Crisis & Consumer-Driven Innovation

Updated: Sep 16



Welcome to #3 in the branding series, "It's time to take stock and rethink your brand."


What Will You Do To Survive and Prosper During The Covid-19 and Beyond?


Regardless of this present crisis, we must take an innovative stance and embrace change--- because just like Sam Cook says in "A Change Is Gonna Come."

As we cope with these disruptive hard times, it helps to focus on the silver lining and how innovation for brands and businesses can benefit on many levels, not just the bottom line.


We all need to take a step back and see how we can have a greater impact on the people we touch, communities, and the world around us, now and the future.

This article provides examples of the different strategies and actions people have taken to better serve their customers, their employees, and revenue sustainability.

Note: This is not your typical blog; it's more of a mini-book, and a resource and a collection of ideas on how to innovate and pivot during times of crisis and forced change.

This article offers over 100 examples of how companies have innovated, adapted, survived, and thrived. This spans ideas on innovation and resilience in leadership, branding, marketing, product and services, technology, and the impact on employees. This is not a comprehensive overview of innovation in all disciplines but rather a snapshot around the disciplines related to marketing and branding.


The Silver Lining of Crisis


During a crisis, there are several forces that naturally create an atmosphere of innovation and change. Larry Clark of Harvard Business Publishing Corporate Learning says there are four key shifts:


  1. "There can be a unifying energy present in the workforce. As an example, the Apollo 13 mission to the moon that was upended by an explosion on board forced NASA engineers to improvise to save the crew."

  2. "We are forced to see things differently" by putting a spotlight on vulnerabilities that were earlier hidden or just ignored. A client shared if it weren't for COVID, he would not have let an employee go. He said that teamwork and comradery were just too important now, and the employee did not care to work collaboratively with the team.

  3. Organizational structures come under the spotlight. "For example, the COVID-19 crisis has upended the way that grocery chains manage inventory, a process that has been refined over many years to maximize profitability..."

  4. A crisis forces a "bias of action." We must do something to survive attitude.

Maximizing these shifts can make the difference between failure and success.


Many executives agree that changes brought about by crisis can be an opportunity for growth.


The McKinsey" Innovation Through Crisis Survey" of April 2020 (below) reveals that nearly three out of four executives agree that changes brought about by COVID 19 will be a big opportunity for growth, with variation across industries.


History suggests that investing in innovation during a crisis pays off


A Fast Company's "World's 50 Most Innovative Companies" study (below) shows that since 2007companies that invested in innovation through the crisis outperformed their peers during the recovery.



The COVID-19 crisis presents an opportunity many leaders don't feel equipped to maximize.


Change is difficult, regardless of the circumstances.

The April 2020 McKinsey Innovation Study (below) shows only 21% of the leaders have the expertise, resources, and commitments to pursue new growth successfully, yet 90% feel that the COVID-19 crisis will fundamentally change the way they do business over the next five years.


The Leadership & the Innovation Solution


Leadership needs to adopt a mindset & follow-through with action


Choose a mindset of innovation and readiness for change, and promote a culture of collaboration, imagination, and bold decisions. Accept the fact that things are changing, permanently or not. The sooner you get real and confirm the reality of the situation and make the difficult decisions, the less painful things will be in the long run.

Leaders who act with speed and confidence turn disruption into an opportunity.

Other key leadership innovation-driven actions include:

  • Exercise your Emotional Quotient (EQ), especially during times of crisis. Lead with clarity, compassion, and empathy; make them part of your culture.

  • From the large corporation to the solopreneur, it is important to both find inspiration and lead with inspiration, and embrace a common purpose does just that (see Branding.) Apply an "all for one, one for all "attitude.

  • Change your mindset and your attitude about reaching out and ask other business leaders and your peer group for help. Make the tough phone calls; reach out like you never have before. Don't sit on your throne and rely on the past.

  • Conversely, if you are benefiting from a crisis, plan for what will happen and how to be successful after your "watershed moment" is over.

  • Reorganize around your strengths: Every company has a set of assets — people, intellectual property, technology, capital that it can best leverage to create greater value and increase income. For example, if you're a consultancy, then leverage your people.

  • Identify what crises-driven changes you should preserve and further develop.

  • Build adaptability and resilience to your strategy and operations.


Develop an Innovation Plan


A plan-of-action levels heads and emotions, and rallies a team around a goal. Your Innovation Plan actions should consider:

  1. Aspire to be a leader-innovator.

  2. Establish a culture of innovation, creativity, and forward-thinking.

  3. Create a plan that is scalable, defensible, and sustainable.

  4. Secure insights and ideas from customers, employees, stakeholders, and customers, other industries, business models, and other time-periods.

  5. Establish a process, and adopt an ongoing iterative approach to improve efficiency and reduce risk.

  6. Make the tough decisions.

  7. Test and refine.

  8. Train and mobilize your personnel.

  9. Communicate, implement, and accelerate.

  10. Continue to innovate.


Review Your Strategy & Business Model


Does your business model need to change, or at least be more flexible? Should you have changed it a while ago? Look for efficiencies that lead to long-term growth. Look to the "right" technologies for now and the future. Is it time to engage third parties, to manage the flow of operations, consider staffing requirements?

For Example:

Manufacturing companies that produce auto parts can use that same technology to produce respiratory ventilators. The key to flexibility is connecting and automating operations where possible. The result will be an increase in efficiency and a decrease in downtime.


96% of businesses have changed their go-to-market model since the pandemic hit, with the overwhelming majority turning to multiple forms of digital engagement with customers. -McKinsey's B2B Decision-Maker Pulse survey


Branding & Innovations


Review or rethink your GPS and simplify your brand strategy with thoughtful answers to these big questions:


Have a plan. If you don't have a Brand Strategy, develop one. If you have one, now is the time to update it with new insights and new ideas.

  • Who are we and who do we choose to be, and what do we stand for?

  • Who are our customers, and how can we best take care of them?

  • How can we do it better or differently?

  • How can we best take care of those who take care of our customers?

  • What are our best predictions for the future?

Choose to be a brand that positively impacts society

  • See Laurie Rinker's Blog on Purpose-Driven Branding

  • Purpose-driven brands have more clarity and create loyalty with all stakeholders.

  • During a crisis, when fear runs rampant, people trust purpose-driven brands even more.

  • A Millward Brown study found a direct relationship between a brand's ability to serve a higher purpose and its financial performance.

  • That study also shares that purpose-driven brands have a greater ability to transform.

  • Become a Certified B Corporation brand to demonstrate your purpose and greater impact. Join the like of Patagonia, Eileen Fisher, allbirds, Ben & Jerrys, Danone, Hootsuite, and 3,500 + other global, forward-thinking impact leaders.

  • In tough times, many companies jump in and do good deeds and repurpose for the short term. However, if it is not part of the brand DNA or if it is just a temporary measure, it can backfire. If you are not authentically on-brand, people will be more distrustful than ever before.

Purpose-Driven Examples:

  • LEGO prioritizes the critical needs of children during the coronavirus crisis. LEGO, a partner of the World Economic Forum, has launched two initiatives to support children around the world during the COVID-19 crisis - from those in refugee camps and war-torn countries to children quarantined in urban areas. The LEGO Foundation will donate $50 million US to ensure children, continue to have access to learning through play as well as essential supplies and education

  • BP has committed to becoming a" net-zero" company by 2050, and the company's CEO Bernard Looney reminded the audience that tackling climate change is an essential imperative which requires imagination from all stakeholders.

  • A McKinsey CEO Study on leadership finds, "Customers care more about sustainability now more than ever. European consumers want fashion firms to act responsibly by considering their social and environmental impact."

Understand Your Customer & Their Changing Needs


It's critical you seek new customer insights and changing customer expectations. Consider how your customer behaviors and mindset and values have and will shift? People have formed new behaviors that align with the new realities and their new order of values and needs – shelter, food, health, income, safety, family – all which have a profound impact on brands and markets. Will the elements that customers value shift irrevocably?

  • When seeking new customer insights, direct conversations with your most valuable customers this will build trust.

  • Keeping customers close, but it's especially important during the time of crisis when job security is low, and spenders are holding on tighter to their wallets. Anticipate any change in your customers' needs and wants, and then communicate empathetically by offering clear advice to distressed customers.

  • In defining the signals of change, you may adjust your go-to-market and distribution models based on new behaviors, including the possibility of an accelerated move to digital channels.

Review Your Target Segments


It's a good time to rethink your customer segments. Along with value and needs, crises tend to reshape spending patterns, which may change your target segments: How will the next generation of customers that fuel your growth be different than your core customers before the pandemic? Are your customers still the right customers? Is it time to move on? Or, is it time to dig in and take your services and products to the next level?


If your primary customers are still a priority, continue to focus on your present customers as they are your best bet for staying profitable in the months to come. Now is the time to focus on delivering excellent service and products.


Rethink Your Customer Journey & Planned Brand Experiences


Rethink your Customer's Journey and the Brand Experience in light of the Corona-19 world and the future. Ensure you're creating strong and engaging customer brand experiences that deliver positive memories and associations.


Try to determine and reduce any friction spots, find new touchpoints, accelerate the shift to digital channels, and provide for new safety requirements.


For example:


  • Airlines are rapidly reinventing the passenger experience with contactless journeys focused on traveler health and safety to make customers feel comfortable flying again.

  • Hospitals now must find a way to thoughtfully deal with the COVID-19 situation from admissions to discharge with their emergency rooms, testing, visitors, surgeries, and the entire flow of patients while still operating effectively with the healing touch.

  • An automobile manufacturer now handles functions traditionally performed by dealers, such as trade-ins, financing, servicing, and home delivery of cars.


Marketing Innovations


Your Messages


Be relevant, be proactive, be timely, and be on-brand. Consider reviewing all your communications for tone, timelessness, relevancy, and trends. Review all of your advertising, email marketing, social media posts, and any other planned marketing efforts. If necessary, change the media mix. If you don't do this, you risk sharing something that your customers might view as insensitive or inappropriate.

  • Rethink your messages with emotional engagement by connecting with people by how they are thinking and feeling during this period.

  • Your messages should be authentic, transparent, and honest.

  • Update them on your situation. Make It a Storytelling Moment; be creative in your approach as long as it on brand.

  • Share the good news about the things your business is doing to help. It never hurts to share the good news. For instance, Ford announced that it plans to make 50,000 ventilators within 100 days to aid efforts in fighting the Coronavirus. CVS and Walgreens waived prescription delivery fees to its pharmacy customers.

  • Do all you can to help, and invite your customers to contribute as well.

  • Don't forget to make a record of all outgoing communications to ensure consistency.

  • Be available where your clients can easily access you, your messages, and get help. Address some of the most commonly asked questions about how your business is handling the situation.

  • Provide digital updates: on your website, social media, email or newsletters and flyers, and wherever your customers are active.

For Example:


  • "Nike is committed to using the power of sport to support employees, communities, and athletes all over the world impacted by the Coronavirus (COVID-19). At Nike, we believe that if you have a body, you are an athlete." Here's what they did to help—Nike created a campaign, encouraging people to "play inside, "If you ever dreamed of playing for millions around the world, now is your chance." The campaign was also reposted by Nike's brand ambassadors, including Cristiano Ronaldo, Michael Jordan, and LeBron James. Nike also paid off their community support by pledging $15 million US + towards COVID-19 response efforts.

Other Marketing Considerations


Geo-Target and get local. Marketers must figure out how to localize their outreach with targeted brand management, marketing programs, and messages. Global brands need to constantly reassess their relevance against consumers' local culture and track their relative acceptance alongside local players.


Pricing & Profits: Consider and apply promotions and discounts judiciously but don't erode your brand position if you are a premium brand. Steve Wunker, in Forbes, says, "Delight customers with "Costovation," an innovation that cuts costs while exceeding customer expectations." For those of us who aren't Amazon cutting costs while keeping customers interested is critical right now. Staring down indefinite store closures and a whole lot of future food waste.


Marketing Innovation Examples:

  • Vegetarian fast-food chain Clover repurposed the ingredients it normally uses to make hot sandwiches into boxes of assorted fruits, vegetables, and other supplies. Customers went home with a load of healthy options for their families, and Clover turned its waste into a product of its own."

  • Abbott, Biomerica, and other medical manufacturers are developing tests that can detect if someone has COVID-19, with shorter wait times and a cost of as little as $10.

  • Some fitness companies, including Nike and Peloton, are offering their subscribed apps for free to consumers. Free attracts new customers, who potentially will be more open to paying for the brands" services and offerings once the free trial is over.

  • LinkedIn is offering free courses to help people with various professional needs, including job seeking tips, work-from-home advice, and ways to deal with stress and time management.

  • Ceri Rich-Odeh, President of San Francisco's Transworld Schools, shared due to COVID-19-19 and recent immigration regulations, uncertain global and US economic and political issues, they underwent a major change. They needed to break their dependency on F1 student visas and were forced to deal with the COVID19 forced school closure. The solution was to take the school online. They undertook some major changes and retrained instructors, secured accreditation for online ESL, sourced B2B partnerships with schools and universities worldwide, and created a new business combining properties to make smaller, more accessible programs.

Customer Service


Review how you deliver customer service to ensure you're operating as sensitively and thoughtfully as you can. Demonstrate to your customers they are your priority. Are there new technologies or applications you can apply for better customer service?


For Example:


  • Rick Lewis, the thoughtful owner of local San Rafael, Gold Rush Jewelers, got a call from a customer needing a watch battery replaced. watch battery replaced. Closed for Covid, Instead of referring them to another business, the owner personally both picked up and delivered watches from the customers home, safely in his corvette with his wife no less.

  • Dedicated Connecticut pharmacist Manan Dave has been working long hours during the pandemic. After clocking out at the pharmacy, on his own time, he delivers medicine to customers who can't leave their homes and brings hand sanitizer and other medical supplies to local nursing homes and assisted living communities.

  • Video can be employed to create more of a human touch. A customer who contacts a call center might feel special to have the option of a video call with a real person who's also working from home. A video can show that the company cares, and it's willing to invest the time in you. This experience also shows that the company is taking care of its employees by enabling them to keep working — and to keep getting paid —from home.


Monitor Customer Feedback


Track the perceptions of what people say, think, and feel in these changing and consumer preferences via your listening posts, sales representatives, social media, feedback sides like Yelp.


One of the surest signs of a bad or declining relationship is the absence of complaints from the customer. Remember, no one is ever really that satisfied. When customers don't complain, things fester, and when they finally erupt, it's often too late.


Brands, Products & Services



Matching customer needs with your goods and services is the magic of any brand and business. During this COVID period, many brands listened to their customers and innovated. For Example:


  • A Houston point-of-sale company, formerly called Revention, reacted quickly to the COVID-19 situation. Within weeks of the economy shut down, they had not only added multiple new features to their product, allowing clients to adapt to mobile and curbside ordering on the fly, but also repositioned themselves in the market with a rebrand, changing their name to Hunger Rush.

  • Multiple brands took their Industrial packaged toilet paper and repackaged it for consumer use. (This added to the shortage of toilet paper in the early COVID-19 months.)

  • Quicken Loans is focused on educating its customers about their available options, including forbearance, loan modification, and refinancing, as they think about mortgage payments.

  • Audible recognized that priority shift early and adjusted offerings to reflect the most urgent needs of the moment. Recently, the company announced the launch of Audible stories, which allows anyone anywhere to listen to over 200 children's stories for free. As a bonus, parents can feel good about how their kids are spending their time. (An audiobook beats hours of television!).

  • Second Medic, a telemedicine company for second opinions in India, capitalized on legalized telemedicine for primary care because of the Coronavirus. "This business is exploding and plans to close a large pre-seed right any moment now, says Adeo Ressi, of the Founder Institute in conversation with CNBC's Make It.

Small Business & Retail


Many small businesses and retail establishments are going digital, taking it to the street, modifying hours, and more.


For example:

  • Towns and cities have closed down main streets during weekend hours and allow restaurants to serve outside in the streets. Fashion retailers have created a hybrid online storefront/curbside personal shopping to heighten the brand experience. Major grocery chains opened their stores earlier to offer safer shopping experiences for older shoppers and those with respiratory conditions.

  • Health Clubs are moving their business online with online classes that may prove to be a permanent offering with customers and their busy lives. Clubs are also renting, selling idle equipment to members, and creating online courses for the equipment.

  • Microgreen kit producer Hamama, of Sacramento, CA, is helping people grow green produce at home. "Given that communities are sheltering in place or quarantined at home, access to fresh produce is much harder to come by."

  • Google had a contract with a business to shuttle many of its workers in the Bay Area to its main headquarters via “Google Buses”. After Google sent workers home, the company had 20 idle buses on their hands. Creatively they put together a deal with Amazon to use those 20 buses for Amazon deliveries.

  • The Seattle restaurant Canlis thought strategically and adjusted to the new environment and its demands by transforming into three pop-up restaurants: a drive-through burger joint, a bagel shop, and a "family meal" delivery service.

  • Earl's, a popular spot with locations throughout Canada and the US, offers grocery delivery and pick up. Options include fully prepared meals, do-it-yourself packages to make at home, and grocery collections like the Pantry Pack (essentials like olive oil and dried pasta) or the Produce Pack (fresh fruits and vegetables).

  • Sites like Cent's Supplier Network let you explore interactive floor plans for, and others such as Virtual Fam Trip have a global database of event venues you can tour without ever leaving your office. Some facilities that are under construction today might even have tours available for future event spaces.

  • Grocers like Whole Foods had already been selling online, but they amped up their efforts and have turned some of its physical store locations into "dark stores," a location that only employees can enter to pick up goods and fulfill orders. Parent company Amazon transformed one of its Southern California locations into a dark store.

  • Kroger converted one of its Cincinnati-area stores into a "collection-only location" to meet customer demand for alternative shopping services like click-and-collect.

  • Customers at the popular Cafe & Konditorei Rothe in Schwerin, Germany, used hats with pool noodles attached to them to enforce social distancing.

Events, Entertainment & Media


The closure of major entertainment destinations, like stadiums, theme parks, and movie theaters, has forced companies to find new ways to offer their experiences and content at home.


For Example:

  • The Getty Museum offers a "life Imitating art" challenges viewers to recreate a work of art with objects (and people) in their home.

  • Since COVID-19, the esports industry has become more engaged with its audience. Professional players are using Twitch to interact with fans. "Gaming and esports had a leg up on how content was being consumed compared to normal sports," said Dan Bravato of President at Seventy Six Capital Advisory Additionally, many higher-ed. institutions are bringing e-gaming onto campuses as a way to build communities

  • Disney+ released Frozen 2 earlier than planned to help parents with kids cooped up at home due to school closures.

  • ESPN moved- up the release of the "Last Dance," a documentary about Michael Jordan's last championship season with the Chicago Bulls, to seize on the audience thirsty for any sports content in the absence of live sporting events.

  • Cheeky Food Events, an Australian company that offers corporate team-building activities oriented around cooking, has shifted to offering delivery-based catering to remote workforces. This enables organizations to carry out team building activities still while still bringing and keeping their expert chefs focused and to good use.

  • California-based animal sanctuary Sweet Farm used to bring in part of its revenue from in-person visits. This, of course, dried up during COVID. To recoup some of that funding, its founders started Goat2Meeting: a service where companies can pay between $65 and $250to have a goat, llama, or other farm animals make an appearance in their zoom call to liven the monotony. Due to "incredible demand", the farm has even added a bonus "VIP tour" option for a $750 donation.

  • In China, Budweiser, Rémy Martin, Carlsberg & Pernod Ricardy, alcohol brands knew that they had a problem when no-one was going out to bars to buy alcohol anymore, and sales took a nosedive. These four alcohol brands partnered with e-commerce giant JD.com and Chinese music label Taihe Music Group to create an online clubbing experience streamed directly to living rooms and complete with the liquor that they could buy from the stream and have delivered to their door. JD.com has already reported that one partner brand saw a 70% increase in sales of imported liquor during one online event.

Brands &Technology Innovations


COVID has given us the opportunity to leverage technology in new and creative ways. However, with the breadth and depth of ever-developing technologies, things can easily get out of control. Create a technology plan and selectively modernize your technology capabilities.

Look for new technology applications to improve services delivery, marketing efficiency, data collection and safety, cost savings, sourcing, and staffing. Use new data and artificial intelligence to improve business operations and secure marketing information

Leverage the power of your digital channels and ensure they are on par or better than your competition.

75 % of people using digital channels for the first time indicate that they will continue to use them when things return to “normal.” -McKinsey

Apply augmented and virtual reality.

Now more than ever, people are engaging with one another online using conversation, videos, and social media posts. Virtual reality technology is beginning to an important part of this process. Since customers can’t see products in action up close, they are experiencing them virtually and making purchases as a direct result.

For Example:

  • Y Combinator-backed start-up Inokyo, which builds and installs autonomous checking for retail stores, has used Act, specifically to help companies deploy contact-tracing technology to their workplaces and warehouses, Y-Combinator partner Jared Friedman tells CNBC Make says, “It uses cameras and computer vision technology to see which employees have been in proximity to each other. Inokyo originally developed this advanced technology for grocery shopping (similar to Amazon Go) and has rapidly adapted it for new uses. (See retail innovations.)

  • McKinsey and Microsoft chief technology officers explain how artificial intelligence is aiding vaccine development. After development, it’s on to production, where we argue that tech transfer may be critical to beating the disease.

  • Zoom has become a household word. However, increased usage rapidly highlighted security concerns around the platform, which quickly drove Zoom to improve the platform’s security and privacy capabilities.

  • Amazon is offering its cashier-free tech to retailers so they can remain open under COVID-19 health guidelines and precautions.

  • Adobe is offering students and educators in higher education and K-12 schools temporary access to their Creative Cloud apps to assist closed schools in their transition to online learning.

  • When the COVID-19-pandemic hit, Equator Coffees in Northern California had to find a way to serve coffee safely. This challenge motivated them to quickly develop an App for their customers so they could easily order coffee and pay without having to touch money or payment systems.

  • Alibaba was transformed by the 2003 Severe Acute Respiratory Syndrome epidemic in China. The company launched its first consumer market place just as people around the country were self-quarantining, so they turned to shopping online, setting the company on its path to becoming a $500 billion e-commerce giant.

  • Many independent fitness instructors finding themselves in need of work are bringing their offerings to social media platforms, like Facebook and Instagram. ClassPass connects fitness-seekers with classes at local gyms and studios. They are now offering streaming classes on their own platform.

  • Retailers are beginning to apply wayfinding apps to get in and out of retailers fast. “In this environment, customers want to feel safe,” says Shelley Kohan, CEO of Shelmark Consulting. “They want to get in and out, use mobile checkout, scan and go, anything that can help expedite their shopping.”

Brands & Manufacturing Innovations


Repurposed Efforts for COVID-19 Support Products


Many companies repurposed their plants to produce PPE’s for healthcare workers and then the general public. This pivot opened the door to other possibilities for future product development and growth.


For Example:

  • Ford, General Electric, and 3M partnered to convert their manufacturing facilities to produce protective medical equipment, face masks, and ventilators. “Ford will work with 3M to manufacture a newly designed respirator and boost production of 3M”s powered air-purifying respirator. Ford and GE Healthcare will begin manufacturing a “simplified version of GE Healthcare’s existing ventilator design to aid patients who may experience trouble breathing caused by COVID-19.”

  • Liquor manufacturers, breweries, and cosmetics manufacturers like L’Oréal and LVMH Moët Hennessy converted their distilleries and perfumes and lotions factories to manufacture hand sanitizers.

  • Fashion designers, along with major clothing manufacturers like Gap, ZARA, and Hanes, converted their factories from producing clothes to making face masks for doctors and nurses.

  • Medical manufacturers doubled and tripled their production to respond to shortages of medical equipment like thermometers, respirators, and ventilators.

Dimos, Pizza Restaurant in Chicago repurposed their ovens to shape Plexiglas covers for face shields for healthcare workers.

  • We can no longer serve by the slice,” says owner Dimitri Syrkin-Nikolau. “There goes 70% of our revenue.” After consulting with a couple of his engineer friends and procuring large sheets of acrylic, Syrkin-Nikolau and his staff have started making face shields for healthcare workers. The industrial pizza oven heats the acrylic until its soft enough to bend into the right shape, and then it is attached to a foam strip and straps.


Strategies for Employees That Deliver Brands


The value of a brand that is based on how that brand and company deliver on their brand promise. And, it’s the employees that deliver on those brand promises. Employees need to be informed, inspired, and authentically nurtured for maximum brand delivery.

Many workers are now remote, and that trend is looking like it will continue for a long time. It is more important than ever to pay attention to their needs and to keep employees stimulated, collaborative, and connected, which delivers innovation, improvement, and new ideas.

(Source: https://www.mckinsey.com/business-functions/organization/our-insights/reimagining-the-postpandemic-workforce/)

Consider many of your remote employees now have 2-3 more jobs—yours, the job as a parent, and that of an educator. Focus on identifying stress early to allow sufficient time to develop and put effective solutions in place. Develop an Employee-Parent Playbook and encourage collaboration and idea-sharing.


Cross-train & Share Employees

  • Maximize your human capital and connect individuals with opportunities. Focus on transferrable skills, cross-train, and share employees to quickly scale operations in functions that need immediate attention. Be proactive.

  • JPMorgan cross-trained and relocated employees, so they could handle an expected influx of mortgage refinance applications.

  • In China, more than 40 companies banded together and created an exchange to combat unemployment. A group of hotels, restaurants, and cinema chains that had all taken a significant economic hit shared a large proportion of their staff with Hema, a supermarket chain owned by Alibaba that desperately needed help meeting demand for deliveries. While the ratio of employees needed to employees lost is not even, innovative strategies like this help slow the bleeding.

  • Companies like Amazon, Instacart, Lowes, and Walmart have announced plans to hire hundreds of thousands of new workers to increase their ability to deliver products and groceries to people at home. They should call the major hotel chains and airlines who are laying off tens of thousands.

  • Among the most powerful investments in growth is unlocking the maximum productive potential of all people in communities.

Achieving gender equality could add $4 trillion to the US economy, and closing the Black-white wealth gap could add a further $1.5 trillion.-McKinsey

Are You Ready To Take The Next Step

to Innovative Your Brand?


Look for Laurie’s Next Article in the Series:


Published to date:

#1 Why is branding important now?

#2 Is your brand purpose-driven?

#3 Crisis & Consumer-driven Innovation


Upcoming:

#4 Do your customers see your point-of-difference over the competition?

#5 What is the message you want your brand to deliver?

#6 Have you been keeping your “brand promise?”

#7 Are your employees brand-aligned, and do they deliver your brand promise?

#8 Do you have an updated brand strategy?

Sign-up here for the upcoming series this month for brand and marketing tips and receive your Free 25-page e-book, “The Top 10 Branding Mistakes to Avoid.”

&

Order the full series “Time to Take Stock & Rethink Your Brand in an e-book for 9/ 1 /2020 delivery


Brands That Deliver™ and Laurie Pillings Rinker:

As principal of BrandsThatDeliver, she works with large to small clients who want to get focused and transform their brands and revenue. We help companies define their brand, engage customers, and deliver on their promises to develop marketing programs while encouraging social good.





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