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Decem-brr Weather means “Business”

Talking cold, snow and rain? You're talking Commerce, too

It's currently -16° F. First cold snap of Fall. The coldest weather in some time. Even worse for the Midwest and East Coast. And to think that Winter is still ahead. In the meantime, skiers and boarders are rocking the Rockies. Traditional travel, however, is challenging. Roads icy. Airports juggling schedules. Along the West Coast, flooding rains and wind paralyzed highways and stranded vehicles.

There is so much more to "our" weather and it's worth talking about. It's a story about global commerce. Moving goods and services. Negotiating the elements. By car, truck, van, rail, planes, pipeline, tankers, and cargo and passenger ships. Here's one you may take for granted: space weather. It is critical to meteorology, national defense and communications, (like the cell phone you're holding or cable channel you're watching - all those satellites). Weather is that decision to make a trip to shop or see a movie...or not. About staffing hospitals, government agencies and stores - if the staff can get in.

All this ahead of the Holiday season, which makes this cold outbreak all that more important. This is crunch time for retail and the U.S. economy. Consumer behavior is responsible for two-thirds of the nation's commerce, it is estimated. So, the next time you're watching or listening to a forecast, remember the weather means "business." It's one reason - as a trained National Weather Service spotter, former broadcast reporter and a spokesperson on global science and technology affairs - I followed it closely. Still do. So do energy and environment officials, transportation leaders, utilities, commodities traders, Wall Street, and cities and local governments.

My advice: your PR agency, investor and media relations, marketing and communications staff, and your leadership team should all not only follow the weather, but also develop plans for it. After all, weather is their "business," too. Big business. And how your firm manages its impacts can help define your market and management's reputation.

Australia’s Economy: Signs of Recovery, Lessons for America

Economic Growth Fuels Business Reputations and Investor Confidence

Are you looking up, when you should be looking "down-under"? Let me explain. You know how the weather can change – cloudy one day, sunny the next? There are signs that Australia’s economy may have weathered the worst, but do not expect to hear the forecast call for a return to complete economic-recovery sunshine, just yet.

But it does appear the clouds are passing. There are hints of blue sky ahead. Here are some ways to tell. Business journalists get accomplished at reading between the lines...and so should you. Why? What you learn is of interest to your CEO. The economic weather "down under" is very much linked to worldwide economic conditions. In short, Australia's economic forecast is watched closely by U.S. business and investors, alike. What happens in Australia, does not stay in Australia. What happens is vital to America.

Question? Are economic experts beginning to use words to describe the economy of Australia, such as “bottoming, flattening, stabilizing?”

Answer: “Yes.” Are big real estate firms seeing any increase in sales in their residential business? According to Lend Lease: “Yes.” And how is consumer sentiment? That means, what are you thinking and feeling about the economy ahead?

The National Australia Business Bank monthly business survey shows improvement in its index of business conditions. Optimism is showing itself. But the economy does not go from cloudy to sunshine in one month. Bottoming is a process.

Still, any improvement is another sign that the process of moving from "totally cloudy" to "partly sunny" may be underway. Finally, here is an important indicator: the stock market. Stocks typically move up before other economic indicators.

After its March low, the market gained about 17 percent. Market participants reacted positively to what they see coming for Australia’s economy. That not only makes consumers "feel" better, but also industry, too, as balance sheets improve.

"Yes," the market may pullback. A pullback is actually a healthy thing after such a strong move up. As long as the March 9 low stays the low, then you now know that there are a number of positive hints about the economic conditions ahead.

And you now know that when the world, including America and Wall Street, sees conditions looking UP "down-under"...it's also anticipating an improving global forecast. Economies and investors are geographically connected.

Note to America: Look "down-under" to see if the economy is looking up. Not only that, communicate what you see throughout your organization.

Good economic weather does wonders for the reputation of and confidence in business, Wall Street and investments worldwide. Economic growth is superb public relations, works magic on corporate reputations and fuels stakeholder confidence.

Your CEO already knows this. So should you, your PR and marketing firms, and key stakeholders. Economic trends somewhere "else" are important, wherever you look.

The "Defense" Sector: Wall Street doesn't Understand You (1 of 2)

Wall Street does not understand America's so-called "Defense" sector. That's a problem, especially with a new economic plan coming.

Here's the issue: Wall Street lumps firms such as Lockheed Martin (NYSE: LMT), Northrup Grumman (NYSE: NOC) and Raytheon (NYSE: RTN) into two words: Defense sector. The business media, including CNBC and CNN, adopt the lingo. Yet, these firms are far bigger than a two-word, Wall Street label. They do so much more. They pioneer programs benefiting earth and space science, information technology, energy and the environment. They are the stuff of "gee-whiz" value.

So, in a nutshell, this is a leadership moment. It is a time to revisit your "positioning" and reputation management. When your company is unable to position itself appropriately, it may fail a brand "promise." Failed brand promises can risk damaging relationships. With customers and employees. Why? For one reason, we may not fully understand you. Can I connect in a meaningful way with a company boxed in by narrow Wall Street jargon? Answer: I may not connect, and I may not invest. Plus, jargon is a difficult cage to be trapped in -- especially when it does not capture the true role these "Defense" firms bring society. And, really, jargon is difficult to like. Jargon is useful for insiders, but a burden to the rest of us. A put off. Wall Street's "Defense"-sector jargon is like walking into a brick wall. That's a bump in the face no one needs. I say, "Wall Street...take down that brick wall." Re-position how these firms are "labeled-sectored." Question: "Is your company positioned to attract the greatest value?"

"Saving Money - Ruining Reputations?"

A growing number of U.S. hospitals are reportedly saving money by reusing medical devices designated for one-time use, ignoring the warnings of manufacturers, which will not vouch for the safety of their reconditioned products.

Question:   When it comes to your health, what is more important than safety...and what are you doing to communicate your safety success to potential customers and key stakeholders?

Strategy:   Develop a Safety Communications Plan.

Your safety record helps consumers make good buying decisions.  It worked for Volvo. It works for construction and engineering firms.  I believe the first healthcare firm (and I worked for the largest one in the country) that declares it is the "safest" will get my attention...and recruit the top physicians and nurses.  How about the firms that make children's clothing, utilities, environmental and defense companies, food companies, computer ergonomics?  Safety is a differentiator and can attract new business.

Tactic:   Audit and create key messages about your safety advantages.  Form a multi-disciplinary Safety Success Team.  Give it the resources to communicate to internal and external audiences.  This includes vendor support.  Attract media attention. 

If your safety record stands up to accepted industry standards, publicize it widely and earn credibility for your efforts.

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"Your City's Reputation - Plugged In?"

$122-billion a year.  If your city competes well for the lucrative convention business, the economic impacts could help you.  Image and reputation.  They are not just tactics for your Public or Investor Relations departments.  Baltimore has jumped into this high-stakes battle.

Question:  Do you know how active you and your employees are in your Chamber(s) of Commerce and city affairs and community organizations?

Strategy: Develop a Stakeholder Relations plan that audits your existing relationships...compares them to your desired relationships...and then couples the natural interests of your employees with the business goals of your firm and the interests of your community.

Tactic:  Implement your Stakeholder Relations plan through a volunteer Community Team.  The Hawthorne Effect goes to work for you.   Then have your Community Team brief your boss on your firm's success.

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"CEOs: Credibility Gone in a Blink"

"If it takes a lifetime to build crediblity, why does it take only a minute to lose it?  Forever."

When your enterprise loses crediblity, you lose your future.  Your sales suffer, your operations grind to a halt, your best people jump ship and your stock prices crater.  Consider United Way's latest troubles.

I donate to United Way, but I do not believe the organization will ever recover fully from its scandal many years ago about how much of its monies were going to overhead vs. the needy.  Now, the ethics of the American Red Cross are again making headlines.  Bad headlines.  After the Hurricanes, I donated to the Red Cross.  I am seriously reconsidering my choice.

It will not be the power or words of the CEO that gets the Red Cross through this -- if it can get through this.  Assuming its operations are not fatally flawed, it will be the ability of the Red Cross to set a new standard in public and media relations to weather this crisis.  The organization can not do this with just its in-house PR team.  It is not big enough and can only work so many hours in a day.

Let me be clear:  The future of the Red Cross is at stake.  The stakes don't get higher.

What would you, as CEO, do?  How quickly could you move?  What contract help -- what PR "swat-team" -- do you have "on-call" for your crisis?

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