1、1 NOWNEXTCOVID-19: What to do Now, What to do Next Solving for liquidity, profitability and enterprise value during uncertain times  Were all in this  together The COVID-19 crisis is driving fundamental changes in consumer values, supply chains, and routes to market, knocking companies off

2、 balance. CEOs and their teams struggle to compensate for depleted or zeroed sales and revenues and increased costs from responses to the crisis. The most responsive organizations are already making up for lost time and positioning themselves to take advantage of the void left by others who are stru

3、ggling to survive. Immediate action is required to address the short- term liquidity challenges, solve for costs and profitability and generate funding to invest in new opportunities that arise. Copyright  2020 Accenture. All rights reserved.2COVID-19: Solving for liquidity, profitability and e

4、nterprise value during uncertain times  Immediate finance and liquidity issues are top concerns for CEOs As cities, states and complete countries are shut downsales and revenues have plunged, or in some cases, zeroedno industry is spared. Many retail chains have been forced to close all stores.

5、 With no sales, several chains have announced that they have only a few weeks of cash left. Travel companies like airlines and hotel chains have announced major cost reduction efforts and furloughed their employees. Energy companies are struggling with a one- two punchless transportation demand and

6、lower oil prices. State and local governments are reporting a 2030 percent drop in sales taxes and revenue on top of fast-rising healthcare expenses.1 Companies and organizations are spending materially more to ensure continued operations, manage supply chain disruptions and safeguard their employee

7、s. Alcoholic beverage companies have moved quickly to transform breweries into hand sanitizer production lines. Online and grocery retailers are scrambling to hire and expand their distribution capacity to cope with the spike in demand. Automotive companies are partnering with medical device manufac

8、turers to produce ventilators. Progressive quick-serve restaurants have shifted to pickup and delivery-only business models while announcing new programs that allow employees to take two weeks of paid leave, or up to four weeks if tested positive with COVID-19. Finance issues make up, on average, on

9、e quarter of CEO discussion topics as they relate to the COVID-19 crisis.2  And rightly so42 percent of S some of the current competitors might not survive while new ones might emerge. Running scenarios to better understand the new competitive landscape can drive the future growth strategy and

10、opportunities for M&A and new partnerships. Reinvest for growth. Implementing discipline around cash and cost management, powered by analytics and strong controls, together with a culture that fosters an accountability for the companys costs and a continuous dialogue around better ways to spend

11、the companys money will generate further efficiencies year over year. These efficiencies should be reinvested in strategic initiatives to capture the new growth opportunities and emerge stronger from this crisis. Copyright  2020 Accenture. All rights reserved.13COVID-19: Solving for liquidity,

12、profitability and enterprise value during uncertain times  Balance to survive and thrive Great leaders will be defined by how they lead strategically and operationally in moments of crisis. As CEOs and their teams wrestle with the financial implications of market and operational uncertainties,

13、they should proactively focus on economic viability, cost efficiency and competitive moves. This balanced approach to bolstering total liquidity, improving profitability and setting the course for ever greater levels of enterprise value will allow enterprises to not only survivebut ultimately thrive

14、. Copyright  2020 Accenture. All rights reserved.14COVID-19: Solving for liquidity, profitability and enterprise value during uncertain times  ;Contacts AneelDelawalla Managing Director, Accenture Strategy, Global Enterprise Value Targeting Lead Robert Willems Managing Director, Accenture S

15、trategy, Global ZBx Lead Stephanie Gorski Managing Director, Accenture Strategy Manish Chandra Managing Director,  Accenture Strategy, Supply Chain & Operations Strategy Benigno Herreria Managing Director,  Accenture Strategy, Supply Chain & Operations Strategy Copyright  2020

16、 Accenture. All rights reserved.15COVID-19: Solving for liquidity, profitability and enterprise value during uncertain times  References 1. https:/www.cbpp.org/research/state-budget-and-tax/states-start-grappling-with-hit-to-tax-collections 2. Accenture Research analyses on S&P transcript d

17、ata, March 2020 3. Accenture analysis of Capital IQ data, market close on March 20, 2020 4. Accenture Research analyses on S&P transcript data, March 2020 5. Accenture analysis of Capital IQ data, market close on March 20, 2020 6. Accenture analysis, 2010, and “Roaring out of Recession” by Ranja

18、y Gulati, Nitin Nohria, and Franz Wohlgezogen. March, 2010 Harvard Business Review 7. IBID 8. Based on Accenture projects and delivered outcomes 9. Accenture analysis, Comparative Fiscal Response by Key Markets (% projected investment of GDP), March 2020 10.Based on Accenture projects and delivered

19、outcomes Copyright  2020 Accenture. All rights reserved.16COVID-19: Solving for liquidity, profitability and enterprise value during uncertain times  To help our clients navigate both the human and business impact of COVID-19, weve created a hub of all of our latest thinking on a variety o

20、f topics. Each topic highlights specific actions which can be taken now, and what to consider next as industries move towards a new normal. From leadership essentials to ensuring productivity for your employees and customer service groups to building supply chain resilience and much more, our hub wi

21、ll be constantly updated. Check back regularly for more insights. VISIT OUR HUB HERE 17  About Accenture DISCLAIMER: This document is intended for general informational purposes only and does not take into account the readers specific circumstances, and may not reflect the most current developm

22、ents. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advi

23、ce. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Copyright  2020 Accenture All rights reserved. Accenture, its logo, and New Applied Now are trademarks of Accenture. Accenture is a leading global professional services company, p

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