Recently a group of tourism and visitor minded business folks gathered to chat about the future of that industry for our community and region.
One term that seemed to ring true around the table was creating a "destination community" mentality for Marshall and SW Minnesota. The consensus was to create an attitude that finds ways to bring visitors to our community. They could be family members from afar, tourists passing through, student groups, or businesspeople gathering in our community.
How can we make this community and our region a "Destination?" Some will argue that it begins in our own back yard. How often have you heard (or thought) "why would anyone want to come here?" Those types of self deprecating thoughts are just what we don't want. We need to find ways to celebrate what we do have and to make certain that visitors in our community have a quality experience.
Two items related to this. A group of students at SMSU, the SIFE program, will soon be offering a "secret shopper" effort to measure and assess customer service at local businesses. If you or your business would like to take part in this July program, please contact me at the chamber office for details. Do we put our best foot forward for all of our customers? Do our front line staff make the best first impression?
This is critically important for everyone. In the area of economic development, we've all heard the horror stories of a corporate expansion team checking out a community. The "suits" are meeting with community development officials who have rolled out the red carpet for the out of town business officials. While the bigwigs are out touring the community, the VP for expansion and development, who has served "incognito" as the driver for the group, is off talking to the waitress at the local restaurant, or clerk in the hardware store asking them about the community and getting a message completely contrary to the local community development officials. The point being, is that it is every one's responsibility to help sell our community.
The other component is identifying our assets. Back to the group who recently met to address these issues, we challenged each other to come up with a list of our favorite things about our community and region. As someone who has lived here less than 3 months, here are my top five:
1. The 5th hole at the Marshall Golf Club
2. Riding my bicycle on County Road 7 to see the wind turbines
3. An Ahi Tuna sandwich at The Bistro
4. A music performance at the Schwan's Performing Arts Center
5. A community band concert at Liberty Park
The challenge is to encourage each and every one of us to come up with our top 5 or 10 list to share with visitors and friends.
Those are my thoughts. What are yours?
Friday, June 27, 2008
Monday, June 23, 2008
Chamber "Givens"
Several folks have asked about upcoming changes to the Marshall Area Chamber of Commerce programs and operations. While it's a bit premature to speculate about what or when things might change, you might find it interesting to know about some of my basic chamber beliefs.
1. "If it's worth doing, it's worth doing right." Too often chambers get caught up in trying to be all things to all people. Quality should always win over quantity of efforts. Down the road, you will see the chamber focus on providing quality programs and services, even at the expense of handing off projects to other groups and organizations, or possibly even retiring a longstanding program or two.
2. "People do business with people they know." In this age of high tech, it still makes a difference about where and who we do business with. While often times the temptation might drive business to on-line or discount providers, the majority of business is still done based on well established business relationships. It goes beyond price point and should include service, reliability and positive working relationships. We remain a membership based organization and we will always strive to do business with our members first. It's imperative that we continue to establish that trust and familiarity with our members.
3. "Return on Investment." Everything we do must be done with our members in mind. Is it creating value for our members and the community? Does it provide a valuable service that might not be available elsewhere within the region? Is there both fiscal and relevant value to our members? The value equation is not always the easiest to determine, but we will always strive to work hard for the investment our members make in this organization.
4. "What's in it for me?" Programs, services, committees, task forces, and all of our efforts need to focus on the value for our members. While not every effort will appeal to every member, it's almost certain that a niche group will benefit from our actions.
5. "Listen and pay attention." It's imperative that we are always listening to and seeking input from our members and the community. The bottom line is that we work for you the member. You are our customers, leaders, and reason for existing. To think otherwise does a disservice to our entire membership.
Change is not an easy process, and the next few weeks and months will be a challenge as our chamber goes through some necessary changes. Your input and feedback is critical. Even when we don't ask for it, please feel free to offer your thoughts, ideas and suggestions. After all, this is YOUR chamber of commerce.
Those are my thoughts. What about yours?
1. "If it's worth doing, it's worth doing right." Too often chambers get caught up in trying to be all things to all people. Quality should always win over quantity of efforts. Down the road, you will see the chamber focus on providing quality programs and services, even at the expense of handing off projects to other groups and organizations, or possibly even retiring a longstanding program or two.
2. "People do business with people they know." In this age of high tech, it still makes a difference about where and who we do business with. While often times the temptation might drive business to on-line or discount providers, the majority of business is still done based on well established business relationships. It goes beyond price point and should include service, reliability and positive working relationships. We remain a membership based organization and we will always strive to do business with our members first. It's imperative that we continue to establish that trust and familiarity with our members.
3. "Return on Investment." Everything we do must be done with our members in mind. Is it creating value for our members and the community? Does it provide a valuable service that might not be available elsewhere within the region? Is there both fiscal and relevant value to our members? The value equation is not always the easiest to determine, but we will always strive to work hard for the investment our members make in this organization.
4. "What's in it for me?" Programs, services, committees, task forces, and all of our efforts need to focus on the value for our members. While not every effort will appeal to every member, it's almost certain that a niche group will benefit from our actions.
5. "Listen and pay attention." It's imperative that we are always listening to and seeking input from our members and the community. The bottom line is that we work for you the member. You are our customers, leaders, and reason for existing. To think otherwise does a disservice to our entire membership.
Change is not an easy process, and the next few weeks and months will be a challenge as our chamber goes through some necessary changes. Your input and feedback is critical. Even when we don't ask for it, please feel free to offer your thoughts, ideas and suggestions. After all, this is YOUR chamber of commerce.
Those are my thoughts. What about yours?
Tuesday, June 17, 2008
By the Numbers
Last week chamber staff attended state-wide chamber workshops in St. Cloud. One topic that created an incredible amount of buzz was a presentation by Sarah Sladek on generational issues in the workforce.
As a Baby Boomer it was both interesting and "challenging" to hear about the priorities of the X and Y generations. According to the 30-something Sladek, (and I truly believe she is incredibly accurate with her analysis) members of the X and Y Generations have different priorities and value systems than fellow Boomers and those of my parents generation, one that Tom Brokow calls The Greatest Generation.
With workforce development one of the top concerns and priorities for our community and region, it's imperative that business owners and managers who are Baby Boomers and Greatest Generation members need to understand these X and Y values and priorities.
Not too surprising were the numbers recently presented to the board of directors at Avera Marshall Regional Medical Center. Dr. Sid Goss, a university demographer from South Dakota, presented a fascinating analysis of age trends for Lyon County and SW Minnesota. According to Goss, Baby Boomers (born between 1946 and 1964) make up the majority of the current workforce. Boomers represent the largest segment of the population in the US at over 80 million. Generation X (born between 1965 and 1981) is nearly 1/2 of the Boomers and Generation Y (born between 1982 and 1995)is nearly 60 million. Goss went on to say that within 10 years, the majority of the Baby Boomer generation will be at retirement age.
Based on population trends, Goss suggests that employers in SW MN and Lyon County (and the entire country for that matter) need to understand the dynamic trends that are developing and prepare for an older workforce unless we're able to address the needs, values, and priorities of the X and Y generations.
Sladek, an author, lecturer, and noted expert on generational issues (she did write two books on the subject after all), points out that what Boomers and older generations haven't figured out yet, for the most part, is that we can not impose our beliefs and work habits on those generations that will follow us. For some of us over the age of 45, the values and priorities of "X'ers" and "Y'bees" are almost contrary to traditional Boomer values.
I hope to begin addressing these differences of priorities and values on future blog entries.
From my perspective, understanding and addressing the needs of the X and Y generations will be the key to workforce development not to mention seamless succession planning.
Those are my thoughts. How about yours?
As a Baby Boomer it was both interesting and "challenging" to hear about the priorities of the X and Y generations. According to the 30-something Sladek, (and I truly believe she is incredibly accurate with her analysis) members of the X and Y Generations have different priorities and value systems than fellow Boomers and those of my parents generation, one that Tom Brokow calls The Greatest Generation.
With workforce development one of the top concerns and priorities for our community and region, it's imperative that business owners and managers who are Baby Boomers and Greatest Generation members need to understand these X and Y values and priorities.
Not too surprising were the numbers recently presented to the board of directors at Avera Marshall Regional Medical Center. Dr. Sid Goss, a university demographer from South Dakota, presented a fascinating analysis of age trends for Lyon County and SW Minnesota. According to Goss, Baby Boomers (born between 1946 and 1964) make up the majority of the current workforce. Boomers represent the largest segment of the population in the US at over 80 million. Generation X (born between 1965 and 1981) is nearly 1/2 of the Boomers and Generation Y (born between 1982 and 1995)is nearly 60 million. Goss went on to say that within 10 years, the majority of the Baby Boomer generation will be at retirement age.
Based on population trends, Goss suggests that employers in SW MN and Lyon County (and the entire country for that matter) need to understand the dynamic trends that are developing and prepare for an older workforce unless we're able to address the needs, values, and priorities of the X and Y generations.
Sladek, an author, lecturer, and noted expert on generational issues (she did write two books on the subject after all), points out that what Boomers and older generations haven't figured out yet, for the most part, is that we can not impose our beliefs and work habits on those generations that will follow us. For some of us over the age of 45, the values and priorities of "X'ers" and "Y'bees" are almost contrary to traditional Boomer values.
I hope to begin addressing these differences of priorities and values on future blog entries.
From my perspective, understanding and addressing the needs of the X and Y generations will be the key to workforce development not to mention seamless succession planning.
Those are my thoughts. How about yours?
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