On a cold, windy January day, I took a walk to familiarize myself with another area of Brooklyn. As I do on such sorties, I have a camera in hand. It’s just an integral part of me carrying that, along with a fountain pen. In combination, perhaps an odd idiosyncrasy. Go figure.
There has been so much news about struggling businesses in an economy best described as uncertain if not scary. Regardless of your own standing, uncertainty feeds fear. It’s like that for many, even those who still have a job. There have been a myriad of changes in less than a year, and many of them are unprecedented as we know.
And yet I’m encouraged with the way businesses evolve, regardless of the risks and constraints of an unrelenting pandemic. Adaptation abounds. As I pass several restaurants and eateries small and large, I can’t help but notice the physical changes in these venues. Where there was once a length of curb used for parking has now been pre-empted by saw horses and orange pylons, cuts of plywood fashioned into walls and even structures with lockable doors, sliding windows, and other things that can make or break an outdoor dining experience. Being early in the day, most of these venues were still closed.
The way these dining improvisations unfold reminds me of a line from Shakespeare’s Richard III, which says,
Now is the winter of our discontent
Made glorious summer by this sun of York;
Summer is still several months away, but we can long for it. For now, our discontent, our malaise and all that has transpired has made burdens to bear heavier by the frigid air. Winter can represent discontent, but I can also make an argument for the hot, unbearably humid days of summer offering the same.
Bricks and mortars have had to survive with 25% capacity. As anyone who owns a restaurant or pub will tell you, to survive is one thing, but to thrive means sustainability. And sustainability means recency and frequency of patrons through limited seating, curbside pick-up and delivery. All modes need to be deployed.
Let’s take the 80-20 rule, where 80% of a business is generated by 20% of the total customer base, and extrapolate to a pandemic index of sorts. I think if this entire 20% group supports their favorite restaurant, diner, food wagon or cart at least once a week for say the first 6 months of 2021, well, that recency and frequency in commerce and service could make a difference. For patrons, a feeling of outreach and support; for the eateries, a glimmer of hope and possibilities heretofore unseen if not improbable.
Perhaps my thinking is too simplistic, too unrefined and certainly enough to have my MBA stripped from my CV. But who am I not to think outside the box, to consider actions however “small” as things unworthy of effort and possibility? Because there’s enough doubt to go around these days, I’ll let Shakespeare have the last word:
Our doubts are traitors, and make us lose oft what we might win, by fearing to attempt…
Carlo Centeno 