangible benefits of your product or service.
Focus on Consultative Selling Ask thoughtful questions to uncover the challenges they’re facing and tailor your offerings accordingly. By positioning yourself as a consultant rather than a salesperson, you gain trust and become a strategic partner in their decision-making process.
Stay Patient and Persistent Timing is everything in B2B sales, and sometimes the decision to buy is influenced by factors beyond your control, like budgeting or internal priorities. Regular check-ins that provide value can keep you top of mind for when the timing is right.
Use Technology to Your Advantage CRM systems, automation tools, and data analytics can be game changers in B2B sales. Use these tools to track interactions, follow up with leads, and gain insights into your sales pipeline. |
||
|
||
|
||
|
||
|
||
Small to medium-sized businesses generate big returns for the Canadian economy.
Defined as businesses with fewer than 100 employees, SMEs constitute about 98% of all businesses in Canada providing employment opportunities to millions of Canadians and make up 48% of our gross domestic product.
According to Statistics Canada, businesses with one to 19 employees provide employment for nearly 30% of the country’s working population and three out of four Canadian businesses have less than 10 employees. Locally, 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website.
Taking this into consideration it is fitting that Oct. 20-26 has been deemed Small Business Week to coincide with Small Business Month, providing the Cambridge Chamber of Commerce the chance to not only celebrate SMEs but offer them a unique learning opportunity thanks to our Small Business Summit: Embracing Transformation for Future Success.
“Local SMEs play such a significant role in the economic fabric of our community and this summit is a great way to provide their operators with actionable insights and strategies to create even more success,” says Cambridge Chamber President and CEO Greg Durocher. “The summit will focus on embracing transformation which is something all businesses need to consider given the current economic climate.”
The Small Business Summit – being held Oct. 23 at Tapestry Hall - features three expert speakers who will explore a variety of topics, including AI and automation, diversification strategies, as well as community engagement and corporate social responsibility.
Also featured is a 90-minute virtual experience entitled ‘Spark’ that outlines for viewers the stages surrounding transforming an idea into action.
Summit speakers and topics include:
Building a Resilient Business Model: Diversification strategies to withstand market fluctuations Yohaan Tommy, MNP partner, will share his knowledge surrounding delivering measurable financial results, revenue growth and sales, and supply chain management as well as how to conduct business process reviews to improve operations.
Adopting AI and Automation: Practical applications of AI in small business operations and automation tools to streamline workflows Atif Khan, Vice President, AI & Data Science at Messagepoint, has extensive experience in cutting edge AI research and big data technologies regarding solving challenges and will share his expertise on AI, information systems as well as data privacy and security.
Community Engagement and Corporate Social Responsibility: Building a business that gives back to the community Brittany Silveira, Marketing Manager at Grosche International Inc., will share her insights on this topic and the impact of CSR on brand reputation and customer loyalty.
'Spark’ Spark is a 90-minute virtual experience that will highlight for participants the five stages of transforming an idea into action, including a critical component that is the difference between failure and success on a new goal. The presentation features teaching and interactive exercises that will serve participants’ newest goal or project.
Click here to attend our Small Business Summit: Embracing Transformation for Future Success. The summit runs from 9 a.m. to 2 p.m. Wednesday, Oct. 23 at Tapestry Hall. |
||
|
||
|
||
|
||
|
||
Assisting small and medium-sized manufacturers is critical for several reasons, including economic growth, innovation, job creation, and regional development.
By investing in their success, governments, industry leaders, and policymakers can help create a more inclusive, dynamic, and sustainable manufacturing sector that benefits not only individual businesses but also the broader economy and society at large.
According to the City of Cambridge’s website, the manufacturing sector accounts for approximately 22% of the city’s labour force and includes more than 500 businesses and employs more than 15,000 people. In Waterloo Region, more than 17.5% of residents in total are employed in the sector making it the fourth largest manufacturing centre in Canada.
The Cambridge Chamber of Commerce has long since recognized the vital role these SMEs play in our community and as an organization that champions momentum to spark economic growth has developed a new program in partnership with Toyota Motor Manufacturing Canada (TMMC) to assist them.
Entitled Manufacturing SkillUp for SMEs, this six-part learning opportunity led by a team of industry experts focuses on a variety of topics important to small and medium-sized manufacturers.
These include AI integration, supply chain dynamics, mastering customer service, bridging cultures in the workplace, precision advancement, and developing a Kaizen strategy.
Productivity lagging in Canada
The program is available to both Cambridge Chamber members and non-members throughout Waterloo Region.
Cambridge Chamber of Commerce President and CEO Greg Durocher said the launch of the program comes at the right moment considering Canada’s productivity continues to lag.
According to a recent Financial Post article referencing Statistics Canada data, labour productivity at Canadian businesses has declined for two consecutive quarters, after a 0.3 per cent drop in the first quarter of 2024, with 11 of the 16 main industries recording declines. At an annual rate, productivity in Canada – which has been lagging for decades - fell by 0.7 per cent and since 2019 has declined 0.5 per cent.
“We thought it would be a good idea for us to develop a program for small and medium-sized manufacturers and advanced manufacturing firms so they are able to learn leading edge technologies and leading-edge performances that can make them a better and stronger player in the international market,” says Greg, noting the Chamber provides a variety of programming to find the path towards successful solutions. “Through the pandemic we found a lot of SMEs were turning to the Chamber for advice, direction and guidance.”
Manufacturing SkillUp for SMEs begins in October with a session at the TMMC facility on Fountain Street North entitled ‘Crafting a Kaizen Strategy’ and features a tour of the plant. The remaining five sessions will run monthly into March of 2025.
Click here to learn more.
Series Topics
October - Crafting a Kaizen Strategy: Embracing Continuous Improvement for Lasting Success (Includes a Toyota Tour)
November - Integrating AI into Daily Operations: Transforming the Future of Work
December - Mastering Customer Service Excellence: Elevating Standards for Business Success
January, 2025 - Bridging Cultures: Mastering Intercultural Communication in the Manufacturing Workplace
February, 2025 - Mastering Supply Chain Dynamics: Insights from TPS and TMMC Practices
March, 2025 - Advancing Precision: Upskilling Employees in Cutting-Edge CNC Machining Techniques. |
||
|
||
|
||
|
||
|
||
Small businesses are the cornerstone of Canada’s economy and communities.
Defined as businesses with fewer than 100 employees, small businesses make up about 98% of all businesses in Canada. This sector employs nearly 70% of the private workforce, highlighting its significance in providing employment opportunities to millions of Canadians.
Approximately 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website. But the impact of small businesses extends beyond mere job creation. They contribute significantly to Canada’s GDP, generating more than 30% of the total economic output.
They also form the backbone of local communities, offering personalized services, creating local jobs, and supporting other local businesses by sourcing products and services from nearby suppliers. This interconnectedness strengthens local economies and builds a sense of community, as small business owners frequently engage in community events, sponsorships, and charitable activities.
Small businesses are community builders which is why in the October edition of our INSIGHT Magazine – coinciding with Small Business Month - we profile six local businesses and the people behind them, each of whom have followed different paths towards success. However, they do share one important characteristic necessary to become a successful entrepreneur and business owner: drive.
They are all driven by not only success, but the need to be an integral part of their community and a desire to see it continue to succeed and grow.
A snapshot of our profiles:
The Poop Valet – Pet Waste Removal Service – Rick & Sherry Couchman
What began as a ‘hobby’ born out of a serious need 18 months ago to find a sense of new purpose following years of dealing with mental health issues led Rich Couchman to create a niche company that continues to skyrocket towards success. With the assistance of his wife, Sherry, the couple have turned The Poop Valet into an award-winning enterprise that not only enhances the overall living conditions for pets and their owners, but also offers viable solutions for dog lovers facing physical challenges or senior pet owners living on their own and helps create a more environmentally healthier community. The Poop Valet now operates from the couple’s Hespeler home with two trucks and serves approximately 80 clients weekly or biweekly, as well many one-time service calls. Also, the company is now working with land property management companies to install and service pet waste stations and collects approximately a ton and half of dog waste a month, which in partnership with another local business is disposed of at a local landfill.
Roseview Global Incubator – Rob Douglas
As CEO of Roseview Global Incubator and one of its founding principals along with Mike Dearden and Melissa Durrell, Rob has the opportunity daily to make a difference thanks to the Cambridge company’s commitment to assisting international entrepreneurs pursue permanent residency in Canada through the Start-up Visa Program (SUV). Created in 2020, Roseview Global Incubator is the latest in a long list of ventures for Rob who since the late 1970s has owned and operated several small businesses since obtaining his accountant designation. He partnered with another local business leader, Carol Furtado, in 1998 to create Roseview Capital Consultants – the name ‘Roseview’ inspired by a street in which he once owned a house. Roseview Global Incubator’s approach relies on a self-paced, custom-tailored incubation and accelerator program that focuses on meeting the specific needs of each SUV applicant, as well as an extensive curriculum touching on topics that are important to new business operators in Canada, including tutelage on legal issues, budgeting, real estate, and government operations. As a result, Roseview has worked with a broad range of exciting entrepreneurs with businesses that extend from medtech to food import, to drone technology to education and everything in between.
Jackman Construction Ltd. – Eric Jackman
Jackman Construction Ltd. is the ideal example of how thinking big can help a small business to grow and prosper. What began as the brainchild of Eric Jackman in a Kitchener garage in 2011 as a small home-grown reno and drywall business has grown to become a leading firm that specializes in construction management, general contracting, renovation, and drywalI, now employing more than 60+ people that work collaboratively under multiple divisions. Innovation is important at Jackman Construction, which heavily relies on the expertise and experience of its staff to ensure excellent workmanship is provided to clients and their projects. Jackman Construction continues to undertake a wide variety of projects and clients. Building and maintaining relationships and being an active community supporter are key to creating business success and is something the company has continually put in motion. As well, Jackman Construction ensures it remains a good corporate citizen by supporting a variety of charitable endeavours, and causes, including the Sexual Assault Support Centre of Waterloo Region, plus holiday toy and food drives. Also, the annual Jackman Charity Golf Tournament has raised money for organizations throughout the community, including this year’s recipient, House of Friendship.
Valet Car Wash – Mike Black
Valet Car Wash owner Mike Black says a clean car was a must while he was growing up since his father was an executive at Chrysler Canada. However, transforming this passion into a viable business venture seemed like an almost insurmountable task when after five years of planning he opened Valet Car Wash in April of 1991 during a recession accompanied by sky-high interest rates. But he made it work. Located at the site of the former Sunset Drive-In, which closed in 1986, and encompassing 20,000 square feet, Valet Car Wash was the largest car wash facility in Canada when it opened. The business offered a wide range of services and prices using the latest technology which has continually been adapted thanks to new advancements. Being creative has been a top priority at Valet Car Wash in Cambridge and the implementation of its Standards of Excellence initiative is a prime example. This company-wide plan calls for employees to deliver exceptional customer service, and prioritizing hiring based on personality traits, character, and values which has created a supportive and welcoming workplace, one that celebrates its diverse workforce, valuing the opportunity to learn from each other's strengths and cultural perspectives.
Weber Immigration – Olena Weber
Starting a new life in another country can be a daunting experience. But Olena Weber, who left behind her family and friends in the Ukraine to study abroad in Canada and later created a successful business, it was something she fully embraced. Thirteen years have passed since she first arrived and Olena has transformed her experiences into Weber Immigration, a successful Canadian-based firm that specializes in economic and family immigration programs to assist those seeking a new life in this country. Olena credits her parents, now retired business owners, for inspiring her to become an entrepreneur. They had been in the fashion industry and owned several retail stores in Kyiv, which Olena says wasn’t easy due to the political situation. With a desire to take her business to another level, Olena became a registered immigration consultant in 2016. She was joined by her husband, Cory, who also became a licensed immigration consultant in 2021 after stepping away from his work in the aerospace manufacturing sector. Building strong connections with clients is important to Olena and her team at Weber Immigration, which on its website refers to itself as a ‘boutique immigration firm’.
Cambridge Ford – Kevin Zimic
As a teenager living in Welland, Kevin Zimic can clearly recall standing outside the local GM dealership with his then high school sweetheart – now wife – dreaming of what the future could bring. He made that dream a reality and credits his time growing up in Welland for instilling the fortitude he needed to become a successful entrepreneur as owner of Cambridge Ford and a community champion. His resilience proved invaluable during his time working for the Ford Motor Company where he held many positions in a 16-year period before deciding to leave the corporate world and follow a more entrepreneurial path. Taking that first step, says Kevin, is the toughest part of becoming an entrepreneur and his resulted in the creation of an event marketing company that ran alumni fantasy hockey camps and later he shifted gears by obtaining the Canadian rights to sell a polyurethane lining system under the banner of Rhino Linings. After buying into Ridgehill Ford (rebranded as Cambridge Ford following its move to a larger location on Eagle Street North at the end of the pandemic), Kevin strengthened ties to the community by serving as both the CMH Foundation Board Vice-Chair and as the co-chair of the very successful $10 million #WeCareCMH campaign when his family relocated here in 2014. |
||
|
||
|
||
|
||
![]() |
Brian Rodnick 231 February 7, 2025 |
![]() |
Greg Durocher 41 July 28, 2023 |
![]() |
Canadian Chamber of Commerce 24 January 29, 2021 |
![]() |
Cambridge Chamber 2 March 27, 2020 |