Dr. Anthony Fauci, the country’s leading infectious disease specialist, recently said the United States might not see “something like normal” until 2022. His comment sent a vital message to all business leaders: act now to make sure your company is not a new victim of the coronavirus crisis.
“Many corporations are impacting their operations 360 degrees as a result of the pandemic, from production disruption and chain of origin to adjustments in the shape and place where staff do their daily jobs, and will continue to do so as we go. in the winter months,” said Faisal PanditArray, president of Panasonic System Solutions of North America.
Business leaders may not have paid as much attention as they have at the steady speed of Covid-19 headlines and the recent resurgence of the disease.
Most companies were surprised by the pandemic, according to Timothy Williams, vice president of Pinkerton, a crisis control, business, continuity, threat control and security company. Because “. . . they had not properly practiced their crisis control by making plans based on the structural and variable threats envisaged for their express activities. “
Or business leaders didn’t know what to believe, maybe they don’t know yet.
Dr. Sharon Alvarez holds the Thomas W Chair. Olofson of Business Studies at Joseph M School of Business Graduates. Katz of the University of Pittsburgh. She noted that “business leaders face decision-making based on a combination of No News, Fake News, No Knowledge, Bad Knowledge and Deceptive Knowledge. What’s believable and what’s not? Too often, this cannot be discerned until it is too late. Or has it definitely changed? That’s also to be seen. “
One option for executives is to know the facts they know, can determine, and trust.
Business leaders deserve to focus on research and knowledge assessment to help determine what works and what doesn’t, says Vanessa Matsis-McCready, an adjunct general suggestion for Engage PEO’s human resources director, who provides outsourced human resources services. long-term and “. . . how productive it is to use the site and how to integrate a workforce into your plans,” he said.
Analyzing knowledge and tracking facts is precisely what PJ’s Coffee of New Orleans did. Even before the pandemic, the leaders of the national coffee chain reported seeing that their locations generated approximately 30% more profits than the management service of their sites.
But what motivated the change?
“The most noticeable change in customer habit induced through the COVID-19 pandemic,” said Ryan Stansbury of Ballard Brands, which includes PJ’s Coffee of New Orleans. “We have been able to see trends clearly through knowledge research: we can extract knowledge from point-of-sale systems from all sites to a greater perception of trends. We may clearly see the direct correlation between the time COVID-19 appeared and customer knowledge,” he said.
His research led to action.
“We have placed more emphasis on the need for a driving service. We are also comparing how we can delight in the customer by wearing pajamas through the drive-thrus. Now, driving locations are not only a service in terms of convenience and profit growth, but it’s also a necessity to deal with an even greater replacement in customer behavior,” he said.
Ted Sheppe, executive vice president of Axiom Bank’s advertising bank, said that in addition to taking the rate of basic concepts, such as building money reserves, a thorough review of expenses and the location of income source choice resources, asking others for concepts. “Think, put everything on the table. Ask your consumers and workers for concepts. They’ll have concepts that work,” he said.
This is the case of Black Rooster Taqueria, a Mexican dining spot in Orlando, Florida, and one of Axiom’s customers. Sheppe said that after a brainstorming session, the place to eat invented a “margarita-gram,” a drink of thanks that other people may have simply presented at the doors of friends or colleagues.
“The concept took off. The place to eat generated a lot of sales and enthusiasm and, equally importantly, margarita-gram has led to an increase in demand for takeaways and delivery of food for them,” Sheppe said.
If there is intelligent news that can be attributed to Covid-19, the pandemic would possibly have shown that immediate replacement is possible. “Programs that had been ready for years were implemented in a matter of days. People adapted quickly, improvised [and ] made business work,” observed Lars Sudmann, Procter’s former CFO
“This behavior is rarely noticeable in organizations. The wonderful lesson learned: replacing is possible, despite what other people say. The main lesson to be learned in the months and years to come is how to develop this spirit of replacement, especially in giant organizations,” he said.
But with the recent outbreak of coronavirus cases and the lack of certainness of when an effective Covid-19 vaccine will be available, what do business leaders deserve next??
Stansbury of Ballard Brands said: “While the existing [pandemic] scenario is temporary, I have also highlighted the vulnerability of many companies.
“Leaders deserve to assess their operational weaknesses and identify responses to become less vulnerable and more sustainable. Start by really understanding customer behavior and then evolve business operations to complement this behavior,” he advised.
I’m crisis ahead: 101 ways to prepare and recover from disasters, scandals and other emergencies (Nicholas Brealey), who took the n position. 1 of the best
I’m the author of Crisis Ahead: 101 Ways to Prepare and Recover from Disasters, Scandals and Other Emergencies (Nicholas Brealey), who held n. 1 in the award for best new book on crisis management of the year in July 2020, and one of the most productive crisis control books of all time, through BookAuthority. org. The recommendations and observations of this blog and my weekly podcast “Crisis Ahead” are based on my great delight in helping businesses, organizations and Americans prevent, manage and overcome various crisis situations. I served as CEO of two industry associations, public relations representative for many clients and press secretary of members of Congress and Democratic and Republican political candidates.