Decision time has arrived.
Pencils sharpened. Minds focused. Loins are girded or should be.
Preparations are in place for some major, significant and challenging decisions.
Changes in context necessitate changes in content, processes, cultures, strategies and tactics. In 2025 businesses need to shape-up, if they are to optimise performance, competitiveness and relevance.
BETTER BY DESIGN
The landscape has changed. Parallels exist between the natural physical landscape and that of commerce. Wildfires fuelled by Santa Anna winds have ravaged the prestige Los Angeles suburbs of Pacific Palisades, Eaton and Hughes. Complete rebuilds of communities will be necessary.
Floods have played havoc for the people who are residents of towns of the Indian sub-continent. Tsunamis have inflicted similar devastation throughout Asia.
Significantly, consensus in each instance centres on rebuilds, rather than growth. Infrastructure will require redesign and upgraded construction, to avoid repetition. In short, fit for purpose.
In a similar vein the commercial landscape is still recovering from the immediate, widespread and ongoing consequences of the COVID19 pandemic.
Working from home has had impact on corporate cultures, team cohesion, productivity, the necessity for office space and the nature of logistics of supply chains.
Societal changes have been profound. So has pet ownership.
Bunnings, Coles, Woolworths and retailers at large have identified unfolding opportunities and unfulfilled needs. Product lines were extended, businesses and networks were purchased. Even pharmacies have embraced the care, feeding and entertainment of fur-babies.
Notably, the emphasis has been and will be on reshaping entities and operations rather than growth. And all the while liquidations and administrations have increased. Brand names 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, and soon, with no 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 the pursuit of greater productivity.
Consideration will need to be given to the time involved and timing of transitions. Budgets will be essential, disruption to cashflows anticipated and access to funds assured.
It seems inevitable that in many instances store/operation closures and contractions will be effected. That 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, product, ranges, sizes and models. Too much choice is often confusing and impedes rapid decision-making. Yes, less can be more.
BEWARE INTRUSIONS
Introduction and expansion of 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.
At all times the key criteria will be customer and client satisfaction and fulfillment. Therefore, they too need to be involved in the re-shaping. That should be pre-eminent.
CUSTOMISED OUTCOMES
Wildfires, tsunamis, floods, pandemics and social upheavals all come with considerable downsides. Disruptions, delays and withdrawals are, can be and typically will be relatively expensive.
Apologies, particularly when repeated, will not be tolerable.
Information and intelligence will be valuable and valued. Therefore, at all times reach out, connect with and engage those involved in all stages of the supply chain.
NO HALF MEASURES
The year 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.
The need exists for leaders to assert themselves, their business, 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.
Barry Urquhart
Business Strategist
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au