The auto sector had already undergone considerable slowdown over the last 12-18 months due to structural changes beginning with goods and services tax, shift to shared mobility, axle-load reforms, the bharat stage-iv (bsiv) to bharat stage-vi (bs-vi) transition, liquidity crunch and so on. The covid-19 lockdown has had a multiplier effect – the industry has almost been at a complete standstill since 24 march. See More: https://www2.deloitte.com/in/en/pages/consumer-business/articles/covid19-response-for-automotive-companies.html
Coronavirus Impact Assessment And Mitigation Strategies In Automobile Industr...SlideTeam
Understanding the impact of coronavirus over various sectors and industry is a crucial part of developing a mitigation strategy for multiple risks. Initially this presentation highlights the overview of the impact of COVID 19 over the entire automobile industry, as it displays key stats such as 15 percent decline in sales of automobile, decrease in global GDP in 1 percent etc. it also highlights the key challenges faced by automobile sector and the optimistic, realistic and pessimistic approach for the recovery of the automobile sector. Once the overview is analyzed the key risks that may affect the automobile sector are carefully studied these risk can be effects on sale and manufacturing due to social distancing, the lower employee productivity due to COVID, the stress in the supply chain sector due to factory closures in China, the impact of recession, unemployment and investment pullback on the economy. Based on carefully analysis of the risks, mitigation strategies to minimize the impact of COVID these strategies can be developed such as risk assessment matrix, developing a business contingency plan, mitigation strategy for OEMs etc. In the end various policies for minimizing risk within the origination and a survey for developing maturity model is taken and implementation plan is developed. https://bit.ly/30wOrGb
Coronavirus Impact Assessment And Mitigation Strategies On Technology Sector ...SlideTeam
Coronavirus Impact Assessment and Mitigation Strategies on Technology Sector The COVID 19 pandemic has a huge effect on the technology sector in both positive and negative ways. Due to coronavirus and social distancing, there is an increased demand for technology in terms of connectivity, online shopping, increased use of WIFI as majority of people are working from home, online entertainment, telehealth services, 5G and Information and Communications Technology, increase in work from home infrastructure and use of collaboration tools, providing education on COVID 19 pandemic etc. This deck provides an overview of high-tech industry, COVID 19 impact on technology sector, high tech industry overview based on united states and global point of view, and supply chain disruptions due to COVID 19. This deck also covers positive impact of COVID 19 on technology sector, impact of COVID 19 on internet of things, impact on cloud computing, impact of COVID 19 on security and privacy etc. This deck also provides information about certain risks such as disruption due to social distancing, employee productivity, supply chain, recession, unemployment, investment pull back, economic instability, and civil unrest, fraud risks in medical supplies etc. Risks mitigation strategies are analyzed which focuses on business impact analysis, risk readiness assessments, risk management plans, business continuity plans, policy management, and incident management. The Risk Management Maturity Model Assessment has also been covered. https://bit.ly/3mvg9gP
Coronavirus Impact Assessment And Mitigation Strategies In Hotel Industry Com...SlideTeam
The PowerPoint template is useful tool in presenting coronavirus impact assessment and mitigation strategies associated to Hotel industry. It covers details regarding the hotel sector overview, economic impact on hotel industry, decline in hotel occupancy affecting hotel industry, local communities and national economy, scenario analysis of hotel sector revival, impact of coronavirus on various segments. Several enterprise risks are identified such as disruption due to social distancing, plummeting employee productivity, stressed supply chain, recession in hotel sector, unemployment and investment pullback risk, and economic instability and civil unrest due to pandemic and how these risks are impacting overall hoteliers and clients in hotel sector. The template covers details about how these risks can be mitigated through business impact analysis, risk readiness assessment, risk management plan, business continuity plan by ensuring safety to hotel staff, digitalizing hotel premises, addressing travel demand, ensuring safety of hotel staff, policy management, incident management. It also covers information regarding the marketing plan in order to address future demand of hotel, role of government in reviving hotel industry and risk response plan for firms associated to hotel sector during COVID -19 outbreak. It provides details about risk maturity survey questionnaire to ensure the maturity level of enterprises in handling risks. https://bit.ly/2WD8nW8
The Global Risks Report 2020 presents the major risks the world will be facing in the coming year. It stresses the need for a multistakeholder approach to addressing the world's greatest challenges, and comes ahead of the World Economic Forum’s 50th Annual Meeting in Davos-Klosters, where the focus is Stakeholders for a Cohesive and Sustainable World.
The 15th edition of the World Economic Forum’s Global Risks Report is published as critical risks are manifesting. The global economy is facing an increased risk of stagnation, climate change is striking harder and more rapidly than expected, and fragmented cyberspace threatens the full potential of next-generation technologies — all while citizens worldwide protest political and economic conditions and voice concerns about systems that exacerbate inequality. The challenges before us demand immediate collective action, but fractures within the global community appear to only be widening. Stakeholders need to act quickly and with purpose within an unsettled global landscape.
Coronavirus Impact Assessment And Mitigation Strategies On Manufacturing Indu...SlideTeam
According to 2018 statistics, manufacturing sector is a major part of economy as it contributes for nearly 16 percent to the global GDP. Today, world is facing severe economic fallout due to coronavirus outbreak. This presentation will allow an organization to address a collection of COVID 19 outbreak impact assessment and mitigation strategies reported in manufacturing industry. Our presentation compromises mainly four sections namely manufacturing industry overview, risk assessment and its impact, how risks are mitigated and risk maturity model survey questionnaire. At first, manufacturing industry overview section will help the organization in addressing coronavirus impact on manufacturing industry in china, impact on manufacturing firms operating in china and impact on global as well as country wise purchasing manager index for manufacturing. Risk assessment and its impact section will cover five major risk caused by coronavirus in manufacturing industry namely disruption due to social distancing, plummeting employee productivity, stressed supply chain, recession, unemployment and investment pullout, economic instability and civic unrest. How risks are mitigated section will help the organization to address measure taken by manufacturing sector to tackle COVID 19 outbreak. Sub headings covered in the section are business impact analysis, risk readiness assessment, risk management plans, business continuity plans, policy management and incident management. Finally, risk maturity model survey questionnaire section will help the organisation to address survey results of questionnaires asked from manufacturers. https://bit.ly/38Cvp5W
"Show me the incentive and I'll show you the outcome" – Veripath Farmland Funds Q4 Investor Letter: Investing in a World of Financial Repression, Negative Real Rates, Valuation “Challenges” and Inflationary Forces.
Do G7 governments have an incentive to attempt to keep inflation higher for longer and real rates lower for longer? Negative real rates across a broad spectrum of credit assets are a graphic sign that we inhabit a world of financial repression orchestrated by central banks at the formal/informal behest of sovereign borrowers. In a normally functioning market, lenders do not provide capital to borrowers for negative yields – i.e., they do not pay for the privilege of lending. It goes without saying we are not in a normally functioning market.
HLEG thematic workshop on measuring economic, social and environmental resili...StatsCommunications
HLEG thematic workshop on Measuring economic, social and environmental resilience, 25-26 November 2015, Rome, Italy, More information at: http://oe.cd/StrategicForum2015
Navigating the COVID-19 crisis | Ensuring business sustainabilityaakash malhotra
In these uncertain times, companies seek clarity on what could constitute a robust strategy to deal with short- to midterm implications (6–24 months) stemming from COVID-19.
The Indian banking sector has gone through some significant behavioural and structural changes during the COVID-19 pandemic. These changes, such as disruption of physical activities and decrease in financial flow, has brought new challenges for every vital function of the economic institutions.
https://www2.deloitte.com/in/en/misc/litetopicpage.2020-implementations.Impact-of-COVID-19-on-the-banking-sector-in-India.html
COVID-19 has turned into a global crisis, evolving at unprecedented speed and scale. It is creating a universal imperative
for governments and organizations to take immediate action to protect their people.
It is now the biggest global event—and challenge—of our lifetimes. As such, it is changing human attitudes and behaviors today and forcing organizations to respond. However, the need to respond won’t end when the virus’s immediate threat eventually recedes.
Crisis Management in Service Organizations: Will the New Habits and Practices...Elissar Toufaily
In this research seminar, I discuss the Covid-19 Shock and its accelerations globally and in the UAE, before presenting the results of a qualitative research, through semi-structured interviews done with 47 managers and decision-makers in the service sector. In this research, I explore: 1/ the impact of Covid-19 on organizations and the service industry, 2/ the strategies and practices adopted for recovery; 3/ the challenges and facilitators of recovery, 4/the new normal for organizations and consumers, before finalizing with the lessons and opportunities that we can learn from the crisis.
Living in the Post-COVID World and Finding OpportunityAlexander Khvatov
A bit of research that we have recently published - living in the Post-COVID World and Finding Opportunity. Where can a business create the most value?
Protecting your company's economic healthKorn Ferry
The behavioral changes needed to fight the public health threat are resulting in an immediate decline in revenue for most businesses. From near-term take-out tactics to longer-term changes to operating models and rewards spend, developing the right response to those economic challenges will help to ensure a full and quick recovery.
Protecting your companys economic health 1Korn Ferry
The behavioral changes needed to fight the public health threat are resulting in an immediate decline in revenue for most businesses. From near-term take-out tactics to longer-term changes to operating models and rewards spend, developing the right response to those economic challenges will help to ensure a full and quick recovery.
Covid-19 Following Up On The Immediate Economic Responseaakash malhotra
With india going under a complete lockdown for over a month now, industries and government needs to brace themselves in order to fight against the consequences of covid-19. Right from protecting jobs to supporting different sectors to minimise the impact, there are a lot of preparatory measures that are already under process.
Export nations need to ensure that supply chains remain as intact as possible. This means that when and where credit insurers are withdrawing from covering international trade during this crisis, the government exceptionally steps in. Otherwise there is a risk a collapse of finely woven supply chains.”
Business Continuity Emerging Trends - DRIE Atlantic - SummaryMarie Lavoie Dufort
Summary document for DRIE Atlantic presentation held on May 19, 2021 on the topic of Business Continuity Emerging Trends – Absorbing & Adapting In A Changing Environment.
Speaker: Marie Lavoie Dufort
Host: Emad Aziz
The COVID-19 pandemic has impacted digital financial inclusion trends across the world in many and complex ways. In developing and emerging contexts, this crisis also holds the potential to propel an unprecedented acceleration in the process of financial digitization and turn out to be a game-changer for digital financial inclusion. The aim of this study is to illustrate the opportunities and risks associated with the surge in uptake and use of digital financial service, providing ideas on how to leverage the paradigm changes affecting the overall approach and perspective towards digital financial services on the part of various stakeholders to advance financial inclusion and development. It also seeks to showcase how digital financial services have been used in both traditional and innovative ways to mitigate the impact of the COVID-19 crisis on economies and societies, by both public and private actors.
Coronavirus Impact Assessment And Mitigation Strategies In Automobile Industr...SlideTeam
Understanding the impact of coronavirus over various sectors and industry is a crucial part of developing a mitigation strategy for multiple risks. Initially this presentation highlights the overview of the impact of COVID 19 over the entire automobile industry, as it displays key stats such as 15 percent decline in sales of automobile, decrease in global GDP in 1 percent etc. it also highlights the key challenges faced by automobile sector and the optimistic, realistic and pessimistic approach for the recovery of the automobile sector. Once the overview is analyzed the key risks that may affect the automobile sector are carefully studied these risk can be effects on sale and manufacturing due to social distancing, the lower employee productivity due to COVID, the stress in the supply chain sector due to factory closures in China, the impact of recession, unemployment and investment pullback on the economy. Based on carefully analysis of the risks, mitigation strategies to minimize the impact of COVID these strategies can be developed such as risk assessment matrix, developing a business contingency plan, mitigation strategy for OEMs etc. In the end various policies for minimizing risk within the origination and a survey for developing maturity model is taken and implementation plan is developed. https://bit.ly/30wOrGb
Coronavirus Impact Assessment And Mitigation Strategies On Technology Sector ...SlideTeam
Coronavirus Impact Assessment and Mitigation Strategies on Technology Sector The COVID 19 pandemic has a huge effect on the technology sector in both positive and negative ways. Due to coronavirus and social distancing, there is an increased demand for technology in terms of connectivity, online shopping, increased use of WIFI as majority of people are working from home, online entertainment, telehealth services, 5G and Information and Communications Technology, increase in work from home infrastructure and use of collaboration tools, providing education on COVID 19 pandemic etc. This deck provides an overview of high-tech industry, COVID 19 impact on technology sector, high tech industry overview based on united states and global point of view, and supply chain disruptions due to COVID 19. This deck also covers positive impact of COVID 19 on technology sector, impact of COVID 19 on internet of things, impact on cloud computing, impact of COVID 19 on security and privacy etc. This deck also provides information about certain risks such as disruption due to social distancing, employee productivity, supply chain, recession, unemployment, investment pull back, economic instability, and civil unrest, fraud risks in medical supplies etc. Risks mitigation strategies are analyzed which focuses on business impact analysis, risk readiness assessments, risk management plans, business continuity plans, policy management, and incident management. The Risk Management Maturity Model Assessment has also been covered. https://bit.ly/3mvg9gP
Coronavirus Impact Assessment And Mitigation Strategies In Hotel Industry Com...SlideTeam
The PowerPoint template is useful tool in presenting coronavirus impact assessment and mitigation strategies associated to Hotel industry. It covers details regarding the hotel sector overview, economic impact on hotel industry, decline in hotel occupancy affecting hotel industry, local communities and national economy, scenario analysis of hotel sector revival, impact of coronavirus on various segments. Several enterprise risks are identified such as disruption due to social distancing, plummeting employee productivity, stressed supply chain, recession in hotel sector, unemployment and investment pullback risk, and economic instability and civil unrest due to pandemic and how these risks are impacting overall hoteliers and clients in hotel sector. The template covers details about how these risks can be mitigated through business impact analysis, risk readiness assessment, risk management plan, business continuity plan by ensuring safety to hotel staff, digitalizing hotel premises, addressing travel demand, ensuring safety of hotel staff, policy management, incident management. It also covers information regarding the marketing plan in order to address future demand of hotel, role of government in reviving hotel industry and risk response plan for firms associated to hotel sector during COVID -19 outbreak. It provides details about risk maturity survey questionnaire to ensure the maturity level of enterprises in handling risks. https://bit.ly/2WD8nW8
The Global Risks Report 2020 presents the major risks the world will be facing in the coming year. It stresses the need for a multistakeholder approach to addressing the world's greatest challenges, and comes ahead of the World Economic Forum’s 50th Annual Meeting in Davos-Klosters, where the focus is Stakeholders for a Cohesive and Sustainable World.
The 15th edition of the World Economic Forum’s Global Risks Report is published as critical risks are manifesting. The global economy is facing an increased risk of stagnation, climate change is striking harder and more rapidly than expected, and fragmented cyberspace threatens the full potential of next-generation technologies — all while citizens worldwide protest political and economic conditions and voice concerns about systems that exacerbate inequality. The challenges before us demand immediate collective action, but fractures within the global community appear to only be widening. Stakeholders need to act quickly and with purpose within an unsettled global landscape.
Coronavirus Impact Assessment And Mitigation Strategies On Manufacturing Indu...SlideTeam
According to 2018 statistics, manufacturing sector is a major part of economy as it contributes for nearly 16 percent to the global GDP. Today, world is facing severe economic fallout due to coronavirus outbreak. This presentation will allow an organization to address a collection of COVID 19 outbreak impact assessment and mitigation strategies reported in manufacturing industry. Our presentation compromises mainly four sections namely manufacturing industry overview, risk assessment and its impact, how risks are mitigated and risk maturity model survey questionnaire. At first, manufacturing industry overview section will help the organization in addressing coronavirus impact on manufacturing industry in china, impact on manufacturing firms operating in china and impact on global as well as country wise purchasing manager index for manufacturing. Risk assessment and its impact section will cover five major risk caused by coronavirus in manufacturing industry namely disruption due to social distancing, plummeting employee productivity, stressed supply chain, recession, unemployment and investment pullout, economic instability and civic unrest. How risks are mitigated section will help the organization to address measure taken by manufacturing sector to tackle COVID 19 outbreak. Sub headings covered in the section are business impact analysis, risk readiness assessment, risk management plans, business continuity plans, policy management and incident management. Finally, risk maturity model survey questionnaire section will help the organisation to address survey results of questionnaires asked from manufacturers. https://bit.ly/38Cvp5W
"Show me the incentive and I'll show you the outcome" – Veripath Farmland Funds Q4 Investor Letter: Investing in a World of Financial Repression, Negative Real Rates, Valuation “Challenges” and Inflationary Forces.
Do G7 governments have an incentive to attempt to keep inflation higher for longer and real rates lower for longer? Negative real rates across a broad spectrum of credit assets are a graphic sign that we inhabit a world of financial repression orchestrated by central banks at the formal/informal behest of sovereign borrowers. In a normally functioning market, lenders do not provide capital to borrowers for negative yields – i.e., they do not pay for the privilege of lending. It goes without saying we are not in a normally functioning market.
HLEG thematic workshop on measuring economic, social and environmental resili...StatsCommunications
HLEG thematic workshop on Measuring economic, social and environmental resilience, 25-26 November 2015, Rome, Italy, More information at: http://oe.cd/StrategicForum2015
Navigating the COVID-19 crisis | Ensuring business sustainabilityaakash malhotra
In these uncertain times, companies seek clarity on what could constitute a robust strategy to deal with short- to midterm implications (6–24 months) stemming from COVID-19.
The Indian banking sector has gone through some significant behavioural and structural changes during the COVID-19 pandemic. These changes, such as disruption of physical activities and decrease in financial flow, has brought new challenges for every vital function of the economic institutions.
https://www2.deloitte.com/in/en/misc/litetopicpage.2020-implementations.Impact-of-COVID-19-on-the-banking-sector-in-India.html
COVID-19 has turned into a global crisis, evolving at unprecedented speed and scale. It is creating a universal imperative
for governments and organizations to take immediate action to protect their people.
It is now the biggest global event—and challenge—of our lifetimes. As such, it is changing human attitudes and behaviors today and forcing organizations to respond. However, the need to respond won’t end when the virus’s immediate threat eventually recedes.
Crisis Management in Service Organizations: Will the New Habits and Practices...Elissar Toufaily
In this research seminar, I discuss the Covid-19 Shock and its accelerations globally and in the UAE, before presenting the results of a qualitative research, through semi-structured interviews done with 47 managers and decision-makers in the service sector. In this research, I explore: 1/ the impact of Covid-19 on organizations and the service industry, 2/ the strategies and practices adopted for recovery; 3/ the challenges and facilitators of recovery, 4/the new normal for organizations and consumers, before finalizing with the lessons and opportunities that we can learn from the crisis.
Living in the Post-COVID World and Finding OpportunityAlexander Khvatov
A bit of research that we have recently published - living in the Post-COVID World and Finding Opportunity. Where can a business create the most value?
Protecting your company's economic healthKorn Ferry
The behavioral changes needed to fight the public health threat are resulting in an immediate decline in revenue for most businesses. From near-term take-out tactics to longer-term changes to operating models and rewards spend, developing the right response to those economic challenges will help to ensure a full and quick recovery.
Protecting your companys economic health 1Korn Ferry
The behavioral changes needed to fight the public health threat are resulting in an immediate decline in revenue for most businesses. From near-term take-out tactics to longer-term changes to operating models and rewards spend, developing the right response to those economic challenges will help to ensure a full and quick recovery.
Covid-19 Following Up On The Immediate Economic Responseaakash malhotra
With india going under a complete lockdown for over a month now, industries and government needs to brace themselves in order to fight against the consequences of covid-19. Right from protecting jobs to supporting different sectors to minimise the impact, there are a lot of preparatory measures that are already under process.
Export nations need to ensure that supply chains remain as intact as possible. This means that when and where credit insurers are withdrawing from covering international trade during this crisis, the government exceptionally steps in. Otherwise there is a risk a collapse of finely woven supply chains.”
Business Continuity Emerging Trends - DRIE Atlantic - SummaryMarie Lavoie Dufort
Summary document for DRIE Atlantic presentation held on May 19, 2021 on the topic of Business Continuity Emerging Trends – Absorbing & Adapting In A Changing Environment.
Speaker: Marie Lavoie Dufort
Host: Emad Aziz
The COVID-19 pandemic has impacted digital financial inclusion trends across the world in many and complex ways. In developing and emerging contexts, this crisis also holds the potential to propel an unprecedented acceleration in the process of financial digitization and turn out to be a game-changer for digital financial inclusion. The aim of this study is to illustrate the opportunities and risks associated with the surge in uptake and use of digital financial service, providing ideas on how to leverage the paradigm changes affecting the overall approach and perspective towards digital financial services on the part of various stakeholders to advance financial inclusion and development. It also seeks to showcase how digital financial services have been used in both traditional and innovative ways to mitigate the impact of the COVID-19 crisis on economies and societies, by both public and private actors.
Uptime Institute report: Post-pandemic data centers.
Post-pandemic data centers UI Intelligence report.
Author: Andy Lawrence, Executive Director of Research, Uptime Institute
The pandemic continues to expand. More than 175 countries and territories have reported cases of COVID-19, the disease caused by the coronavirus (SARS-CoV-2). Case growth has accelerated to more than 735,000 cases and 35,000 deaths as
of March 30. Some geographies have a handful of cases, others with early community transmission have a few hundred, and those with uncontrolled, widespread transmission have tens of thousands. Governments have launched unprecedented public- health and economic responses. The situation evolves by the day.
Economic impact of covid 19 on wayra startupsYuting Jiang
The crisis caused by the coronavirus has put all sectors and areas of society on alert. In this new world, startups have the agility and creativity to respond quickly and positively to this crisis. They are also among the first to have to take measures to survive in a world of challenges, opportunities and risks.
In this study we analyze how the coronavirus crisis is impacting our portfolio of more than 500 startups and the entrepreneurial ecosystems in which we have a presence in Europe and Latin America. Today, more than ever, innovation does not stop.
#WeStayConected
Welsh Consultants Publishes- Though corporate governance may not be an obvious focus during a pandemic, it is during these testing periods that leadership and management structures are tested, exposed for their strengths or flaws, and remembered by stakeholders in the long-term. The current context requires companies to assess the immediate health, social and economic factors facing their immediate survival, without losing grip on their long-term prospects. It is a challenging array of competing issues to confront. This paper explores the context in detail. Author- Founder- Manish P
Financial Institutions need a strategy to help maximize their level of resilience and prepare for any macroeconomic and financial scenario amid the COVID-19 crisis.
In our view, it is critical for Financial Institutions to take specific steps both for the short term and the medium term. In this White Paper we have identified ten key action points to be addressed.
Similar to COVID-19 Response By Automotive Companies (20)
Operational Transfer Pricing (OTP) – Delivering future solutionsaakash malhotra
While TP policies are set by tax teams, implementation responsibility lies with finance
function, which may result in data definition gaps
• With different finance personnel working on different entities, the TP policies / cost
allocation logics may not be consistently applied to all the entities within the Group
• Manual computations are prone to errors; increasing the TP risk significantly
• Legal entity P&L
New criminal laws— Future of criminal justice system in Indiaaakash malhotra
The three new criminal laws, the Bharatiya Nyaya Sanhita, the Bharatiya Nagarik Suraksha Sanhita, and the Bharatiya Sakshya Adhiniyam, which replace the Indian Penal Code (IPC), the Code of Criminal Procedure (CrPC), and the Indian Evidence Act respectively, will come into force from 1 July this year
Evolving Technology Trends Is your bank ready for tomorrow?aakash malhotra
Banks around the world have been
racing to catch up with the ever-evolving
technological trends shaping the way they
operate and serve their clients.
Prior to COVID-19, the Middle East
financial services industry was evolving
at a measured pace, driven by changing
customer expectations, heightened
competition from incumbents and
new entrants, evolving regulations, and
advancements in technology. In a matter
of weeks, COVID-19 upended those
conventions
With the advent of the digital era, technology has continued to be the primary catalyst in shaping the world, and has led to an unprecedented amount of change, both at work and at home. As a result of the pandemic, there has been a significant impact that has begun to break the inertia of digital adoption due to several government policies and initiatives, driving the adoption of emerging technologies across various industries
E VOLVING STRATEGIC BUSINESS imperatives, trends, and disrupters are driving a seismic shift in the way IT organizations operate. This report-part of a series exploring the merger of business and technology strategies and the reimag- ination of technology's role in the business-aims to address fundamental questions about the future of work in technology
Toward True Organizational Resilience | Deloitte’s Global Resilience Reportaakash malhotra
Deloitte's Global Resilience Report for insights into how organizations worldwide are navigating challenges and building resilience in an ever-evolving landscape.
Risk Advisory’s new narrative Mitigate risks effectivelyaakash malhotra
Deloitte's India risk advisory services to fortify your business resilience. Deloitte offers expert insights and solutions to mitigate risks effectively.
India Banking Fraud Survey Edition IV - Deloitteaakash malhotra
Deloitte's India Banking Fraud Survey Edition IV for insights into the latest trends and challenges in the financial industry. Explore strategies to combat fraud risks. #BankingFraud #DeloitteSurvey
Deloitte's Sustainability Perspectives for valuable insights on monitoring and enhancing sustainability practices. Download the PDF for expert perspectives on sustainable business strategies.
Delve into the key findings and interesting facts on building organizational resilience from the Deloitte Global Resilience Report. Learn how to build a path towards organizational resilience and see why it is important to have organizational resilience. Discover the whole new world of opportunities that abound. Check out the report now!
Deloitte Risk Advisory New Narrative takes you from your 'now' to your 'next'. The detailed report gives us a snapshot of building and shaping businesses that can sustain and grow in an increasingly unpredictable world. It also covers Deloitte’s proprietary tools, enablers, market offerings, etc. Check out the report now!
Yearly Status of School Education in states and union territories of India - ...aakash malhotra
The CII-Deloitte Report on School Education, titled Yearly Status of School Education (YeSSE), is conceptualized to present school sector information in a simplified way, providing a snapshot of the status of school education in each state andunion territory. It also provides insights on focused school education themes.
Annual Status of Higher Education (ASHE), 2023 In states and union territorie...aakash malhotra
Indian higher education is at an inflection point. Explore Deloitte's insightful report in collaboration with CII on the Annual Status of Higher Education (ASHE), 2023, which offers in-depth insights into the key themes and developments made in the HEIs in India. Discover the key statistics, trends, the impact of national education policy, and much more.
Deloitte Tech Trends 2023 is a comprehensive report that delves into the impact of adopting new-age technologies on ground-breaking innovations and foundational business industries such as BFSI, health care and pharmaceuticals, e-commerce, retail, and manufacturing. This report outlines expected trends that can disrupt businesses.
The global economy remains fragile going into 2023. There are possibilities of mild recession and stagflation in some economies. Deloitte 2023 Banking & Capital Markets Outlook shares comprehensive overview insights into the Banking and Capital market segments. Uncover about Retail Banking: Envisioning new ways to serve and engage with customers, Consumer Payments- build deeper financial relationships beyond transaction flows.
Large corporations have taken a leadership role in procuring renewable energy around the globe. Small and mid-cap companies represent the next wave of opportunity for utilities, renewable developers, and service providers. Deloitte offers a simplified approach to gaining access to renewable energy. Learn about the considerations made when targeting small and mid-cap segments. Read the In the Serious business: Corporate procurement rivals policy in driving the growth of renewable energy.
#Deloitte GST on Online #Gaming report sheds light on analyzing the effect of the tax rate and value of supply on #tax revenues. Detailed report estimating potential impact of #taxburden on the OG industry in India. #GoM proposal in the #GST regime for #onlinegaming services from 18 to 28 percent, its potential impact on the OG industry in India.
Pre-Budget Survey 2023 evaluates how the industry and leading experts view economic growth and government initiatives. Deloitte India survey expectations aim to study the expansion of the Indian sector.
Union Budget 2023 by Nirmala Sitharaman brings new opportunities for the Indian economy with changes in direct tax and new policy updates with other industrial impacts. Read more at Deloitte India. Download PDF.
Keeping an eagle eye on two ‘I’s will be imperative–Inflation and INRaakash malhotra
In its Dec 2022 report, Deloitte India highlights two crucial "imperative–Inflation and the INR" being watched as India experiences various shifts in accordance with various economic parameters
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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3. 01
COVID-19 response for automotive companies
Contents
The situation and the challenge 02
The unknowns 03
Why scenarios 04
Scenario framework for the COVID-19 situation 05
Possible consequences of COVID-19 scenarios on India’s overall outlook 07
Impact of COVID-19 on the Indian automotive ecosystem 09
Potential implications for the Indian automotive ecosystem 11
References 14
Contact Us 15
Acknowledgements 15
4. 02
COVID-19 response for automotive companies
The situation and the challenge
The COVID-19 pandemic has pushed humanity and the global
economy into a crisis not seen since The Great Depression.
Due to its high infection rate and impact on the public health
system, governments have begun to enforce nationwide
lockdowns, thereby significantly affecting production, supply
chain, travel, trade, and how people work. This development
is disrupting value chains, communication, and co-operation
amongst business environments. Moreover, it is difficult to
estimate when these lockdown norms, presently applicable
to about half of the world’s population1
, will be relaxed
completely, resulting in even more uncertainty about the
future of many of these affected businesses. In these uncertain
times, companies seek clarity on, and a robust strategy for,
short- to medium-term implications (6-24 months) stemming
from COVID-19. Some of the key hindrance faced by the
companies are in the form of the following:
01 0302 04
Increasing volatility
of business
environments
Interconnectedness
and unpredictability
of influencing factors
Excess information,
untrustworthiness
of sources,
unpredictable
political development
Ambiguous
interpretations of
information leading
to possibly wrong
assumptions
5. 03
COVID-19 response for automotive companies
How good will
policymakers be
at keeping the
‘lights-on’?
040302
The unknowns
The first step towards identifying the short- and medium-
term outcomes of COVID-19 for business environments, and
building out strategies to prepare for them, is to identify the
unknowns that can influence these outcomes.
The unknowns may range from the changes in the structure
and integrity of technological systems (i.e., the ability to
digitalise work processes, while ensuring data security)
to changes in the society, like values, ethics and ways of
Figure 1. Key unknowns in the future of COVID-19 business environments2
How long will the
pandemic last? Will a
vaccine arise?
For how long
will shutdowns
persist?
How vast will
the knock-on
effects be?
working (e.g., need for social distancing, role of altruism).
Uncertainty may also exist in the way future governments
will function as well as how the corporate landscape will
shape out, including permanent shifts in customer demand,
flexible employment models, etc. Figure 1 illustrates the
unknowns across key dimensions that are sector-agnostic,
and are likely to play a crucial role in shaping how the
next 12 months will look like. Of these, the four ‘biggest’
unknowns in our opinion are as follows:
Systemic
breakdown
Shortage
Sustained
isolation
Everybody for
themselves
Shattered
forever
Complete
Confusion
Uncontrolled
Spread
Mistrust
Cautious
Inferior
Efficiency
Destruction
Not
perceivable
Reactive;
Limited
Financial
Crisis
Painful but
Resilient
Abundance
Temporary
Interruption
Reemergence
of the Tribe
Back to
Normalcy
Plannable
Sustained
Containment
Cooperation
Now more
than ever
Superior
Efficiency
Limited Impact
Immediate
Proactive;
Significant
Stabilization
Resilience of Supply Chains
Supply of Workforce
Mobility of People and Goods
Cohesion of the Society
Global Trade Flows
Information Transparency
Efficacy of Healthcare Response
Cooperation among Governments
Enforcement of COVID-19
Business Regulations
Global Corporate
Investment Appetite
Efficiency of Company Digitalization
Robustness of Ecosystems
Rebound of Consumption
Extent of Government Policy
Support and Stimuli
Financial Market Volatility
With Force With Measure
01
6. 04
COVID-19 response for automotive companies
Why scenarios
Decision-makers face formidable challenges, as taking the
long view has never been harder. They have to make the best
possible judgement calls every day while the world around
continues to be uncertain, volatile, and ambiguous. One
way to do so is to develop robust and strategically relevant
scenarios that can respond to, and can take advantage of,
the many plausible outcomes for the future.
While predicting the future is impossible, anticipating
plausible scenarios in these circumstances is more robust
than predicting traditional forecasts for the most optimal
future – preparing for a reasonable ‘worse’ case scenario
rather than a simple extrapolation exercise. In contrast to
forecasting, scenarios examine what is most uncertain and
surprising, as a mechanism to generate insight and provoke
action regarding future-focused risks and opportunities.
Scenarios are a tool to uncover blind spots and broaden
perspectives about alternative future environments in which
today’s decisions might play out.
7. 05
COVID-19 response for automotive companies
Scenario framework for the
COVID-19 situation
Monitor Deloitte’s proprietary scenario planning process
begins with defining the focal question that captures the core
issue to be explored through the scenarios. In the current
circumstances, we identify the focal question to be – “How will
the future of COVID-19-affected business environments
shape out? What will be the impact on the automotive
sector?”
Having identified the major unknowns that may impact the
future business environments, we proceed to singling out
the two most critical uncertainties – the unknowns that are
most relevant and have the most potential to define future
scenarios. Based on our analysis and findings, the ‘Extent of
Government Policy Support and Stimuli’ and the ‘Efficacy of
Healthcare Response’ are the two most critical uncertainties
in the present situation (Figure 2). The uncertainties, along with
their two extreme end-points, when superimposed, give rise to
four plausible scenarios of the future (Figure 3).
These scenarios can be mapped directly to Deloitte’s
proprietary COVID-19 scenarios being short-term, medium-
term, and long-term disruption.
Figure 2. Critical uncertainties and their endpoints3
Uncontrolled Spread
• Slow technological progress to
develop a quick, accurately and
cheap medical test to detect the
presence of the virus
• Lack of support by the
administration to ensure
adherence to social distancing
norms
• Inability to mobilise adequate
healthcare professionals
and infrastructure to isolate/
quarantine those infected
Reactive and Limited
• Lack of decisive measures to
stabilise the economy with a
significant infusion of funds into
the banking system
• Inefficient transmission of
financial aid to small businesses,
MSMEs and daily-wage workers
dependent on regular cash-flow
• Inefficient management of efforts
to drive consumption and turn-
around businesses most severely
affected by this pandemic
Sustained Containment
• Breakthrough in testing speed
and accuracy; governments
capable of carrying out widespread
testing at much lower costs
• Strict enforcement of social
distancing and quarantine
measures to ‘flatten the curve’
and prevent any recurrence of the
infection
• Availability of adequate
infrastructure and professionals
to tackle possibility of massive
outbreaks
Proactive and Significant
• Measured and timely
intervention by the central bank to
infuse adequate liquidity to drive
consumption
• Government-funded bail-out
of industries disrupted by the
pandemic; short-term working
capital support to keep them afloat
• Reforms in the unorganised sector;
timely and adequate downturn
compensation for MSMEs and
daily-wage workers
Extent of Government Policy
Support and Stimuli
Efficacy of Healthcare Response
8. 06
COVID-19 response for automotive companies
Scenario - 2
The U-Curve (Medium-term disruption) The virus’s spread is contained but not supported by adequate/timely economic
stimulus to support failing businesses; structural damage to the economy impacts the fundamental dynamics of many
industries, resulting in long-lasting effects followed by a slow and muted recovery.
Scenario - 3
The L-Curve (Long-term disruption) The virus continues to spread and causes disruption globally; inadequate economic
stimuli leads to major structural damage to the economy and long-term recession; there is permanent loss of output as firms
go bankrupt and employment and production levels take a long time to revive.
Scenario - 4
The W-Curve (Medium-term disruption) The virus continues to spread, but strong policy response keeps economic growth
afloat; recurrences of the pandemic are seen, but businesses adapt through mini-recoveries, and head towards a slow, near-
complete recovery.
Scenario 2: The U-Curve
Medium-term
disruption;
significant,
contained loss
Long-term
disruption; severe,
permanent loss
Short-term
disruption;
moderate,
contained loss
Medium-term
disruption;
significant,
recurrent loss
Scenario 3: The L-Curve
Scenario 1: The V-Curve
Proactive and
Significant
Reactive and
Limited
Sustained
Containment
Uncontrolled
Spread
Scenario 4: The W-Curve
Figure 3. The four plausible scenarios of the future3
Scenario - 1
The V-Curve (Short-term disruption) Successful containment of the virus, supported by strong policy response prevents
permanent structural damage; the agile response by businesses after removal of restrictions results in sharp recovery.
EfficacyofHealthcareResponse
Extent of Govt. Policy Support and Stimuli
9. 07
COVID-19 response for automotive companies
Possible consequences of
COVID-19 scenarios on India’s
overall outlook
Of the four scenarios discussed in the previous section, we
believe that one of Scenarios 2 or 4 – The ‘U-Curve’ and the
‘W-Curve’ are most probable to materialise in the overall Indian
context. In other words, the government may look to boost
the measures it has taken to support the economy through
appropriate policy interventions and adequate stimuli, if the
contagion continues to spread and affect larger sections of the
society relentlessly. This section narrates the ‘scenario stories’
that are likely to emerge.
The U-Curve: The pandemic continues to spread globally,
but robust healthcare systems are able to ‘flatten the curve’
in several countries. Movement restrictions remain stringent
until the end of 2020, with varying degrees of relaxation
introduced for different businesses, with strict directives to
maintain hygiene and social distancing norms. The impact of
the pandemic will remain for over two years, with tenuous
recovery beginning only in FY2022, and remaining modest
for the next four quarters. Across the globe, the recovery is
unsynchronised with the Asian economies recovering faster.
Global supply chain disruptions cause stress on several
industries that depend on imported raw materials, with
some shortages lasting for over six quarters before seeing
any signs of recovery. The most affected industries are likely
to see prolonged liquidity crunch, restricted working capital,
and reduction in production capacity due to withdrawal by
investors. This may result in several businesses filing for
bankruptcy, necessitating intervention by the government in
the form of additional stimulus.
On the demand side, high unemployment, increased
household debt, and lengthier lockdowns continue to
impact consumer demand for goods and services, with
most consumers putting off big-ticket purchases such as
automobiles and home renovations for the long term. Even
after the pandemic dissipates, consumers are wary of major
expenses and instead opt to increase their savings, a reversal
from the trend observed in India during 2018-2019. Pent-up
demand is likely to break-through eventually, reviving well after
mid-FY2022.
In the financial services sector, MSMEs default in large numbers
and big firms delay debt payments leading to an extreme
financial crisis. As a result, capital markets shed off over a
decade’s gains, and liquidity dries up in short-term money
market. Several small banks liquidate as the money market
goes dry and margins fall, while a few choose to consolidate
with larger banks. Reduction in policy rates to maintain
liquidity leads to inflationary pressures coinciding with a rise in
pent-up demand. Overall, the country sees tepid growth for
the next 5-6 quarters, after which it slowly heads towards
the pre-COVID growth trajectory.
The W-Curve: The pandemic continues to spread globally
for a prolonged period with recurrent waves of infection
observed in many countries. Movement restrictions continue
to remain stringent, with major ‘hotspots’ locked down for over
two quarters with varying degrees of restriction. Businesses
gradually resume operations in a phased manner, with
continued emphasis on ensuring high standards of hygiene
at workplaces. The impact of the ongoing slowdown is felt for
the next three to four quarters, with recovery observed from
FY2022. There is a high likelihood of the pandemic recurring
after a short period of remission. However, its impact is largely
mitigated by better preparation and robust contingency plans
by all stakeholders – the government, the businesses, and the
public. Full-fledged and synchronised global recovery is seen
from Q3 FY2022, as governments across the world enforce
decisive policies to effectively ‘flatten the curve’ and minimise
the impact on the economy.
As China takes time to revive production, supply chain
disruptions cause stress on several industries that are
dependent on Chinese imports. This results in an opportunity
for others, who look to build capabilities to indigenise
10. 08
COVID-19 response for automotive companies
production, reduce import dependence, and in fact present
the world with an alternative source for products. For this to
materialise, however, industries and the government need
to collaborate to set up the required infrastructure. Several
industries endure severe slowdown and liquidity crunch
for about three to four quarters. However, the government,
which plays a proactive role in enabling smooth running of the
economy, bails out/ supports these industries through timely
macro- and micro-interventions.
On the demand side, high unemployment, piling household
debt and lengthy lockdowns affect consumer spending until
the end of 2020. There is a lag of three to four months in
demand recovery after the removal of restrictions as people
remain in fear of falling sick. As a result, spending picks up in
early FY 2022, largely driven by pent-up demand, and recovers
to near-2019 levels by mid-FY2022
In the financial services sector, poor credit demand and
collections results in worsening of Indian banks’ balance sheet,
with non-performing assets jumping up to double digits.
However, stress on the sector starts reducing after policy
interventions and financial stimulus help augment demand
and aid recovery of manufacturing industries. As a result, the
first wave of economic recovery begins in three to four
quarters, potentially followed by a longer, but less painful
period of recurrent bouts of slowdown.
11. 09
COVID-19 response for automotive companies
Impact of COVID-19 on the Indian
automotive ecosystem
Having visualised the likely scenarios that the broader
Indian economy may head towards, we now discuss the
implications that the COVID-19 pandemic is likely to have on
the Indian automotive ecosystem, i.e., auto original equipment
manufacturers (OEMs), auto component manufacturers
(ACMs), dealers, auto finance companies, etc.
The auto sector had already undergone considerable
slowdown over the last 12-18 months due to structural
changes beginning with Goods and Services Tax, shift to
Shared Mobility, Axle-load reforms, the Bharat Stage-IV (BS-
IV) to Bharat Stage-VI (BS-VI) transition, Liquidity Crunch and
so on. The COVID-19 lockdown has had a multiplier effect –
the industry has almost been at a complete standstill since
24 March4
. A prolonged truncation of demand due to the
lockdown may further dampen consumer sentiments and
significantly affect auto OEM revenues and cash flows. In
response, companies may resort to starving their RD funding
in order to sustain core operations, and potentially set back the
progress made on alternate fuel and mobility technologies by
two to four quarters. Eventually, some companies may even
choose to take a strategic call to exit unprofitable markets and
vehicle segments. Based on our understanding of the industry,
and supplemented by discussions with leading auto OEMs
and ACMs, we believe that the Indian automotive industry is
likely to witness a prolonged U-shaped recovery
(Scenario 2), with a best-case recovery to FY19 sales volumes
expected by FY22.
Auto dealers have been unable to deliver vehicles during
lockdown, and have reported 20-30 days of finished goods
inventory5
, likely to be heavily discounted post lockdown.
Further, with BS-VI sales mandated from 10 days after
lockdown ends (and sale of only 10% of the existing BS-IV
inventory in those 10 days)6
, dealers face significant burden to
liquidate unsold BS-IV inventory, estimated to be worth ~INR
12. 10
COVID-19 response for automotive companies
6,300 Crore7
. In this scenario, OEMs will need to support dealer
groups, both financially and otherwise, further stressing their
own balance sheets.
Auto-suppliers have a high dependence on migrant labour,
whose absenteeism is expected to further delay revival
post lockdown, resulting in a domino effect on the entire
value chain. Suppliers facing liquidity issues may succumb
to deteriorating market conditions, causing widespread
disruption across the entire manufacturing ecosystem. Larger
players may look to acquire these struggling suppliers in order
to realise operational synergies.
Captive finance companies of OEMs are also expected to face
the brunt, as the number of loan defaults are likely to go up,
leading to high non-performing assets (NPAs). On the other
hand, new customer loan disbursement is expected to go down
significantly, as determining the credit worthiness of potential
customers is likely to be a challenge. Both of these outcomes
will hit the firms’ profitability and question the feasibility of
continuing operations in these market conditions.
Lastly, the prolonged lockdown will put tremendous strain on
the operations of other smaller players (mobility solution
providers, used-car players, and after-market service
providers) whose funding depends heavily on aggressive
revenue growth projections. Shared mobility players (ride
sharing, car sharing, ride hailing) may have to rethink their
offerings, as it is very likely that customers may end up
preferring private modes of transportation that guarantee
‘social distancing’, at least in the short term.
Figure 4. The 3-phase action plan for companies3
Respond
Immediate
(during the lockdown)
1-2 months*
* May vary depending on lockdown duration
Recover
Mid-term
(just post the lockdown)
3-8 months
Reinvent
Long-term
(permanent changes)
9 months +
13. 11
COVID-19 response for automotive companies
Figure 5. Potential actions for auto companies3
Potential implications for the
Indian automotive ecosystem
It is apparent that stakeholders across the automotive
ecosystem need to prepare and plan to rebound in a phased
manner, while bracing for a long-term impact. While they may
respond by taking some actions immediately, they must also
consider preparing in advance to launch initiatives just after
lockdown ends, and recover by capturing maximum value.
In addition to these short-term actions, players also need to
respond to permanent disruptions that this pandemic may
have brought about (e.g. consumer behaviour, dependence on
global networks), and prepare to reinvent their businesses
with long-term interventions (Figure 4).
We discuss some themes around which players need to act to
enable themselves to be ‘battle-ready’ for their quest to revive
the industry and their respective businesses (Figure 5). These
themes are relevant to the prolonged U-shaped recovery that
the auto industry is likely to undergo.
Respond
Engage with customers and the dealer network: Reduced
engagement due to lockdown could affect both customer
loyalty and the OEM-dealer connect
• Help dealership teams upskill through refresher virtual
trainings, online certifications and gamified solutions
• Share relevant do-it-yourself videos on social media to
engage with customers
Manage the liquidity crunch in the system: Crunch of
working capital due to tepid sales is likely to cripple the smooth
functioning of the network
• Provide financial support to dealers and suppliers (e.g.,
provide longer credit period, expedite incentives disbursal,
fund capex, relieve interest burden for few weeks)
• Introduce cost-cutting measures for non-essential
activities/suspend discretionary spends to maintain
liquidity
Actively contribute to fighting the pandemic: OEMs will
be expected to do whatever within their means to help raise
awareness, provide infrastructure
• Side-pocket existing production lines into producing
products for healthcare (e.g., sanitizers, personal protective
equipment)
Respond
Respond
Reinvent
Engage with customers
and the dealer network
Plan for spike in
demand of personal
mobility solutions
Adopt hygiene-centric
process and design
changes
Assess and de-
risk supply chain
dependencies
Prioritize focus on
employee safety and
care
Plan for shifting mobility
preferences of the
consumer
Manage the liquidity
crunch in the system
Re-assess upcoming
launches and
financing offerings
Capture opportunity
to consolidate
opportunity
Prepare for an
omnichannel sales
experience
Explore alternate
revenue options
Adopt digitalization of
consumer touchpoints
Actively contribute to
fighting the pandemic
Explore offerings around
hyper-local delivery
model
Plan well for the
post-COVID-19 situation
Redesign manufacturing
architecture and supply
chain processes
14. 12
COVID-19 response for automotive companies
• Take initiative to support the affected – e.g., support
for all unorganized/ contract workers in the automotive
ecosystem
Plan well for the post-COVID-19 situation: Opportunity for
players to rethink their way ahead and develop appropriate
strategies to navigate the post-crisis situation
• Plan to efficiently manage the warranty and dealer claims,
which are expected to surge, once lockdown ends
• Design trigger-based contingency plans including, and
in alignment with the entire network to manage working
capital needs
Recover
Plan for spike in demand of personal mobility solutions
(vis-à-vis shared solutions): Increased aversion to use shared
mobility and public transport may result in a spike in demand
for 2-wheelers, entry-level 4-wheelers and pre-owned vehicles
immediately after lockdown
• Increase focus on “Push” (targeted marketing) to identify
prospects rather than relying on traditional “Pull” sources
• Design special financing schemes for purchase of vehicles
to help customers tide over liquidity crunch
Assess and de-risk supply chain dependencies: High
dependency on global auto parts (esp. from China) led to
bottlenecks in the supply chain long before the pandemic
actually hit India
• Plan for short-term demand skew for spare parts;
undertake risk assessment of supply chain (suppliers,
logistics etc.)
• Use analytics to better monitor the supply-demand gap
and design short-term response strategies accordingly
Re-assess upcoming launches and financing offerings:
Reduced discretionary spends may push customers to shift to
lower-priced segments and variants
• Re-assess launch timelines to prioritize products in the
lower-price segments to avoid loss of market share
• Redesign loyalty programs to demonstrate and retain
lifetime value, and overcome the drop in premium
purchases
Prepare for an omnichannel sales experience: Even after
the lockdown, customers may not want to visit crowded
dealerships or interact with the sales staff in person
• Explore the concept of virtual sales consultants, and
remote demonstration of vehicles
• Explore the feasibility, capabilities and partnerships
required in setting up an integrated online-offline sales
channel
Adopt hygiene-centric process and design changes: The
consumer expectation of hygiene, sanitization standards are
expected to be more than the current standards maintained by
dealers
• Include sanitization/fumigation as part of workshop
services, test-drive, etc.
• Identify innovative solutions to design “No-Contact”
customer journeys and transactions
Prioritize focus on employee safety and care: Healthy,
engaged and committed employees are likely to be the most
essential resource for any player looking to stage a swift
recovery
• Redesign safety norms in offices and plants to ensure
robust medical security systems and adequate health
training for all
• Deploy flexible employment systems to ensure a healthy
working environment – both medically and mentally
Capture opportunity to consolidate operations: High
financial strain on smaller players to operate in low-sales
period may force them to close/ sell the business
• Evaluate synergies and look at potential alliances/
partnerships/acquisitions
• Explore new sources of funding such as private equity for
highly stressed dealers and service providers
Explore alternate revenue options: Financial pressures
due to loss of business and high fixed costs will require new
sources of income to recover the losses incurred
• Focus on allied product and services like accessories,
value added services in workshop, concierge services, etc.
• Re-prioritize existing strategic projects and advance their
timelines
Reinvent
Plan for shifting mobility preferences of the consumer:
Long-term impact on the growing trends for premiumisation,
shared mobility, OEM-fleet partnerships; growing preference
for low-touch sales and service experiences, new ownership
models that are cash-flow friendly
• Review current alliances with cab service providers; focus
on new alliances that are expected to gain importance in
future such as leased vehicles, corporate tie-ups etc.
Adopt digitalisation of consumer touchpoints to
supplement physical sales: The trend of e-commerce
platforms for end-to-end online car purchase is likely to find
more acceptance among Indian customers, given higher
convenience
• Set up partnerships with dealerships, financial service and
e-commerce players to design a completely digitalised
15. 13
COVID-19 response for automotive companies
customer journey for sales and service; helps decongests
physical outlets and allows seamless delivery in areas with
low dealership penetration
Explore offerings around hyper-local delivery model:
Increased preference of customers to avoid crowded
marketplaces, and prefer no-contact transactions
• Align product and customer strategies (e.g. e-bikes for last
mile delivery) with the upcoming trends in home delivery
• Offer alternate asset ownership models to e-commerce
players to reduce the financial burden of high upfront capex
Redesign manufacturing architecture and supply chain
processes: The financial impact of a high fixed-cost model
and an import-reliant supply chain has been severely felt by all
players
• Accelerate the indigenisation of auto components to
increase self-sufficiency and minimize risk of supply chain
breakdowns
• Adopt new business models that shift costs from fixed to
variable nature, thereby reducing the breakeven volume
• Invest in developing early warning systems/ downturn
planning to be able to respond faster in similar future
scenarios – agility-driven forecasting
The themes and the illustrative responses mentioned are
expected to help auto companies prepare for an expected
U-shaped recovery. It is essential to note that this expectation
is built on the prevailing condition of the auto industry, and the
understanding of the pandemic’s likely spread, the time it takes
for containment, and the impact of these events specifically on
the auto industry. However, the behaviour of the virus in reality
(development of more robust strains vs. development of a
vaccine) and the time it takes to contain the spread (2 quarters vs.
4+ quarters) are factors that are difficult to predict with certainty.
It is therefore likely, that the auto sector may head towards an
even more prolonged W-shaped recovery instead, wherein
a second bout of the pandemic follows the initial remission.
Companies must look to identify the onset of such a scenario
by tracking and observing certain indicators, so that they are
well prepared to respond to the second wave and minimize
both, financial losses and the ensuing structural damage to the
value chain.
Some of the indicators that may point towards such a
possibility are
• Reversal in the decreasing trend or a continuous increase in
the number of infected cases
• Increase in number of infection ‘hotspots’
• Reinforcement/ continuation of lockdown norms, especially
in large cities, etc.
• Reports of recurrent waves in other economies
• Delay in the development of a vaccine
• Discovery of alternate strains of the virus
Persistence of these indicators can be a clear sign for auto
companies to prepare themselves. While the initiatives
discussed across respond, recover and reinvent for the
U-shaped recovery remain valid even in this scenario,
companies should prioritize to secure their supply chains and
develop trigger-based micro work-plans in partnership with
the network to ensure adequate working capital to weather the
next storm.
16. 14
COVID-19 response for automotive companies
References
1.
‘Coronavirus: Half of humanity now on lockdown as 90 countries call for confinement’, Euronews, 3rd April, 2020, https://www.
euronews.com/2020/04/02/coronavirus-in-europe-spain-s-death-toll-hits-10-000-after-record-950-new-deaths-in-24-hou
2.
COVID-19 Strategic Response Lab, Centre for the long view, Monitor Deloitte
3.
Deloitte India analysis
4,5.
’Auto dealers fear they will not be able to liquidate BS-IV stock before March 31 deadline: FADA’, The Economic Times, 9th
March, 2020, https://economictimes.indiatimes.com/industry/auto/auto-news/auto-dealers-fear-they-will-not-be-able-
to-liquidate-bs-iv-stock-before-march-31-deadline-fada/articleshow/74552112.cms?utm_source=contentofinterestutm_
medium=textutm_campaign=cppst
6.
’Two-wheeler makers’ huge BS-IV inventory will not go away post lockdown’, The Hindu Business Line, 3rd April, 2020,
https://www.thehindubusinessline.com/news/two-wheeler-makers-huge-bs-iv-inventory-will-not-go-away-post-lockdown/
article31246258.ece
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‘Lockdown leaves India's car dealers with the battle of their lives’, Economic Times, 26th March, 2020, https://m.economictimes.
com/industry/auto/auto-news/lockdown-leaves-indias-car-dealers-with-the-battle-of-their-lives/articleshow/74810838.cms