The Economic Argument and Other Incentives for Business

Key Discussion Points

Addressing attitudinal barriers and lack of awareness

• Attitudes and a lack of awareness are the main barriers to accessibility; the main strength of the certification approach is in addressing these barriers and encouraging a cultural shift
• Many businesses want to be accessible but do not know what that means or how to do it
  • The model could provide guidance on how to incorporate accessibility in strategic planning, with recognition for organizations that do it well
• A focus on productivity and enabling technologies could link accessibility to other business challenges related to attitudinal or systemic barriers, such as adapting to a digital economy or more collaborative management structures
• Increasing employee awareness of accessibility and the needs of persons with disabilities in the community can often make as much of an impact as structural accommodations
  • People with intellectual disabilities often encounter employees who speak to their support persons  rather than directly to the individual
  • Employees are often unaware of invisible or undisclosed disabilities
  • Participants expressed having had positive experiences in other jurisdictions (e.g., Vancouver, Quebec) where employees were focused on providing a welcoming and inclusive experience for each individual customer

Communicating the business case for accessibility

• Businesses need clear demonstration that they will get a return for their investment in accessibility
  • The messaging surrounding a certification model would address two key questions from business: “Why should I do this?” and “What’s in it for me?”
• There is an economic argument, supported by market research, that accessibility positively impacts a business’s bottom line in the long run
  • Accessibility could be integrated into a company’s growth strategy – from management policies to tools for increased productivity
  • If market competitiveness were based on an organization’s level of accessibility (if society had high expectations), businesses would be more likely to adopt it 
• The certification model should account for small businesses’ lack of capacity and large organizations’ conflicting mandates and regulatory fatigue
  • Several participants suggested an approach that starts by asking what each business’s customers need 
• Universal design could serve as a foundation for the business case by promoting the idea that accessibility is good for everyone 
  • If businesses think of universal access as more than an add-on, but as a benefit to all consumers and employees, it could generate interest beyond compliance

Marketing accessibility

• Messaging could shift the focus from customer service to the customer experience; businesses are more likely to see the value in accessibility if it is tied directly to their customers’ needs 
  • Putting a human face to accessibility through stories and vignettes would help businesses make the connection between accessibility and their customer base
• Businesses are likely to be motivated by appealing to the large demographic of aging seniors as an untapped customer base
• Using language and tools familiar to business (e.g., profit, rationale, organizational efficiency; a star or rating system) could promote uptake
• Celebrating accessibility champions and success stories could spur healthy competition and collaboration between businesses  

Branding accessibility

• Marketing the accessibility brand could serve two purposes: to position access as a competitive edge and to signal accessibility to customers
  • The pride associated with displaying the accessibility “brand” would give it power
• Branding could raise awareness and bring accessibility into the mainstream through logos, published scoring, advertising, press coverage and social media (as with LEED, Better Business Bureau, and B Corporation)
  • Logos, ratings, and press coverage would be simple and recognizable by people with a wide range of physical and intellectual disabilities