a condition for economic recovery and a duty for permanent groups

Juntilnow, the question of the company’s raison d’être, the promotion of a more inclusive and environmentally friendly economic world, struggled to impose itself or prompted communication without reality. The Covid-19 crisis has brought tangible experience of what social responsibility means, with an unprecedented mobilization of companies, regardless of their size, to contribute to the common good.

The role of financially strong companies
towards vulnerable customers

This trend towards meaningful CSR with a goal other than the simple quest for profit, enshrined in the Pacte Act, reminds us more than ever of the role that we, managers of financially sound companies, have to play towards a – vis-à-vis our partners and customers weakened and threatened with disappearance if we don’t support them.

Because if it is up to the State to come to the rescue of companies during the health crisis to avoid an economic collapse and its disastrous social consequences, then it will be companies, small and large, that will be the driving force in the implementation of an ambitious, responsible and united recovery plan. Marketing players have an essential place in this relaunch plan because silence in marketing equals the death of brands and commerce.
In this context, how can companies be helped to (re)find, convince, retain customers, rekindle the dialogue with their prospects, even if those same companies are tempted to cut their marketing budgets due to lack of money? Because as always in economics, it’s a bit of a double hazard: those who have suffered the most are those who don’t have the resources to repair themselves.

Keep investing to innovate and provide recovery solutions to the most vulnerable players

Our responsibility – we, ETIs and large groups with robust cash flow – which I dare to describe as civic and historic, is to continue to invest to innovate and provide recovery solutions to the most vulnerable players. For example, we have just developed an innovative and unified solution born of coercion, which has had great success. His goal ? Stimulate a quick start of marketing campaigns, without cash advances as we finance them with our own resources! For example, we pre-finance and implement recovery campaigns based on medium-term monetization of the customer database. A supportive and virtuous business model in all respects, as we share the risk, to the extent that our compensation will be made in the coming quarters by responsibly valuing our partner’s databases.

Showing inventiveness, ingenuity and solidarity is effective !

In addition, physical companies are having a very hard time, while paradoxically the short circuit and the local have never been so topical. How do you help a merchant, independent or brand member, to address, inform and set up loyalty programs in its catchment area, in a targeted way? Here too, demonstrating inventiveness, ingenuity and solidarity is effective! For example, let’s quote these regional banks that keep their retail customers by giving out vouchers that can be used by the local merchants who are also customers of the bank! In short, a vicious circle is emerging in favor of the local economy… Therefore, the responsibility of business leaders is historic because it also relates to the sustainability of the way of life of our societies: indeed, the economic recovery over the coming quarters will determine the development of our cities and the survival of our businesses, restaurants and cafes. When we know that new consumption habits are taking shape, with 59% of the French saying that they prefer shops in their neighborhood or small shops in the future (1), local recovery becomes crucial !

My belief: combining benevolence and achievement

My intimate belief is that it is possible to combine benevolence and achievement. On this condition, the recovery can take place. Solidarity between companies, born of incarceration, must be sustainable because we are all part of the same chain. If a company’s partners, suppliers, and customers don’t leave, the latter don’t leave either. We have no choice but to set up economic mutual aid systems. Supporting the ecosystem in which the company operates – its customers, its partners, its service providers and even its competitors – is proving to be a sine qua non for its survival. This band that united us “for the worst” during incarceration must now unite us “for the best”.
(1) 4th wave COVID-19 monitor by Kantar (April 2020)

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