The landscape has changed. Parallels exist between the natural physical landscape and that of commerce. Wildfires fueled by Santa Anna winds have ravaged the prestigious Los Angeles suburbs of Pacific Palisades, Eaton, and Hughes. The complete rebuilding of communities will be necessary.
Floods have wreaked havoc on the people of towns in the Indian subcontinent, and tsunamis have inflicted similar devastation throughout Asia.
Significantly, consensus in each instance centres on rebuilding rather than growth. To avoid repetition, infrastructure will require redesign and upgraded construction. In short, it must be fit for the purpose.
Similarly, the commercial landscape is still recovering from the immediate, widespread, and ongoing consequences of the COVID-19 pandemic.
Working from home has impacted corporate culture, team cohesion, productivity, the necessity of office space, and logistics in supply chains.
Societal changes have been profound. So has pet ownership.
Bunnings, Coles, Woolworths, and other retailers have identified unfolding opportunities and unfulfilled needs. Product lines have been extended, businesses and networks have been purchased, and even pharmacies have embraced fur babies’ care, feeding, and entertainment.
Notably, the emphasis has been and will be on reshaping entities and operations rather than growth. All the while, liquidations and administrations have increased. Brand names have disappeared. Vacant premises have been a conspicuous presence in the streetscape and landscapes.
The intent must be to fit and to be fit for the future.
NO LIMITS
Forensic audits should be undertaken soon, without limits. Ideally, nothing should be sacred or quarantined.
Fundamental values, philosophies, brands, products, services, applications and people should be recognised and respected but not unconditionally protected.
Collaboration will be essential. Suppliers, distributors, wholesalers, associates, franchise contributors and resellers should all be involved in and informed of the reshaping.
Doubtlessly, there will be pain for some in pursuing greater productivity.
Consideration must be given to the time involved and the timing of transitions. Budgets will be essential, disruption to cashflows anticipated and access to funds assured.
In many instances, store/operation closures and contractions will inevitably occur. This is an integral part of the shaping process.
TOO MUCH OF A GOOD THING
The dictates for achieving optimal productivity demand a thinning of brands, products, ranges, sizes, and models. Too many choices are often confusing and impede rapid decision-making. Yes, less can be more.
BEWARE INTRUSIONS
Introducing and expanding technology, innovations, and artificial intelligence will be tempting. Matching capabilities (of existing and prospective team members) with capacity (of new hardware) is imperative. Investments in and commitment to philosophies like ESG (Environmental, Social, Governance) and DEI (Diversity, Equity, Indivision) will come at costs. The dimensions will be multiple, often complex, and not substantiated. Risk is innate.
The key criteria will always be customer and client satisfaction and fulfillment. Therefore, they, too, need to be involved in the reshaping. That should be pre-eminent.
CUSTOMISED OUTCOMES
Wildfires, tsunamis, floods, pandemics, and social upheavals have considerable downsides. Disruptions, delays, and withdrawals are, can be, and typically will be relatively expensive.
Apologies, especially when repeated, will not be tolerated.
Information and intelligence will be valuable. Therefore, always reach out, connect with, and engage those involved in all supply chain stages.
NO HALF MEASURES
2025 will be a seminal time in society, economics and commerce. Collectively, the changes will be fundamental and profound.
Therefore, bold, assertive actions, understood, embraced, implemented and accepted by all will be the essential motif for those who seek to thrive in the prevailing challenging economy and marketplace.
Leaders must assert themselves, their businesses, brands, products, services, and applications.
Demand, relevance and profits will need to be earned.
Authority will enhance the prospects for those who readily recognise and accept the need to reshape the future.
Written by Barry Urquhart
BIO:
Barry Urquhart is a distinguished market research and strategic planning consultant. He is widely respected as a keynote speaker at leading conferences across Australasia and the acclaimed author of Serves You Right! And Service Please!, the region’s two best-selling books on customer service excellence.
A trusted voice in business strategy, Barry frequently leads impactful business development workshops, guiding organisations towards sustainable growth and service leadership.
Get in Touch with Barry: Email: [email protected], Mobile: +61 041 983 5555.
