Company leaders need a strategic strategy to adapt and adjust how they lead their teams, communicate to their clients, and handle their products in a crisis subject to rapid change.

Customers will never know how the finance or HR department of a business reacts to a significant, unpredictable situation. Still, marketing should be at the centre of any ad campaign, communication and channel, its interactions depicted. 

1. Promote your business as a clean and safe environment.

Cleaning to prevent the spread of COVID-19 and gaining customers as it shows how much you care for your customers’ safety.

Apply the cleaning procedure with both cleaning and disinfecting:

Cleaning ensures that germs, dirt and organic matter are physically separated from surfaces.

Disinfecting involves using chemicals on surfaces to remove germs. Cleaning before disinfecting is necessary since organic matter and dirt will decrease the ability of disinfectants to destroy germs.

 According to Safework Australia, The most effective method of eliminating the COVID-19 virus is to use a combination of cleaning and disinfection. Cleaning decreases the surface soil load, enabling the disinfectant to disinfect.

Using and sharing contents that you strictly follow Routine cleaning and disinfection with safe chemicals will increase the customer’s attention to your brands and promote your business in such a challenging situation.

2. Communicate in strategy possibilities

Identifying the potential best, worst and moderate outcomes that might take place from the viewpoint of the organisation, its customers and vital stakeholders during the crisis. Work in other divisions such as HR and finance with colleagues to build the scenarios as they apply to the organisation overall. 

3. Pay attention to market sentiment and behavioural changes.

Public confidence in both the government and large brands had diminished well before the coronavirus appeared. People are now more closely associated with families, friends and local companies. The current crisis seems primed to amplify consumers’ mistrust of brands. By rising to the occasion to regain trust through customer-centric behaviour, brands may drive against the surge. 

4. Adjust your answer.

 Setting appropriate expectations regarding service levels, dates of product launch, availability of products, and so on. Consider withdrawing promotional campaigns for items that you can not be sure you can manufacture and distribute. Evaluate existing practises and propose fair improvements, such as allowing cancellations or extending payment periods.

5. Build the capacity to handle volumes of customer support. 

To answer popular questions, craft proactive messages to distribute via email, social media and the web. In order to help customer service representatives navigate critical one-on-one encounters, they also draught reactive scripts. To better handle demand from customer service networks, train trained team members in lower volume roles.

6. Go digital. 

Promote software and other tools and resources for mobile use. Increase the ability for digital communications and online transactions. Innovate ways to offer the product or parts of it online, for the millions of students who will be out of school, including telemedicine for regular doctor visits or online learning. Yet, even as you allow digital choices, realise that some people particularly now, will still need to hear an empathetic human voice and be ready to give it.