COMMENT
THE LAST WORD
Chamber president and ER Recruitment owner EILEEN RICHARDS MBE on how hospitality and leisure is fighting back through collaboration
sectors have, after all, found themselves at the extremes of what Brewin Dolphin’s Scott Charlish described at last month’s President’s Dinner as “the polarising effect of the pandemic”. At one end of the spectrum, the impact on
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leisure and hospitality has, of course, been particularly stark: year-on-year revenue is down 90% or more at some East Midlands organisations. The associated toll on employees has been
great. Jobs furloughed and lost. The same is true of the leaders tasked with guiding their organisations through. We’ve heard inspirational stories of how
leaders have not just kept going but how they have also doubled down on efforts to work with others. As Stephen Gould, managing director at Everards, noted: “You can enhance a reputation in a crisis.”
SUPPORTING EACH OTHER THROUGH CRISIS Meaningful collaboration has been a fundamental way of doing so. Local businesses supporting each other, customers supporting local businesses and truly authentic local businesses supporting their communities. How so? Well, one example from Ian Morgan, speaking as chairman of Derbyshire County Cricket Club, was of players ringing up members to check on their welfare. Emotional ties have seen only a fifth of season
ticket holders request their money back. Meanwhile, at Leicester Tigers, new CEO Andrea Pinchen has described being humbled by the genuine offers of support to ensure the future prosperity of her organisation. That, for me, has been the most striking aspect
of collaboration – leaders reaching out to competitors. It is both concerning and encouraging. Concerning because of the huge pressure our
leaders have been under – and will remain under for several years to come.
74 business network May 2021
n unexpected outcome of the pandemic has been business leaders seeking collaboration with traditional competitors. In a way, it’s a logical development. Whole
Yet, it’s simultaneously encouraging because
the crisis is breaking down traditional expectations of leaders to work in isolation. Atul Lakhani, CEO at Sanjay Foods, described
how he has made a number of new contacts and friends through being open about his situation. It feels as though it’s finally becoming okay for business leaders to be people as well.
GROWING POWERFUL LOCAL NETWORKS The value of stretching the offer – or diversifying it completely – has been one of the ways we’ve seen hospitality businesses bring in alternative income. Doug Ryan, wealth management director at
Mattioli Woods, notes the extent to which businesses are changing the way they operate. In hospitality, for example, there has been
some amazingly creative thinking – pop-ups in pub car parks, home deliveries of pre-cooked fine dining and new subscription services. In diversification, local networks matter. Any
marketer will extol the value of relationships, word of mouth and brand advocates. Retail Week reports how Pinterest reported a
351% increase in searches for “support for small businesses” in April 2020. As noted by Lindsey Williams, chief executive
of Futures Housing Group and the Chamber’s vice-president, effective entrepreneurship supports communities. It would seem communities respond accordingly.
MEMBER-TO-MEMBER RELATIONSHIPS ARE KEY That’s why growing the Chamber network is one of my main priorities as president. To serve as an effective facilitator for members, the Chamber needs a diverse range of other businesses. It’s why we’ve been focused on work to
contact existing and lapsed members – as well as to bring new organisations on board. This activity has increased the network into
which we can lead member-to-member introductions – thus keeping benefit within our own community. Meanwhile, the work done by Scott Knowles,
Chris Hobson and the Chamber team over the past year has been fabulous.
As I suggest above, it’s important not to
forget the impact on people as individuals – but it’s also important to recognise the impact that people have on their organisation.
QES SHOWS THAT BUSINESSES ARE CAUTIOUSLY OPTIMISTIC
The Chamber’s final Quarterly Economic Survey of 2020 was a picture of a local economy treading water, with a caution that the first six months of 2021 would be essential. It was, therefore, encouraging to read in
the results of a more bullish Q1 2021 survey. It showed that, while individual experience remained mixed, results “suggest businesses are up for the challenge”. New ways of working forced by the pandemic have brought forward innovation. New operating models, markets, processes and products are being introduced across the region as businesses position themselves to succeed once restrictions lift. There’s plenty to look forward to. There’s
the planned reopening in June of the landmark Nottingham Castle. Also opening soon is the Everards Meadows brewery and beer hall development in Leicester (for which I must declare an interest in supporting recruitment of 70 new staff). Of course, the Government is striking a
more cautious tone this time around. There has been much talk by national commentators of “pent-up demand” but, as pointed out by Robert Pugh, director at the Heights of Abraham tourist attraction, such consumer spending is dependent upon the roadmap playing out as planned. For now, it’s been wonderful to see the optimism as shops and restaurants cautiously begin to reopen for business. Members returning to doing what they
do best – and, to be welcomed once again, having a cold drink in a sunny beer garden.
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