Killarney businesses all sharing the same pressures and issues, says retail consultant Eddie Shanahan
Addressing attendees, Mr Shanahan told the gathering at the Killarney Plaza Hotel that they should consider collaborations to make the town a stronger overall brand that is greater than the sum of the parts.
'When you unite with a common cause you create empowerment, engagement, impact, worthwhile benefits and a rising tide that lifts all boats – except maybe those with holes in them,' he said.
He said there was a "great energy" in Killarney, adding that while it is a strong brand, there needs to be a roadmap where everyone is driving in the same direction.
Mr Shanahan said the challenge is to build Killarney as a 'superbrand' where competitors become community, with agreed brand values and strong performance standards.
Mr Shanahan, who specialises in the provision of enterprise development services to Irish and international clients, including state agencies, said there are both macro and micro issues to consider when the town is drafting a strategic plan for the future, with the former concerning the wider environment and reputation of Killarney and the latter relating to situations that apply on a day-to-day basis.
'In terms of the macro issues, I suggest a green approach that leverages compact development with good infrastructure."
'Give locals a reason to stay, live and work and give visitors a reason to discover and return by creating a competitive, sustainable experience that is world class and respectful of the planet,' Mr Shanahan suggested.
The business expert said key requirements for Killarney going forward included more green spaces and sports facilities, adequate parking and park and ride facilities, improved healthcare, as well as more housing and an end to dereliction.
The renowned retail and fashion expert acknowledged that many businesses lost good staff who moved on to other sectors or other parts of the country as a result of the pandemic and, in many instances, they have been replaced by poorly trained or untrained part-timers who are not career professionals.
However, he said this was the responsibility of the manager and not those on the shop floor, the serving table or behind the hotel reception desk, and that it can only be improved by proper staff appraisal programmes and career paths.
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