“DesignWrite” was created by Thomas Anstadt to explore design and business-related topics.

Community Impact

Having a consistent brand is more essential today than ever. There are numerous reasons for this; one being the consolidation of businesses. When national or ‘big’ brands buy out a local ‘small’ business, or corporation they'll oftentimes eliminate processes and employees.

Have you noticed the effects on a community when a ‘big’ brand opens a new outlet store or buys out a local business? There always seems to be a mix of positive and negative outcomes. When a ‘big’ brand moves into a new community, it may create jobs and attract new residents. However, competing businesses often shut their doors, while others will be forced to assimilate into the ‘big’ brand. The original business name changes and every benefit gained by thinking local is lost. From personnel to product changes, expect the unexpected.

These changes will also take a toll on the residents of the community. To illustrate this scenario, let’s consider the effects it might have on a local carpenter. Mr. Johnson, a local carpenter, dealt with Mr. Anderson, the owner of the local lumberyard. Now, a ‘big’ brand moves in and takes over the lumberyard. It has a No Credit Policy and closes Mr. Johnson’s account—without any notice—and refuses him credit to purchase new materials. His prior relationship with Mr. Anderson is of no concern to the ‘big’ brand. Now, its only concern is following processes and policies that meet the bottom line.

Meeting the bottom line is often contrary to creating good customer service. Customer service was the glue in the relationship Mr. Johnson developed with Mr. Anderson—it’s what maintained his loyalty to the local lumber yard and its loyalty to the community. Now, that journey of trust has been broken and Mr. Johnson will need to delay client projects and charge materials to a high-interest credit card, which eventually causes him to increase his rates. The end result is a weakened economic outlook for the local community.

A Failure to Understand

‘Small’ businesses are necessary to maintain the vitality and prosperity of communities. The number of people living within a community is, oftentimes, the direct result of their success. And the quality of service and the overall efforts ‘small’ businesses provide their community is what counts the most.

In contrast, ‘big’ brands invest considerably more time and effort into their numerous checks and balances to appease their executives and shareholders—who only profit from meeting the bottom line. As Mr. Johnson experienced, those checks and balances, quite frequently, fail to provide products and services of any real value, but instead place a financial burden on their customers and local community.

Because out-of-town executives of ‘big’ brands tend to create overly complex processes and policies, their customer relation practices are generally, rigid and don’t consider the real needs and desires of the customer. (They certainly didn’t consider Mr. Johnson’s!) Plus, their decision making processes take a tremendous amount of effort and time and are ultimately, not very agile. One can only imagine the extra time and resources it would take to brand and launch a new product or service that would actually be needed and valued by its customers.

Agility Makes Sense

At first, ‘big’ brands can seem to be the best option for many customers because of their size, abundance, and flashy appearance but they are frequently burdened with the same overly complex and bureaucratic processes and policies that forced Mr. Johnson to delay client projects and increase his rates. How can that be good for the local community? One can only reason then the establishment of a consumer relationship with a ‘small’ business, that’s agile, makes sense for everyone.

‘Small’ business leaders are exceptional at developing valued products and services because they live, work, and shop within a community. They have learned first-hand that the ‘big’ brands’ rigid practices and policies don’t provide real value to customers. Because of those experiences, it’s only natural for a ‘small’ business to place more value on their customers’ needs and desires by working in a manner that addresses those issues.

And appearance and size shouldn’t disqualify them but just the opposite. Small businesses tend to be just as or even more qualified because of their talent and desire to provide personalized services with direct contact with the people doing the actual work. Plus, they can respond quickly to market changes and accelerated timelines. To them, it’s about creating a streamlined business practices that will be valued by their customers.

In Conclusion

‘Small’ businesses create the same great work, products and services but they just don’t focus on having more and being flashy like the ‘big’ brands. They enjoy being small. ‘Small’ businesses tend to be just as or even more qualified because of their talent, drive, and desire to provide personalized and valued products and services. To them, building customer relations takes priority over meeting the bottom line which, in the end, increases their profits.

It takes significant effort to establish a successful brand; ‘big’ or ‘small.’ The process should not include creating a rigid set of processes and policies—they only financially benefit executives and shareholders—because they will certainly hinder those efforts. That is bad branding. As Mr. Johnson experienced, they don’t create value for the customer or the local community. Creating exceptional customer experiences creates value—it’s good branding.

Finally, reemember to take the time to research ‘small’ businesses in your area when you are in need of a new product or service. Then choose one that is focused on providing agile and personalized customer service. Not only will your efforts afford them your patronage, but you will be contributing to the prosperity and vitality of your community. It’s a win-win scenario! –end