The Power of Regionality
At Ryde, we believe in being inspired by home to take us anywhere. To us, that means having a complete understanding of who we are, where we’re from and what we do, and carrying that with us, regardless of where we are and what we’re doing around the world. A great misconception exists about the notion of regionality: that being regional equates to being small.
Mistake.
Big mistake.
Being regional can be a huge advantage, if you allow it to be. Much of the current research around community and economic development tells us that sustainable future growth will be centred around regional economies and regional partnerships, under regional leadership. Whether regional is used in the context of neighbouring nations, towns or ecosystems, the underpinning principle of regionality is the common notion of community.
The cornerstone of regionality is community. Even more than nationality as a concept, regionality is the driver that allows for thriving economies and societies. To be a regional community means to know people and have an appreciation for them. As businesses, this translates into an understanding of how to best serve and provide for communities. There are indisputable challenges associated with being a regionally located business in Australia: the tyranny of distance is real and as such, supply chain complications are constantly navigated. However, regional businesses are uniquely placed to meet their clients and consumers at a more precise point of need than their metropolitan counterparts. As such, there is greater opportunity for regional businesses to increase the lifetime value (and quantum) of “fully connected” customers.
One of the core principles of emergency response procedures is about devising localised solutions to local problems: growing self sufficiency, innovation and resilience. It is in the grit of this mindset that regional businesses (and communities) demonstrate their capacity as expert problem solvers and negotiators. Regional communities understand the practicalities of diversification through necessity, not aspiration. It is in the business function of the local grocery store owner that develops an off-site agricultural operation to provide fresh produce, or the newsagent who opens an ice cream parlour within their current operation, all to address local problems, at the local level.
So, when it is suggested that being regional is a disadvantage or somehow equates to being “small”, consider those driving outcomes in the tourism, viticulture, or manufacturing industries (along with many, many others) achieving critical results on a daily basis, central to national social and economic outcomes.
