The document discusses how the coronavirus pandemic will lead to significant and long-lasting changes in technology trends and the business world. Key impacts include a shift to remote work and online services, changes in spending on different industry sectors, and an accelerated transition to digital technologies. The crisis will have both short-term negative effects and create new opportunities for adaptation and growth in areas like healthcare, education, and online services.
This report dives into the topic of consumer trends emerging under the sudden disruption of nearly all industries in the global marketplace due to COVID-19. Based on a number of studies and market research, how will consumer behaviors and preferences change in a post COVID-19 era?
The human psyche will undoubtedly be affected by the first global pandemic the world has seen in over 100 years. Nobody can yet predict the extent of its damage but we do know that much has changed. This document is not scientific in nature, rather is based on human insights gathered over the most drastic one-month period of our generation.
The intent of this report is to inspire thought and creativity amongst marketers and business leaders. Our goal is to help identify new opportunities for businesses as human behaviour evolves.
Coronavirus Impact Assessment And Mitigation Strategies In Gym Industry Compl...SlideTeam
Coronavirus Impact Assessment and Mitigation Strategies in Gym Industry Product Description The fitness industry is increasingly capitalizing on digital opportunities for connected customer experience. During the catastrophic outbreak, the fitness industry, especially the digital fitness brands, has found itself in a dissimilar position. The coronavirus epidemic COVID 19 has left the fitness industry ailing and barely able to stand on the verge of closing down smaller gyms, larger chains facing massive losses, and unemployment has become a very real possibility for many thousands of instructors and support staff. The pandemic outbreak has deep impacts on the Fitness Gym industry. This deck helps to identify the various impacts on the Fitness industry along with the mitigation strategies. In this research deck, we have focused on the overview of the fitness industry wherein pandemic impact on the global and US economy. Risks have been assessed such as disruptions due to social distancing, plummeting employee productivity, recession unemployment, and investment pull back, shutting down of gyms and civil interest, etc. This deck also covers the mitigation strategies such as occupancy flow and capacity management, hygiene protocol and protective measures, political dialogue, lobbying, and communication. Additionally, this has covered the business continuity plan which will help the fitness companies to continue their business after the lockdown. In the end, it includes the risk management maturity model assessment and survey questionnaire along with the results. https://bit.ly/3rYFP6F
This report dives into the topic of consumer trends emerging under the sudden disruption of nearly all industries in the global marketplace due to COVID-19. Based on a number of studies and market research, how will consumer behaviors and preferences change in a post COVID-19 era?
The human psyche will undoubtedly be affected by the first global pandemic the world has seen in over 100 years. Nobody can yet predict the extent of its damage but we do know that much has changed. This document is not scientific in nature, rather is based on human insights gathered over the most drastic one-month period of our generation.
The intent of this report is to inspire thought and creativity amongst marketers and business leaders. Our goal is to help identify new opportunities for businesses as human behaviour evolves.
Coronavirus Impact Assessment And Mitigation Strategies In Gym Industry Compl...SlideTeam
Coronavirus Impact Assessment and Mitigation Strategies in Gym Industry Product Description The fitness industry is increasingly capitalizing on digital opportunities for connected customer experience. During the catastrophic outbreak, the fitness industry, especially the digital fitness brands, has found itself in a dissimilar position. The coronavirus epidemic COVID 19 has left the fitness industry ailing and barely able to stand on the verge of closing down smaller gyms, larger chains facing massive losses, and unemployment has become a very real possibility for many thousands of instructors and support staff. The pandemic outbreak has deep impacts on the Fitness Gym industry. This deck helps to identify the various impacts on the Fitness industry along with the mitigation strategies. In this research deck, we have focused on the overview of the fitness industry wherein pandemic impact on the global and US economy. Risks have been assessed such as disruptions due to social distancing, plummeting employee productivity, recession unemployment, and investment pull back, shutting down of gyms and civil interest, etc. This deck also covers the mitigation strategies such as occupancy flow and capacity management, hygiene protocol and protective measures, political dialogue, lobbying, and communication. Additionally, this has covered the business continuity plan which will help the fitness companies to continue their business after the lockdown. In the end, it includes the risk management maturity model assessment and survey questionnaire along with the results. https://bit.ly/3rYFP6F
Slides from Mark Fletcher's presentation to the QNF Newsagent Conference March 2009. The presentation was an encourage to newsagents to embrace change and pursue an optomistic future in doing so. For too long newsagents react as victims - by understanding the coming change, newsagents can get ahead of the game.
The Global Futures Forecast 2013 covers the top trends that will impact business, society and individuals in the coming year. It is published by Dr.. James Canton, Futurist, Keynote Presenter, author the Extreme Future, CEO Institute for Global Futures, a San Francisco based think tank.
The Fitness industry was dramatically impacted around the glob by the CORONA VIRUS. This accelerated many aspects of change creating great adverse impacts while also enabling fantastic opportunities. Bryan O'Rourke explores the future in this presentation.
ING steps up research on consumer finances
ING published the first in a series of research reports as part of ING’s Think Forward Initiative to gain a better understanding of consumer decision-making and the consequences on economic activity.
More info: http://www.ing.com/Newsroom/All-news/ING-steps-up-research-on-consumer-finances.htm
Global Futures Forecast: Top Trends for 2013James Canton
The Global Futures Forecast examines the top trends that will shape 2013 and beyond. The GFF was produced by leading futurist, keynote speaker and author Dr. James Canton CEO & Chairman, Institute for Global Futures a San Francisco based think tank.
www.globalfuturist.com
In a year where the global economic crisis has made its presence felt, Mintel predicts the seven key consumer behaviour trends for the year ahead, looking at how adversity has created a new set of value systems.
While in 2009 fear played an important role in shaping consumer behaviour, 2010 will see a return of confidence and adaptation to overcome the restraints previously imposed on consumers.
Learn how the following trends are evolving:
Resilience
Reviewing and Re-evaluating
Prove it – Accountability
Escapism
Media Evolution
Ethical Responsibility
Stability
Cluster Project 2 report on Improving the New York TimesKristopherJones
This is the final draft of my group\'s project 2 report. The project charge was to find a way to keep the New York Times in business and to improve revenue.
Ideas from MediaPost's Marketing for Health ConferenceGSW
This week, we had the opportunity to attend MediaPost’s first annual Marketing Health conference. Thirty-eight speakers – including our own Ritesh Patel and Leigh Householder – from the top agencies and brands in our industry took to the stage to talk about big shifts in digital possibilities and fast-changing consumer expectations. Inside, you’ll find a quick-scan summary of the conference’s content, including short stories, big data points, memorable quotes and even a few share-worthy charts.
Navigating a Changing Energy Landscape - ON Energy Report Sept 2016MSL
The energy world is familiar with change, but even for such a dynamic industry 2016 has already seen some rapid developments.
In this issue of the ON Energy Report, we have reflected on some of the areas of uncertainty that have characterised the global energy industry so far this year, and discussed where we have seen clients using communications to manage their corporate positioning and prepare accordingly.
For future updates, please contact Nick Bastin, Partner, CNC and Head of MSLGROUP’s EMEA Energy Practice at nick.bastin@cnc-communications.com.
Do share your queries/feedback with our team at @CNC_comms or reach out to us on twitter @msl_group.
http://pwc.to/1lN91cC
Comme tous les mois, l’équipe d’économistes de PwC publie une note sur la situation macro-économique mondiale. Ce mois-ci, focus sur l’accroissement des inégalités dans les pays matures ; les incertitudes concernant la croissance chinoise ; et les prévisions de croissance pour la Grande-Bretagne.
Corona virus pandemic impact on digital advertising industryYieldbird
The safety measures imposed by the governments of almost all countries to protect their citizens will most probably trigger a period of economic turmoil much bigger than the 2008 crisis. This means that while protecting our health, we need to also start thinking about the future. To make this situation at least a little easier, we have decided to compile the most important knowledge we possess in terms of the potential future implications of the pandemic; and we have set out ways to navigate this difficult situation. We hope the will prove useful to you in terms of making all necessary business decisions.
The IRM India | Lessons learned from the COVID-19 pandemicThe IRM India
This report covers a wide range of topics, including the impact of COVID-19 on business, the lessons we have learned from living in a pandemic, how we can better prepare for the next pandemic, and other existential risks.
The Coronavirus pandemic : All that you need to knowMehulVerma14
The ppt contains a complete know-how of the current pandemic situation and how it is expected to impact the BFSI and digital innovation industry.
It is an overview of all that being done from the actuarial and insurance perspective to handle situations better.
Slides from Mark Fletcher's presentation to the QNF Newsagent Conference March 2009. The presentation was an encourage to newsagents to embrace change and pursue an optomistic future in doing so. For too long newsagents react as victims - by understanding the coming change, newsagents can get ahead of the game.
The Global Futures Forecast 2013 covers the top trends that will impact business, society and individuals in the coming year. It is published by Dr.. James Canton, Futurist, Keynote Presenter, author the Extreme Future, CEO Institute for Global Futures, a San Francisco based think tank.
The Fitness industry was dramatically impacted around the glob by the CORONA VIRUS. This accelerated many aspects of change creating great adverse impacts while also enabling fantastic opportunities. Bryan O'Rourke explores the future in this presentation.
ING steps up research on consumer finances
ING published the first in a series of research reports as part of ING’s Think Forward Initiative to gain a better understanding of consumer decision-making and the consequences on economic activity.
More info: http://www.ing.com/Newsroom/All-news/ING-steps-up-research-on-consumer-finances.htm
Global Futures Forecast: Top Trends for 2013James Canton
The Global Futures Forecast examines the top trends that will shape 2013 and beyond. The GFF was produced by leading futurist, keynote speaker and author Dr. James Canton CEO & Chairman, Institute for Global Futures a San Francisco based think tank.
www.globalfuturist.com
In a year where the global economic crisis has made its presence felt, Mintel predicts the seven key consumer behaviour trends for the year ahead, looking at how adversity has created a new set of value systems.
While in 2009 fear played an important role in shaping consumer behaviour, 2010 will see a return of confidence and adaptation to overcome the restraints previously imposed on consumers.
Learn how the following trends are evolving:
Resilience
Reviewing and Re-evaluating
Prove it – Accountability
Escapism
Media Evolution
Ethical Responsibility
Stability
Cluster Project 2 report on Improving the New York TimesKristopherJones
This is the final draft of my group\'s project 2 report. The project charge was to find a way to keep the New York Times in business and to improve revenue.
Ideas from MediaPost's Marketing for Health ConferenceGSW
This week, we had the opportunity to attend MediaPost’s first annual Marketing Health conference. Thirty-eight speakers – including our own Ritesh Patel and Leigh Householder – from the top agencies and brands in our industry took to the stage to talk about big shifts in digital possibilities and fast-changing consumer expectations. Inside, you’ll find a quick-scan summary of the conference’s content, including short stories, big data points, memorable quotes and even a few share-worthy charts.
Navigating a Changing Energy Landscape - ON Energy Report Sept 2016MSL
The energy world is familiar with change, but even for such a dynamic industry 2016 has already seen some rapid developments.
In this issue of the ON Energy Report, we have reflected on some of the areas of uncertainty that have characterised the global energy industry so far this year, and discussed where we have seen clients using communications to manage their corporate positioning and prepare accordingly.
For future updates, please contact Nick Bastin, Partner, CNC and Head of MSLGROUP’s EMEA Energy Practice at nick.bastin@cnc-communications.com.
Do share your queries/feedback with our team at @CNC_comms or reach out to us on twitter @msl_group.
http://pwc.to/1lN91cC
Comme tous les mois, l’équipe d’économistes de PwC publie une note sur la situation macro-économique mondiale. Ce mois-ci, focus sur l’accroissement des inégalités dans les pays matures ; les incertitudes concernant la croissance chinoise ; et les prévisions de croissance pour la Grande-Bretagne.
Corona virus pandemic impact on digital advertising industryYieldbird
The safety measures imposed by the governments of almost all countries to protect their citizens will most probably trigger a period of economic turmoil much bigger than the 2008 crisis. This means that while protecting our health, we need to also start thinking about the future. To make this situation at least a little easier, we have decided to compile the most important knowledge we possess in terms of the potential future implications of the pandemic; and we have set out ways to navigate this difficult situation. We hope the will prove useful to you in terms of making all necessary business decisions.
The IRM India | Lessons learned from the COVID-19 pandemicThe IRM India
This report covers a wide range of topics, including the impact of COVID-19 on business, the lessons we have learned from living in a pandemic, how we can better prepare for the next pandemic, and other existential risks.
The Coronavirus pandemic : All that you need to knowMehulVerma14
The ppt contains a complete know-how of the current pandemic situation and how it is expected to impact the BFSI and digital innovation industry.
It is an overview of all that being done from the actuarial and insurance perspective to handle situations better.
COVID-19 BEST PPT EVER MADE (FULLY DETAILED)SHAURYAANCHAL
HELLO FRIENDS THIS IS THE BEST PPT MADE ON COVID 19 AND VERY INFORMATIVE CONTENT EVER MADE.
YOU CAN USE THIS IN YOUR SCHOOL PROJECT OR IN OTHER ARTICLES, YOU ALSO DON'T NEED TO SEARCH OVER EACH TOPIC IN INTERNET.
THE WHOLE PPT(POWERPOINT PRESENTATION) IS ENOUGH FOR YOU.
ALL THE BEST FOR YOUR PROJECT/WORK
REGARDS/MADE BY
SHAURYA ANCHAL
EMAIL ID : shauryaanchalofficial@gmail.com
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.
1. IMPACT OF COVID 19 ON BUSINESS ENVIRONMENT
2. HOW COVID-19 EFFECTED THE BUSINESS IN MY
AREA
3. DETAILS OF SMALL BUSINESS IN MY AREA – THEIR
PROBLEMS AND EFFORTS
Future Risk - Emerging global and corporate challenges 05 02 17Future Agenda
Over the past few months we have been running a number of workshops focused on helping organisations to identify and develop responses to emerging global and corporate risks. Working with companies, government agencies and advisory groups, we have been interrogating the insights from the Future Agenda programme to highlight those issues that provide the greatest potential challenge and also could have the most significant impact going forward. At a time when growing uncertainty and ambiguity are top of mind for many, we thought a brief summary of the most frequent topics being explored may be of wider interest.
In this summary we have therefore highlighted ten key global risks and ten key corporate risks that multiple organisations are seeing as high priority / impact for the next decade:
Ten Global Risks
• Accelerating displacement and the increase in migration
• Air pollution increasing in many urban environments
• A new world order driven by changing interests and relationships
• Broader cyber terrorism moving from the virtual to physical world
• Closing the inequality gap and balance equity and autonomy
• Flooded cities as the most visible impact of climate change
• Global pandemics stressing public health systems
• Key resource constraints driven by economic and political tensions
• Rising youth unemployment creating a lost generation
• Spiraling debt as a precursor to another major financial crisis
Ten Corporate Risks
• Continuous proof of loyalty to consumers required from brands
• Declining government influence as cities, networks and multinationals lead
• Full cost and having to account and pay for the true impact of activities
• Interconnected systems and the IoT increasing business vulnerability
• Managing data risk driving the need for greater security
• Regulation changing rapidly in its reach, its character and its focus
• Speed to scale accelerating and proving more disruptive impact
• Truth and illusion shifting view of what is credible and why
• The human touch being increasingly important in a digital world
• The rise of machines as AI and automation are both threat and opportunity
While not the same top issues for every organisation, these hopefully help to provide useful insight and context. More detailed information on many of these is available on the future agenda website www.futureagenda.org
Since the outbreak of Coronavirus, all industries are facing losses in huge numbers because of the lockdown and rapid spread of the virus. A scenario-based approach is required to combat the side effects caused by the virus. See More : https://www2.deloitte.com/in/en.html
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
Rebooting 2020: A Story of COVID-19, and Shifting PerceptionsDrishti Sengupta
In these uncertain times, the Research LAB of Mavericks India, a Reputation Management Advisory, set out to explore the current attitude, anticipated trends, and future predictions for a post-COVID world. The insights highlighted the transformation of the digital space, acceptance of working from home as a norm, the impact on mental health as well as the economic ramifications of the ordeal. Over 600 respondents across demographics and the country were surveyed to arrive at the results.
Para vencer nesse novo normal, as organizações devem prioritariamente aproveitar dados e análises para tomar melhores decisões nesse cenário de incerteza, entender seu cliente e adaptar-se rapidamente, e investir na automação como forma de ser mais eficiente e entregar mais valor.
The Media Playbook: City and The Cities is a media concept sandbox prepared by the Future City Summit and Good City Foundation. The webinar and podcast series develops to sustain virtual dialogue among the policy planners, technologists, mayors and investors to continue learning about our post-pandemic world.
The World Remade by COVID-19 offers a view of how businesses and society may develop over the next three to five years as the world navigates the potential long-term implications of the global pandemic.
Our view is based on scenarios—stories about the future designed to spark insight and spot opportunity—created by some of the world’s best-known scenario thinkers. The collaborative dialogue hosted by Deloitte and Salesforce continues the companies’ tradition of providing foresight and insight that inform resilient leaders:
Explore how trends we see during the pandemic could shape what the world may look like in the long-term
Have productive conversations around the lasting implications and impacts of the crisis
Identify decisions and actions that will improve resilience to the rapidly changing landscape
Move beyond “recovering” from the crisis, and towards “thriving” in the long run
We are in uncharted waters, yet leaders must take decisive action to ensure their organizations are resilient. We’ve outlined four COVID-19 scenarios for society and business that illustrate different ways we could emerge from the crisis—and what’s required to thrive in a world remade.
The world remade by COVID-19
Planning scenarios for resilient leaders
In the wake of COVID-19, Deloitte and Salesforce hosted a dialogue among some of the world's best-known scenario thinkers to consider the societal and business impact of the pandemic. What might life be like after the crisis passes, and what will it take to thrive in a world remade? Let’s explore four possible scenarios.
The World Remade by COVID-19 offers a view of how businesses and society may develop over the next three to five years as the world navigates the potential long-term implications of the global pandemic.
Our view is based on scenarios—stories about the future designed to spark insight and spot opportunity—created by some of the world’s best-known scenario thinkers. The collaborative dialogue hosted by Deloitte and Salesforce continues the companies’ tradition of providing foresight and insight that inform resilient leaders:
Explore how trends we see during the pandemic could shape what the world may look like in the long-term
Have productive conversations around the lasting implications and impacts of the crisis
Identify decisions and actions that will improve resilience to the rapidly changing landscape
Move beyond “recovering” from the crisis, and towards “thriving” in the long run
Methodology introduction. Overview and step-by-step introduction to theFutures Thinking methodology. Resources: trends and short- and long-term uncertainties. Trends and a list of drivers used to build the scenarios. Existing set of scenarios
Four scenarios build around two economic and political uncertainties. Tools to create new scenarios. Ready-to-use templates. Impact assessment tools. Tools to test the impact on the council for each of the scenarios. Recommendations and indicators. Recommended actions and signals that point to a specific scenario materialising.
Role of Audit in Economic Recovery-Post Pandemic-SAI IndiaAsosaiJournal
The coronavirus recession also known as the Great Lockdown or the Great shutdown is a severe global recession since Great Depression 1929-30. It has resulted in shutdown of many businesses like aviation, automobile, hospitality, rail transport etc. causing massive job losses world over.
Similar to Living in the Post-COVID World and Finding Opportunity (20)
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
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
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
2. CRISIS
The COVID-19 (coronavirus) epidemic has not reached its
maximum levels in most countries; there is an uncertainty
in what to do and what strategy should organizations and
Individuals undertake to survive.
However, it is clear that the world will change and many things in it
will be different. There will be many who lost, went bankrupt, destitute, but
there will also be the winners, who adapted quicker and predicted the trends.
May you live in
interesting times
- An English expression
It will be a new world: - WORLD
3. EVERYTHING CHANGED
The crisis appeared suddenly. Even in the beginning of
March, leading analytic agencies made claims about
the rising expenditures on tech, the bets on
digitization, and quantum technology.
However, what came next is a Perfect Storm:
Growing tension in the world (Chinese
trade war, “Brexit”, …)
Slowing of the Chinese economy;
Falling of oil prices;
Coronavirus pandemic;
Not a single country was ready for a crisis at such scale. Economists estimate that it is commensurate
to the Great Depression:
The stop of the world economy (QUARANTINE);
Medical crisis (not enough resources);
Remote work en masse, pressure on online services.
TECHNOLOGICAL TRENDS 2020
DIGITIZATION
PRACTICAL AI
SMART CITIES
CYBER SECURITY
INTERNET OF THINGS
DISTRIBUTED REGISTRIES
PRE
CRISIS
The Black Swan Theory
4. SHOULD YOU START
PANICKING?
PLAN
1 First priority life supporting measures
(relevant to both people and companies)
2
Understanding that the crisis is long-term
and will bring significant change. But it is
not forever; the crisis is not only a
problem, but an opportunity.
3 Securing existing potential to prepare for
the new world – Z World
4
Analyze trends and
adjust the business-
model
Time to act is now
4 Analysis of trends and new business model
5. HOW STRONG IS THE VIRUS?
9.6%
52.8%
17.4%
34.4%
39.3%
3.5%
Death from
Infections
%
nCov-2019
H7N9
MERS
H1N1
H5N1
SARS
Данные на 08:00
5 апреля 2020
1 225 035
66 503
208
Novel coronavirus
1 568
616
3
New avian influenza flu
2 519
866
27
Middle East respiratory syndrome
related coronavirus
861
455
18
Influenza flu
8 096
774
29
Atypical
pneumonia
Infected
Deceased
Countries with virus
According to data from: Business Insider, WHO,
This is not the virus that affects humanity throughout
the last 20 years. At the same time,
• the virus is highly infectious. The most people that
got infected (over a million) gives the largest
number of deaths in absolute values;
• the pandemic affected a record number of
countries, which leads to breaks in global logistic
chains;
• the virus is spreading in “leaps” through large
cities, which leads to an elongated epidemic that
can last possibly over a year.
Humanity will not die out, but the amount of people
dead and strict quarantine measures will have far
reaching effects on the economy.
6. THE FLOW OF THE EPIDEMIC
Capabilities of the
healthcare system (number
of beds and ventilators)
Uncontrolled
Spread
Strict Quarantine
Numberofinfected
Time from first infection
Quarantine measures change the infection curve
such that the healthcare system would be capable
of saving the most patients.
• For each large society (city) a typical cycle under
quarantine takes no less than a month or two;
• Because the major world regions / countries
(China, Europe, US) have different culture in
terms of complying with regime and a different
number of big cities – the average curve will blur
out to no less than 3 – 4 months.
The total duration of the pandemic may last for longer than six months for the civilized world;
in fact, the more strict the measures – the longer they will last. In civilized countries, the
epidemic will last longer. Its growth, peak, and decline will create different moods and
expectations. Measures taken should correspond to the relevant period of time.
7. ESTIMATING TIMELINES
The epidemic period gives birth to phases of coping in businesses and governments. In the first phase (shock) many tend to deny the
crisis1, attempting to keep the normal order of things. Others fall into depression and apathy, without attempting anything. Some are
undertaking energetic measures in an attempt to stabilize their organizations.
Organizations act much like individuals and are led by their leaders.
The next stage is adaptation, throughout which new business-models form. As soon as new business-models start to work, the recovery
begins and key indicators grow.
SHOCK
Best scenario
Likely scenario
Worst scenario
May ‘20
June ’20
July ’20
1 According to the Kübler-Ross model
Each phase has its own associated problems and actions depending on the strategy selected. A successful strategy at the time of
shock does not guarantee survival in the stage of adaptation. When evaluating the potential of actions, you should consider the
specifics of each phase.
ADAPTATION
Best scenario
Likely scenario
Worst scenario
June ‘20
October ’20
December ’20
RECOVERY
Best scenario
Likely scenario
Worst scenario
January ‘21
March ’21
July ’21
8. SHOCK. HOW LIFE HAS CHANGED.
People are at home and are feeling psychological pressures.
Work is generally not effective even for those who do try to
work: people are expecting cuts, children are running around,
and not everyone has a dedicated work space. The main
consequence is the load bearing down on internet providers,
cloud systems, chats, and videoconferencing systems. School
children and students are transferring to distance education.
Most businesses are on pause. Restaurants, movie theatres, malls are closed.
In many places non-working days have been prolonged until the end of April – the small and medium
business is teetering on the brink of bankruptcy.
Existing online
services – news,
movies, etc. are in
high demand.
Distance learning is in
high demand.
Food delivery services
are experiencing a spike.
Significant load on
videoconference
platforms.
- 1 - WORK FROM HOME
9. SHOCK. HOW LIFE HAS CHANGED.
Buying groceries, going out of home that
necessitates masks, aiding relatives… everything
leads to an increase in demand for delivery
services and reduction of expenditures on non-
essentials (consumer economy).
Most businesses are on pause. Restaurants, movie theatres, malls are closed.
In many places non-working days have been prolonged until the end of April – the small and medium
business is teetering on the brink of bankruptcy.
Existing online
services – news,
movies, etc. are in
high demand.
Distance learning is in
high demand.
Food delivery services
are experiencing a spike.
Significant load on
videoconference
platforms.
- 2 – SUPPORT CHANNELS
10. SHOCK. HOW LIFE HAS CHANGED.
People started to watch more movies over the
internet, read more books, while some began to
learn more and use distance education
Most businesses are on pause. Restaurants, movie theatres, malls are closed.
In many places non-working days have been prolonged until the end of April – the small and medium
business is teetering on the brink of bankruptcy.
Existing online
services – news,
movies, etc. are in
high demand.
Distance learning is in
high demand.
Food delivery services
are experiencing a spike.
Significant load on
videoconference
platforms.
- 3 - LEISURE
11. DIRECT CONSEQUENCES
Businesses are de-facto stopped. Airline companies, tourist agencies, restaurants, and
entertainment complexes are collapsing. Owners of small and mid-sized businesses
are hoping for a miracle and are preparing for closures or layoffs.
Governments are implementing total control, limiting the movement of citizens,
urgently building hospitals, and purchasing supplies to manage the inflow of
purchasers.
Organizations with more than 100 employees are optimizing their expenses and are
transferring to remote work: either having employees take vacation days (to win time),
installing remote access services, developing an office-visit schedule, or laying people off.
Throughout the first month, companies will be making the quintessential preparations for
survival. Only quick measures will be considered, only urgent solutions taken in times of
high uncertainty. Regular procedures, tenders (except insider ones) will all be postponed.
12. SHOCK. B2B. IMMEDIATE REACTION.
1) Moving employees to remote access: emails, VPN, document management system, installing or buying licenses for
videoconferencing software: Skype, MS Team, Zoom…
2) Preparing layoffs and optimizing financial flows: review of contracts, optimizing rent, etc.
The immediate reaction to the crisis will be to ensure the minimal set of services and actions that will
allow the organization to survive.
3) Working out partnerships with lawyers – supporting current contracts, ensuring continuity in
business and activity.
MAIN OUTCOMES:
A. For IT organizations, long-term contracts or potential investments will be “frozen”. It is
possible that work will be conducted on existing contracts, however, supporting them
requires offering buyers new methods of cooperation;
B. In times of crisis, ready remote office solutions will be in the highest
demand: videoconferences, incident management systems, cloud solutions
(to support end users).
13. SHOCK. WHEN WILL THIS ALL END?
The timing of the epidemic depends on many factors, including
the time of border closures, quarantine deployment, and
populations of megapolis cities, etc.
A relatively good indicator is the number of deceased, rather
than infected, as COVID-19 tests are not fully reliable and are
affected by levels of self-reporting;
The number of daily deaths is highly dependent on the
quarantine and when it was implemented;
The average time throughout which the daily death rate reaches
its peak is 35 days;
It is forecasted that strict quarantine measures in Western
nations will last until May.
14. SHOCK. OIL – THE PERFECT STORM.
Falling oil demand due to the economic
downturn from the pandemic.
Trade war between oil producing countries.
The market is close to overstocking – oil
storages are at full capacity.
Pressing the break on the global economy through
quarantine led to an unprecedented decline on demand for
oil. From ~100 to 15-20 mil. barrels / day globally. Depending
on the fall, decline is predicted to reach 3.5 – 6 mil.
At the same time as demand falls, OPEC+ agreement fell apart
at an unfortunate time. Oil producing countries, Saudi Arabia
the first among them, began raising supply volume and offering
significant discounts. By beginning of April, supply rose by 3
mil. barrels / day and may raise even more.
Commercial demand for oil is falling slower
than the physical. Trailers are buying out
cheap oil, filling up warehouses. Freight
tankers (temp storage) rent rose x4.
Purchasing limit will reach the peak by end
of May.
Economy began slowing
even before the crisis,
negatively impacting the
energy market.
Slow market and trade
wars
1) The world – depends on oil
2) The world – depends on oil
3) The world – depends on oil
15. SHOCK. POPULATION INCOME.
The crisis developed suddenly, many families were unprepared
for the significant fall of income.
Coronavirus 'could cost
global economy $1.1tn in
lost income'
This will coincide with the projected 1.3% fall in global GDP projected in the beginning of
March by Oxford Economics. By the beginning of April, agencies like the Centre for Economics and Business
Research have updated the decline in GDP to constitute above 4.0%.
Countries are undertaking mitigation measures:
13 countries are experimenting with direct payments
Others, like France and Denmark, have subsidized wages Coronavirus sparks support for
Universal Basic Income
16. DIFFICULT YEAR
Unicorn stock is falling quickly (as in the crisis of 2008). However,
unlike small businesses, they may turn back by the end of year.
It is very likely that after layoffs, businesses will diversify their
assets – primarily through virtualization and financial services.
17. DIFFICULT YEAR
FALLING OF FTSE 100 ON THE STOCK
MARKET
The quarantine is impacting brands that were among the most successful – including UBER, Square, Expedia.
18. INFLUENCE ON THE REAL SECTOR
Forecasted index of COVID-19 influence by sector and measures – from
insignificant (1) to extreme (5) in the year 2020.
Initial Impact Felt Throughout the World
Slowing Sector by Sector
Manufacturing
Tourism & transport
Retail
Energy & Resource
Hi-Tech & Telecom
Medicine & Health
Non-profits
Media & Entertainment
Higher Education
Banks, Finance,
Insurance
Government & Public
Services
0 5 10 15 20 25
Personnel Operations
Supply
Chains Revenue Overall Impact
Influence on the Industry (total score)
FORECASTS BY SECTORS AND COUNTRIES
19. INFLUENCE ON THE REAL SECTOR
SHORT-TERM INFLUENCE OF THE PANDEMIC ON INDUSTRIES
The ones suffering the most are tourism, airlines, and non-grocery retail networks
Short-term influence in terms of liquidity
Source: Roland Berger
RevenueInfluencein2020
HighLow
High
21. ADAPTATION
Some areas of the economy will suffer less than others or will rebound quicker:
• Medicine
• Online services
• Remote access
• Education
• Entertainment (games and
movies).
Analysts agree that these will be
more stable and will show
growth by the end of the year:
22. ADAPTATION: IT EXPENDITURES
https://www.idc.com/misc/covid19
The high-tech market will experience a decline throughout
2020 as well.
On average, expenses will fall by 4-5%. The pandemic will
negatively impact the technology supply due to supply chain
deterioration.
Relative growth will be experienced only by software
products (though less than that expected before the crisis).
Transferring of employees to remote work will stimulate the
development of the relevant infrastructure.
РАЗЛИЧНЫЕ СЦЕНАРИИ РАСХОДОВ НА IT В 2020
23. ADAPTATION: PERSPECTIVE
The economy will rebound,
but it will not be like before.
It will be a new virtual
economy.
Distributed Teams
Data Management
Digital Transformation
Client market
Corporate market
• Learning – people will have time
to get new specializations, especially
those fit for working at home;
• Commerce – a new impulse,
especially to replace traditional
shopping;
• P2P market – classifieds to
replace impossible rents and business
crashes;
• Food delivery – will only grow
and get new types of logistics;
• Work – remote work search;
• Entertainment – especially
with VR.
• Corporate learning – new qualifications for new conditions
• Interaction software – virtual office, task management,
video conferences
• Hybrid clouds – with edge computing and mixed access
permissions
• Contacts – digital signature
• Smart cities – with the ability to control populations and security;
with data analytics and digital services
• Crowdfunding – when traditional financing is overly
difficult, a new type of banking formations will grow;
• Telemedicine – reorganizing medicine with new tech;
• Cryptocurrency – when accessing fiat is difficult;
• Logistics – optimizing supply chains in real time;
• Population – big government, real-time tracking
The most potential seems
to like in the strategy D3
S ourc e:Dealroom .c o
Structurally positive changes
Structurally negative changes
Situationally
negative changes
Food delivery
Meal kitsOnline groceries
Cleantech
Ride hailingCar sharing
Travel
Collaboration software
Jobs
Freelance
Restaurant tech
Discretionary
eCommerce
Sharing economy
Biotech
Passion economy
Gig economy
Real estate Fintech
Telecom/
hosting
Frontier tech
Staples eCommerce
Both S tructural and cyclical impact,because
crisis is was alreadyunderway
Will the sharing economy bunce back fullyor
only
p
a
r
t
i
a
l
l
y
?
Online eduction
Passion economy and
freelance could benefit from social distancing in
the long run (more controversial)
Situationally
positive
changes
Streaming video/music
Gaming
Telehealth
STRUCTURAL CHANGES IN IT UNDER THE INFLUENCE OF THE CORONAVIRUS
24. SHOCK. B2B. IMMEDIATE REACTION
Most analytic agencies already began to model the future. The consensus is that it will be different:
Virtual epoch: everything that could be done virtually – will be.
The winners will be those who test and explore the associated
creative possibilities.The future is in digital
commerce
Distributed
teams
25. WELCOME TO THE FUTURE
Where can a business create the most value?
During the gold rush its a good time to be in the pick and
shovel business - Mark Twain
Forget the old analytics. New trends are emerging that will affect the “hot spots” of 2020 and beyond:
Remote Office
Forget Renting Expenses
P2P replacing small businesses
Delivery channels of key importance
Data informing business decisions
P2P Market Remote HR Solutions Delivery Analytics