This essay focuses on COMPANY RESET FOR GROWTH TO THE NEXT NORMAL. Hi, I need assistance to rewrit1) 1.3.4marketing strategy 2) Objectives

COMPANY RESET FOR GROWTH

COMPANY RESET FOR GROWTH TO THE NEXT NORMAL
Hi, I need assistance to rewrite

Firstly,  1.3.4 marketing strategy

Secondly,  Objectives (1.4.1, 1.4.2)

Thirdly,  1.5 limitation & constraints

Further,  2.2 Current system/ process

In addition,  solution model

Moreover, 3.3 implementation framework

Lastly,  change management

Finally, Chapter 4 Please advise if any info need to improve/ amend.

Thanks.

after recessions

Companies that emerge stronger after recessions are not those that cut faster and deeper.

To emerge stronger, revisit strategic priorities, look for what’s different in the value chain and bring your people with you into the new way of operating.

CEOs were already juggling cost challenges before the COVID-19 outbreak.

Then the world’s 20 largest economies went on lockdown within an eight-week window.

Having learn hard lessons from past crises, many leaders act with speed to conserve cash and contain costs.

Now that optimism for a quick recovery has dim, one big question
looms:

How do business leaders prepare for a future that will be forever changed, but is still so uncertain?

Most companies will seek to manage their costs to help protect the bottom line, while also building more resilience and agility into the organization.

PwC’s May 2020 global survey of 871 CFOs underscores that sentiment: 81% are planning cost-containment measures.

But while cost-cutting is necessary, it will likely not be enough. Even worse, done the wrong way, it can harm chances of survival.

Leaders also have to pivot value propositions, figure out ways to grow and find new sources of revenue to find their place in the future.

This involves cutting costs in a way that doesn’t harm the business, while redirecting costs to the drivers of
growth — capabilities that differentiate a company.

This crisis has upset past beliefs and models about costs.

So much has change that strategies may need to shift in new ways to redesign the business and cost structure for more enduring strength and agility.

On one hand, costs that were once fixed in the minds of business leaders has become more variable (think office space),

while capabilities that might have been differentiators in the past are now just table stakes (automation and collaboration technologies).

Some lessons from past recessions and crises are helpful, but those playbooks should be refine for a dynamic situation specific to this pandemic.