Learn more about Chamber Circles for Women and Entrepreneurs
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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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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The following profile appeared in a special edition of our Insight Magazine celebrating the Chamber’s 100th anniversary
Giving back to his community is something Murray Garlick takes very seriously.
For several decades, the retired Cambridge business owner and long-time realtor dedicated his time assisting the community by volunteering for several prominent organizations, including the Cambridge Chamber of Commerce.
In fact, when Murray was elected president of the board of the newly formed Cambridge Chamber of Commerce in November of 1972 at the age of 30, he was one of the youngest leaders in the Chamber movement provincewide.
“It actually melded together pretty well,” he says of the organization which officially came into being two months later when Galt, Preston and Hespeler amalgamated Jan. 1, 1973. “There was a fair bit of diversification on the board. We had lawyers, retail, and commercial reps which was healthy.”
This new business organization, created through the amalgamation of the Galt and Preston Chambers of Commerce and the Hespeler Retail Merchants Association, consisted of 24 board members including vice-presidents and members from all three of these organizations, among them the late Bert Boone, a local councillor and realtor, and Bob MacDonald, who owned McDonald Steel Ltd. in Preston.
Valuable business knowledge
“I welcome the responsibility of leading a team of such outstanding calibre,” Murray was quoted in the media at the time in 1972. “We have a lot of hard work ahead of us, but we’re convinced that we have a vital and important role to play in the new City of Cambridge.”
He had already been an active member of the former Galt Chamber for four years prior to serving as its retail committee chairman and vice-president, so he was more than familiar with the Chamber world.
Murray also brought a wealth of business knowledge to the organization where he would serve as board president for two terms - in 1973 and from 1983 to 1984.
“It was sometimes a hard sell. A lot people would ask ‘Why do I need the Chamber of Commerce?’,” he says, referring to those early days. “But the thing that really brought the Chamber together was when Art Mosey (formerly of Marshall Insurance Brokers Limited and later BGM Financial) proposed the group insurance plan.”
He says having that plan significantly boosted the Chamber’s membership, which up until that time consisted primarily of retail businesses.
“It became attractive for different industries to now join the Chamber in order to get in on the plan,” says Murray, noting that many retail businesses began to suffer when the John Galt Mall (now the Cambridge Centre) opened in 1973. “It was very viable in downtown Galt. The stores were all full and at one time, there were six or seven menswear stores.”
To keep that momentum going, he also played a key role in establishing the Downtown Cambridge Business Improvement Area (BIA) in 1976. The same year the Preston Towne Centre Business Improvement Area was also created.
Giving back important
Murray served as chairman of the downtown BIA as well and believes it was one of the first in Ontario, requiring him to visit Ottawa to see what systems were used in operating its BIA. He’s quick to point out the significant difference a between Chambers of Commerce and BIAs.
“The BIA is a retail association and it’s concentrated in just one area,” says Murray, noting at the time the organization put most of its efforts into projects to beautify the city’s core.
He spent 11 years as a downtown business leader, first with Walkers Stores on Main Street where he had been the youngest store manager in the company’s history before leaving to take over ownership of Barton’s Men’s Shop, another downtown menswear store located a few doors away, changing its name to Garlick’s Men Shop.
Tough economic times prompted him to make a difficult decision and give up his shop but in turn sparked a successful 38-year career in real estate, bringing his decade-long relationship with the Chamber to an end when he became president of the local real estate board.
“I was on that board (real estate) for quite a while,” says Murray, who is now enjoying retirement alongside his wife, Susan, spending his time golfing at the Galt Country Club and volunteering three times a week at Cambridge Memorial Hospital – both located a short distance from the couple’s long-time home.
He credits his late father, Fred, who was known as ‘Mr. Guelph’ due to his community involvement which included a stint as board president of the Guelph Chamber of Commerce, for instilling the importance of giving back.
“My father always told me that if someone has a situation, and they are in trouble and you’re capable of helping them, then you help them,” says Murray. |
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One hundred years (plus) of economic history in our community is truly something that needs to be unpacked and we have been working hard throughout this year to capture some of those highlights over those years, even stretching back to the 1800s. Cambridge (Galt, Preston, Hespeler, and Blair) has always had a strong beat in its heart for industry. It’s not surprising since being located at the convergence of the Speed and Grand rivers where the water moves at a pace fast enough to turn mills that we quickly became a prized location to build business and community in the early days of industrialization of this country. I am sure that has been our collective “secret sauce” over the years. Our predecessors were innovators, dreamers, and action oriented. I can recall when I served on Cambridge City Council in the 1990s, walking along the Grand River on the Linear Park Trail with a senior staff member from the City discussing a ditch that ran adjacent to the river and the trail because it seemed an odd anomaly for nature to have left behind. I discovered nature wasn’t involved at all. In fact, during the early days of community building an early settler had come to Preston to find a place to build his mill operation. The Linear Park area, undeveloped, looked like the right spot to do that so he started to dig the waterway for the mill. Just as he was ready to open the ditch to the incoming water that would power the mill, his river access was denied, abruptly ending the project which, as memory serves me, was later revived in Hespeler. However, if you head out for a walk along Linear Park Trail today, you can still see the ditch, now overgrown, but still there.
Chamber history is your history
In the spring edition of our Insight Magazine, you will find some fascinating information on the building of this community and the integral part business played in that. The Chamber’s history is your history and the business community’s history tells the story of how we became who we are today. Innovation, determination, dedication, and a love for our community have always been the driving force behind our Chamber of Commerce. When we look around our community, we see evidence of our impact on the world. For instance, IMAX creator Graeme Ferguson was a Galt Collegiate Institute grad, and one of his partners Robert Kerr, former owner of Kerr-Progress Printing Company was mayor of Galt, and later Cambridge. Also, Cambridge-based Heroux-Devtek Manufacturing built the landing gear for the Apollo Lunar Module that landed on the moon. As well, COM DEV (now Honeywell) developed a spinoff company called exactEarth Ltd. (now Spire) that monitors all the shipping traffic in the world via low earth orbiting satellites which were built right here in Cambridge. That same company is also responsible for developing the key equipment on the James Webb Telescope which now allows us to see back in time to “first light”. These are just a few of countless others who are changing our world for the better, every single day. The Chamber solidified its purpose for existing through the pandemic, amplifying its dutiful responsibility for ensuring the voices of business are always heard and that economic vitality remains our No. 1 priority. We have always insisted the community’s problems become our problems to solve, and that we connect the community to those who can develop, provide, and inspire solutions that champion economic growth.
Test kits helped businesses
During the pandemic, even the Federal Government couldn’t figure out how to distribute COVID test kits to small businesses, that is until they mentioned their troubles to me. On a cold Saturday in March of 2021, I suggested to the Assistant Deputy Minister on the phone that the Chamber of Commerce could get them out faster than anyone, and we would be happy to help. Within a couple of weeks, we had thousands of rapid screening kits piled up at our Hesepler Road office and within a month, every Chamber of Commerce in Canada was distributing the kits to small and medium-sized businesses from coast to coast. Locally, we distributed about 1.5 million kits, and collectively Canadian Chambers of Commerce distributed more than 15 million. These kits not only assisted businesses stay open despite a tight regulatory environment but helped keep workplaces safe and employees feeling safe at work, which in turn saved lives. The Chamber is the place to turn when problems require solutions, where things need to get done, and where momentum must be forward moving. That is what we do day in and day out, and that is what we’ve done for the past century on your behalf, always keeping you in mind and community in our heart. We are just celebrating now the impact we’ve had in the past 100 years, which serves as a reminder that we have lots of work to do. The next 100 years begins right now!
- Cambridge Chamber of Commerce President & CEO Greg Durocher |
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In the competitive landscape of modern business, having a strategic plan is essential for long-term success.
A strategic plan serves as a roadmap, guiding an organization toward its goals and ensuring that every action taken is aligned with its overall vision, mission, and core values, which are foundational to all subsequent planning and decision-making processes.
By defining these elements, an organization can ensure that all employees understand the overarching goals and are working cohesively towards the same objectives. This unified focus prevents efforts from being scattered and ensures that resources are allocated efficiently.
But determining when the right time is for an organization to review and update its strategic plan is something that leadership should always keep in mind, suggests Peter Wright, President of The Planning Group.
“If you have a strategy that you’re going to grow in this particular direction and all of a sudden the world around you is changing from a competitive perspective, then you need to be able to adapt to that,” he says. “A strategic plan really never lasts for more than three years.”
Peter recommends never leaving a plan ‘on the shelf’ during that time, and depending on the industry, supports a refresh within at least a year, followed by a performance review on a quarterly basis.
Planning establishes benchmarks
“Most of the companies we deal with are on a good trajectory already, with good leaders and customers who trust them,” he says, adding most companies can advance with ongoing operational improvements but that good strategic planning can help them advance even further. “The very act of planning should take you to a new place where you wouldn’t have arrived otherwise.”
A good strategic plan also establishes benchmarks and key performance indicators (KPIs) that are essential for measuring progress. By setting specific, measurable goals, organizations can track their performance over time and make informed adjustments as needed. This continuous monitoring and evaluation process ensures that the organization remains on track to achieve its long-term objectives and can respond swiftly to any deviations.
Organizations that operate without a strategic plan often find themselves reacting to changes and challenges as they arise. This reactive approach can lead to hasty decisions that may not align with long-term goals. Conversely, a strategic plan allows an organization to anticipate changes, identify potential obstacles, and develop strategies to mitigate risks. This proactive stance enables businesses to navigate uncertainties with confidence and agility.
Surprisingly, Peter says the benefits of updating a strategic plan may not be obvious to many business leaders, and that some go through the process because they feel it’s expected.
“A lot of our clients come to us under the assumption they want to change their strategic plan because they just always do a strategic plan,” he says.
Plan should focus on the future
A strategic plan is not just a document but a vital tool that guides an organization toward its future goals. It provides direction and focus, enables proactive management, ensures efficient resource allocation, facilitates performance measurement, boosts employee engagement, and secures a competitive advantage.
For any organization aiming for sustained success, investing time and effort into developing or updating a comprehensive strategic plan is indispensable and doesn’t have to be an insurmountable task, says Peter.
“With our clients, we’re always trying to set the bar at a place that will scare them a bit, but not so much so they say, ‘that’s aspirational and we’re not actually meant to get there’,” he says, adding a good plan should always focus on a specific, tangible, practical and measurable view of the future.
In terms of the process itself, Peter says businesses often get bogged down in creating or updating a strategic plan that is too detailed which can sour the whole experience.
“We often mistake detail for rigor, so we make these processes so detailed and put so much detail into a strategy that’s never going to come to fruition, and then it does become a big chore,” he says. “It shouldn’t be a chore. It should be something that excites and enthuses people.”
Reviewing a strategic plan is crucial for a business due to several key reasons:
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A large majority of Canadian businesses are sluggish when it comes to the adoption of Generative Artificial Intelligence (Gen AI), according to the results of a recent report by the Canadian Chamber of Commerce’s Business Data Lab (BDL).
The 38-page report details how a multitude of barriers, along with a lack of trust in the new technology, could impede the adoption levels needed to improve Canada’s economic growth.
Locally, the report shows that 11% of businesses in Kitchener-Waterloo and Cambridge are "using", or "planning to use" Gen AI, compared to 18% in Toronto or 15% in Ottawa.
The report, Prompting Productivity: Generative AI Adoption by Canadian Businesses, underscores how Gen AI (referring to Large Language Models bases and the practical applications built on top of them) can help tackle one of the most significant economic challenges facing Canadian prosperity and standard of life — low productivity — while also exploring what is holding Canadian businesses back from adopting AI technologies.
The results detailed in the report, compiled from a survey of 13,327 businesses in January and February of this year, shows that larger businesses are nearly twice as likely to adopt Gen AI compared to smaller businesses. Overall, the data shows that one in seven businesses (roughly 14%) – mostly larger businesses and industries with highly educated workers – are Gen AI adopters.
Patrick Gill, BDL's Senior Director of Operations and Partnerships, and the report's lead author, says he's surprised more small businesses haven't been embracing this new technology.
“I’ve never run into a small business owner who wasn’t run off their feet and wearing multiple hats or wish they could replicate themselves,” he says. “But that’s the nice thing about this tool. With little or at no cost a small business owner or team can leverage this to fill in some of their existing skills gaps.”
According to the report, the top three industries adopting AI includes information & culture (31%), professional services (28%), and finance and insurance (23%). The two lowest to adopt are agriculture, forestry, and fishing (8%) and construction (7%).
Building trust an issue
Patrick says historically, larger businesses usually face more barriers adopting new technologies due to the fact their operations are more complicated and often have technology ‘stacked’ on top of each other.
“Smaller businesses usually face less of a challenge,” he says. “Their biggest challenge has usually been ‘Do I have the money right now to invest in a new technology?.”
Besides potential costs, trust is also a key issue.
“Public trust and the perception of AI will definitely play a crucial role in the adoption of the technology going forward,” says Patrick, noting a survey released last year indicated that Canada was the third most pessimistic country in the world and that only 38% of Canadians view AI in a positive light, slightly ahead of those in the U.S. and France.
Patrick says the Business Data Lab report also indicates that people are nervous about what the adoption of Gen AI will mean for their jobs and notes most agree change will come in the way they conduct their jobs, versus losing them outright.
“Right now, the technology is predominantly being used to augment workers’ abilities and not to replace them entirely,” he says, adding many are looking at Gen AI as a tool that can accelerate production and improve quality and services in effort to reduce costs. “That’s incredibly important during this time of a high-cost operating environment.”
From a global perspective as interest in Gen AI continues to grow, the report indicates that Canadian businesses need to move fast to gain a competitive advantage over global competitors. Low productivity and business investment puts Canadians’ prosperity and living standards at risk and its GDP per capita is now significantly below the U.S. and the OECD (Organisation for Economic Co-operation and Development) average.
Businesses must ‘innovate or die’
“Gen AI is a generational opportunity to boost Canadian productivity at a time when our performance is steadily headed in the wrong direction. The time to prompt productivity and act is now. Canadian businesses must innovate or die, and that means embracing Gen AI,” says Patrick. “While adoption has begun in every industry, it’s likely not fast enough for Canada to be competitive on the global stage, especially since three in four Canadian businesses still haven’t tried Gen AI yet.”
Based on two adoption scenarios (“fast” and “slow”), the Canadian Chamber of Commerce’s BDL projects that Gen AI adoption by Canadian businesses will reach a tipping point of 50% in the next three to six years. This may seem fast but is probably not fast enough to keep pace with global leaders. Businesses in the U.S., China and several European countries are investing heavily in AI, likely outpacing Canadian investment.
“Those who move first basically set the standards and capture the largest market share,” says Patrick. “And everyone else is perennially playing catch up.”
He hopes the findings in the BDL report may gently ‘nudge’ businesses into more experimentation when it comes to adopting Gen AI.
“There are so many low costs and no cost options available, so experiment and give it a try,” says Patrick, explaining how AI can assist with creating emails, marketing, and promotional content, and well as new visuals. “Use and test it and eventually you’ll find a way.”
Click here to the read the report.
Key findings from the report
Recommendations for business
Innovate or die: Canadian businesses need to move fast to gain a competitive advantage over global competitors. With Gen AI so accessible and applicable for every type of business, there is little excuse for Canadian businesses to sit on the sidelines.
Pilot projects that measure uplift: Start with small pilot projects to validate the feasibility and impact of Gen AI. Compare metrics (e.g., efficiency, costs savings and revenue generation) before and after its implementation.
Change management and employee training: Prepare employees for the adoption of Gen AI. Provide training sessions, workshops, and resources to help them understand the technology and develop new workflows.
Strategic alignment: Align Gen AI adoption with overall strategic goals. Identify where Gen AI can enhance existing processes, improve customer experience, or drive innovation.
Data infrastructure and governance: Invest in robust data infrastructure and governance practices. High-quality data is essential for training Gen AI models. Ensure data privacy, security, and compliance.
Talent acquisition and retention: Attract and retain talent skilled in Gen AI. Recruit data scientists, machine learning engineers and domain experts who can develop and deploy Gen AI solutions.
Investment in cloud infrastructure: Leverage cloud platforms for scalable computing power. Cloud services facilitate model training, deployment, and maintenance, allowing businesses to experiment and iterate efficiently.
Leverage public resources: Move faster by basing policies on the federal government’s Guide on the use of Gen AI or tapping available funding, such as the NRC’s (National Research Council of Canada) IRAP AI Assist Program. |
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Brian Rodnick 218 November 1, 2024 |
Greg Durocher 41 July 28, 2023 |
Canadian Chamber of Commerce 24 January 29, 2021 |
Cambridge Chamber 2 March 27, 2020 |