Major emergencies can be a huge catastrophe, not just for individuals' lives, but also for communities and economies. Thriving organizations play a pivotal role in society and are a vital part of the evolving and future equation. It is clear to all that the commercial reality of COVID-19 is and will continue to be significant, with a far-reaching impact that has the potential to be both positive and negative.

While decisions relating to back-of-house cost-savings, business continuity and the like are required to see a business through difficult times, I want to take stock of the horizon-level implications of this pandemic and think about positioning well for whats yet to come.

In my doctoral work, I am exploring the longevity (or lack thereof) of businesses, and if ever there was a time for uncertainty about the future of many organizations, now is surely it. Businesses (and countries, for that matter) are closing or adjusting their operations by necessity, choice or order. Yet some businesses (and not necessarily the most obvious) are, in many ways, growing or even benefiting considerably.

In China, we have seen not only storable consumer goods companies perform well, but also content streaming/gaming and skincare/cosmetics brands. The logic behind some of these is immediately clear, but when it comes to categories such as beauty, what we're likely seeing is the flow-on impact of all that content consumption. In many cases, this is currently just a matter of rapidly shifting market needs. But as the future unfolds and the reality of our post-pandemic world settles around us, success is more likely to be intentional than fortuitous.

Day by day, brands are figuring out how to respond to the current COVID-19 situation, but its clear this is not a one-size-fits-all case. This is a time of real human challenge. Emotions and stakes are high, and there is a great opportunity for many, but also a deep obligation and with that comes the necessity for great care.

Businesses have long been lamenting the demise of brand loyalty. Yet loyalty is a complex beast, and now is not the time for loyalty programs. Thoughtful, appropriate action now will be well rewarded in both loyalty and longevity, yet the inverse is perhaps more than ever true. For example, during the strict isolation period in China, PureGym and Orange Theory Fitness not only paused all membership fees, but they also offered daily streamed classes for free. Shanghai Fashion Week has taken up the challenge and is now live streaming the entire event. Insensitive missteps or inaction will pave the way to downfall, or at the very least, a downturn. A more useful line of thinking is that the seeds sown today will pay dividends in the harvest (that is, the time on the other side).

So, for a moment, lets look beyond the immediate challenges of today the closures, supply chain disruptions, cancellations and the like. If were doing our jobs well, we should also be thinking about what comes next. The future is as ever uncertain. Will we be looking at a major global economic slowdown in which our consumption habits reset to a time gone by? Will the global engine that is China fire back up with renewed fury and spur growth like never before? Time will tell what happens in the weeks and months to come, but one thing is clear: The victorious will not be those who choose inaction in the short term.

Outside of customer communications, social media and immediate tactical response, how might brands equip themselves for the next chapter? Here are some questions to consider in the coming weeks:

1. How do I want my brand to be remembered at this time?

No matter your market, inaction, silence or self-serving solutions are unlikely to bode well. Have a clear view, and act accordingly.

For example, Chinas Hema (Fresh Hippo) supermarket took displaced hospitality workers and retrained them in less than a day to fulfill online orders from a nation of people in self-quarantine. This not only kept an enormous number of people employed, but it also allowed them to continue to deliver an increasingly famous brand experience in a time of great need.

2. In the wake of the COVID-19 outbreak, what will be the biggest fear of my customer (and the wider market)? Their biggest need? Crucially, how much does it cost them to solve this problem?

Today, employment for many is surely one need. Will financial independence have greater value? Will there be fear of another outbreak of a more serious nature? Will more flexible working methods and tools be required? Considering the answers to these questions now will help you to better assess how the needs of the market will shift, and how you might be best placed to solve them.

3. What demonstrable value can my brand offer in the wake of the outbreak?

For example, video-conferencing software company Zoom is making its product available for free to schools turning to remote teaching options owing to the COVID-19 outbreak. And Geely has announced a compact SUV with a virus filter and has received 30,000 orders.

Ultimately, the challenge of this time is evident. But its also a great leveler. We can take the view that things will be dire (or at the very least uncertain), or we can take steps now to create the future in which we want to be, and build a robust business with a loyal customer base to benefit for years to come.

Originally posted here:

Beyond The Pandemic: Where Do We Go From Here? - Forbes