Worcester Business Journal

wbjournal.com | June 2, 2025 | Worcester Business Journal 19 By Erjon Metohu Erjon Metohu is president of ERI Design in Worcester. This is part of a series from ERI Design providing web and digital marketing advice. 8) Choosing the right web partner matters. It can be the difference between a smart investment and a costly misfire. Whether you're a business, nonprofit, or institution, your website is too important to leave to chance. 7) Start with strategy, not screenshots. A good website begins long before the design phase. Look for a partner who wants to understand your business goals, your audience, and the problems you're trying to solve, not just your color palette or lingo. 6) Know who's actually doing the work. Some firms pitch you with their A-team, then hand off the work to freelancers or junior staff. Ask who you'll be working with day-to-day. Relationships matter, and so does consistency. 5) Ask about process, then listen closely. A reliable web firm should have a clear, thoughtful process for discovery, design, development, and launch. If its approach feels vague or overly technical, it's okay to ask more questions. 4) Beware the bargain bin. Budgets are real, but a quote that's too good to be true often comes with trade-offs: poor com- munication, limited support, or shortcuts costing you more in the long run. 3) Look for evidence, not just promises. Ask for examples of recent work, mea- surable outcomes, and client references. A trustworthy partner should be proud to show you how they've helped others succeed. 2) Prioritize fit over flash. Flashy design doesn't always equal effective design. Choose a firm that listens well, collaborates closely, and understands your specific needs, even if they don't dazzle with buzz- words. 1) Think beyond launch day. Your website is a living, evolving tool. Choose a partner who will help you grow, adapt, and improve over time, not one who disappears once the site goes live. Hiring a web firm is more than a business transaction, it's a partnership. Taking the time to choose the right one can save you stress, money, and missed opportunities down the road. How businesses can grow together through partnerships BY SLOANE M. PERRON Special to WBJ M ass layoffs and workforce reductions are a harsh reality in business. In their aermath, low morale, fear of being next, and employee burnout are common challenges. When a team is le reeling, managers are still tasked with the difficult job of rebuilding, maintaining productivity, and moving forward. Balance empathy and clarity. It's important to give your team space to grieve the loss of their colleagues. Be visible and accessible, answering questions as openly as possible, within the boundaries set by your legal department. "Clear and consistent communication is vital, so work with your communications or PR team to Staying strong through workforce reductions George Aronstein is chief operating officer of APEX Entertainment in Marlborough. BY GEORGE ARONSTEIN Special to WBJ A t Apex Entertainment, we like to say we run corporate light, because when there's a skee-ball machine in the corner, it's hard to take yourself too seriously. But when it comes to partnerships, we take things seriously in all the right ways: with intention, creativity, and care. e best partnerships aren't transactional. ey're transformative. ey bring energy to both sides, deliver exposure to new audiences, and generate real community impact. At Apex, we've worked with everyone from local breweries to autism advocacy organizations to financial institutions. Each collaboration has taught us great partnerships don't just happen: ey're built with purpose. Align on values. Our partnership with the New England Center for Children in Southborough is one of our most rewarding. What began as event sponsorship evolved into Sensory Sundays, where we lower the lights and volume at Apex so families impacted by autism can comfortably enjoy our facilities. We've hired NECC graduates and supported their events, from holiday parties to road races. It's more than branding; it's belief in what they do and reminds us why this work matters. When you share core values, the collaboration comes naturally. Ask: Can we help each other fulfill our missions in a way that feels genuine? Keep it local. From Wormtown to Jack's Abby, local breweries have been a huge part of our identity. We don't just pour their beers; we create experiences together. Whether it's trucker hat stations, golden ticket giveaways, or limited-edition pint nights, these events draw new customers and deepen relationships with regulars. Local businesses understand the community. When you partner up, that authenticity shows. Right now, we're collaborating with breweries on a "Drink Local, Give Back" campaign, where a portion of every pint sold goes to local veterans' charities like Clear Path for Veterans. Create shared wins. With our Family Fun Days, we don't just write checks to community groups. We designed an experience for families to enjoy discounted access to attractions, and the organizations receive a portion of the proceeds. It brings people through our doors, introduces new guests to Apex, and sends funds back to nonprofits. Make it memorable. When we teamed up with Rockland Trust, a casual chat at a Marlborough Regional Chamber of Commerce networking event turned into a custom go-kart sponsorship and a bank-branded speedway. When the USO needed a venue for military family celebrations, we opened our doors. From hosting comedy nights to cooking burgers for 5K runners, we aim to create unforgettable experiences. When partnerships feel less like business and more like friends building something fun together, that's when the magic happens, by turning a partnership into a shared experience that makes your brand more human, more visible, and more valuable to your community. 8 THINGS to know... ... Before hiring a web firm manage the overall messaging. But make no mistake; as a leader, this is your responsibility. You must be aligned with the message, so no one feels misled," Graham Peelle writes in an article for Forbes. Learn to listen before decision- making. In the wake of a mass layoff, employees may experience a wide range of emotions, such as anger and disbelief. While you may not be able to resolve the root causes of these feelings, offering employees the chance to be heard can go a long way. Sarah Edwards of BambooHR emphasizes the importance of gathering constructive feedback during the rebuilding process. "at means listening to your employees' concerns before you speak, instead of assuming you know what they want to hear," Edwards writes in the BambooHR blog. Promote cross-training opportunities. Layoffs oen leave gaps in the workforce, while the remaining team is still expected to maintain productivity with fewer people. Cross training can help bridge these gaps by equipping employees to cover multiple roles. It also boosts morale by allowing individuals to develop new skills, step into positions better suited to their strengths, or pursue roles aligning with their professional goals. "Find out what skills employees are interested in learning and give them stretch assignments that connect them with other departments," Danielle Beauparlant Moser suggests in his interview with Society for Human Resource Management writer Lisa Rabasca Roepe. W W W

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