What’s Next After the Pandemic? News Flash: There Is No Next

Despite all the confusion regarding safety regulations and performance requirements for PPE, the fact is many suppliers and distributors have survived (so far) because of pivoting successfully to selling masks, sanitizer, and wipes. While many have settled in with a reasonably stable supply chain, the fact is the spikes of the COVID-19 virus over the next few months could likely again disrupt things.

So, what’s next after the pandemic? Here’s one thing I know for certain: The promotional products industry will definitely look differently on the other side of this. What are you doing about that? Are you selling the heck out of masks, etc. and hanging in, just waiting to see what the next big thing is? A not-so-solid business strategy if I ever heard one, but I’ve got to admit, in some instances, it seems like that’s what’s happening in this industry. What about flipping that on its end, and instead of waiting for the “thing” to sell, you consider innovating the approach to selling it instead.

Here’s an example of someone doing just that. Matt Stocking is the founder and lead creative of Colorhammer, and a 25-plus year veteran of marketing communications and advertising. Matt started his career as a graphic designer/art director, so now when the pandemic forced a pivot, he innovated by turning his firm’s focus on connecting outstanding creative ideas with realistic production solutions. Instead of just waiting for the next big thing to pitch to his clients, who are all tightening their marketing budgets and trying to do more with less, Colorhammer’s savvy move to providing creative insight and multi-discipline production methods has served his client’s needs well. Stockings’ firm has not only survived but managed to thrive during an incredibly disruptive time because of innovative thinking and the ability to execute a rapid pivot.

For the price of a taco and a cold beer, Matt shared some insights worth considering:

“Agencies and in-house marketing departments are letting go of full-time graphic designers and production manager positions” Stocking told me. And we all know that in any economic downturn, agencies and marketers always take a hit, so this isn’t “new” news. But even though this is an unfortunate situation for many, it’s one where he saw an opportunity. “My feeling is they won’t be bringing back those full-time positions and will instead be turning to facilitators who can answer the question, ‘Can you help me find options and just make this project happen?!’” Stocking’s answer: A resounding “Yes!” Innovation is all about identifying your customers’ problems and challenges and finding creative ways to bring solutions that make their lives easier. They will always find money for this.

Cash flow and inventory management are problems everybody is dealing with now. “It’s been my experience lately that suppliers have been lowering minimums while still maintaining lower price points,” Stocking shared. “Expecting those jumbo orders from days past to return may be unrealistic. ‘Lean and mean’ and ’turn and burn’ will continue to be mantras for the future of the industry, in my opinion.” Lean and mean and turn and burn is always the thinking when the economy is disrupted, so learning to think this way, and to offer services that speak to those mantras (and customer needs), is part of the formula for business success today.

Will there even be a next big thing? Stocking is not so sure. “I’ve seen so many great new ideas blow up so fast, highjacked by knockoffs that destroy the ideas’ unique offering. At Colorhammer, I’ve discovered that finding that new approach, then applying that innovative thinking (or tactics) to various items in multiple ways works best. It seems to slow the rate of overexposure and burnout.”

For those folks that have unfortunately suffered from layoffs, especially in the creative community, Stocking has some advice. “First, focus on what you enjoy AND know or do best. Become a specialist. Then, find clients that appreciate your specific skill set and offerings. Maintain your agency and professional creative relationships. Reach out often to let them know you’re available. At the same time, we all should be realistic. As much as we want them to, all of those jobs may not come back, especially those of the more seasoned veterans of the industry accustomed to higher pay rates.”

I thought that Stocking’s advice and what he’s doing with Colorhammer is particularly salient right now. Business as usual is gone, at least for the near term, and customers and prospects have an entirely different set of problems, challenges, and objectives. Focusing on how you can pivot, innovate, and serve them well given this new normal and ever-changing business landscape makes good business sense. What do you think? I’d love to hear how you’re managing the industry challenges today and what you’re doing to pivot and innovate.

And speaking of masks and the like — I’ll share one parting thought on selling PPE. Be careful! If you’re considering new manufacturers for your supply chain, let the caveat emptor adage guide you. In the UK, COVID fraudsters have been caught in a sting selling masks that offer no protection, UV lights that do not kill viruses, and gadgets that falsely claim to “sterilize the air.” UK officials are tracing the supply chain backward from both online sites and retailers to the importers and telling sellers to pull products making misleading claims. It goes without saying that being caught up in this nightmare would stink. Please source carefully and validate claims, your client doesn’t need KN95 masks that offer zero protection, UV lights that kill zero instead of 99 percent of viruses using wands that move over surfaces, or an empty box with baseless claims to disinfect mobile phones. Trying times call for redoubled safety and security efforts on behalf of our customers and our brand reputation. Remember that when it sounds too good to be true, it usually is.