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52 CPD ACTIVITY FROM PAGE 51 operations. Another area this covers is the rapid ascension of tele and virtual health. • Sustainable conscience. The general reduced travel and movement as part of measures to restrict coronavirus spread has resulted in a noticeable positive impact on the environment. This phenomenon is being reported from Venice to China. The likely result is that future sustainability will become ever more important when choosing brands to align with, even for those that haven’t previously prioritised the environment. Increased scrutiny will be given to the way companies behave, towards both the environment and their own people. • Digitalisation. In the past few months many people who would be considered traditionally reticent to increasingly interact and transact online have been forced to do so, meaning the gap between digital natives and other demographic groups, such as the over 65s, has narrowed substantially. The digital availability of services, consults, bookings, information and marketing is now generally expected. Pharmacies need to consider how they can incorporate this effectively and efficiently. • Local and neighbourly. Feelings of uncertainty and potential threat have amplified the value placed in brands and businesses that present ‘closeness’ to consumers. Proximity builds familiarity, comfort and trust. General pharmacy can naturally fulfil this strategic area as long as the pharmacy brand resonates with the community. • The considered consumer. Unfortunately, the prospect of consumer spending power shrinkage is very real, with customers being more cautious and measured in their purchases. It’s possible that a simpler, more genuine way of living will evolve and consumers will be looking for durability, longevity and reliability. • Community and solidarity. The COVID-19 pandemic has re-established the importance of community around the world. Consumers will look for brands to help support their sense of community. • Springing back to life. Despite the fear that has overwhelmed the population, humans are resilient. When things eventuality return to normality, or rather a new normal, people will Crisis communication lifestyle illustration. embrace life with renewed vigour and enthusiasm. They may well look to brands to provide comforting and even humorous messages. • Purpose. Above all, brands need to redefine their purpose. Brands will need to have a clarity of purpose, which flows through to authenticity. The effects of the COVID-19 pandemic are deep and far-reaching and should not be underestimated in terms of the effect on consumer behaviour. Now that the community panic and period of business operational adaptation is over, community pharmacies need to ensure they’re presenting and communicating the right brand messages to re-engage and build their customer and patient base, as well as guiding and supporting their staff. How businesses communicate now and in future to staff can create clarity, build resilience and be a catalyst for positive change. This is turn can create the right environment and messaging to communicate to customers in the most appropriate manner. McKinsey’s article, ‘A leader’s guide: Communicating with teams, stakeholders, and communities during COVID-19’2 indicates that “when information is unavailable or inconsistent, and when people feel unsure about what they know (or anyone knows), behavioral science points to an increased human desire for transparency, guidance and making sense out of what has happened”. During periods such as these, a leader’s messaging and actions can help staff put their experience in context, adjust appropriately and deal better emotionally. Some customers and staff may be ready to move onto the ‘next normal’, but others will continue to exhibit some of the ‘fear management’ behaviours of the customer archetypes outlined. A pharmacy leader needs to be able to address and accommodate the different need states. Leaders need to decide when and how to communicate complex and timely information and create a blueprint for the (next) future to a potentially diverse audience. Unfortunately, a ‘how to’ guide doesn’t exist: while pandemics have occurred in the past, they haven’t occurred to modern organisations and communities, but crises have, giving some direction and a path forward. A simple tip is to pause, take a little time and return to fundamentals. The basics of effective communication still hold true. As McKinsey’s Ana Mendy outlines, “define and point to long-term goals, listen to and Resolve Resilience Return/ Reimagination/ Reform Employees are feeling: • Confused • Anxious What they need: Crisis stage Employees are feeling: • Uneasy • Worn down What they need: Employees are feeling: • Ready for change • A sense of loss What they need: • A new vision for the future • A chance to grieve • Facts, not speculation • • Clear instructions for how to protect theif safety • Clarity on longer-term plans Positive stories • Chances to connect Internalising Adjusting Instructing RETAIL PHARMACY • JUL 2020 Mix of information to communicate, by type, %