January 2021 - 62

POHMER ON
WHO COULDA
THUNK IT?
Consumers in 2021 will be looking for retailers who can
continue to innovate and demonstrate a leadership role
in addressing their ever-changing needs.
By Stan Pohmer
A
s I sat down to write this column in mid-November
2020 and thought about the 2021 season before us
- with all of the challenges and opportunities that
we'll face - it was impossible not to take some time to
reflect on the incredible disruptions of the past 10 months.
This time last year, you were putting the finishing
touches on your spring plans and in the throes of
implementing them. You were eagerly anticipating a solid
year of sales, looking forward to a relatively calm and
" normal " season with the only major variable being the
weather. You had things under control; life was good.
Ten months ago, who coulda thunk that a tiny microbe, a
virus we now know intimately as COVID-19, would have the
incredible power to turn our world and lives upside down,
resulting in the most significant societal and behavior
changes we've experienced in recent history.
Sure, we've been through crises before, like the Great
Recession of 2007-2010; but as impactful as that was on
many companies and individuals, it was mainly financial
in nature, and, once we recovered, life and the ways we
did business pretty much went back to the pre-recession
" normal. "
Disruptions Abound
This COVID-19 crisis, however, has been more invasive
and disruptive in many ways - the health impacts and
the reality that it can kill; the fears, uncertainty and
unpredictability that we didn't know how to treat and
62 | LAWN & GARDEN RETAILER | JANUARY 2021
control it; we didn't fully comprehend the effects on work,
learning, retail and every other element of our lives; we
didn't know what limitations would be imposed and for
how long by governmental authorities to help mitigate
the spread of the virus; and we had no idea of the scope of
what would be required to exist during this pandemic, nor
any idea of when it might end.
For many industries, the pandemic has been crippling,
especially for the entertainment, hospitality, travel,
small business and restaurant industries, with longterm
consequences. Restaurants have been restricted to
carry out and delivery with some sit-down dining allowed
outdoors and inside with major capacity restrictions; it's
estimated that 40-50% of all restaurants will not survive
as a result. Lack of sales and capital (family-owned
businesses have exhausted their personal savings and
can't secure bank funds) are forcing the closure of many
storefronts, with estimates that 50% may cease to exist
before the virus is under control.
Societal impacts resulting from the pandemic are many
and widespread, including:
* Remote working. To minimize contact/virus spread
and supported by internet connectivity and Zoom
meeting capabilities, many companies have resorted
to total or hybrid work from home environments,
especially impacting metro areas. This policy has
resulted in reduced foot traffic for local businesses
that relied on these workers, and a challenge to both
commercial and residential metro real estate values as
remote workers, now able to work from anywhere, are
relocating from metros to the suburbs/ex-burbs.
* Education. As more elementary, high school and even
colleges/universities move from in-school and hybrid
classes to total remote learning, significant barriers
January 2021

Table of Contents for the Digital Edition of January 2021
