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Analysis explores how COVID-19 may lead to permanent growth in working from home
The rapid and widespread adoption of telecommuting in response to the coronavirus crisis may result in more workers continuing to work from home after the widespread shutdowns of business life are lifted, according to a new analysis from the Rockefeller Institute of Government. The analysis speculates that businesses and workers who previously had reservations about […]
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The rapid and widespread adoption of telecommuting in response to the coronavirus crisis may result in more workers continuing to work from home after the widespread shutdowns of business life are lifted, according to a new analysis from the Rockefeller Institute of Government.
The analysis speculates that businesses and workers who previously had reservations about work-from-home arrangements will be more open to them in the long-term after a period of being required to operate remotely.
“As we navigate this crisis, employers and employees are forced to be flexible and creative to keep business operations running smoothly,” Patricia Strach, interim executive director at the Rockefeller Institute, said in a release. “This forced work-from-home experience is showing us that work-from-home arrangements are a viable strategy for many businesses and that is likely to be true even when this crisis is over.”
Working from home was already a growing trend before the pandemic. The analysis cites research published by the Rockefeller Institute earlier this year that found that more than 8 million Americans work from home full-time, a nearly 50-percent increase since 2005.
More than 13 million Americans telecommute at least one day a week, according to the U.S. Census Bureau. The analysis highlighted that group as one likely to grow, stating, “…many believe the result of this experience will lead to more people choosing to work remotely one or two days a week.”
The analysis further cites federal and state governments offering grants and loans to businesses to upgrade remote-work technology and the growing acceptance of telehealth and teletherapy by health-care providers as factors that will accelerate the work-from-home trend.
The Rockefeller Institute of Government is the public policy research arm of the State University of New York. The full analysis is available online at https://rockinst.org/blog/coronavirus-likely-to-lead-to-permanent-growth-in-work-from-home-ranks/
How to Take Fear Out of the Workplace During COVID-19
Fear. Uncertainty. A growing sense of panic every time [government eaders deliver a briefing] about the far-reaching effects of the coronavirus. Chatter around the workplace these days is filled with questions like: Will I get sick? Will I have a job tomorrow? Can I afford to pay my rent? What can you do when you’re facing fear
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Fear. Uncertainty. A growing sense of panic every time [government eaders deliver a briefing] about the far-reaching effects of the coronavirus.
Chatter around the workplace these days is filled with questions like: Will I get sick? Will I have a job tomorrow? Can I afford to pay my rent?
What can you do when you’re facing fear in the workplace? The good news is that you can turn to four key principles: transparency, financial discipline, trust and respect for people, and a forward-focused approach. If you want to take fear out of the workplace, consider the following steps.
Embrace transparency. “Open-book management” is the idea that everyone inside your organization will be taught to understand the numbers that drive its success. Many business owners can be reluctant to share the truth about the financials inside their business. But they don’t realize the kind of risks they take by hiding the truth. They assume the burden of keeping the business alive — solo. In many cases, CEOs and owners are forced to shut the doors of the business to the shock of their employees, who are then left to wonder if they could have done something to contribute to a different outcome.
That’s why it’s amazing what happens when you have the courage to share the news — good and bad — with your people. Treat them like adults. Get their attention directed toward what they can do to help — versus panicking. Plus, the more eyes you have on a problem, the more ideas you’ll have to solve it.
Discuss your cash position. It’s been frustrating over the past few years as we’ve watched startup companies — under the guidance of universities, incubators, and even investors — embrace the idea that the only way they could grow was to take on debt. Some of you may find yourselves in an over-leveraged position, but that can also be an opportunity to engage your workforce and tell them the truth about the situation. If you do find yourself in trouble, ask your staff for ideas about how they can contribute to cutting costs — and increasing cash flow to the point where you can actually cover your debt obligations. You’ll be amazed at what can happen when you teach your people the rules of the game.
Protect jobs. Attracting talent and retaining it can be tough. We don’t have a future without people. In the not-too-distant past, executives sometimes became idols when downsizing jobs became the new mantra, laying off people at a time they needed those jobs the most. Something similar could happen today. Difficult times can convince companies to resort to layoffs to survive. But it is wise to think differently. Whoever has the most talented workforce will dominate their markets as soon as 2021. The time to get your organization ready for the next upturn is today.
Get ready for the upturn. As bad and as uncertain as things look today, here’s a secret: it’s actually harder to get a company ready to take advantage of an upturn than it is to prepare for a downturn. Downturns can actually be opportunities to fix things inside your business that you can’t afford to invest the time and resources in when the economy is booming. While it might seem counter-intuitive, the current down market comes as a kind of short-term relief.
It’s giving us a chance to catch up — to make investments in our people and facilities — and to prepare ourselves to capitalize on the economic uptick that we expect to hit in late-2020 or early-2021. By then, our workforce should be more stable and productive — and ready to take full advantage of the available opportunities. They have every incentive to do so, because, as owners of the business, they have a true stake in the outcome.
We know how painful things are today. But there is no reason you can’t also dare to be successful. And learning how to build a culture based on transparency, financial discipline, trust and respect for people, and a forward-focused outlook, is a great place to start removing the fear in your workplace.
Rich Armstrong (www.greatgame.com) is president of The Great Game of Business Inc., and co-author of “Get In The Game: How To Create Rapid Financial Results And Lasting Cultural Change.” Steve Baker is VP of The Great Game of Business Inc., and co-author of “Get In The Game.”

Farm to Fork 101: Reconnecting the Farmer & the Consumer
Mark Pawliw lived the food and restaurant lifestyle through his 25-plus years of experience in the industry, but he realized that something was missing. What was lacking was a connection to the producers, growers, and chefs that bring the food to your plates, the drink to your glasses, and the art of cooking that ties
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Mark Pawliw lived the food and restaurant lifestyle through his 25-plus years of experience in the industry, but he realized that something was missing. What was lacking was a connection to the producers, growers, and chefs that bring the food to your plates, the drink to your glasses, and the art of cooking that ties it all together.
Having to take some action to remedy this, Mark formed Farm to Fork 101 in 2015. It would become a tool, a resource, and an entrepreneurial adventure. Through his business he would explore bridging the gap through “a sustainable experience that reconnects the farmer with the consumer in a delicious way.”
Pawliw started meeting with me in October 2017. He was looking for a path forward in growing the scale, diversity, and recognition of Farm to Fork 101. Together, we held many strategic-planning discussions to create an overall vision and action options. Some of these were postponed or altered due to some sizeable opportunities that came to Mark that helped grow the awareness of the local sustainable food system as well as his business. These opportunities included being hired to manage the Wegmans Experience stage during the New York State Fair in 2018 and 2019.
Throughout our time working together, I continued strategic coaching with Mark. We worked on expanding into operational analysis regarding cash flow and profit margins, differentiation marketing strategies, ideas for informational subscription services to extend product offerings, and other general problem solving.
Pawliw says, “Frank has helped me articulate my vision, weed out the bad or underdeveloped ideas and understand the importance of being proactive with my financials. All in all, he has been a great coach and I look forward to continuing with his advice as my business expands and grows.”
Now, in 2020, Mark can point to his success story as a long line of sold-out events, contracts for services, and name recognition. One of Mark’s latest undertakings was hosting the experience stage cooking demos at the Northeast Organic Farming Association New York’s Winter Conference at the Oncenter in Syracuse in January.
And, with continued coaching and planning with his advisor, Pawliw plans to take Farm to Fork 101 even further in the new decade. He plans on providing increased access to information about farmers and their produce to consumers, while continuing the educational dinners and cooking classes that have been such a hit.
Pawliw states, “Farm to Fork 101 has always been about building and maintaining relationships within the community. In the future, we plan on continuing those connections through hands-on education and helping with other organizations who share the same values. In the end, we would like to see a strong, well-connected food community here in Syracuse.”
You can run into Mark Pawliw out and about at the CNY Regional Farmer’s Market where he can be invariably found sourcing produce for a dinner event, building the relationships that are the foundation of his business.
Advisor’s Business Tip: All businesses benefit from an understanding of their cash flow. A study by Geneva Business Bank indicates “cash-flow bottlenecks account for 7 out of the top 10 reasons businesses fail.” Let an SBDC advisor provide you a no-cost confidential cash-flow analysis using software tools that they are trained to use.
Frank Cetera is an advanced certified business advisor at the SBDC located at Onondaga Community College. Contact him at ceteraf@sunyocc.edu

Boyce starts as new branch manager for SBA Syracuse district office
SYRACUSE — The U.S. Small Business Administration (SBA) has announced a third member of the leadership team for the Syracuse district, which covers a 34-county area of upstate New York, The SBA on April 6 said that Jeffrey Boyce is serving as its new branch manager for the SBA Syracuse district office. He joins SBA
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SYRACUSE — The U.S. Small Business Administration (SBA) has announced a third member of the leadership team for the Syracuse district, which covers a 34-county area of upstate New York,
The SBA on April 6 said that Jeffrey Boyce is serving as its new branch manager for the SBA Syracuse district office.
He joins SBA District Director Bernard J. Paprocki and Deputy District Director Dan Rickman on the district’s leadership team.
Boyce is assuming the duties that Rickman previously handled before becoming deputy district director, Matthew Coleman, SBA regional communications director, tells CNYBJ.
Boyce was sworn into his new federal service position on March 16 at the SBA Syracuse district office, located on Harrison Street.
“We are happy to welcome Jeffrey Boyce to the SBA Syracuse district office team during this vital time,” Paprocki said. “Jeff will be one of our agency’s main points of contact for the small-business community. His strong leadership qualities and familiarity with upstate New York and its main streets will assist small businesses in their COVID-19 recovery.”
As branch manager, Boyce will help manage parts of the district’s coverage areas, including the Capital Region, Hudson Valley, North Country, and Southern Tier. He will collaborate with public and private-sector agencies, organizations, and individuals to promote SBA capital-access programs in addition to other SBA federal resources that assist small-business owners and entrepreneurs.
These responsibilities include the SBA’s contracting and small-business counseling services, in addition to providing financial aid through the “Coronavirus Aid, Relief, and. Economic Security (CARES) Act.”
About Boyce
Boyce is a New York native with “extensive experience” in economic development, the SBA said. Most recently, he served as director of economic development at the SUNY Research Foundation, leading programs including SUNY’s systemwide START-UP NY tax-free zone program.
The initiative launched “hundreds” of small-business partnerships with SUNY’s 64 campuses, “creating new jobs, investment and experiential learning opportunities for students.”
Boyce also previously worked for Empire State Development (ESD) in roles that included director of ESD’s division for small business, assistant deputy commissioner for manufacturing services, and deputy commissioner for small business services. In these roles, he was responsible for overseeing small-business financial and technical assistance delivery to New York firms, manufacturing efficiency grants, early-stage equity investments in Empire State high-tech firms, commercial loan interest-rate subsidies, and workforce-development grants, the SBA said.
Boyce began his career as senior staff assistant to the Monroe County Executive, supporting the management of a county government with more than 5,000 employees and a budget of nearly $1 billion. He then went on to help create and lead the Governor’s Office of Regulatory Reform, directing a team that implemented regulatory and permitting reforms “that saved New York more than $500 million,” according to the SBA.
Boyce holds a bachelor’s degree in political science from SUNY Geneseo and a Master of Public Administration (MPA) degree from the Rockefeller College of Public Affairs and Policy at SUNY Albany.
Boyce and his wife, Deborah, reside in Albany with their two daughters.

State streamlines the MWBE certification process
ALBANY — Interested New York business owners can now apply for any MWBE (minority and women-owned business enterprise) certification programs in New York using one website and one common application. Gov. Andrew Cuomo earlier this year directed Empire State Development’s Division of Minority and Women’s Business Development to establish a statewide integrated MWBE application portal.
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ALBANY — Interested New York business owners can now apply for any MWBE (minority and women-owned business enterprise) certification programs in New York using one website and one common application.
Gov. Andrew Cuomo earlier this year directed Empire State Development’s Division of Minority and Women’s Business Development to establish a statewide integrated MWBE application portal.
The portal will also provide applicants with direct assistance from program staff in order to make the process of completing the application “as accessible as possible.”
Cuomo also announced additional improvements to the MWBE certification process.
They include extending MWBE certifications from three years to five years; expanding the Division of Minority and Women’s Business Development’s internal resources and working with external stakeholders to “streamline and reduce” the time associated with the application review process; and releasing updated information and guidance that explains the certification process and providing increased technical assistance to applicants as they navigate the certification process.
Recent history
In 2011, the governor set a goal of utilizing MWBEs for 20 percent of state contracting. Two years later, that goal was surpassed — and in 2014, Cuomo raised the goal to 30 percent. The MWBE utilization reached 29 percent during fiscal year 2018-2019, “the highest recorded rate” in New York and the “highest MWBE utilization rate in the country,” per Cuomo’s 2020 State of the State report.
That year, contracts worth about $3 billion were awarded to minority or women-owned businesses.
During Cuomo’s tenure, more than $15.9 billion in state contracting dollars have been awarded to MWBEs and more than 7,900 MWBEs have been certified. Additionally, in July 2019, Cuomo signed legislation reauthorizing New York’s MWBE program, extending the program for an additional five years until 2024.
A number of different entities within New York State currently operate MWBE programs. They include New York State, New York City, Erie County, the Port Authority of New York and New Jersey, the New York State 53 Chapter of Women’s Business Enterprise National Council, and the New York/New Jersey Minority Supplier Development Council. Each entity has its own individualized application and certification requirements.
In order to be competitive for government contracts, many minority and women owned businesses “find it necessary” to seek multiple certifications, a process that is often “very time consuming” and involves submitting similar information to several different entities, the state contends. This process serves as a “barrier” for too many minority and women-owned businesses that are seeking to contract with government entities in New York state.
“In order to tackle this problem,” Cuomo directed Empire State Development’s Division of Minority and Women’s Business Development to establish the statewide integrated MWBE application portal.

Laci’s Tapas Bar temporarily closes due to coronavirus restrictions
SYRACUSE — Laura Serway, owner of Laci’s Tapas Bar at 304 Hawley Ave. in Syracuse, says she has every intention of reopening the restaurant when the current coronavirus restrictions are lifted. A note on the restaurant’s website says that as of Thursday, March 26, Laci’s is “closed until further notice.” “At this time, continuing to
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SYRACUSE — Laura Serway, owner of Laci’s Tapas Bar at 304 Hawley Ave. in Syracuse, says she has every intention of reopening the restaurant when the current coronavirus restrictions are lifted.
A note on the restaurant’s website says that as of Thursday, March 26, Laci’s is “closed until further notice.”
“At this time, continuing to keep Laci’s open has become unsustainable,” Serway wrote in the letter.
When asked in an interview if she considers the closure temporary, she replies emphatically, “Absolutely. As soon as we’re told that we can re-open, we will get ready and we’ll re-open. We won’t be able to do [it] the same day because everything is [freshly] made, so it takes a lot of [preparation] … once we’re given the go-ahead,” says Serway, who spoke with CNYBJ on April 6.
Serway had to lay off 30 of her workers during the temporary closure. The group was a combination of full-time and part-time employees. About one-third of her employees are full-time workers. A lot of her part-time workers also work another full-time job, she notes.
Laci’s Tapas Bar had attempted to continue operating as a carryout-only restaurant after Gov. Cuomo ordered all dine-in restaurants to close on March 16. But 10 days later, Serway decided that closing fully was the best move for her staff. In the restaurant business, she notes, the employees are closely interacting with a lot of people. Even though they sanitized pens and clipboards and took other precautions, the employees still faced risks each time they walked to somebody’s vehicle to bring them food. And the customers were at risk as well.
“So there’s a safety issue there and that’s for my team and for other people as well. That was my main reason,” Serway says.
She also notes that the restaurant couldn’t generate enough revenue operating as a carryout-only eatery to cover its expenses. “What’s the sense of staying open?,” Serway asks. “It’s got to make economic sense.”
Serway says she became “very fearful” when she became aware of Gov. Cuomo’s executive order to close restaurants and bars. She worried about her employees and worried about other restaurateurs in the area, wondering if some local establishments will ever be able to reopen when the time comes.
In the meantime, Serway says she’s using the extra time to work on projects in her home and at the restaurant that she hasn’t been able to focus on.
“It’s very weird being at home at night because I’m used to being at the restaurant,” she says.

Upstate Minority Economic Alliance to use AEI funding for training
The training is an activity that “we definitely look forward to resuming, particularly in light of the AEI funding” when UMEA is able to do so, says Me’Shae Rolling, UMEA’s interim executive director, who spoke with CNYBJ on April 3. Founded in 2017, the AEI is comprised of a group of 24 community leaders from
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The training is an activity that “we definitely look forward to resuming, particularly in light of the AEI funding” when UMEA is able to do so, says Me’Shae Rolling, UMEA’s interim executive director, who spoke with CNYBJ on April 3.
Founded in 2017, the AEI is comprised of a group of 24 community leaders from the five counties of Central New York who represent the region’s diversity of government, business, and academia and work to address economic opportunities and challenges identified by the community. Onondaga County administers the initiative with funding from the state, including more than $16 million to support projects in Round 2.
On its website, UMEA is described as Central New York’s “first and only” minority chamber of commerce. UMEA says its mission is “harnessing the economic power of the minority community for the benefit of the Upstate and Central New York region.”
Staying safe, watchful
As the coronavirus pandemic continues, Rolling says she wants UMEA members to “stay safe and healthy” and to watch for any resources that can help when companies return to full operation.
“Let’s keep our eyes and ears peeled for all of the resources [that’ll be available],” she adds.
Rolling mentioned the U.S. Small Business Administration’s (SBA) Paycheck Protection Program (PPP) and the Economic Injury Disaster Loan Emergency Advance program as the “two biggest ones.” The PPP is a forgivable SBA-backed loan that helps small businesses keep their workforce employed during the coronavirus pandemic. The Economic Injury Disaster Loan Emergency Advance program will provide up to $10,000 of economic relief to businesses that are currently “experiencing temporary difficulties,” per the SBA website.
About UMEA
UMEA was first introduced at the 2015 annual meeting of CenterState CEO. A group of local business leaders felt the community had a need for a minority chamber of commerce to address the needs of the business owners and entrepreneurs of color in the region.
UMEA is an organizational partner of CenterState CEO. Robert Simpson, president and CEO of CenterState CEO, is one of UMEA’s founders and sits on its board. UMEA has an office inside CenterState CEO, which provides a lot of support services for UMEA, according to Rolling. She describes the partnership as “supportive and collaborative.”
Calvin Corriders, regional president of Pathfinder Bank’s Syracuse market, serves as the UMEA board president. Besides her role as interim executive director of UMEA, Rolling is also the local franchise owner of EventPrep, Inc.
”It was also not lost on them that minority businesses contribute significantly to the economy. They have tremendous buying power,” she says.
UMEA currently has about 100 dues-paying members and the figure is “growing,” according to Rolling. She also notes that UMEA’s reach and touches are “actually 700 strong,” referencing Facebook followers, EventBrite records, sign-in sheets from meetings, and attendance sheets from events.
UMEA has members in the Binghamton area, along with stakeholders from Albany and Rochester. It recently had a meeting with Tony Gaddy, the president of NYS Black Chamber of Commerce to discuss the synergies between the two organizations.
“We are an inclusive organization and quite frankly, there are Caucasian businesses who are members of UMEA,” she adds.
Other activities
During 2019, UMEA held its community meetings at Syracuse University’s Nancy Cantor Warehouse on West Fayette Street. Prior to the COVID-19 pandemic shutdowns, UMEA was getting set to host the first of its strategic networking events to “provide value” to its members in the “places and spaces” of UMEA board members. The first had been scheduled for the end of March at the Syracuse Educational Opportunity Center (SUNY EOC). Tim Penix, vice president of SUNY EOC, also serves as a UMEA board member.
Earlier this year, UMEA used community-development block grant (CDBG) funding from the City of Syracuse to allow its members and those in the construction trade to participate in the construction company growth-accelerator program.
It was a six-week session that continued between Jan. 9 and Feb. 13, which Rolling described as a “key” program of the first quarter.
The members participated free of charge in partnership with the Syracuse Builders Exchange.
Rolling also noted that UMEA had subsequently secured the instructors to translate the entire series in Spanish in a day-long session on March 14 as the coronavirus situation was starting to impact a lot of elements of society. The graduation ceremony for both cohorts was to occur at the inaugural strategic networking event March 26, which was also postponed.
Your post-pandemic marketing plan should start with an environmental scan
The world in which your business will operate after the coronavirus pandemic will be much changed from the one that existed when you prepared your last marketing plan. When things return to something close to normal and you prepare to do business post-crisis, you will need to adjust or completely redo a marketing plan that
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The world in which your business will operate after the coronavirus pandemic will be much changed from the one that existed when you prepared your last marketing plan.
When things return to something close to normal and you prepare to do business post-crisis, you will need to adjust or completely redo a marketing plan that was based on market facts and assumptions that no longer apply. One of the first steps you should take in revisiting that plan is to conduct a fresh environmental scan of the new business landscape in your industry and markets.
An environmental scan is an assessment of the external economic, competitive, technological, social, and legal/regulatory forces that influence the performance of your business.
If you’ve ever conducted a strengths, weaknesses, opportunities, and threats (SWOT) analysis, you’ll recognize those environmental factors as the sources of both the opportunities and the threats facing your business.
Ideally, your organization already regularly does some environmental scanning, either formally or informally, as you plan out marketing initiatives each year. If not, there will never be a more urgent time for you to start.
You won’t be able to gather meaningful data for much of your environmental scan until the crisis has ended, or is near the end, but now is a perfect time to start thinking about what you will need to know to adjust and succeed under all the various “new normals.” of the near future.
What follows are just a few examples of the kinds of questions you might explore and some suggestions on how and where you can find answers.
Economic. After only a few weeks, the economic impact of the coronavirus pandemic has already been sharp, severe, and in some industries catastrophic. Nobody knows for certain how long the hardship will continue, how deep the bottom will sink, or how permanent the economic damage will be. Most businesspeople will anxiously monitor the economy throughout the coming months.
Just following the news on a day-to-day basis will provide you with a steady stream of general economic news (perhaps more than you want to be exposed to). For more in-depth analysis, the federal and state governments provide a wealth of free geography- and industry-specific tracking data on unemployment rates, wage trends, and any number of other important economic indicators. Some online resources I find particularly useful for these types of data are the websites for the New York State Department of Labor (www.labor.ny.gov), the U.S. Bureau of Labor Statistics (www.bls.gov), and the U.S. Bureau of Economic Analysis (www.bea.gov).
Competitive. Unfortunately, many businesses will not survive the prolonged closures and resulting economic downturn caused by this public-health emergency. Others have shifted the focus of their operations to adapt. The end result in many industries will be a different competitive landscape with some firms gone, some weakened or changed, or perhaps even new players entering the segment. You will need to get a sense of this new competitive set and reassess you company’s position within it.
Your salesforce and other frontline employees can be great resources here as they are out in the market, regularly interacting with customers or vendors, and collecting information about the competitive environment in the process. Regular professional networking is also a good way to learn news about competitors through the grapevine.
Technological. One frequently discussed byproduct of the pandemic is how it caused a boom in the use of collaborative technologies like Zoom. Some experts believe that this sudden, widespread technology adoption will lead to a permanent increase of employees working from home, even after social-distancing restrictions are lifted. That’s just one example of the new reality leading to a technological transformation.
This is a good time to take stock of technologies that exist that could change the way you deliver your offerings and interact with your customers. You could start by engaging an IT consultant or your existing IT staff to provide an inventory of the technologies available, an assessment of what makes sense for your operations, and what it would take for you to transition to them.
Social. The impact of the COVID-19 pandemic on our societal fabric is an enormous, multi-faceted dynamic that may take years, or even decades to play out. In the short-term, social effects will likely manifest themselves as shifts in consumer tastes and preferences. Will people be reluctant to attend concerts, sporting events, or theme parks even after the virus is brought under control? Will their expectations of the health-care system change? Will they desire more or less automation in everyday transactions? These are just a few of the countless questions that come to mind regarding consumer trends in the post-crisis world.
This is an area where an independent market-research consultant would be extremely useful, if it is within your budget. Such firms are better equipped to conduct the often complex, in-depth research required to identify and quantify emerging consumer attitudes. They are more objective as well, increasing the likelihood that the information you get in the end is unbiased. If research on that scale is outside your budget, syndicated secondary data offered by services like Nielsen or Statista can provide valuable insights for a relatively low cost.
Legal/Regulatory. The most dramatic and immediate public policy responses to the virus, the social-distancing measures affecting the workforce and daily operations of essential and nonessential businesses alike, are already being felt in New York state. These may grow stricter as the number of COVID-19 cases and deaths increase. Beyond that, it seems likely that there will be new laws and regulations to address problems caused or exposed by the pandemic, which could impact sectors like health care, insurance, retail, and “gig economy” operations, just to name a few.
The resources to track legal and regulatory developments will vary, but in general, the trade organizations/publications in your industry are a good place to begin. Business advocacy is a mission of many chambers of commerce, and they can often provide information on new or potential legislation that might impact businesses in your local area. And as always, it is never a bad idea to contact your elected officials regularly about issues that will affect you.
The post-pandemic business landscape is going to be challenging and filled with uncertainty. The marketers that survive and thrive in it will be those who take the time to thoroughly take stock of the new environment and adapt their plans accordingly.
Vance Marriner is research director at The Central New York Business Journal and a part-time instructor of marketing at SUNY Oswego’s School of Business.
New York State Budget Fails the People
“We have the power, but do they have the will? It’s time for the legislature to regain its mojo.” I said those words about three years ago. I was trying to inspire some urgency in my colleagues on both sides of the aisle to do what our constituents elected us to do — promote reform
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“We have the power, but do they have the will? It’s time for the legislature to regain its mojo.”
I said those words about three years ago. I was trying to inspire some urgency in my colleagues on both sides of the aisle to do what our constituents elected us to do — promote reform efforts and provide vigorous oversight of an executive that was stepping all over us.
Democrats in the legislature never did quite find their mojo. They certainly didn’t have it [last week when approving the new state budget]. Rather than make difficult choices during a budget process complicated by nosediving revenue and a public-health emergency, Democrats in the Senate and Assembly avoided accountability and handed Gov. Andrew Cuomo unprecedented power over the state’s finances. This budget gives the governor the power to claw back aid to schools, local governments, and health-care programs with minimal legislative oversight. What kind of representative wants to punt their ability to fight for funding for the most important organizations in their communities?
The Democrats settled the governor’s political scores for him by passing a provision that would pave the way for the elimination of most of the state’s third parties. They made sure that the governor’s Hollywood donors got a return on their investment by passing hundreds of millions of dollars in corporate welfare for film producers. They didn’t forget about themselves completely. They also authorized $100 million in taxpayer funding for political campaigns.
What they did forget about was the fact that millions of New Yorkers across the state are dealing with an unprecedented crisis. Now was not the time to cut funding for health-care programs. Now was not the time to cut funding that helps seniors afford prescription drugs. Now was not the time to block a Republican amendment that would’ve provided small businesses teetering on the edge of solvency with hundreds of millions of dollars in grants, tax credits, and zero-interest loans.
I voted against this budget. Not only was it crafted in secret, but it also failed to provide us with a sound fiscal plan for facing the unprecedented crisis that’s upon us. Until Democrats in Albany realize that they’re a co-equal branch of government, until they realize that their constituents deserve transparency, and until they treat taxpayers with respect, we’ll continue to get the same results.
There is some good news. In November, every single New Yorker will get a chance to decide if this is the kind of government they want.
Brian M. Kolb (R,I,C–Canandaigua) represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
The Challenges to U.S. World Leadership
The U.S. has been the world’s leader for decades in promoting democracy, political liberalization, free trade, and collective security. For the most part, Americans support that role, but many are wondering about its costs, and are growing ambivalent about our global engagement. We have sometimes acted unilaterally, but by and large over the decades, we
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The U.S. has been the world’s leader for decades in promoting democracy, political liberalization, free trade, and collective security. For the most part, Americans support that role, but many are wondering about its costs, and are growing ambivalent about our global engagement.
We have sometimes acted unilaterally, but by and large over the decades, we have shown a preference for working with other like-minded countries to achieve our common goals.
We have certainly been in the forefront in support of multinational institutions dedicated to global security, including the United Nations, NATO, and the World Trade Organization.
Our global leadership is apparent in science, technology, and education. We invest heavily in these areas. We award the most doctoral degrees and have renowned universities, which are centers of research and attract many of the world’s finest students. Our millennial generation is the best educated in the country’s history, with 40 percent earning college degrees.
But our leadership has always faced challenges. Many of us remember the Cold War and our leadership in the fight to stop the spread of communism, which lasted 50 years. Today we’ve entered a new phase of domestic challenges, among them, an aging population, a shrinking middle class, political dysfunction, rising income inequality, a tattered social safety net — all seem to threaten our future.
In addition, we face foreign-policy challenges from rising powers like China, hostile actors like Russia, and rogue states like Iran and North Korea. They contest our primacy by building up their militaries, opposing our interests, intruding in other countries’ affairs, and developing nuclear capabilities.
Even our allies provide challenges. Our European friends have undertaken greater economic and political integration, moved away from a close embrace of the U.S., turned to former communist states in Eastern and Central Europe, adopted a common currency, and taken steps toward joint military forces.
There are natural challenges too, like climate change. Rising sea levels could displace millions of Americans from coastal areas, and alter the character of geographic regions. Much of our population is in the path of hurricanes and increasingly frequent tropical storms.
Many of us wonder how to respond to these various and formidable challenges. We value our nation’s identity as a premier economic, financial, and military power, but see the U.S. becoming less influential and less respected, as China, Russia, North Korea and others emerge to dispute our leadership. We want to avoid confrontation, but do not want to be pushed around either.
In this uncertain and dangerous world, we favor strengthening our national defense and wonder whether we should reduce our international engagement and let other counties step up to their own problems.
With his slogan of “America First,” President Donald Trump has steered the U.S. toward a more unilateral approach to these challenges. His approach creates doubts about our leadership, with many of our allies seeing us as less reliable than we once were. If that perception grows, the strength and effectiveness of our global leadership will diminish.
My point is that as the Chinese and Russian models of authoritarian leadership and centralized economies emerge, we must put aside our doubts, embrace our traditional values and leadership role, and let the world know that U.S. global leadership is back.
If we do, the world will be a safer and better place.
Lee Hamilton, 88, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.
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