Facebook: Taking on CoVid-19

Coronaviruses are a large family of viruses which
may cause illness in animals or humans. In humans,
several coronaviruses are known to cause
respiratory infections ranging from the common cold
to more severe diseases such as Middle East
Respiratory Syndrome (MERS) and Severe Acute
Respiratory Syndrome (SARS).
What is a
Coronavirus?
Source: WHO, ”What is coronavirus?”,
https://www.who.int/news-room/q-a-detail/q-a-coronaviruses
What is
COVID-19?
COVID-19 is the infectious disease caused by the
most recently discovered coronavirus. This new virus
and disease were unknown before the outbreak of
this global pandemic began in Wuhan, China, in
December 2019.
Taking on COVID-19

How consumer
behaviours change
in the context of
COVID-19
1
Taking on COVID-19

Top Concerns among consumers about
the COVID-19 situation in Asia
Taking on COVID-19
37%
34%
46%
Are concerned believe this is going to be worse
than an economic recession
with the risk of people losing
jobs
are worried about
falling sick
feel the situation demands them to
be even more proactive about
financial planning and security
for the future
60%
Source: ”COVID-19: What do consumers expect from brands?” by Kantar, Feb 2020

Source: “Coronavirus: opinion and reaction; results from a Multi-country poll”; Ipsos online survey of 1,000
respondents ages 18+, in the US, February 2020.
55%Individuals in the US believe that
COVID-19 poses a high level of
threat
Taking on COVID-19

49%Individuals in France believe that
COVID-19 poses a high level of threat
Source: “Coronavirus: opinion and reaction; results from a Multi-country poll”;
Ipsos online survey of 1,000 respondents ages 18+, in France, February 2020.
Taking on COVID-19

Taking on COVID-19
47%Individuals in Germany believe that
respondents ages 18+, in Germany, February 2020.

43%Individuals in the UK believe that
Source: “Coronavirus: opinion and reaction; results from a Multi-country poll”;
Ipsos online survey of 1,000 respondents ages 18+, in the UK, February 2020.
Taking on COVID-19

Source: HIM & ICA, March 2020
67%of consumers in the UK are
concerned about shops running out
of groceries due to COVID-19
Taking on COVID-19

42%Individuals in Russia believe that
respondents ages 18+, in Russia, February 2020.
Taking on COVID-19

Source: YouGov’s International Study conducted in 23 countries on people’s sentiments about Coronavirus,
February 2020
39%Individuals in Italy believe that COVID-19
poses a high level of threat
Taking on COVID-19

59%Individuals in the MENA region
believe that COVID-19 poses a high
level of threat
Source: YouGov’s International Study conducted in 23 countries on people’s
sentiments about Coronavirus, February 2020
Taking on COVID-19

Significant increase in perceived threat to
“my” country in all markets
Taking on COVID-19
% Very high + High threat for Your Country
What level of threat
do you think the
coronavirus poses to
each of the
following?
Your Country
Source: Ipsos Q: “What level of threat do you think COVID-19 represents?” (% Very high + High threat)
20%
17%
26%
60%
26%
24%
28%
49%
31%
34%
65%
33%
26%
37%
0%
10%
20%
30%
40%
50%
60%
70%
France Germany Italy Japan Russia UK US
Feb 14 - 15
Feb 28 - 29

People increasingly expect to see personal
financial impact
Taking on COVID-19
8%
11%
19%
38%
21%
16%
21%22%
19%
41%
56%
40%
32%
37%
0%
10%
20%
30%
40%
50%
60%
France Germany Italy Japan Russia UK US
Feb 14 - 15
Feb 28 - 29
Source: Ipsos Q: “The coronavirus will have a financial impact on me and my family” (% Strongly + Somewhat Agree)

Disruption in regular activities is
already happening
Taking on COVID-19
Source: Ipsos, Q: ”Thinking now about your day activities… would you say each of the following more frequently or less
frequently compare to one month ago?” (%doing activity less frequently)
% Doing Activity Less Frequently
20% 20%
34%
20% 20%
24%
22%
28%
32%
25%
37%
26%
0%
5%
10%
15%
20%
25%
30%
35%
40%
FR DE IT UK RU US
Travel outside your city
Go to major shopping center

Most estimate it will take several months
or more to contain the virus
Taking on COVID-19
Source: Ipsos, Q: "How long do you think it be before the virus is contained?" (Feb 28-29, 2020)
3 1 4 4 1
2 3
3 1
3
20
18
18
6 10
13
13
15
15
17
52
48
46
49
47
10
17 13
25 21
0
10
20
30
40
50
60
70
80
90
100
FR DE IT RU UK
Longer than 6 month
Within several months
Within a month
Within a few weeks
Within a few days
Virus is contained today

+12.2%
1
Retail - the outbreak quickly brings
changes in consumer behavior
Taking on COVID-19
WoW growth in grocery
retail sales in Italy
35%
of Italy consumers
reduced their out of home
consumption occasions
34%
of UK shoppers are
stockpiling food
Sources: 1/ & 2/ Nielsen, 24/feb thru 1/mar ( first full week after outbreak) 3/ HIM & MCA, March 2020

+81%
1
eCommerce - the outbreak quickly brings
Taking on COVID-19
WoW growth of in grocery
eCommerce sales in Italy
3x
Online vs. in-store
grocery sales growth
40%
of all retail sales in the UK
could move online if the
virus becomes an epidemic
(up from 20%)
Sources: 1/ Nielsen, 24/feb thru 1/mar 2020 ( first full week after outbreak) 2/ Nielsen ScanTrack, PCG+FLS, March 2020 3/ ParcelHero March 2020 estimate

35%
1
FMCG - the outbreak quickly brings
Taking on COVID-19
of UK respondents say they
improve personal hygiene
as a measure again
Coronavirus
+225%
YoY sales increase for
hand sanitizers in the UK
in February
49%
Of consumers were most
willing to pay a premium for
were those with high
quality assurances and
verifiable safety standards.
Sources: 1/ YouGov, March 2020 2/ Kantar, Feb 2020 3/ Nielsen, March 2020

13.5%
1
Travel - the outbreak quickly brings
Taking on COVID-19
decrease in airport traffic in
Europe Q1 2020
$29.3bn
Expected passenger
revenue impact in 2020
21%
of Britons are cancelling or
not booking holidays
Sources: 1/ACI Europe, March 10, 2/Iata, March 5, 3/Brandwatch, UK Coronavirus survey, 2,031 respondents (18+), 27-29 February 2020.

-7%
1
Auto - the outbreak quickly brings
Taking on COVID-19
Y/Y decrease in Western
europe car registrations in
February 2020
-9%
Y/Y decrease in car sales
in Italy in February 2020
#1
Coronavirus is the most
impactful factor in car sales
decrease in Italy according
to 72% of car dealers
Sources: 1/LMC Automotive, February 2020, 2/Ministry of Infrastructure and Transport, 3/Ministry of Infrastructure and Transport

People turn to Facebook to
stay informed
Taking on COVID-19
% Use once a day + every few days FR DE IT RU UK US
Facebook 24% 25% 38% 21% 25% 36%
Sources: Ipos- Coronavirus Results Wave 3- Feb 28-29, 2020.
*Feb 28-29 2020

Q4
Late Q3 /
Early Q4
Q3Q2 Q2
Estimated
global restart
(base case)
Key Insights
Estimated
degree of
impact, in terms
of duration
Travel: HospitalityTravel: AirlinesAutomotiveConsumer products Consumer Electronics
“Travel slowdown to and from
major Asian travel hubs (20%+
YoY decrease) and select
European destinations (e.g.,
France, Italy), coupled with
decrease in Chinese tourism
spend ($277Bn, 16% of
international tourism spend in
2019), likely to reduce demand
globally (up to 40% decline 2020
output) until disease is “under
control” across transmission
complexes, likely far into Q4
Hospitality sector could
proactively protect and prepare
its people, anticipate near-term
fall in demand, prepare to
manage reputational risk and
review annual planning in
anticipation of long-term impacts .”
“Travel restrictions, drop in
consumer confidence, corporate
policies to limit mass gatherings
and non-essential travel are
acutely impacted industry
Impact across airlines to vary,
with smaller airlines with low
margins and smaller cash
reserves more at risk, but larger
global network at risk is
suggesting much broader,
prolonged slowdown
As with tourism, expected
recovery to be faster for
domestic travel (~2 quarters),
longer for international (~3-4
quarters), if not longer based on
disease evolution “
“Signs of ongoing disease
expansion in Europe (2nd
largest global automotive
producer, 6.1% of total EU
employment) to amplify
impact, despite ongoing
Chinese economic restart.
Likely to compound existing
market vulnerabilities (e.g.,
trade tensions, declining
sales)
Headwinds faced likely to
persist into Q3 given tight
inventories (fewer than 6
weeks) and complex supply
chains (and thereby minimal
ability to shift supply chains)
Hubei province accounts for
9% of total Chinese auto
production (incl. global
automakers and component
parts), disrupting global
supply chains until activity
fully resumes”
“Global slowdown in demand to
improve and consumer
confidence to recover when
disease is perceived “under
control” – seeing sustained
demand in China (e.g., express
delivery, food delivery, though
hampered by labor shortage)
Retailers with thin margins in
affected areas likely to face
severe drops in demand and, in
parallel, liquidity and working
capital constraints, forcing
companies at risk (especially
smaller and medium-sized
enterprises) to lay off workers or
dock salaries
Risk mitigation by pursuing
online / omnichannel
strategies given accelerated
trend in consumer behavior”
“Existing market structure
already in middle of shifting (e.g.,
given recent trade tensions,
moves to diversify supply chain),
and likely to be exacerbated
into Q2
Wuhan – a hub for
semiconductors and fiber-optics
is critical in supply chain
worldwide – and shutdowns
are impacting sites
downstream
28% of South Korea exports are
electronics, leading to further
supply chain disruptions if
increases in-country
transmission, despite a China
restart
Recovery will differ by sub-
segment, depending on labor-
intensity and availability of
dwindling inventory (e.g., 2-6
weeks estimates for
semiconductors)”
Longest
All industries are impacted, with several seeing
more severe consequences
Taking on COVID-19
Shortest
Source: “Coronavirus COVID-19: Facts and Insights” by McKinsey, Feb 28, 2020

In Asia, as consumers’ awareness for their own safety
has heightened, they expect the same with brands on
the products and services they offer
Taking on COVID-19
Insurance
Products and services that
promise health and wellbeing
65%
Food and beverage
Products and services that are
safe to use
59%
Consumer Goods
safe to use
56%
Health and wellness
Products and services that
promise health and wellbeing 55%
Banking
safe to use
45%

The crisis is affecting all businesses…
Businesses that
require “offline”
customer experience
1
Businesses
that rely on other
countries for supply or
demand
2
Any other types
of businesses
3
Taking on COVID-19

How can businesses
respond to COVID-19?
2
Taking on COVID-19

Taking on COVID-19
1 Focus on business continuity
in the short-term
Capture bounce-back in the
near-term
Drive structural enhancement
in the long-term
2
3
Source: “COVID-19 Outbreak Update: Status, business risks, and implications” by BCG,
February 26, 2020

Facebook company
The way brands deal
with the crisis now may
influence consumers in
the future
Taking on COVID-19

Insight #2
People expect brands to:
• Deliver real value
• Act responsibly
• Do right by the community, including their
employees
Brands that were able to deliver purpose in
an ethical way saw their value grow twice as
much as average brands.
Insight #1
People are looking to trusted brands to
provide them with safety and security in
testing times. They want to be assured that
the brands they choose are in control of
their supply chains, transparent and
trustworthy.
The study is based on an online survey of 3,000 consumers between the ages of 18 and 60 across
six countries in the region: Singapore, Indonesia, Philippines, Korea, Japan, Thailand. Fieldwork
was conducted between 25 and 27 February 2020.
Kantar’s panel data and social media analysis over the period between 18 Dec and 27 February
2020 complements the survey.
Taking on COVID-19

30
Adapt your customer
communication
Re-imagine marketing
strategies
Plan the path to recovery
Taking on COVID-19

Consumers seek
proactive communication
from brands
Taking on COVID-19
• Be authentic
• Maintain proactive and frequent contact with
your customers
• Set realistic expectations for customers
• Frequently train your Customer Service teams
• Constantly monitor and act upon customers’
feedback
Source: “Customer Communications Recommendations during Novel Coronavirus
Outbreak”, by Vela, Feb 2020

For eCommerce industries who have
been impacted due to supply chains
from China
Sample Customer Communication Guide
Source: “Customer Communications Recommendations during Novel Coronavirus Outbreak”, by Vela, Feb 2020
Taking on COVID-19

Taking on COVID-19
Home page – Add special notice
Example notice: “Due to COVID-19, our
supply chain and logistics networks in
China are experiencing an extended
shutdown. We are preparing to ship
orders as quickly as possible, but
orders may be delayed. Please check
My Account (add link) for any updates.
Our Customer Service operations are
expected to resume starting [Date].”
Sample

Taking on COVID-19
Shipping Information Page –
Add special notice
Example: “Our supply chain and
logistics networks in China are
experiencing an extended shutdown as
a result of the coronavirus (COVID-19).
While we are working to ship orders to
customers as quickly as possible, your
order may be delayed. We will provide
an update when your order ships.”
Sample

Taking on COVID-19
Product Detail Page – Update
Processing Time
If the Product Detail Page indicates
Processing Time, we recommend
updating this time frame to reflect the
latest situation. For example, from
normally “1-3 business days”, update to
“7-10 business days” or “1-2 weeks”,
depending on the actual situation
faced by the merchant.
Sample

Taking on COVID-19
Email to Customers with Orders
Pending Processing
Subject: Your [Company] Order — Shipping Delays
Dear xxx,
Thank you for your order with xxx.com.
Our supply chain and logistics networks are experiencing
extended shutdowns. We are preparing to ship orders as
quickly as possible starting from [Day/Month], but your order
may be delayed. Once your order is shipped, a Ship Notification
email will be sent to you. You may also check My Account ( ) for
any update. Customer Service will resume on Month Day.
We apologize for any inconvenience caused. Thank you for your
patience.
Regards, [Company] Team
Sample

37
Adapt your customer
communication
strategies
Taking on COVID-19

Food for thought
Taking on COVID-19
• Be there for your customers
• Re-imagine your existing marketing strategy
(branding vs. performance)
• Provide an alternative customer experience (online
vs. offline, home delivery vs. dine-in, in-store pickup
for online orders)
• Highlight relevant product benefits
• Demonstrate care
• Leverage platform strengths

Building Trust and Affinity
during COVID-19
Taking on COVID-19

Tips and strategies to help
your business have more
control in mitigating disruption;
and be better placed to deal
with the impact of viral
outbreaks today.
ASSURANCE
Build positive sentiment and
confidence in customers.
ASSISTANCE
Provide timely support and
alternatives for consumers.
ACTION
Bring an experience to
customers on our platform.
Taking on COVID-19

• How is your business stepping
up to take precautions?
• Reinforce in messaging to
remove doubt or fear.
Let's fight the virus together. We are committed to
serving you through tough times.
We are stepping up
to serve you better.
Patty Shack
Learn more
Stepping up
our food safety
ASSURANCE
Let's fight the virus together. We ensure our malls
undergo a through cleaning process everyday.
We are stepping up
to serve you better.
Feroldi's
Learn more
Stepping up
on hygiene in
all our malls.
Can you play
your role?
Taking on COVID-19

Hi there! We would like to let
you know your order is in good
hands. Our team is putting in the
extra hours to ensure you get your
product in time. Here is a 10% OFF
code for your next purchase
10OFFLUCKYSHRUB
Our team is putting in the extra hours to ensure you
get your product in time.
We are here to listen
and provide assistance.
Lucky Shrub
Message us
We are here
to answer all
your queries.
• Broken supply chain could
lead to late delivery, or
cancellations.
• Consider Messenger Instant
Replies / Whatsapp
Automated Messages to
provide support and
incentives.
ASSISTANCE
Anticipate what
people want to
talk about
Taking on COVID-19

• Include a pre-order strategy,
or free delivery
• Click-to-Messenger/
WhatsApp to connect and
deliver personal experiences.
ACTION
Bring
experiences
to them on
our platform.
Book now and travel later. Get 20% off your
first purchase.
Headline goes here
Zoomture
Message us
TRA
HOLIDAY
CAN WAIT
We understand that you might have
postponed your holiday plans. Here
are some spots to consider for your
upcoming trip. We have added a
20% off to sweeten your holiday!
Zoomture-
Summer-
Holiday-Plans.pdf
Taking on COVID-19

44
Adapt your customer
communication
strategies
Taking on COVID-19

Three scenarios for how COVID-19 could evolve
Scenarios for stress testing and contingency planning (subject to change)
Source: “Coronavirus COVID-19: Facts and Insights” by McKinsey, Feb 28, 2020
Quick recovery Global Slowdown (Base case) Global Pandemic and Recession
Late
Q1
• Ex-Hubei China economic restart >80%
relative to pre-outbreak levels, with large
industrials leading while small-medium
enterprises slower
• Hubei starts to return to normalcy in March;
result of a large-scale health response having
an effect
• Community transmissions in East Asia (South
Korea, Japan, Singapore) and Europe (Italy,
etc.) are brought under control
End
Q2
• Community transmissions in Middle East are
controlled
• Consumer confidence starts to return, even in
setting of community transmissions, due to
lower case fatality ratio, case growth
slowdown, promising treatment options;
consumer demand persists, especially in
certain sectors (e.g., food, necessities via online
channels)
Mid
Q2
• Cases peak in multiple regions; evidence
mounts that the virus is not resilient to
seasonality Aviation, tourism, hospitality
sectors back to normal as countries lift travel
bans
Intra-complex transmission contained; economic
impact mostly restricted to Q1
Late
Q1
• Continued path to recovery in China. Ex-
Hubei China economic restart >80% relative to
pre- outbreak levels, with large industrials
leading while small-medium enterprises slower
• Moderate decline in private consumption
and exports of services
Early
Q2
• China at near-complete economic restart by
Q2. Hubei is back to normalcy, a result of a
large-scale health response and containment
measures having an effect
• East Asia, Middle East, and Europe see
continued case growth, contributing to
perception of “leakage,” impacting economic
growth in all three regions. Each goes into
lockdown, either government, company, or self-
imposed. Early Q2 is the first time they see a
reduction in new cases in certain complexes.
Newer complexes see localized transmission
Late
Q2,
Q3
• Consumer confidence dampened through
Q2 and potentially Q3. Demand recovery
depends on evolution of disease, considering
potential impact of seasonality, fatality levels
• • Impact and recovery differs bysector–e.g.,
aviation, tourism, hospitality sectors longer to
rebound than consumer goods
Sustained intra-complex transmission. Global
slowdown in 2020 – growth at 1.8-2.2%, down from
2.5% growth envisioned at beginning of year
Late
Q1
• Ex-Hubei China economic restart >80%
relative to pre-outbreak levels, with large
industrials leading while small-medium
enterprises slower
Mid-
Late
Q2
• Generalized, global spread – East Asia,
Middle East, and Europe transmission
complexes all see continued case growth until
mid-Q2, potentially with less robust health /
containment response; mid-to- late Q2 is the
first time they see a reduction in new cases
• COVID-19 resistant to seasonal effect, or
results in higher transmissibility, before health
systems can detect and react effectively at
scale; continues to expand to other parts of the
world
Q4
Substantial demand shock that lasts through
bulk of year – fall in private consumption, level of
exports and services, financial market “contagion”
• Consumer confidence remains anemic, although
certain sectors might recover earlier; air travel
restrictions remain in place until late 2020
Transmission jumps, new complexes. Global
pandemic drives a recession that lasts bulk of the
year
Early
Q2
• Hubei starts to return to normalcy, a result of a
large-scale health response and containment
measures having an effect

Plan the path
to recovery
Taking on COVID-19
• Display that you care, are empathetic and
there for consumers to help them with their
daily lives. Contribute to help the society
bounce back, heal and rebuild.
• Prepare business operation and marketing
plans for recovery path
Source: “How Alderfer’s E.R.G. Theory can inform post- coronavirus strategy for
brands Dr. Mansur Khamitov; WARC Exclusive, February 2020 “

Cross functional efforts required for
near term recovery
Taking on COVID-19
MARKETING
Flexible, fast-response
marketing investment
• Avoid removing all ads,
reprioritize marketing
channels during the outbreak.
• Evaluate each campaign in context,
showing empathy
• Plan “bounce-back consumer
consumption” campaign in
advance, quickly pick up ad
spending post-outbreak
BRAND
Adjust communication
message to track consumers
• Leverage PR to demonstrate
a “reliable” brand image
• Develop messaging on how brands help
society heal and rebuild
• Craft product story around
“home & healthy” and create
new selling points
• Build on positive image and
continue to win customer support
VALUE CHAIN
Build value chain preparedness
for a bounce-back
• Build-in increased demand into
production planning as soon as end of
outbreak is in sights
1 2 3
Source: Based on “COVID-19 Outbreak Update: Status, business risks, and implications” by BCG, February 26, 2020

Structural enhancements and capability
building along key pillars for continuing success
Source: Based on “COVID-19 Outbreak Update: Status, business risks, and implications” by BCG, February 26, 2020
Taking on COVID-19
DIGITAL MARKETING
ENHANCEMENT
• Enhance digital marketing
capabilities for effective outreach;
utilize social marketing & effective
CRM to stay engaged
• Build stronger relationships with
eco-system partners for better
data-sharing, joint marketing
efforts, etc.
PRODUCT &
RANGE INNOVATIONS
• Closely monitor
consumer trends &
emergence of new
demand spaces /
occasions
• Roll out packaging
updates catering to
new needs, i.e. occasion-
based stock-up bundles
CHANNEL
EVOLUTION
• Shift resources to digital /
omnichannel / eComm channel
and enhance capabilities
in channel operations
• Increase omnichannel touch
points and improve
coordination across channels;
syndicate supply chain &
inventory mgmt. with
channel strategy
BUILD VALUE
CHAIN RESILIENCE
• Institutionalize proactive
threat assessment and
monitor leading indicators
• Build visibility on supply
origin and diversify
supply sources
• Outline contingency
plans by crisis type
with pre-approved
response protocols

Best practice
by verticals
1. Consumer Goods
2. Ecommerce
3. Retail
4. Travel
5. Financial Services
6. Gaming
7. Education
1
2
3
4
5
6
Taking on COVID-19
7

FMCG verticals
Customer experience &
industry trends
Business implications Marketing changes
Short-term • Consumers are shopping across many
FMCG categories, to stock up.
• There is increased demand in some
categories (food, personal care, OTC),
whilst demand has dropped in other
categories
• There is a movement towards shelf stable
and frozen categories
• Consumers are shopping across all types
of retail trade, smaller local shops are
becoming important
• Online shopping behaviour has increased,
(traditionally lower in CPG)
• Flex planograms to prioritise share of shelf for in
demand categories to ensure availability
• Plan for supply in unexpected category
adjacencies
• Identify bottlenecks – and flex supply chain to
ensure fulfilment
• As consumers favour smaller and more local
shopping ensure your products are stocked in
general trade, mini markets and convenience
stores
• Plan for omnichannel
• Leverage omnichannel, consumers may do more
on-line shopping than is normal in CPG
• Shift budget to online- people are inside
• Craft your story around consumer reassurance
rather than product messaging
• Keep a leadership mindset:
o Brand Awareness campaigns
o Instream standalone to reach consumers
where they are
o Poll Ads to understand consumer’s needs
o Host livestream events
Mid-term &
long-term
• Some consumer behaviours may
permanently shift (safety, quality
assurance, need for transparency)
• Consumers will need to replenish core
categories
• Consumers may be less price sensitive in
their quest for quality and transparency
• Build visibility on supply origin and embed
traceability in contracts
• Review product mix and claims based on new
consumer demands and behaviours,
• Replenish inventory through production
planning as soon as end of outbreak is in sight
• Outline contingency plans by crisis type with
pre-approved protocol
• Keep messaging in a leadership mindset,
consumer needs centric
• Continue to drive omnichannel

eCommerce Vertical
industry trends
Short-term • More people are turning to eCommerce to
minimize physical conte
• Supply chains and delivery are under
pressure to cope with increased demand
and restrictions
• Store closures drive people offline
Supply & delivery
• Adjust inventory level in real time
• Identify bottlenecks – and onboard new supply chain
partners via ad-hoc contracts to ensure fulfilment
• Regularly update consumers on on delivery
• Edit delivery speed in your Facebook page to avoid
impact on Post Purchase Experience survey score
Product mix & merchandizing
• Highlight delivery options and inform about any
potential disruption
• Offer larger bundles, “Family pack/multi-pack” size
to meet consumer needs.
• Highlight longer shelf-life products to accommodate
the “stock-up” behavior.
• Offer promotion for “Pre-order” of products in high
demand such as personal hygiene, health nutrition,
home cleaning (**) if not having enough stock.
• Optimize product mix, promotions and price
reductions on most demanded product
• Stay top of mind:
where they are
o Poll Ads to understand consumer’s
preferences
o Host livestream events to stay engaged with
consumers
• Enhance business results:
o Run consideration campaign for Pre-order
promotion if not having enough stock
o Run conversion campaigns promoting health
care products
o Retarget health care product buyers with
dynamic ads to increase discovery of other
products that may also meet consumer needs.
Mid-term &
long-term
• Faster adoption of eCommerce shopping
habits
• Expectations transfer takes place: some of
flexibility allowed and speed of information
becomes a benchmark
• Increased demand into production planning as soon
as end of outbreak is in sight
• Outline contingency plans by crisis type with pre-
approved protocol
• Increase product mix
• Use Messenger to stay engaged with consumers
• Keep momentum on brand efforts done during
the outbreak
• Reactivate “business as usual” performance
campaigns

Retail Vertical
industry trends
Short-term • Less frequent store visits due to self or
government limitations changing dynamics
of retail
• Stockpiling behaviour especially during
initial phase changes the product mix
during grocery journeys
• Delivery options become a competitive
advantage
Product mix & merchandizing
• Offer large bundles, “Family pack/multi-pack” size to
meet consumer needs. Buyers make less shopping
trips but with bigger basket size each trip
• Use machine learning and insights to showcase most
relevant products
• Design longer shelf-life to accommodate the “stock-
up” behavior.
Supply & delivery
• Adjust inventory level in real time, communicate local
stores inventory where possible
• Identify bottlenecks – and onboard new supply chain
partners via ad-hoc contracts to ensure fulfilment
• Update delivery policy and communicate delivery
options which minimize person-to-person contact
(BOPUS, drive-in, etc..)
• Edit delivery speed in your Facebook page to avoid
impact on Post Purchase Experience survey score
• Stay top of mind:
where they are
o Poll Ads to understand consumer’s
preferences
o Host livestream events to stay engaged with
consumers
• Enhance business results:
o Highlight channel choices online vs in-store
and range of options
o Run consideration campaign for Pre-order
promotion if not having enough stock
o Run conversion campaigns promoting health
care products
o Retarget health care product buyers with
dynamic ads to increase discovery of other
products that may also meet consumer needs.
Mid-term &
long-term
• Flexible shopping experiences and
“expectations transfer” might create the
new norm in omnichannel
• Greater online-to-offline consumer
expectation
• Increased demand into production planning as
soon as end of outbreak is in sight
• Outline contingency plans by crisis type with
pre-approved protocol
• Increase product mix
• Use Messenger to stay engaged with consumers
• Integrate learnings to operations

Source: “Covid19 impact on Travel trends” report by Sojern, Feb 2020
Customer experience & industry trends Business implications Marketing changes
Short-term For accommodation providers:
• Highlight special measures that your business is taking
during this period, such as routine temperature checks,
disinfecting of common areas and proper sanitation
methods.
• Include a list of nearby clinics and emergency medical
services contact information, as well as any on-location
nurses or medical staff. This will help reassure guests
that it is safe to enter the premises and that they will be
taken care of during their stay.
• Communicate easing of cancellation policy for those
traveling from/to the affected areas
For tour providers:
• Highlight answers to commonly asked questions about
cancellations and refunds or put up information about
what precautionary measures your business is taking.
• You can pin important announcements to the top of
your Facebook Page for ease of viewing.
Stay engaged with your customers via Messenger
• Focus on offering for near future
holidays/events as consumers make
decision in a shorter lead time (*)
• Craft your message around well-being
• For near future travel planning, promote
domestic destinations.
• For further future travel planning, promote
areas seen as remote and less affected
• Offer flexible policies on booking changes
to increase booking confidence.
• Offer book now, pay later policies.
• Offer discounts, promotions
Promote your brand image as trusted and
responsible travel providers:
• Brand awareness - Reach campaign with a
message of your brand trustworthiness and
reliability, promoting your rigorous measures to
ensure travelers’ safety.
• Video campaigns showcasing client appreciation
of your responsiveness, safety first standards
• Host live-stream educational workshop on travel
safety
• Poll ads to understand travelers’ preferences of
destinations
Enhance your business results:
• Conversion campaign retargeting people who
visited your website and viewed near future
holiday offers on your website
• Conversion campaign retargeting people who view
domestic holidays on your website
Mid-term &
long-term
Continuously update your page (with indicated dates) to
ensure travelers that your business is on top of any
current trends/issues
Build a wide network of destination suppliers
to shift focus different destinations if
needed.
Continuously build image of a reliable provider
Travel verticals

Customer experience & industry trends Business implications Marketing changes
Short-term PERSONAL
- Consumers may look to digital first solutions to
reduce f2f interactions
- Customers will look for safer investments in the
short term
- Contactless payments are likely to be encouraged
by WHO, which will favor FinTech firms and
encourage traditional banks to drive digital
innovation.
BUSINESS
- Potential to see greater collaboration across
FinTech and Traditional banks
- Larger lenders may offer working capital solutions
to their small businesses and/or flexibility on loans
- Will need liquidity help/guidance
INDUSTRY
- Transaction volumes likely to reduce, especially
cross boarder and international payments, which
will cause reduction in fees and loss of profit to
smaller FinTech
- Working from home Guidance as large companies
are subjected to employee cases
- Market instability will likely reduce VC investment.
Stay engaged with clients through
messaging services in place of
branches/contact centres
Collaboration across Traditional and
FinTech firms to drive innovation i.e. Digital
Banking services
Contactless payments
Leverage bank landing pages for most up
to date information; rates, product offers
and guidance
Be open and accessible for customers
An possibility to test online services i.e.
digital lending services
Brand
- Provide a reassuring voice to stay top of
mine. Video/Story
- Partnerships with other services to enhance
customer experience at this time i.e.
Mastercard and Deliveroo
Conversion
- Focus on app engagement strategies and
enhancing service through online channels
- Retarget based in intent i.e. insurance
- Build greater in app strategies i.e. for
businesses, loans/re payment offers
Operational guidance
- Workplace
- Use messenger to stay engaged
Mid-term &
long-term
Continued innovation for contactless payments
Larger lenders may look at refinancing options, or change
of terms on loans to keep small businesses thriving. This
may expand to trade and supply chain finance.
Lead gen focused lending campaigns to boost
economy
Showcase the power of collaboration across
traditional and FinTech to build brand within
industry
Financial Services verticals
Source:https://thefinancialbrand.com/93679/digital-banking-fintech-finance-investment-coronavirus-impact-trends/

Customer experience & industry
trends
Short-term • Housebound consumers likely to increase online
leisure and entertainment activities.
• Lapsed players are likely to re-engage with old
titles before seeking new experiences.
• Reduced spend in other entertainment media may
be an opportunity esp. for IAP, MTX, DLC etc.
• Potential for increased frugality during early stages
while people ‘wait & see’. Also high potential for
income impact for many sectors that may have
knock on.
• Online/Social play genres and titles likely to see a
spike as people seek connection to the outside
world.
• Time at home could be a boon for console and PC
games but mobile unlikely to adversely affected.
• RMG - for events/games not cancelled, however
unlikely, pivoting to BCD/broadcast only is likely to
see people turn to online/social betting.
• Re-engagement programs likely fruitful, but tone of creative /
aggressiveness of campaigns should ‘proceed with care’
• Cross-promotion opportunity is very present.
• Competition for share of time will be high – both with other titles but
also other media
• Where spending reticence exists IAA / Hybrid presents an
opportunity.
• Social connection will be key, online, co-op, competitive play
presents an opportunity.
• Title (and hardware) release delays are likely with supply chain
disruption and labour shortages in China
• Event cancellations will impact traditional consumer awareness
campaigns (esp. E3)
• Console publishers likely to see increased digital purchase which
may lead to price compression with physical over-stock at retail.
• Likelihood is wide fixture cancellations and betting opportunities
radically diminished
• Competition for inventory will be fierce, consider new approaches
and lean into creative, S4S etc.
• Offline / ATL announcements at events like E3 likely not
to happen – this presents an opportunity to leverage
digital channels and gain innovators / early mover
advantage. Competition in this space will intense.
• Sensitivity to aggressive marketing will be high, yet
competition for inventory will equally be high
• Standing out in a commoditized market will be key,
creative best practices and testing as well as placement
diversification (stories) will provide differentiation.
• RMG - Double down on Casino opportunity for retention and
to take advantage of diminished sports betting opps.
• RMG - Potentially ideal time to focus on brand building.
Widen scope of audience, shift tone to ‘entertainment e.g.
“When they’re back...we will be right there”.
• Nimble workforce and online collaboration may become
pivotal with WFH policies. Correct tooling, and guidance
will provide advantage - think Messenger, Workplace
and WhatsApp to stay connected.
Mid-term &
long-term
• Fence sitters and lapsed players likely to increase
play time but expect a declining curve as normalcy
returns.
• Consumers not adversely financially impacted may
be more liquid – new console releases may be
more attractive
• Player bases likely grow overall (esp. Mob + RMG), including lowered
barrier to in app purchase / high acceptance of IAA
• Expect normalcy to return to gaming business.
• Potentially for market to be more diverse (gender, age, demo)
• Player bases likely grow overall (esp. Mob + RMG),
including lowered barrier to in app purchase / high
acceptance of IAA
• RMG Opportunity for longer term brand differentiation and
audience growth & diversification through thoughtful
comms.
Gaming

Education verticals
Customer experience Products Marketing
Short-term For offline schools:
• Highlight special measures that your
business is taking during this period, such
as routine temperature checks, disinfecting
of common areas and proper sanitation
methods.
• Divide classroom into smaller groups
• If the school is closed, transparently
communicate refund policies, re-scheduling
of paid courses.
• Update Facebook page on their constant
efforts to ensure students safety.
• Pin the post and edit with updated dates
For e-learning providers:
• Ensure trial policy transparency
• If class belongs to a series, make sure
buyer is aware of the fact to avoid
potentially misleading information.
For language centers/tutoring centers
• Offer online classes
• Offer free trial classes
• Offer classes that complement the students’
knowledge gap due to school closure
• E-books for parents to use
• E-book for students’ self-learning
• Online test
For e-learning providers
• Diversify teaching topics
• Sign ad-hoc contracts with available teachers to
meet the demand (for live classes)
• Provide e-resources that parents can leverage
in coaching their children during school closure
For centers that are currently closed:
• Shift budget from Lead Generation to Reach campaign with
the center’s USPs to stay top of mind.
• Video campaign using Instream standalone to reach parents
and students where they may spend increasing time on
• Playable Ads/AR ads to remain interactive with students
For centers that switched to offer online services:
• Video View campaign on their new service, showcasing
“online learning demo”
• Lead generation campaigns to convert video viewers to sign
up for online classes
• Conversion campaign to promote eBook download
• Lead Generation campaigns for online tests, free trial classes
• Retarget people have tried the test/downloaded the tests/e-
books
For existing e-learning provider:
• Reach and Frequency campaign to reach out to as many
parents and students that may not have heard of their
services.
• Conversion campaign to drive sign-up/subscriptions
• Lead generation campaign to recruits additional new
teachers to meet demand
Mid-term &
long-term
• Update students, parents on school
centers’ closure period
• Build and maintain an image of a reliable
and trustworthy provider.
Showcase school’s ability to innovate and adapt
to changes with variety of online and offline
courses.
Continue to stay engaged with parents and students on
Messenger
Source: “COVID-19 Outbreak Update: Status, business risks, and implications” by BCG, February 26, 2020

Source: “COVID-19 Outbreak Update: Status, business risks, and implications” by BCG, February 26, 2020
IMMEDIATE RESPONSE
Customer Communication
1
• Establish emergency response mechanism
• Adapt customer communication messaging
• Maintain on-going dialogues with consumers,
ensure basic operations remain stable
• Effectively respond to changes
in consumption scenarios
• Focus on marketing on relevant products
Focus on business continuity
and maintain communication
with customers
• Estimate market recovery timing and
ensure sufficient marketing investment and
inventory distribution, to prepare for
business rebound
• Leverage learnings to enhance internal
capability of the company, gain visibility on
supply chain resilience, focus on developing
contingency plans for future crisis
Seize demand rebound and
make long-term strategic
adjustments
3
MID TO LONGER TERM
Demand Rebound &
Structural Enhancements
2
SHORT TERM
Change Management
• Adapt communication messaging to respond
to changes
• Adapt “Assurance – Assistance – Action”
creative framework
• Re-think existing strategies on “brand” vs.
“performance” campaigns
• Provide alternative consumer experience
• Capture demand bounce-back signals
• Ensure sufficient marketing investment
and avoid stopping all ads
• Leverage platform strengths
Adapt communication messaging,
re-adjust marketing strategy and
ensure sufficient marketing investment
Summary: COVID-19 Action Plan
Taking on COVID-19

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