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PEOPLE IN THE KNOW 2014 / STORM & SECURITY PROTECTION 17 AUTOMATED MOTOR COMPANY 1939B WEST COPANS ROAD • POMPANO BEACH, FL , 33064 904-200-8744 • 954-974-0525 • FAX: 954-974-0529 DISTRIBUTOR OF TUBULAR MOTORS FOR AWNINGS, HURRICANE ROLLING SHUTTERS & ROLLER SHADES FROM 6NM TO 100NM MOTORS, STANDARD 4 WIRE MOTORS RADIO MOTORS ALL TYPE OF HARDWARE AMC MOTORS, SOMFY MOTORS, SIMU MOTORS CONTROLS FOR INTEGRATION BUILDING MANAGEMENT CONTROLS SYSTEMS AMC AMC STORM SECURITY P R O T E C T I O N & NEXT ISSUE: People in the Know INDUSTRY LEADERS IN STORM AND SECURITY PROTECTION STORM & SECURITY PROTECTION MAGAZINE • Advertising Rates • Editorial Schedules • Digital Edition Information Kerri Caldwell Publisher/National Sales (773) 775-9293 kcaldwell@kasnicmedia.com stormsecuritymag.com STORM SECURITY P R O T E C T I O N & Vol. III No. 3 From the Ground Up Thomas Johnston IHPA President Town & Countries Industries FLASH Forward: Open Sourcing the Disaster Safety Movement Field Work Positive Prognosis for NJ Medical Center Protect Yourself Workers Comp vs. Profitabitlity P E O P L E I N T H E K N O W 2 0 1 2 From the Ground Up Thomas Johnston IHPA President Town & Countries Industries FLASH Forward: Open Sourcing the Disaster Safety Movement Field Work Positive Prognosis for NJ Medical Center Protect Yourself Workers Comp vs. Profitabitlity **INSIDE PGS 3-26_FORECAST 6/20/13 7:49 PM Page 25 STORM SECURITY P R O T E C T I O N & NEXT ISSUE: 2014 IBS PREVIEW ISSUE INDUSTRY LEADERS IN STORM & SECURITY PROTECTION Storm & Security Protection MAGAZINE • Advertising Rates • Editorial Schedules • Digital Edition Information Kerri Caldwell Publisher / National Sales (773) 775-9293 Publisher / National Sales kcaldwell@kasnicmedia.com stormsecuritymag.com STORM SECURITY P R O T E C T I O N & I B S P R E V I E W 2 0 1 4 Vol. IV, No. 4 Building Confidence The 2014 International Builders' Show offers more of everything Superstorm Sandy One year later StormEXPO 2013 Mitigation and protection industry gathers in Fort Lauderdale Vol. IV, No. 4 Vol. IV, No. 4 U.S. POSTAGE P A I D NEW RICHMOND, WI PERMIT NO. 16 ZIP CODE 54017 damage that can affect the delivery of goods. Large numbers of manufacturers go out of business following disasters either through destruction of their facilities or their inability to resume normal business operations. All of this suggests that the resources needed to continue business might not be readily available or might be spoken for by competitors. In the classic supply chain study of microchip shortages following a clean room fire, Nokia was able to secure all future production runs of the microchips in question and dealt a devastating blow to its competitor, Erickson. 3. What is the impact on your customer base? Disasters can frequently lead to demographic shifts that can alter your customer base. Demand for products and services can increase, decrease or be unaffected depending on the nature of these changes. Disaster might actually offer an opportunity for increased sales in some sectors. However, these changes can be temporary or permanent, so increasing capacity may be a risk. Following the Northridge earthquake in California, many of the existing population of middle-class, retired aerospace workers chose to relocate to other states. They were replaced by an influx of largely Hispanic immigrants. This demographic shift resulted in changed demand for products and services such as grocery items, clothing, and restaurants. Long-Term Effects These same three questions can, of course, be asked in the immediate aftermath of a disaster and can certainly help guide response activities. However, just considering immediate impacts can blind you to future problems. The long-term effects of a disaster can initially be very subtle and not manifest themselves for a considerable time. It is critical, therefore, to consider the potential impacts of a disaster on employees, suppliers, and customers over an extended period. Strategy is not static. Asking these three questions once is not sufficient. Disasters are complex and so are their effects. A good strategy needs to be reassessed peri- odically by asking the same questions again and again. Many businesses have recovered from disaster by developing a recovery strategy based on the effects of the disaster. The story of the Sheraton Hotel is not unique and there are many stories just like it. Let yours be one of them by asking the three critical recovery questions. Lucien G. Canton, CEM, is a consultant specializing in preparing managers to lead better in crisis by understand- ing the human factors often overlooked in crisis planning. A popular speaker and lecturer, he is the author of the best-selling "Emergency Management: Concepts and Strategies for Effective Programs." For more information, please visit www.luciencanton.com, or email Info@luciencanton.com.