{"id":1414,"date":"2020-04-15T17:28:09","date_gmt":"2020-04-15T15:28:09","guid":{"rendered":"http:\/\/www.valyans.com\/?page_id=1414"},"modified":"2024-03-21T14:08:53","modified_gmt":"2024-03-21T13:08:53","slug":"vous-accompagner-surmonter-crise","status":"publish","type":"page","link":"https:\/\/www.valyans.com\/en\/nos-expertises\/vous-accompagner-surmonter-crise\/","title":{"rendered":"Supporting you to overcome the crisis"},"content":{"rendered":"
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Supporting you to overcome the crisis<\/h1><\/div>
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Valyans helps to make your business
\nmore resilient in the face of pandemic
\n<\/span><\/p>\n<\/div><\/div><\/div><\/div>

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ALTHOUGH THE HEALTH FALLOUT IN MOROCCO REMAINS CONTAINED FOR THE TIME BEING, THE KINGDOM IS SHOWING ALL THE SIGNS OF AN UNPRECEDENTED ECONOMIC AND SOCIAL CRISIS THAT IS HAVING A MAJOR IMPACT ON BUSINESSES<\/span><\/h2>\n<\/div><\/div>
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A major impact on the economy<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>

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Millions of households at risk of poverty<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div>

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An unprecedented number of business bankruptcies<\/span>
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\"\"Millions of direct jobs threatened<\/span><\/b><\/p>\n<\/div><\/div><\/div><\/div><\/div>

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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.<\/i><\/b><\/p>\n<\/div><\/div>

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IN THIS CONTEXT, COMPANIES FACE THREE FUNDAMENTAL UNCERTAINTIES<\/span><\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section>
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Duration of the pandemic<\/b><\/h4>\n

Impact on cash flow (payment delays and defaults)
\n<\/b><\/p>\n

Impact on client purchasing power<\/b><\/b><\/p>\n<\/div><\/div><\/div><\/div>

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Depth of the pandemic<\/b><\/h4>\n

Prioritization and transfer of household spending<\/b><\/p>\n<\/div><\/div><\/div><\/div>

\"\"<\/b><\/h4>\n

Nature of the way out of the crisis<\/b><\/h4>\n

Lasting impact on consumer habits<\/b><\/p>\n

Resilience and disaster recovery<\/b><\/p>\n<\/div><\/div><\/div><\/div><\/div>

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IN VIEW OF THIS UNPRECEDENTED SITUATION, THE CHALLENGES FACING COMPANIES ARE CHANGING WITH THE PANDEMIC…<\/span><\/h2>\n<\/div><\/div>
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Maintain the organization’s vital activities, respond to immediate challenges and adopt an agile approach<\/p>\n<\/div><\/div><\/div><\/div>

Cushioning and absorbing shock<\/b><\/h4>\n<\/div><\/div><\/div><\/div><\/div>
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Ensure the organization’s resilience by adapting its business model<\/p>\n<\/div><\/div><\/div><\/div>

Getting back on track \u00a0<\/b><\/h4>\n<\/div><\/div><\/div><\/div><\/div>
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Imagining the organization’s added value in a new-world context<\/p>\n

Capitalizing on lessons learned from the pandemic<\/p>\n<\/div><\/div><\/div><\/div>

Learning and reinventing<\/b><\/h4>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section>

THESE CHALLENGES CALL FOR MEASURES TO REDUCE THE SHOCK AND PREPARE FOR THE POST-PANDEMIC PERIOD<\/span><\/h2>\n<\/div><\/div>
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Highlights<\/b><\/h5>\n<\/div><\/div><\/div><\/div>
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CRISIS \/ CONFINEMENT<\/b><\/span><\/h5>\n<\/div><\/div><\/div><\/div>
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CONTAINMENT EXIT<\/b><\/span><\/h5>\n<\/div><\/div><\/div><\/div>
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NEW WORLD<\/b><\/span><\/h5>\n<\/div><\/div><\/div><\/div><\/div>
Challenges<\/b><\/h5>\n<\/div><\/div><\/div><\/div>
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Adapting to the new situation<\/b><\/span><\/h5>\n<\/div><\/div><\/div><\/div>
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Get back to business as quickly and efficiently as possible<\/b><\/span><\/h5>\n<\/div><\/div><\/div><\/div>
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Develop a more resilient business model<\/b><\/span><\/h5>\n<\/div><\/div><\/div><\/div><\/div>
Key topics<\/b><\/h5>\n<\/div><\/div><\/div><\/div>
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Identifying and Formalizing Continuity Needs\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Identify key subjects impacting business continuity in the short term (example: confinement of employees, disruption of the supply chain, etc.)<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Risk Identification and Management\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

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<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Continuity Strategy Definition\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Identify solutions and means of relief
\nDefine continuity plans by business (supply, Finance, Go To Market)<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Deploying Crisis Communication\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Identify customers, service providers, circles of influence who require crisis communication
\nDevelop the message track by target
\nDefine priorities and means of communication<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Immediate Cash & Liquidity Management\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Immediate cash & liquidity Management: take stock of your future collections, prioritize your disbursements, assess your cash flow needs<\/b><\/span><\/p>\n

Negotiate with banks and identify short-term solutions (e.g. sales of non-strategic assets)<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div><\/div><\/div>

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Scenario Planning\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Anticipate possible developments in the macroeconomic environment and competition (duration, depth of the crisis, actions taken)
\nModel possible scenarios of societal resilience\/resistance
\nConsider possible response scenarios<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Consumer Model Development (Demand Anticipation)\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Identify future consumer behaviors
\nIdentify the skus, products, ranges that will best meet consumer demand
\nEvaluate strategic adjacency opportunities<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Adapting Supply\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Assist in the\u00a0scripting and development of\u00a0demand\u00a0forecasting models
\nHelp with the\u00a0reallocation of production capacities and the definition of the\u00a0storage strategy
\nHelp make the system agile to ensure responsive, continuous planning\u00a0<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Developing Recovery Opportunities\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Define the recovery marketing and communication plan (campaign, media and non-media plans)
\nExplore new G2M opportunities (e-commerce, home delivery, etc.)<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Financial Planning & Resilience\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Review the\u00a0business plan
\nScript the potential impacts of a reallocation of activities and conduct stress tests
\nAdapt, if necessary, the financial strategy<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div><\/div><\/div>

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Anticipating New Consumer Habits and Needs\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Imagine new consumer and customer expectations
\nAnticipate new consumption patterns and new habits
\nRethinking consumer and customer spending priorities<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Adapting the product offering\/portfolio\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Develop a more resilient portfolio i.e. including essential products, consider possible adjacencies
\nIdentify external growth opportunities<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Creating a New Global Agile BCP\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Capitalize on lessons learned from the crisis to identify critical components and continuity needs
\nRedefine a global and agile BCP taking into account all of these aspects (ecosystem, HR, tools, etc.)<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Reinventing G2M and Business Strategy\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Develop a 360\u00b0 G2M for the new consumer\/customer
\nMake the offer easy to access \u201cin all circumstances\u201d
\nRethinking customer relations\/distribution<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div>

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Defining a More Resilient Supply Chain\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t<\/div>

Define the new \u201cglobal vs regional vs local\u201d model for the supply chain
\nDevelop partner and supplier upgrade programs<\/span><\/p>\n<\/div><\/div><\/div><\/div>\r\n\r\n\t\t\t<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section>

TO MEET THESE CHALLENGES, A WAR ROOM WILL FACILITATE AND ACCELERATE DECISION-MAKING<\/span><\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/section>

Planning for emergencies while anticipating the future<\/b><\/span><\/h4>\n

Creating action plans for immediate\/medium & long term effect and identifiying associated quantitative targets based on three key inputs:
\n\u2022 Drawing up scenarios with several levels of severity, by modelling the impact of the pandemic
\n\u2022 Identifying risks to the organization
\n\u2022 Identifying priority projects to address (e.g: cash management, supply chain, etc.)<\/span><\/p>\n

A dynamic approach that requires constant fine-tuning<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>

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Establish a rhythm for crisis management<\/b><\/span><\/h4>\n

Creating action plans for immediate\/medium & long term effect and identifiying associated quantitative targets based on three key inputs:
\n\u2022 Monitoring the implementation of action plans and reporting any necessary adjustments
\n\u2022 Monitoring the achievement of quantitative targets<\/span><\/p>\n

Close monitoring of teams<\/b><\/span><\/p>\n<\/div><\/div><\/div><\/div>

Mobilizing expertise to deal with an unprecedented situation<\/b><\/span><\/h4>\n

\u2022 Providing the necessary expertise, particularly on priority projects to be addressed
\n\u2022 Support for teams in terms of methodology and ideation<\/span><\/p>\n

Mobilizing specific profiles<\/b><\/span> <\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/section>","protected":false},"excerpt":{"rendered":"Supporting you to overcome the crisis Valyans helps to make your business more resilient in the face of pandemic ALTHOUGH THE HEALTH FALLOUT IN MOROCCO REMAINS CONTAINED FOR THE TIME BEING, THE KINGDOM IS SHOWING ALL THE SIGNS OF AN UNPRECEDENTED ECONOMIC AND SOCIAL CRISIS THAT IS HAVING A MAJOR IMPACT ON BUSINESSES A major...","protected":false},"author":2,"featured_media":0,"parent":481,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-1414","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/pages\/1414","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/comments?post=1414"}],"version-history":[{"count":5,"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/pages\/1414\/revisions"}],"predecessor-version":[{"id":2477,"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/pages\/1414\/revisions\/2477"}],"up":[{"embeddable":true,"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/pages\/481"}],"wp:attachment":[{"href":"https:\/\/www.valyans.com\/en\/wp-json\/wp\/v2\/media?parent=1414"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}