With a population of more than 1.3 billion people, a rapidly growing urban middle class, and an economy poised to dominate the world, China is an attractive consumer marketplace for American companies. The Chinese market is a world of potential and Alabama is joining the many that are looking East.
According to Business Alabama (7/11) China jumped last year to second place among Alabama’s world export markets, with 142 percent year-to-year growth in 2010. China also tops of the list of countries importing Alabama chemicals bringing in $554 million. This is topped further by the transportation equipment import category that includes Alabama cars. China imported $579 million worth last year. China is an important destination for export goods shipped through the Port of Mobile such as grain, coal and forest products.
Selling to China is not always easy. Many Chinese workers make no more than $3,500 in wages in an entire year. It may take a third of a year salary to purchase a sofa. However, China does have a rising middle and elite class. There are cultural issues as well as monetary issues affecting how the Chinese buy. There is a concern about products that are real, and there is a desire to want to go to the store to touch a product and see what they’re purchasing.
Adding to the frustration is the fact that many Chinese consumers don’t have credit cards and are distrustful of online-payment systems. As people buy more online, they’ll begin to understand that they have consumer protections. But, it will take time.
George Haley, University of New Haven professor and author of The Chinese Tao of Business: The Logic of Successful Business Strategy, writes concerning a culture clash when it comes to customer service. “The Chinese have become extremely demanding consumers, and service is something that they absolutely demand to a much greater standard than American consumers,” he says. He believes it will be essential for companies to maintain inventory so that it can guarantee delivery times, or risk customer backlash. He also says, “the Chinese consumer is extremely brand-conscious.” Well named brands and luxury items are important here. The promotion of low cost is not always a selling point.
The Chinese market is transforming trade in one of Alabama’s most traditional agricultural markets. As written in Business Alabama, and according to state pecan expert Bill Goff, China trade is “the biggest thing to ever to happen to the pecan industry.” China’s pecan imports went from 2 million to 83 million almost overnight. For years the Chinese have eaten walnuts for their health, and they have now discovered that pecans can promote longevity and are even better for you. In a country where age is revered, that is key. Add in the rising affluence of the Chinese middle class, a favorable exchange rate, and things just snowballed.
Foreign direct investment is important to Alabama’s economy. Consider the jobs created by Germany, Japan and Korea for our state. Looking at trade with China? Don’t tread in without good support. Director of International Trade for the Alabama Development Office, Hilda Lockhart, recommends the Confucius Institute at Troy University. It is a great place for Alabamians to learn about Chinese life, customs and industry. There are resources with ADO as well as Chamber of Commerce based initiatives and the US Department of Commerce.
AdVISE
Thursday, July 28, 2011
Sunday, July 10, 2011
Employment Trends and The First Half of 2011 Invested
The first half of 2011 is in the bag. I must have blinked because it has just flown by and let’s take a look at where we are. There is worry about how Greece and several other European nations will handle their debt problems, and signs of weakness for our own economy. There are continued concerns that China's economy, the world's second-largest and crucial to the commodity markets, is slowing. Even risky and speculative gold investments have hit a slide declining 5 weeks running for the first time in years. I suppose at the end of the day there is a difference between an economy not sprinting forward and one that's going backward. I suppose the good news is that we are at least walking forward.
Unemployment is still hovering a bit over 9%, and there are a few interesting trends to be found in the work place. The rash of downsizing as companies worked to protect their margins and reduce operational costs has left a mixed bag of workers. Some retained workers are certainly glad to have a job, while others are struggling to find balance and meaning in their new roles. Many retained workers still are rolling from the “fruit basket toss up” and let’s work with what falls out mentality. According to a recent survey by Mercer LLC (WSJ 7/1), one in three U.S. workers say they are seriously considering leaving their employers. It seems that most are young workers with 80% of them 34 and younger. This is particularly troubling for small business which is normally limited in size, and the weak economy has forced many in recent years to downsize to even lower levels.
In a move to retain talent, many companies are looking at reinstating perks that may have been dropped along with employees during the downsizing moves. Reinstatement of 401K and a match as well as merit based bonuses are seen as key retention tools. Other perks deemed highly effective for retention include vacation and personal time, wellness-related benefits, flexible schedules, tuition reimbursement and telecommuting.
But not everyone is looking at leaving, or asking for more perks. Some are trudging off in an entirely different direction. Faced with bruised nest eggs and high unemployment rates, older Americans are becoming entrepreneurs.
According to the nonprofit Ewing Marion Kauffman Foundation (WSJ 7/1/11), individuals between the ages of 54 and 64 represented 1 in 5 launched businesses in 2010, suggesting the United States might be on the cusp of an entrepreneurship boom not in spite of an aging population but because of it. Apparently you do not need to be a 20 something young tech genius, just a calculating risk taker.
Of course starting a new business is not for the faint of heart with a failure rate as high as 90%, and most new businesses taking 5 years to break even or turn a profit.
Whether you stay, go or start off on your own, it is important to enjoy your work life. For most of us, it does consume 40 to 80 hours of our week, so we should work to make it count. It has been suggested to separate the demands of work from your own expectations of yourself. No matter where you are in your career path take the time to be aware of your goals, be they career advancement, work life balance or otherwise. Carving out for yourself a less formal and more goal-oriented workplace with the help of your boss or manager may be just the ticket to keeping you right where you are. People are more productive and happy when they have creative freedom and autonomy to get things done.
As you move into your work week next week, remember, take care of your customers (and I will add your employees) or someone else will.
Unemployment is still hovering a bit over 9%, and there are a few interesting trends to be found in the work place. The rash of downsizing as companies worked to protect their margins and reduce operational costs has left a mixed bag of workers. Some retained workers are certainly glad to have a job, while others are struggling to find balance and meaning in their new roles. Many retained workers still are rolling from the “fruit basket toss up” and let’s work with what falls out mentality. According to a recent survey by Mercer LLC (WSJ 7/1), one in three U.S. workers say they are seriously considering leaving their employers. It seems that most are young workers with 80% of them 34 and younger. This is particularly troubling for small business which is normally limited in size, and the weak economy has forced many in recent years to downsize to even lower levels.
In a move to retain talent, many companies are looking at reinstating perks that may have been dropped along with employees during the downsizing moves. Reinstatement of 401K and a match as well as merit based bonuses are seen as key retention tools. Other perks deemed highly effective for retention include vacation and personal time, wellness-related benefits, flexible schedules, tuition reimbursement and telecommuting.
But not everyone is looking at leaving, or asking for more perks. Some are trudging off in an entirely different direction. Faced with bruised nest eggs and high unemployment rates, older Americans are becoming entrepreneurs.
According to the nonprofit Ewing Marion Kauffman Foundation (WSJ 7/1/11), individuals between the ages of 54 and 64 represented 1 in 5 launched businesses in 2010, suggesting the United States might be on the cusp of an entrepreneurship boom not in spite of an aging population but because of it. Apparently you do not need to be a 20 something young tech genius, just a calculating risk taker.
Of course starting a new business is not for the faint of heart with a failure rate as high as 90%, and most new businesses taking 5 years to break even or turn a profit.
Whether you stay, go or start off on your own, it is important to enjoy your work life. For most of us, it does consume 40 to 80 hours of our week, so we should work to make it count. It has been suggested to separate the demands of work from your own expectations of yourself. No matter where you are in your career path take the time to be aware of your goals, be they career advancement, work life balance or otherwise. Carving out for yourself a less formal and more goal-oriented workplace with the help of your boss or manager may be just the ticket to keeping you right where you are. People are more productive and happy when they have creative freedom and autonomy to get things done.
As you move into your work week next week, remember, take care of your customers (and I will add your employees) or someone else will.
Thursday, June 23, 2011
City Leadership 101
City Council Leaders this one is for you. As we stand on the cusp of continued development here in the North Jefferson area, I would like to offer sincere and heartfelt congratulations to all who hold an elected position in our community. Now get busy.
We have discussed here before that when accepting an appointment to be on a board or agreeing to hold membership on a council as an elected official is not the time for a Cinderella appointment or a full blown exhibition of the Peter Principle. It is indeed a privilege and one that should be approached with strength and humility. The challenge here is to realize that all goals and jobs come with training and this role is not any different. Please seek out tools to help you understand how to do this job at a very high level, and to grow in the value that you bring.
You will be under scrutiny, but that is not a bad thing. Think of scrutiny as a fancy word for campaigning and holding people to account for what they said or should be doing. You are of course representatives of the people to the town hall. You are not representatives of the town hall to the people.
And of course, no one will tell you what to do, but they will blame you when something does not get done. Previous New York Mayor Rudolph Giuliani put it best when he said, “Give me a leader whose nose has been bloodied over someone who is totally perfect.”
Sometimes, you may be told what to do, but beware the snare of “consensus” thinking. According to Margaret Thatcher, “Consensus is the negation of leadership.” Most think this fine lady knows what she is talking about still. Even President Ronald Reagan took the time to listen to her.
Your purpose is to not do things to people, as it is to engage people in the change. It can be seen in something as fundamental as a Community Development Plan. Did the plan come from some educated and high advised third party? Is it dusty and twenty years old? That may be fine, but it will only be effective if the city leaders get buy-in from the community. Simply put, take the time to ask. This means recognizing that people are the heart of directing resources and making decisions, therefore people, rather than strategies or theories should be at the heart of transforming outcomes in a place.
As our North Jefferson area continues to grow and develop, we cannot take for granted what it will look like in twenty years. As Freud would say, there are no accidents. There are also many political realities to continue to simmer and ponder upon as we move into the next election cycle. Mr. Councilman, do you have a succession plan? Ms. Council Woman how will you control the change? And can you both recognize the talent that you will need to end up where you aim? Groucho Marx said it well when he quipped, “Only one man in 1,000 is a Leader of men, and the other 999 follow a woman.”
We have discussed here before that when accepting an appointment to be on a board or agreeing to hold membership on a council as an elected official is not the time for a Cinderella appointment or a full blown exhibition of the Peter Principle. It is indeed a privilege and one that should be approached with strength and humility. The challenge here is to realize that all goals and jobs come with training and this role is not any different. Please seek out tools to help you understand how to do this job at a very high level, and to grow in the value that you bring.
You will be under scrutiny, but that is not a bad thing. Think of scrutiny as a fancy word for campaigning and holding people to account for what they said or should be doing. You are of course representatives of the people to the town hall. You are not representatives of the town hall to the people.
And of course, no one will tell you what to do, but they will blame you when something does not get done. Previous New York Mayor Rudolph Giuliani put it best when he said, “Give me a leader whose nose has been bloodied over someone who is totally perfect.”
Sometimes, you may be told what to do, but beware the snare of “consensus” thinking. According to Margaret Thatcher, “Consensus is the negation of leadership.” Most think this fine lady knows what she is talking about still. Even President Ronald Reagan took the time to listen to her.
Your purpose is to not do things to people, as it is to engage people in the change. It can be seen in something as fundamental as a Community Development Plan. Did the plan come from some educated and high advised third party? Is it dusty and twenty years old? That may be fine, but it will only be effective if the city leaders get buy-in from the community. Simply put, take the time to ask. This means recognizing that people are the heart of directing resources and making decisions, therefore people, rather than strategies or theories should be at the heart of transforming outcomes in a place.
As our North Jefferson area continues to grow and develop, we cannot take for granted what it will look like in twenty years. As Freud would say, there are no accidents. There are also many political realities to continue to simmer and ponder upon as we move into the next election cycle. Mr. Councilman, do you have a succession plan? Ms. Council Woman how will you control the change? And can you both recognize the talent that you will need to end up where you aim? Groucho Marx said it well when he quipped, “Only one man in 1,000 is a Leader of men, and the other 999 follow a woman.”
Creating Value and Trust
You do not have to look far here in the North Jefferson Area to find plenty of post Tornado recovery work. Now would be a good time to assess where the recovery falls with respect to the formal Comprehensive Development plans that exist. A bit troubling may be the realization that those plans are several years, and in many cases decades old, and have never been revisited or revamped. Now is a perfect time to take an assessment of those Comprehensive Development Plans and view them in light of the community mission and vision. Indeed, if you don’t know what you are aiming for, then you may hit just about anything. All of this plays into the ideas of your brand, your image, and ultimately how you are perceived by your customers. Or in the case of a city, or the entire North Jefferson area, how the growth, recovery and stability are viewed by local citizens and outside supporters. Is our leadership trusted? Do we have a credible and believable reputation?
Not long ago, trust and reputation was the domain of the public relations department. Marketing concerned itself with spending huge sums to maintain "share of voice" which is marketing speak for outspending rivals to drive brand awareness and endlessly reminding consumers of the "unique selling proposition".
Now, marketers are waking up to an awareness that in the world of branding, trust is the most perishable of assets. Polling in recent months shows that increasing numbers of consumers distrust not just the obvious suspects—the banks, politicians, insurance—but business and corporations as a whole. The shift in sentiment is forcing companies from Ford Motor to American Express to tweak marketing and focus on rebuilding credibility. Trust is what drives profit margin and share price and it is what consumers are looking for and what they share with one another. In the arena of local government, reaching out to the community to inform them about not only meetings, but meeting content, results and plans is key as well.
The recovery plan, just as is the Comprehensive Development Plan, is pulled from a systematic planning process. It should be based on sound technical studies, it should facilitate community involvement, it should be open to continuous monitoring, and it should be periodically updated.
It is key that recovery look at not only zoning, but future land use. Please keep in mind that an expert in real estate or real estate law may not be the best expert in land use law, as the two are different skills and area of expertise.
Think about what this means for your city and community. Perhaps you find that old approaches don’t work as well as they used to for you. Don’t just blame it on the recession, job insecurity and hammered home values as to why business and political dynamics are changing.
Techniques and share of voice strategy are easily copied by your competition, but they can’t copy your reputation or recreate the trust that you own with your customers or constituents. Mercifully, you control that. It is yours to grow or loose.
As you move into your week, take a minute to think about what your community and customers expect from you or your product. If you miss the mark on expectations, no matter how well you do, you fail. This sets a poor outcome for trust, and really makes your job of creating a loyal customer more difficult. The old saying about under promising and over delivering really rings true here.
Not long ago, trust and reputation was the domain of the public relations department. Marketing concerned itself with spending huge sums to maintain "share of voice" which is marketing speak for outspending rivals to drive brand awareness and endlessly reminding consumers of the "unique selling proposition".
Now, marketers are waking up to an awareness that in the world of branding, trust is the most perishable of assets. Polling in recent months shows that increasing numbers of consumers distrust not just the obvious suspects—the banks, politicians, insurance—but business and corporations as a whole. The shift in sentiment is forcing companies from Ford Motor to American Express to tweak marketing and focus on rebuilding credibility. Trust is what drives profit margin and share price and it is what consumers are looking for and what they share with one another. In the arena of local government, reaching out to the community to inform them about not only meetings, but meeting content, results and plans is key as well.
The recovery plan, just as is the Comprehensive Development Plan, is pulled from a systematic planning process. It should be based on sound technical studies, it should facilitate community involvement, it should be open to continuous monitoring, and it should be periodically updated.
It is key that recovery look at not only zoning, but future land use. Please keep in mind that an expert in real estate or real estate law may not be the best expert in land use law, as the two are different skills and area of expertise.
Think about what this means for your city and community. Perhaps you find that old approaches don’t work as well as they used to for you. Don’t just blame it on the recession, job insecurity and hammered home values as to why business and political dynamics are changing.
Techniques and share of voice strategy are easily copied by your competition, but they can’t copy your reputation or recreate the trust that you own with your customers or constituents. Mercifully, you control that. It is yours to grow or loose.
As you move into your week, take a minute to think about what your community and customers expect from you or your product. If you miss the mark on expectations, no matter how well you do, you fail. This sets a poor outcome for trust, and really makes your job of creating a loyal customer more difficult. The old saying about under promising and over delivering really rings true here.
Wednesday, May 18, 2011
Value Creation and Keeping Customers
Getting and keeping customers is an expensive endeavor and keeping the doors open in a time of local crisis makes it even tougher. The average U. S. business loses half its customers in five years. Generating a new customer costs five times as much as keeping a current one and firms pay a steep price when customers stray to other brands, or stray to other communities to make their purchase. In a slow economy, creating unsurpassed value for a customer so that they stay with you is even more important. So how do we create value?
Value creation in a firm takes a minute to think about. Ask yourself this question: Why does an individual make a purchase? The short answer is to fill a need. But the real answer is found in what motivates a person to do something to fulfill that need.
Psychologist A. H. Maslow developed a theory that characterized needs and arranged them in a hierarchy to reflect their importance called Maslow’s Hierarchy of Needs. Maslow identified five levels of needs, beginning with physiological needs and progressing to the need for self-actualization.
Physiological needs are the most basic. They fulfill the needs for survival like food, water, shelter and clothing. Pepperidge Farm French Toast Swirl Bread appeals to this need by stating “It doesn’t go with breakfast. It is breakfast.” Campbell’s Soup hits the mark with “Mm, Mm, good!” as does, “Got Milk?” Food is the most basic of need and as we like to say here, “Full Stomach, Open Mind.”
Next up the ladder you find safety needs which include security, protection, and avoidance of the unexpected. State Farm Insurance appeals to this need by saying, “Like a good neighbor State Farm is there.” In the wake of our damage recovery, maintaining a sense of security in our communities is a key element of recovery. The presence of the National Guard as well as the local elevated sense of social responsibility has been a critical element of pulling us up by pulling us together.
Third are social and belongingness needs which include the need to be accepted by an individual or group. Think about Olive Garden and their tagline, “When you’re here, you’re family.” We also see this come alive with the wonderful belongingness and leadership given by our Churches to support our tornado relief efforts. Many of them continue to request anonymity in their efforts, but rest assured, we know who you are and we thank you!
Fourth is the esteem need such as a need for a sense of accomplishment, the need for respect from others and the need to perform better than others. This is a universal human trait that emerges after lower order needs are satisfied. This may present in the purchase made to upgrade an airline seat, to have premium concert tickets, or as Sony touts, “Like no other.” I have found myself reassessing how I view this for myself in the events of the past few weeks and those in our community. Even in tragedy, this need is still obvious all around. I am reminded of Shakespeare and Twelfth Night where we read that “some are born great, some achieve greatness, and some have greatness thrust upon them.” If you are a leader in your community, please remember that the best help may come from the least obvious place.
Lastly, and also the very top need, is self-actualization. This is the desire for a person to reach their full potential. Many educational tours appeal to this need with an appeal to a person’s talent or capabilities. It may include a trip that includes a course of study such as language, history or cooking. Nike’s famous “just do it” is right on the mark for reaching potential. Self-actualization appeals to the desire to experience and learn something new such as at GE where “we bring good things to life.” Or, it may appear as the nice neighbor that you really don’t know who shows up with his chainsaw to help clear some trees from your driveway. And he also offers to get you some water and a sandwich. How cool and inspiring is that!
Understanding how your product fills one of these needs, and fits into the experience desired by your customer will help you to understand how to motivate that customer to act on a purchase. In light of the damage to our communities and continued recovery, I am reminded that this is not just about products, but it is in fact also about US. It is about our elected officials, our churches, and all the elements of our community. It determines who we are and how we react when the chips are down.
Value creation in a firm takes a minute to think about. Ask yourself this question: Why does an individual make a purchase? The short answer is to fill a need. But the real answer is found in what motivates a person to do something to fulfill that need.
Psychologist A. H. Maslow developed a theory that characterized needs and arranged them in a hierarchy to reflect their importance called Maslow’s Hierarchy of Needs. Maslow identified five levels of needs, beginning with physiological needs and progressing to the need for self-actualization.
Physiological needs are the most basic. They fulfill the needs for survival like food, water, shelter and clothing. Pepperidge Farm French Toast Swirl Bread appeals to this need by stating “It doesn’t go with breakfast. It is breakfast.” Campbell’s Soup hits the mark with “Mm, Mm, good!” as does, “Got Milk?” Food is the most basic of need and as we like to say here, “Full Stomach, Open Mind.”
Next up the ladder you find safety needs which include security, protection, and avoidance of the unexpected. State Farm Insurance appeals to this need by saying, “Like a good neighbor State Farm is there.” In the wake of our damage recovery, maintaining a sense of security in our communities is a key element of recovery. The presence of the National Guard as well as the local elevated sense of social responsibility has been a critical element of pulling us up by pulling us together.
Third are social and belongingness needs which include the need to be accepted by an individual or group. Think about Olive Garden and their tagline, “When you’re here, you’re family.” We also see this come alive with the wonderful belongingness and leadership given by our Churches to support our tornado relief efforts. Many of them continue to request anonymity in their efforts, but rest assured, we know who you are and we thank you!
Fourth is the esteem need such as a need for a sense of accomplishment, the need for respect from others and the need to perform better than others. This is a universal human trait that emerges after lower order needs are satisfied. This may present in the purchase made to upgrade an airline seat, to have premium concert tickets, or as Sony touts, “Like no other.” I have found myself reassessing how I view this for myself in the events of the past few weeks and those in our community. Even in tragedy, this need is still obvious all around. I am reminded of Shakespeare and Twelfth Night where we read that “some are born great, some achieve greatness, and some have greatness thrust upon them.” If you are a leader in your community, please remember that the best help may come from the least obvious place.
Lastly, and also the very top need, is self-actualization. This is the desire for a person to reach their full potential. Many educational tours appeal to this need with an appeal to a person’s talent or capabilities. It may include a trip that includes a course of study such as language, history or cooking. Nike’s famous “just do it” is right on the mark for reaching potential. Self-actualization appeals to the desire to experience and learn something new such as at GE where “we bring good things to life.” Or, it may appear as the nice neighbor that you really don’t know who shows up with his chainsaw to help clear some trees from your driveway. And he also offers to get you some water and a sandwich. How cool and inspiring is that!
Understanding how your product fills one of these needs, and fits into the experience desired by your customer will help you to understand how to motivate that customer to act on a purchase. In light of the damage to our communities and continued recovery, I am reminded that this is not just about products, but it is in fact also about US. It is about our elected officials, our churches, and all the elements of our community. It determines who we are and how we react when the chips are down.
Monday, May 2, 2011
Business Disaster Preparation
We all know that “Hind Sight” is indeed “20/20”. We know it now more than ever here in the North Jefferson Business Community. As many in our area of digging out and moving on after this weeks devastating weather, it is never really too late to look at your emergency business disaster plan. In fact, now may be a great time to look at not only your business disaster preparation, but also the readiness of your church, your civic organization and of course your local municipality. Your employees and co-workers are your business's most important and valuable asset. Here are some procedures you can put in place before a disaster, but you should also learn about what people need to recover after a disaster.
It is possible that your staff will need time to ensure the well-being of their family members, but getting back to work is important to the personal recovery of people who have experienced disasters. It is important to re-establish routines, when possible.
Here are some tips to get you started or to improve your plan that may already be in place.
Two-way communication is critical before, during and after a disaster. You should include emergency preparedness information in newsletters, on company intranet, periodic employee emails and other internal communications tools. Consider setting up a telephone calling tree, a password-protected page on the company website, an email alert or a call-in voice recording to communicate with employees in an emergency. Designate an out-of-town phone number where employees can leave an "I'm Okay" message in a catastrophic disaster. It is good to provide all co-workers with wallet cards detailing instructions on how to get company information in an emergency situation. Include telephone numbers or Internet passwords for easy reference. Maintain open communications where co-workers are free to bring questions and concerns to company leadership. Also, talk to co-workers with disabilities. If you have employees with disabilities ask about what assistance is needed. People with disabilities typically know what assistance they will need in an emergency. Understand how to alert people who cannot hear an alarm or instructions.
It is recommended that you have both a battery-powered commercial radio and a weather radio with an alert function. The weather radio can alert you to weather emergencies or announcements from the Department of Homeland Security. The commercial radio is a good source for news and information from local authorities.
Keep copies of important records such as site maps, building plans, insurance policies, employee contact and identification information, bank account records, supplier and shipping contact lists, computer backups, emergency or law enforcement contact information and other priority documents in a waterproof, fireproof portable container. Store a second set of records at an off-site location.
Talk to your co-workers about what emergency supplies the company can feasibly provide, if any, and which ones individuals should consider keeping on hand. Some suggested emergency supplies include but are not limited to water, a three day supply of non-perishable food, battery powered radios and extra batteries, flashlights and of course, extra batteries for them. A First Aid kit, with a signal whistles along with some dust or filter masks are good to have on hand. Moist towelettes for sanitation, a wrench or pliers to turn off utilities, a can opener for food, and some good plastic sheeting and duct tape to seal off a room if required. Lastly, some garbage bags and plastic ties for personal sanitation.
There are several sites with clear instruction on creating your emergency plan. You can begin at Ready.gov and expand your search from there.
It is possible that your staff will need time to ensure the well-being of their family members, but getting back to work is important to the personal recovery of people who have experienced disasters. It is important to re-establish routines, when possible.
Here are some tips to get you started or to improve your plan that may already be in place.
Two-way communication is critical before, during and after a disaster. You should include emergency preparedness information in newsletters, on company intranet, periodic employee emails and other internal communications tools. Consider setting up a telephone calling tree, a password-protected page on the company website, an email alert or a call-in voice recording to communicate with employees in an emergency. Designate an out-of-town phone number where employees can leave an "I'm Okay" message in a catastrophic disaster. It is good to provide all co-workers with wallet cards detailing instructions on how to get company information in an emergency situation. Include telephone numbers or Internet passwords for easy reference. Maintain open communications where co-workers are free to bring questions and concerns to company leadership. Also, talk to co-workers with disabilities. If you have employees with disabilities ask about what assistance is needed. People with disabilities typically know what assistance they will need in an emergency. Understand how to alert people who cannot hear an alarm or instructions.
It is recommended that you have both a battery-powered commercial radio and a weather radio with an alert function. The weather radio can alert you to weather emergencies or announcements from the Department of Homeland Security. The commercial radio is a good source for news and information from local authorities.
Keep copies of important records such as site maps, building plans, insurance policies, employee contact and identification information, bank account records, supplier and shipping contact lists, computer backups, emergency or law enforcement contact information and other priority documents in a waterproof, fireproof portable container. Store a second set of records at an off-site location.
Talk to your co-workers about what emergency supplies the company can feasibly provide, if any, and which ones individuals should consider keeping on hand. Some suggested emergency supplies include but are not limited to water, a three day supply of non-perishable food, battery powered radios and extra batteries, flashlights and of course, extra batteries for them. A First Aid kit, with a signal whistles along with some dust or filter masks are good to have on hand. Moist towelettes for sanitation, a wrench or pliers to turn off utilities, a can opener for food, and some good plastic sheeting and duct tape to seal off a room if required. Lastly, some garbage bags and plastic ties for personal sanitation.
There are several sites with clear instruction on creating your emergency plan. You can begin at Ready.gov and expand your search from there.
Saturday, April 16, 2011
Birmingham Business Alliance on Blue Print Birmingham and our North Jefferson Opportunity
Another busy week for us here in the North Jefferson area, and it was certainly good to see the strong representation from North Jeff as we worked to welcome a visit from Mr. Barry Copeland, Senior Vice President of the Birmingham Business Alliance. Several city council leaders from Gardendale and Fultondale were in attendance as was Mayor Doug Brewer of Graysville and Mayor Jim Lowery of Fultondale.
Copeland reviewed the impact of Blue Print Birmingham and drilled down to the specific role that we can play in the implementation of the Plan. Blue Print Birmingham was born in a survey to the community asking the question: What should be our development and strategic plan for Birmingham? The answer came back with over 2300 responses, and an idea has evolved into an implemented strategy. This strategy has evolved into tactics which include an outreach to surrounding areas such as ours for support, participation and collaboration.
Seven pillars were identified as drivers of economic growth and ultimate job creation for the Plan. One of these key pillars in Blue Print Birmingham is in the area of Trade and Distribution. We become a key participant in this pillar with the continued construction of I22 and I422. Supporters of Blue Print Birmingham create allies and strategic alliances for our area that recognize the impact of the 52 mile Beltline stretch. The Beltline will impact not just us of course, but will overlay 30 cities, and 3 counties. The area described overlays 5 segments of which we are segment 4. Development of the project is funded by the Appalachian Development Highway Commission (ADHC) whereby money has been set aside by the Federal Government to run this project. Both I22 and I422 are ADHC projects. An anticipated 7 Billion will be spent for construction over 20 years while creating 70,000 jobs. According to Renee Carter, Executive Director for the Coalition for Regional Transportation, it is important to note that this is created during the construction phase alone.
Now is the time to cultivate an awareness of our business neighbors and to understand the need to educate ourselves and create community awareness. This is our time to connect to the massive transportation arm of this growth and understand the role of not just the interstate but the full spectrum of rail, highway and air travel. You may find it interesting as I did to appreciate that our 2 mile Birmingham Airport Runway is a very significant critical requirement for international travel. Norfolk Southern is anticipated to spend over 100 million dollars in McCalla on the development of the rail system. The cargo potential here for importing and exporting of goods is again very significant.
Mr. Copeland made the not small point of underscoring the need in all of this growth and opportunity for excellence in education. This is not a suggestion, a “nice to do”, or “maybe we can make it work” suggestion. This is a key requirement and an imperative to true measured success. The desire for “economic development” has become all too cliché of a term. Until the demand is met for creation of an educated workforce, the legs will be weak on the table. Mr. Copeland made the challenge to really drill down on our education rate as a Region, and not to view it by independent communities. A fractured view of any of the elements, and especially education, will hinder our success.
The impact of this project will parallel what we have seen in Shelby County, and we can certainly learn from their processes. In fact, we should connect to I22 within the next three years, and that is just around the corner.
Copeland reviewed the impact of Blue Print Birmingham and drilled down to the specific role that we can play in the implementation of the Plan. Blue Print Birmingham was born in a survey to the community asking the question: What should be our development and strategic plan for Birmingham? The answer came back with over 2300 responses, and an idea has evolved into an implemented strategy. This strategy has evolved into tactics which include an outreach to surrounding areas such as ours for support, participation and collaboration.
Seven pillars were identified as drivers of economic growth and ultimate job creation for the Plan. One of these key pillars in Blue Print Birmingham is in the area of Trade and Distribution. We become a key participant in this pillar with the continued construction of I22 and I422. Supporters of Blue Print Birmingham create allies and strategic alliances for our area that recognize the impact of the 52 mile Beltline stretch. The Beltline will impact not just us of course, but will overlay 30 cities, and 3 counties. The area described overlays 5 segments of which we are segment 4. Development of the project is funded by the Appalachian Development Highway Commission (ADHC) whereby money has been set aside by the Federal Government to run this project. Both I22 and I422 are ADHC projects. An anticipated 7 Billion will be spent for construction over 20 years while creating 70,000 jobs. According to Renee Carter, Executive Director for the Coalition for Regional Transportation, it is important to note that this is created during the construction phase alone.
Now is the time to cultivate an awareness of our business neighbors and to understand the need to educate ourselves and create community awareness. This is our time to connect to the massive transportation arm of this growth and understand the role of not just the interstate but the full spectrum of rail, highway and air travel. You may find it interesting as I did to appreciate that our 2 mile Birmingham Airport Runway is a very significant critical requirement for international travel. Norfolk Southern is anticipated to spend over 100 million dollars in McCalla on the development of the rail system. The cargo potential here for importing and exporting of goods is again very significant.
Mr. Copeland made the not small point of underscoring the need in all of this growth and opportunity for excellence in education. This is not a suggestion, a “nice to do”, or “maybe we can make it work” suggestion. This is a key requirement and an imperative to true measured success. The desire for “economic development” has become all too cliché of a term. Until the demand is met for creation of an educated workforce, the legs will be weak on the table. Mr. Copeland made the challenge to really drill down on our education rate as a Region, and not to view it by independent communities. A fractured view of any of the elements, and especially education, will hinder our success.
The impact of this project will parallel what we have seen in Shelby County, and we can certainly learn from their processes. In fact, we should connect to I22 within the next three years, and that is just around the corner.
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