What do Tylenol, New Coke, Jack-in-the-Box, Bag Leaf Spinach, Katrina and the World Trade Center have in common? They were all disasters. More specifically, they were all business disasters, and the outcomes of each of these disasters were completely dependent on managing needs and resources.
In a global economy where labor is cheaper for “the big boys” overseas and markets are flooded with less expensive goods, where disgruntled employees or other malcontents take out their frustration on a business directly or its customers there are few businesses that do not regularly suffer scarcity, adversity or disaster. Applying Business Triage, Customer Triage and Marketing Triage principles, you can identify and concentrate on those who most need your services and space.
The first step in each of these triage techniques is to identify and categorize your desired outcomes based:
– Critical/Essential Outcomes – Those that must occur to meet the overall financial or service mission
– Urgent/Important Outcomes – Those that facilitate the overall financial or service mission, but are not essential to that mission.
– Supportive/Optional Outcomes – Those that facilitate the overall financial or service mission, but are ancillary and thus not necessary to the mission.
Once the outcomes are classified into these categories, you must identify the processes that result in the desired outcomes.
Once the processes are identified, they too must be categorized:
– Critical/Essential Processes – Those that must be supported to meet the desired outcome
– Urgent/Important Processes – Those that facilitate the desired outcome, but are not essential to meeting the desired outcome.
– Supportive/Optional Processes – Those that facilitate the desired outcome, but are ancillary and thus not necessary to meeting the desired mission.
Next the resources needed for each process are identified and categorized:
– Critical/Essential Resources – Those essential to the process and without which the process will fail
– Urgent/Important Resources – Those that facilitate the process, but are not essential to the process.
– Supportive/Optional Resources – Those that facilitate the process, but are ancillary to the process and the absence of the resource will not affect the efficiency of the process.
Graphically:
| Critical/Essential Outcomes | ||
| Critical/Essential Processes | Urgent/Important Processes | Supportive/Optional Processes |
| Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
| Urgent/Important Outcomes | ||
| Critical/Essential Processes | Urgent/Important Processes | Supportive/Optional Processes |
| Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
| Supportive/Optional Outcomes | ||
| Critical/Essential Processes | Urgent/Important Processes | Supportive/Optional Processes |
| Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Essential/Critical Outcomes are fully supported first with all available resources, then Urgent/Important and finally Supportive/Optional.
When applied to customer triage and marketing, the objective is to identify and categorize the market based on the best fit to the outcomes/services you triaged above. In other words:
First identify and categorize your ideal customers, those who can most benefit from your services:
– Critical/Essential Customers – Those that benefit most from your service mission and capacity and are thus most likely to be repeat customers.
– Urgent/Important Customers – Those that benefit from your service mission and capacity, but can obtain similar services from your competitors and they know it.
– Supportive/Optional Customers – Those that benefit minimally at best from your service mission, but are better served by your competitors.
Once the markets are classified into these categories, you must identify the best means of reaching the desired markets.
Once the means of reaching the market are identified, they too must be categorized:
– Critical/Essential Means – Those that must be used to reach the market.
– Urgent/Important Means – Those that facilitate reaching the market, but are not essential reaching the market.
– Supportive/Optional Means – Those that might reach the market, but are not as effective as required.
Next the resources needed for each means of reaching the market are identified and categorized:
– Critical/Essential Resources – Those essential to reaching the market and without which the message will fail
– Urgent/Important Resources – Those that facilitate reaching the market, but are not essential to delivering the message.
– Supportive/Optional Resources – Those that facilitate reaching the market, but are ancillary to delivering the message and the absence of the resource will not affect the message.
Graphically:
| Critical/Essential Customers | ||
| Critical/Essential Means | Urgent/Important Means | Supportive/Optional Means |
| Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
| Urgent/Important Customers | ||
| Critical/Essential Means | Urgent/Important Means | Supportive/Optional Means |
| Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
| Supportive/Optional Customers | ||
| Critical/Essential Means | Urgent/Important Means | Supportive/Optional Means |
| Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
Critical/Essential Resources
Urgent/Important Resources Supportive/Optional Resources |
In August of 2003, New York City suffered its most recent blackout. Arnie owned a small convenience store and ice creamery faced a business triage decision. With the power out he had 50 gallons of ice cream in the cabinet that would soon melt. This was no small loss, but it would be compounded by the fact that he had over 100 gallons of ice cream in the back.
Arnie knew that he had a problem on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He had to decide where he could focus his efforts and his remaining resources so that his business would in fact reopen when the power came back on. He also needed to plan for as short a recover as possible. It takes a lot of effort to get rid of over 100 gallons of ice cream and a lot of dumpster space. The clean-up would be horrendous and if the blackout lingered too long his store would be filled with stench of sour milk and rotting ice cream.
Arnie ran a neighborhood store and his customers had already been in to purchase what he had on hand. With an old cigar box he had given up his computerized register and was going business “the old fashioned way”. But what to do with the ice cream?
Arnie doesn’t know if he was the first store owner to think of it, but in the sweltering heat Arnie struck upon an idea, give it away. After all, what would he be losing? The product would be ruined before refrigeration could be returned. So he simply gave away the ice cream. A small handmade sign in the window soon drew people in off the street. “Free Ice Cream.
In no time he had a line. He was giving away the ice cream, but what to hold it in? Ice cream cones! The cones were actually cheaper than Styrofoam cups, and Styrofoam have an unlimited shelf life. Would the ice cream cones go bad during the blackout? No, but you can’t give people ice cream in their hand, and the small loss in the cost of ice cream cones was less than the larger loss than the cost of Styrofoam cups.
To Arnie’s amazement, many people tried to pay him for the ice cream. Wanting to get rid of it as quickly as possible, before it all went bad and he had to carry it out back where it would create a horrendous stench, he simply refused. To his greater amazement people began to buy other items in the store, items that in all likelihood he would not have been able to sell at that moment in time simply because before the free ice cream sign he didn’t have many customers. Before he had given away all the ice cream, Arnie found that his store shelves were bare and his cigar box overflowing. His acceptable loss, the ice cream, had gained him an unexpected profit.
But that’s not the end of Arnie’s story. The power came back on and Arnie was resupplied with both ice cream and merchandise. He also saw a tremendous increase in business. People didn’t just come because he had given away ice cream. They came because they felt that Arnie cared about them. He had taken a tough decision and turned it into a benefit for those around him.
Arnie is just one example of businesses surviving and flourishing because of efficient business triage. Johnson & Johnson (cyanide in Tylenol) and Pepsi-Cola (needles in bottles) are two “big business” examples of the same principle.
In the business world triage missteps, failure to define an acceptable loss has resulted in product failures and brand damage (Coca-Cola with New Coke and Jack-in-the-Box with tainted hamburgers). The lesson of business triage is that when a business faces scarcity, adversity, or disaster prioritizing goals, outcomes and processes while judiciously allocating resources maximizes business success in good times and bad.
Griffin Works offers Pawsitive Interactions with Service Dogs During Response Operations©, an audience-customized training that breaks down barriers by offering hands-on handling training and demonstrations with working service dogs for fire departments, EMS agencies, and public safety organizations.
Part of the National Domestic Preparedness Consortium and home to the National Emergency Response and Recovery Training Center, TEEX has been leading homeland security training since 1998. The major TEEX programs include fire and rescue, infrastructure and safety, law enforcement, economic and workforce development, and homeland security. As a member of The Texas A&M University System, TEEX is unique in its ability to access a broad range of emerging research and technical expertise. Beginning with course design and development all the way through hands-on instruction and national certification testing, TEEX delivers comprehensive training through both classroom and hands-on instruction and as online courses.
The National Child Traumatic Stress Network (NCTSN) was created by Congress in 2000 as part of the Children’s Health Act to raise the standard of care and increase access to services for children and families who experience or witness traumatic events. This unique network of child-serving professionals, caregivers and young adults, researchers, and national partners is committed to changing the course of children’s lives by improving their care and moving scientific gains quickly into practice across the U.S. The NCTSN is administered by the Substance Abuse and Mental Health Services Administration (SAMHSA) and coordinated by the UCLA-Duke University National Center for Child Traumatic Stress (NCCTS).
The Emergency Management Institute (EMI) is part of the Department of Homeland Security’s Federal Emergency Management Agency (FEMA). The EMI provides national leadership in developing and delivering training to ensure that individuals and groups having key emergency management responsibilities possess the requisite skills to effectively perform their jobs.
The High Alert Institute maintains a list of reviewed courses provided by governments, universities and professional organizations. This list is geared towards the non-emergency management person who participates in disaster planning, preparedness, response, recovery or mitigation as part of their job responsibilities.
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Koi need forever homes, too! For pond enthusiasts, freshwater exotic and ornamental fish may not be available through pet stores or rescues in their area. The High Alert Institute Aquatic Pet Shelter Rehoming Program will be happy to assist you in stocking your new pond or adding a new finned friend to your school. Coming soon – when you adopt a Koi from the High Alert Institute Aquatic Pet Shelter Rehoming Program, we can arrange for delivery to your door anywhere in the continental United States.
Have you always wanted a Koi pond but don’t have the space one? Sponsor a Koi in our community shelter pond and we send you photos of your sponsored animal. Coming soon are live Koi Cameras above and below the water to enjoy your sponsored Koi anytime.
Dumping of freshwater non-native species and exotic aquatic pets into wild habitats is a man-made disaster that is truly preventable. The Institute’s Aquatic Pet Welfare Partnership works to raise awareness and reduce the impact on healthy ecosystems through education, as well as rescue and rehoming. Joined by champions of animal welfare and environmental stewardship, this association of aquatic pet rescue operations and aquatic pet shelters across the United States aims to save our finned friends and preserve our waterways together.
Want to share our cause with family, friends, and colleagues? Looking for a non-traditional way to celebrate a birthday or honor someone special? Support the Institute by starting your own Peer-to-Peer fundraising challenge! Let your contacts know why our mission is important to you and what they can do to support your cause. START YOUR OWN FUNDRAISER for the High Alert Institute.
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Make your donation twice as nice by rehoming aquatic pets and providing a rehabilitation companion pet to a deserving person, family, or facility. Sponsor part or all of a Joy of Koi Program pond installation – complete with rehomed koi – and give the gifts of love and recovery.
Professional photographers, amateurs, and legal copywrite holders are all welcome to participate in the High Alert Institute Nature Photo Donation Program. Sales of the images benefit the Institute and donors are eligible for tax deductions equivalent to the fair market value of their photos. Landscapes, seascapes, animals, flowers – all may be accepted – whether new or vintage images. People may be included in the photo but only if unidentifiable (i.e., blurred figures at a distance).
Did you know that unused patents and copyrights can be donated to charity? Intellectual Property (IP) just sitting on a shelf will lose value as it becomes obsolete. The High Alert Institute IP Donation Program seeks to rescue stranded, technology-related IP with the potential for development into marketable products. Once accepted by the program, the owner/inventor is eligible for a tax deduction equivalent to the fair market value of the IP. The Institute receives the patent licensing fees or revenue from the sale of the IP to businesses, helping us to fund our mission. In turn, businesses are able to advance their markets and create jobs for less money than starting a project from scratch.
Disasters are defined as situations in which needs exceed or overwhelm available resources. Some disasters affect an entire community, while other disasters impact individuals and families. Crises of physical or psychological health can be very personal disasters.
The therapeutic value of pets during illness, trauma, and recovery is well established. And Koi fish may be well suited for people who are not able to provide verbal pet commands or physically care for pets like dogs and cats. Koi ponds are also a source of beauty and peace, providing an ideal setting for quiet reflection or meditation.
We are working to partner with pond installers and aquatic pet rescues/shelters to offer free or reduced-cost ponds with rehomed Koi fish to people seeking this type of pet therapy.
Disasters disrupt life and impact our sense of personal, family, and community safety. Survivors and responders alike often are not aware of the emotional, psychological or spiritual challenges that they may face from disaster onset through recovery. With two decades of experience training responders and communities to prepare for the behavioral health aspects of disasters, we will continue to provide education and a curated list of resources to groups or individuals.
Non-medical factors that impact overall health are termed Social Determinants of Health or SDoH. Noise pollution, poor air quality, and poor water quality are three environmental factors known to have a strong link to overall health. And the same environmental factors that impact humans impact their pets and other animals in their care. We continue to assist in advocacy, education, and technology development to mitigate the impact of SDoH on humans and animals alike.
Our efforts in shelter and rescue are the main focus of our environmental stewardship, reducing the environmental impact of non-native aquatic animals being dumped into public waterways. The High Alert Institute also assists innovators with the design, development, and evaluation of green and renewable energy technologies. Reducing the carbon footprint associated with disaster preparedness, response, and recovery furthers our continued mission to mitigate risk and improve resilience.
We partner with public and private organizations, sharing resources and fostering partnerships to improve disaster preparedness, response, and recovery, and mitigation.
The High Alert Institute team has over a century of combined research experience in medical, nursing, behavioral health, and disaster sciences. Our team provides support to researchers and technology developers through comprehensive literature searches and reviews, as well as failure mode database searches and adjudicated reviews.
When disaster strikes, most aquatic pet owners have limited options to secure the safety of their pets. Sheltering in place may not be possible if there is no power to provide aeration and “pet-friendly” shelters do not include ponds or aquariums. Our goal is to provide an option for aquatic pet owners in need of rescue and shelter for their finned friends.
Our goal is to share our two decades of disaster readiness experience with animal welfare organizations, shelters, caretakers, and pet owners, as they implement contingency plans for natural and manmade disasters.
