In these uncertain times, it’s important to take a step back at look at the business you’ve created and are part of. Yes we are in a challenging period but, where possible, use it to plan for the future, explains John Keeling.

Like everyone else my plans came to a sudden halt. One minute I am booking flights to Texas and the next, I have totally reduced my trips out of the house to one per week to get the shopping. That’s if there is anything left on the shelves. 

I am in the fortunate position of being retired so I haven’t the worries or uncertainty of a job in this crisis. So, I can amuse myself by listening to music and reading books. Also, I can do the thing I most enjoy is thinking.

I have always been a thinker.

Well that’s what Symone says, at least that’s what I think she says…

I know that brewers are still brewing albeit in reduced volumes with no draught beer being packaged. However, small pack continues for some. Some brewing has to be done to maintain yeast vitality for those lucky to have their own yeast and the ability to re-pitch.

Some brewers will still be contract packaging. But there is no beating around the bush, sales are dramatically down. Just spare a thought for the poor retail staff where everything has just stopped.

However, this crisis will continue for some time and this will leave brewers with plenty of time on their hands. So what, if anything, would be useful to do during lockdown?

Obviously, a deep clean of the plant, walls and floors is always useful to do but that will only take a few days at most. Inventory and stock checking can last a day at a push. When all that is done what is there left to do?

Well here are a few things to consider:

Vision

Now is a good time to dust down that old vision statement you produced when you started the business. What do you mean you don’t have one?! A vision is a very useful tool to explain what the business is about both to external people like investors, consumers etc but also internal to the work force.

A salesperson or any other member of your team who understands the company vision will feel part of the business and not just somebody employed to do a job. What should be in your vision? Sure, it must include something about where you want to be e.g. the benchmark brewer of barley wines. But it should also have something about standards and values e.g., we will not test our beer on animals.

Once you have a vision document you could try to boil it down into a simple statement e.g. Quality, Service and Pride (where did I get that from). I always then look to sense check my vision by asking trusted colleagues or friends to read it and give feedback.

Strategy 

Once you have a vision document then a strategy document naturally falls out of it. This document is mainly for internal use or to show to investors. It can contain a summary of a one, two- and three-year plans. Further into the future if needed.

It will contain more detail than the vision document and could have sales, distribution and production plans within it. Whenever I was involved in this type of work, I tended to allow the sales forecasts to get ahead of production planning to make sure the sales were “in the bag” so to speak before committing to plant expansion.

I think this is particularly important in small businesses where cash flow is king. However, before publishing the strategy document you should make sure all departments have had their say on the realism of the plans included.

When you are working for a small company then this should be incredibly easy because the number of people involved is very small, however I have known this to be messed up even then.

This document should definitely not fall into the hands of competitors so you might want to consider its distribution and also a “watered” down version that you could allow a wide distribution of.

Communication 

The next task is then to communicate both the Vision and Strategy internally. Then you can also use them in communications with the outside world; especially the bit on standards and values.

This step is incredibly important, if you want to lead a team then you must do this, if you are content with telling people what to do 24 hours a day,7 days a week then don’t bother to do it. Plus, never complain that people won’t make decisions.

You don’t have to do this the way I have outlined but I would always try to adhere to certain principles

• Strategy and vision are different
• Vision is used to inspire
• Strategy is about how we do it not why
• Communication both internally and externally are vital

If you get the above correct it will feel like King Arthur and the Knights of the Round Table, get it wrong and it feel like the sad old Duke of York marching his army up and down the same old hill.