Supporting you to overcome the crisis
Valyans helps to make your business
more resilient in the face of pandemic
A major impact on the economy
Millions of households at risk of poverty
An unprecedented number of business bankruptcies
Millions of direct jobs threatened
Due to the rapid evolution of the epidemic, the quantified impact of the pandemic on companies is very dynamic and will not be reproduced here.
IN THIS CONTEXT, COMPANIES FACE THREE FUNDAMENTAL UNCERTAINTIES
Duration of the pandemic
Impact on cash flow (payment delays and defaults)
Impact on client purchasing power
Depth of the pandemic
Prioritization and transfer of household spending
Nature of the way out of the crisis
Lasting impact on consumer habits
Resilience and disaster recovery
IN VIEW OF THIS UNPRECEDENTED SITUATION, THE CHALLENGES FACING COMPANIES ARE CHANGING WITH THE PANDEMIC…
Maintain the organization’s vital activities, respond to immediate challenges and adopt an agile approach
Cushioning and absorbing shock
Ensure the organization’s resilience by adapting its business model
Getting back on track
Imagining the organization’s added value in a new-world context
Capitalizing on lessons learned from the pandemic
Learning and reinventing
THESE CHALLENGES CALL FOR MEASURES TO REDUCE THE SHOCK AND PREPARE FOR THE POST-PANDEMIC PERIOD
Highlights
CRISIS / CONFINEMENT
CONTAINMENT EXIT
NEW WORLD
Challenges
Adapting to the new situation
Get back to business as quickly and efficiently as possible
Develop a more resilient business model
Key topics
Identifying and Formalizing Continuity Needs
Identify key subjects impacting business continuity in the short term (example: confinement of employees, disruption of the supply chain, etc.)
Risk Identification and Management
Analyze the impacts of the crisis on the company’s different professions and the different interactions: Risk mapping and definition of the level of acceptability
Continuity Strategy Definition
Identify solutions and means of relief
Define continuity plans by business (supply, Finance, Go To Market)
Deploying Crisis Communication
Identify customers, service providers, circles of influence who require crisis communication
Develop the message track by target
Define priorities and means of communication
Immediate Cash & Liquidity Management
Immediate cash & liquidity Management: take stock of your future collections, prioritize your disbursements, assess your cash flow needs
Negotiate with banks and identify short-term solutions (e.g. sales of non-strategic assets)
Scenario Planning
Anticipate possible developments in the macroeconomic environment and competition (duration, depth of the crisis, actions taken)
Model possible scenarios of societal resilience/resistance
Consider possible response scenarios
Consumer Model Development (Demand Anticipation)
Identify future consumer behaviors
Identify the skus, products, ranges that will best meet consumer demand
Evaluate strategic adjacency opportunities
Adapting Supply
Assist in the scripting and development of demand forecasting models
Help with the reallocation of production capacities and the definition of the storage strategy
Help make the system agile to ensure responsive, continuous planning
Developing Recovery Opportunities
Define the recovery marketing and communication plan (campaign, media and non-media plans)
Explore new G2M opportunities (e-commerce, home delivery, etc.)
Financial Planning & Resilience
Review the business plan
Script the potential impacts of a reallocation of activities and conduct stress tests
Adapt, if necessary, the financial strategy
Anticipating New Consumer Habits and Needs
Imagine new consumer and customer expectations
Anticipate new consumption patterns and new habits
Rethinking consumer and customer spending priorities
Adapting the product offering/portfolio
Develop a more resilient portfolio i.e. including essential products, consider possible adjacencies
Identify external growth opportunities
Creating a New Global Agile BCP
Capitalize on lessons learned from the crisis to identify critical components and continuity needs
Redefine a global and agile BCP taking into account all of these aspects (ecosystem, HR, tools, etc.)
Reinventing G2M and Business Strategy
Develop a 360° G2M for the new consumer/customer
Make the offer easy to access “in all circumstances”
Rethinking customer relations/distribution
Defining a More Resilient Supply Chain
Define the new “global vs regional vs local” model for the supply chain
Develop partner and supplier upgrade programs
TO MEET THESE CHALLENGES, A WAR ROOM WILL FACILITATE AND ACCELERATE DECISION-MAKING
Planning for emergencies while anticipating the future
Creating action plans for immediate/medium & long term effect and identifiying associated quantitative targets based on three key inputs:
• Drawing up scenarios with several levels of severity, by modelling the impact of the pandemic
• Identifying risks to the organization
• Identifying priority projects to address (e.g: cash management, supply chain, etc.)
A dynamic approach that requires constant fine-tuning
Establish a rhythm for crisis management
Creating action plans for immediate/medium & long term effect and identifiying associated quantitative targets based on three key inputs:
• Monitoring the implementation of action plans and reporting any necessary adjustments
• Monitoring the achievement of quantitative targets
Close monitoring of teams
Mobilizing expertise to deal with an unprecedented situation
• Providing the necessary expertise, particularly on priority projects to be addressed
• Support for teams in terms of methodology and ideation
Mobilizing specific profiles