How the best market and operate their business during and after covid 19 coronavirus pandemic - Sponsored BJ Mannyst

ALL RIGHTS RESERVED. EMMANUEL “MANNY” OMIKUNLE
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SPONSOR: FOUNDERS UNDER 40™ GROUP + BJ MANNYST (BJMANNYST.COM)
HOW THE BEST MARKET & OPERATE THEIR BUSINESS DURING & AFTER COVID 19 PANDEMIC. ALL RIGHTS RESERVED - 1 -
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EMAIL: info@bjmannsyt.com / info@foundersunder40.com
HOW THE BEST MARKET &
OPERATE THEIR BUSINESS
DURING & AFTER COVID
19 PANDEMIC
VALUE: $ BILLIONS IN SAVINGS eBook +Service PRICE: $5000

TEAM MESSAGE
“Clearly we are all experiencing something that
challenges every aspect of society and economy.
Due to this new reality, we are expected to have
more local, regional, national and global cries for
help at a frightening scale . Therefore, we have a
responsibility as a community to look out for each
other and to give hope.
Plus, even though we share this content to assist
business operators. . .we also hope in this
momentary storm we all re-evaluate how modern
civilization works. ”
- BJ MANNYST + Founders Under 40™ Group +
GreatestFounders Team
***The point of this invaluable resource is to assist
you and your business team in overcoming &
thriving.
The entire team and partners are grateful to the
men and women around the world who are serving
for the greater good. Thank You.
GOD IS WITH US

HOW THE BEST
MARKET & OPERATE
THEIR BUSINESS
DURING & AFTER
COVID 19 PANDEMIC
The fact remains that some how every single person
in their homes, neighborhoods, cities, nations and
planet will eventually be able to fulfill most of their
pre-coronavirus activity after all this, in God’s grace.
However “It’s going to be brutal.
There’s no way to sugarcoat it at all.
And when we get to the other side,
companies are going to be operating
differently,” Mark Cuban
All around the world every non-essential business is
pretty much shut down. And there’s a high likelihood
most will never reopen. Our values, behaviors,
relationships, work, technology, security,
transportation, and desires will change. For example,
restaurants will have less tables and sittings due to
need to provide more distancing which then means
fewer staff and prices for somethings may go up.
Judges, lawyers and clients in Toronto, Vancouver,
San Franscico, New York, Chicago, Boston, London,
etc. are now interacting remotely.
“Because of coronavirus, the New York court system
has dramatically altered how it does business,
holding virtual arraignments, freezing many
nonessential matters, and having lawyers and judges
work from home. Lawyers in both civil and criminal
courts have been left to advocate for their clients as
best they can without in-person interaction, while
criminal defendants worry about spending time in
city jails with high infection rates.”
It is a changing world for founders, marketers,
entrepreneurs,employed or unemployed,government,
etc. which means either we find a way or we all fail.
***The following tips will definitely assist your
service / product business in using the situation to
become a better person, better family, better
business, and better world.! This content is being
sponsored by BJ Mannyst, Founders Under 40™
Group, GreatestFounders™.
YOU, I, & WE MUST
FIND A WAY

“Service industry workers strip down to raise money
for furloughed workers. Dallas restaurant employees
are getting support from many restaurants and
organizations providing meals and groceries to those
who need it. And then there are people who are also
getting creative with how they’re raising money to
relieve unemployed or furloughed service industry
workers. ”
“Delis around the world
preparing hundreds of meals for
service industry workers and for
the less fortunate.”
AT LEAST WE CAN
FEED THE LESS
FORTUNATE

BECAUSE OF COVID
19 LOCKDOWN, I
STARTED SLEEPING
WITH MY BOSS FOR
MONEY.

Sector Examples of
potential effects
Tourism • Travel bans or
restrictions
• Cancellations of
reservations and refund
claims
• Decrease of demand
• Some cities and
nations that are
dependent on tourism
will be impacted.
Transport • Closing of state
borders
• Cancellations of
reservations and refund
claims
• Decrease of sales
• Airline companies
forced to operate
without passengers to
keep allocated slots
• Car sharing services
are put on the be
cautious.
Commerce/
Retail
• Lack of demand for
luxury goods/ cars/
entertainment goods
• Lots of closings
• Liquidation &
clearance sales.
Industry /
Manufacturi
ng
• Lack of raw materials
due to restrictions in
the transport area
• Delays in the delivery
of goods
• Decreased demand
for certain products
Energy/
Resources/
Utilities
• Lack of personnel
required for
exploitation
• Decreased use of
energy by large clients
(factories)
• Low demand in some
areas means low low
prices
Financial
Sector
• Decrease of stock
value
• Devaluation of the
national currency
• Delays in payments of
installments
Table 1: Is just a list of potential
effects that likely impact
different sectors. If you are
following the news, please ignore
this.

INSIGHTS FOR BUSINESSES
WHO WANT TO THRIVE POST
CORONAVIRUS
Start Leveraging Talent, Manpower,
and Equipment To Aid Others
Are you leveraging your knowledge, team mates, or
other resources to assist others or add value? If no,
find a way to assist others.
Demand May Need To Be Created
Yeah sure normal predictable demand is not
happening that’s no excuse to just wait for demand
for your service and products. Create the demand if
that’s what it takes. People & businesses still have
needs especially if you are a pain killer.
The Perception of Not Advertising /
Promoting
Sometimes the perception you put out when you
stop advertising, stop producing content marketing
material, stop socializing, stop engaging, etc. . . .is
that you are no longer in business or facing
challenges. So a tweet or inspiration or other
marketing tactics can help keep your business
top-of-mind.
Re-Evaluate Demographics &
Firmographics
You may want to re-visit demographic and
firmographics stats of your target markets both
online and offline. There’s going to be major
changes due to income, mobility, wealth, buying
behavior, decision makers, lifestyle, etc. Also
consider that when businesses and consumers have
more than enough resources past just surviving they
will spend and invest.

Get Involve In Industrial 4.0
Keep informed or get involved in some way with the
the technology and businesses that will benefit from
this crisis. 5G, Satellite Internet, Virtual Meeting, 3D
Immersive platforms, Education, Security, Food, etc.
How Do You See The Moment & The
Future
 Sometimes you have to act as if there was
nothing wrong with the economic or social
factors and look at how you will fill needs.
 Have you prepared your marketing strategy and
tactics for the new normal?
 Are you aware that people and businesses
haven’t stop spending they are just shopping for
better deals and better value?
 Are you aware those who keep promoting,
engaging, and listening to customers gain more
loyalty?
Look Into Using AR/VR
The use of AR & VR will grow. “AR promises to allow
companies to walk consumers through
ideas—around a new product or place before they
even exist—and realistically simulate actions and
experiences.”
The activities post-covid 19 will be different. From:
going to work, meeting clients, meeting team
members, talking to partners, pumping gas, picking
up the kids, grocery shopping, gyms, restaurants,
movies, concerts, conferences, hackathons, bars,
schools, shopping, and home. So anticipate the
permanent changes and fill a need with AR/VR.
Anticipate Consumer Needs
All the precaution and actions to contain the
pandemic is likely to create more stress, anxiety,
loneliness, boredom, so for your survival you must
get into the detail of trends and fads ASAP.
Media Consumption Has Changed
With most people having extra time they are eating,
and consuming more media content in different
formats. So this is where creating lasting bond with
targets becomes crucial.

Keep Up and Leverage Technology
Don’t use technology for technology sake.. Study the
new and old technology and see how you can use it
to improve performance.
Frequent Cleaning of Touch Screens
or Kill The Touch Screen
As business operators, be prepared to rethink public
touch screens as more customers see shared surfaces
as an infection risk, no matter how often they’re
cleaned. ATMs,iPads, Phones,Equipment, fast-food
ordering terminals, displays in rental cars, airline
kiosks and the like will get less use.
Expect people to touch non-personal devices less so
encourage your self-services and apps.
Are Your Systems Allowing You To
Adapt
There’s nothing worst than having people,
equipment, space, goods, and service that can’t
adapt. It’s just impossible to survive any disaster /
change. The new reality is putting in place the
resources that can adapt and embrace change more
frequent.
Transform Into a Purpose-Led Brand
You know what I dislike is when Brands never
bothered to demonstrate they cared about their
workers, suppliers, communities. . .suddenly start
pushing message that they have non-monetary
purpose. Either way that’s the path we all have to
walk in the next few years. So founders find a
purpose for existing other than dollars.
Security On Steroids At Work & At
Home
Security post-covid 19 at home and at work is about
to get a little more serious. First, more physical
key-less entry. More infrared cameras, more real
time physical tracking, more data gathering, more
hacking precaution, more complexity, more health
record monitoring, More data linking, More spying,
more evaluation of sickness, more non-coronavirus
related contact tracing, …etc. Bigger Big Brother
powered by A.I. and quantum computing processing
power.

It Starts With Building Relationship &
Empathy Beyond The Product
No one wants friends or family members who just
calls when they need something from you. So
companies need to engage and assist people
regardless if they buy today or never buy. In the
current world of Coronavirus you need to support
employees, customers, clients, strangers in getting
through this.
Be Present In the Digital World
As marketers you are likely going to need to sharpen
your data analytic and observation skills because this
new normal doesn’t have a manual. The messages
and tactics on Facebook, Instagram, Twitter,
YouTube,and Pinterest will be different.
No Talking Heads or Experts on TV
Can Predict The Future
However if you desire to overcome and thrive
Post-Covid 19, then keep the following in mind:
 Understand, anticipate, and go above and
beyond to fulfill customer needs.
 Leverage the right technology to stay ahead of
the challenge.
 Be agile with your marketing and advertising
spend.
 Activate purpose-led marketing messages and
focus on helping customers.
 Remember no one can accurately predict the
future.
The Bot Workers Are Coming Faster
This crisis might be the catalyst for using more bots
and less humans in the service and manufacturing
sector. It’s inevitable that bots will replace a lot of
repetitive jobs. As cost keep going up in terms of
labour, etc companies are motivated to create or
adopt devices that will take on tasks but need
supervision and maintenance. There will be a major
social and economic revolution unless good
alternatives for making a living is clear.
BOT WORKERS?

Think Very Well About Direct Mail
Marketing or D2D Canvassing
For some businesses this method might actually work
however the future reality is that some Postal Service
mail boxes will be removed due to low traffic and the
concern that the envelops / packages could be
covered with Coronavirus. So basically keep in mind
the fact there’s extra fear of touching things not
disinfected. D2D might require masks.
Help Your Sales Team Be Efficient &
Effective
It’s going to get competitive when it comes to
acquiring the customers that are in good business
health. The fact is there are areas / niches / sectors of
business that are still growing during times like this.
So find them and see how you can serve them.
There May Be More Tracking
The reality is companies and institution still think
they need more and more data, even Google thinks it
needs your address to give you search results. You
may run a business but in some way you personally
are a consumer as well. So prepare for a world of
tracking devices, sensors on everything at home,
public places, work, in cars, at school. Honesty, I
recommend SMB marketers and founders to not use
or work with others whose solutions are just too big
brother because people will push back. China is doing
it’s surveillance thing but with time people are going
to push back so hard it will likely be hell.
Expect More Negotiating
As marketers & entrepreneurs expect others will
negotiate harder and will be more willing to
postpone purchases and buy less.
Stronger Focus On Family
In your marketing and operation don’t
forget to focus on family values and things
relating to home life.
Businesses & Consumers Adopt
Survival Gears
I believe you will see an increase buying in survival
related goods and services as leaders and consumers
realize that their contingency plans must address the
very unimaginable worst case hell-on-earth
scenarios.
FAMILY

Your Marketing ROI Will Come
If you can manage to market and advertise during
times like this then you may see a great ROI when the
recovery begins. The fact is people are getting expose
to more content than before and more of them have
the time to consume more so market and stay
relevant. Plus, It gives the impression of financial
stability. Reassures your clients and partners to stick
to you.
Create a Multipurpose Product
If you are fortunate to have a product or service that
has multiple use cases you will be fine. For example,
a car company like Tesla can go from making Cars to
making ventilators. And I’m sure if they were called
to make components for military they could. So be
agile from now on.
Competition Will Increase
The fact is competition will increase because there’s
just fewer good customers or prospects to go around.
So if you want to thrive for the rest of this pandemic,
please make sure you have the right people on the
bus. Not necessarily based on hard skills but great
soft skills as well.
Think Strategically
There’s a whole lot of things happening however
that’s no reason to not be able to see the forest fire
from healthy trees. Your business and marketing
strategy will need to step up faster.
Entrepreneurial Culture Rules During
Uncertainty
“You better have leaders and managers that are
willing to take calculated business related risks and
are willing to see this moment in history as obtaining
competitive advantage for your team.” says ,
Emmanuel “Manny” Omikunle of BJ Mannyst “God
put us on this planet to grow spiritually, socially,
economically, and achieve enlightenment so go forth
and prosper”
Marketing Conservatively or
Aggressively
This is really up to your organization and your target.
I would recommend a healthy-relevant-persistent
marketing. Don’t annoy or irritate people. Be a caring
friend. Be whatever will represent your company
well.
Focus Like You’ve Never Focus Before
The fact is there’s a whole lot of noise from every
single person on this planet. The best thing is to
focus your resources that will get you the greatest
return but allocate resources for experimenting.
Do Quality & Quantity That Works
For Targets
Sure you may be tempted to cut corners in your
content production just to save money, I will tell
you straight-up don’t cheapen anything that will
impact you brand image or your brand message. If
you’re a consumer of Louis Vuitton hand bags last
thing you want to see is poor quality materials or
less aspirational images. So find the means to meet
or exceed the creative standard or don’t do it at all.
Go and stress the value, the difference, the benefits,
etc.
BRING YOUR BEST
MARKETING

For Your Content Creatives
You may want to consider humor, self-promotion,
weird, sex, anger, pain, sensationalism, bold,
loudness, product placement, influencers, fun,
pleasure, fear and escapism to name a few. Always
remember who the audience is and ask “will this
resonate with them?” For example you’d not see a
scene of two elderly couples having sex to sell a toy
car to a eight year old.
Figure Out Ways to Give Back
You know what would be great. Every founder,
entrepreneur or company takes the time to buy
groceries for someone in need or give them a
Grocery Store gift card. Buy first-responders coffee, a
nurse lunch, etc. Give a poem. Give a song. Give
humor. Give inspiration. Give a virtual hug. Just give
and give some more with out jeopardizing your own
well being.
Promote Positiveness, Peace, Trust
People are bombarded every minute with content
and messages about this pandemic maybe spread a
different energy. Show people you can be their
source of hope and solutions. You want them to
know your history of reliability, trustfulness,
kindness, social responsibility, giving, caring, etc.
Keep Fighting Traditions & Strategies
From Last Recessions
Nothing stays the same in life, change is constant.
The tactics or traditions of last recession or last
pandemic may / may not work.
So check daily for updates, orders and
recommendations from credible authorities.
 If your haven’t already, organize a
task force of people in key areas ready to act on
objectives.
 Plan ahead for very worst scenarios. Think like
what if the internet went down what do we do?
BUILD TRUST

Immigration Related Aspects
This one will involved more hands on deck for
companies. Figure out how to assist employees
facing immigration challenges.
 Start thinking and identifying how the
immigration risks could be raised.
 Start considering how safe will the flights be and
is it necessary travel
 What are different countries doing. What are
their policies?
Contracts & Financial Responsibility
This one requires some legal and financial expertise
so seek help.
 Have in place clauses that actually work to
protect the business in case of exceptional
events.
 Prepare a negotiation plan for exceptional
events.
 Have in place the possibility to change the
deadlines for fulfilling the contractual
obligations or explore the possibility to invoke
the suspension or termination of the contract
before the deadline, or the possibilities of
adjusting the price
 Also for your own record you may want to
highlight the events that impacted your
operation in detail and steps you took.
 Whether to adjust stock compensation.
 Whether to re-evaluate debt strategy
 Make sure to speak to your professional
advisers like Lawyers, Accountants, HR, etc to
make sure your contracts are well suited for
this new normal.
Be Market Aware
In moments of chaos is when monopolizers could be
abusing their power. So be aware of antitrust tactics
such as:
 Exchanges of sensitive information between
competitors with regard to: prices, discounts,
mark-ups, promotions, volumes, costs, demand,
other commercial terms and conditions etc.
 Price fixing among competitors.
 Market and/or client sharing among
competitors.
 Exclusionary practices.
 Abuse of dominant position.
 Manufactured market disruption.
STUDY THE MARKET

MORE BIG PICTURE FYI.
 Farmers.’Without a large group of workers
willing to do very hard, manual labor for very
low wages, America’s food supply would — at
the very least — be much more expensive.
Which means farmers are going into this
planting season aware that they might not be
able to access the necessary labor come harvest
time.”
 Airlines.“Airlines operate on very small margins,
so they tend to be especially exposed to the
shocks of any major crisis. However, even with
that in mind, the sudden loss of almost all of
their business for an indefinite period of time is
the sort of hit that seems impossible to
survive.To add insult to injury, airlines can’t
even take advantage of the rock-bottom oil
prices at the moment.”
 Social. The mental health issues post-covid 19
will be high and lingering social anxieties will
make normalcy very challenging but not
impossible.
 Media. Some media industry will be hit hard
and might have to find alternative ways to
generate revenue in a new normal.
 Education. Hopefully everyone gets a better
understanding of how economics works and
how finance works. You may have affordable
food, goods because somewhere out there is
someone barely surviving to feed their kids.
 Hospitality. The Airbnb of the world and the
hotel industry have to remember what kinds of
business they are in and to realize there will be
more disasters at a frequent rate.
 Malls & Theme Parks. The reality is any facility
that depends on volume to survive is not going
to see normal volumes. It may be less than 50%.
 Driverless Cars. We may actually be getting
closer to adoption due to this crisis. In the
capitalism world, labour is seen as cost not a
person’s livilihood. So every company is
aggressively chasing automation.
 Nursing Homes. I believe this is going to go
through some major changes. I will not explore
this other than tell you use your imagination.
 Small Medium Business. It obviously will be
tough for many to survive this. But I wonder
whether people would just try to stay in a
comfortable scale of operation or simply close
down before they get a chance to begin
accepting the public.
 Oil. “Consider these statistics. In Saudi Arabia,
oil revenues account for 60 percent of the
country’s GDP, two-thirds of the government’s
budget, and nearly three-quarters of its exports.
In other states in the already-turbulent Middle
East, including Iran, Iraq, Qatar, and Kuwait, the
dependency is greater still.” So expect to see
some people from oil nations face some
additional tough times until prices goes up..
 Jobs. “Overall, 43% of U.S. adults now say that
they or someone in their household has lost a
job or taken a cut in pay due to the coronavirus
outbreak, up from 33% in the latter half of
March, according to a poll from the Pew
Research Center.” The truth every job seeker
needs to know is that companies a motivated to
cut cost and to try to do more with less.
 Consumers. Every consumer wants to skip
mortgage payments, loan payments, rent
payment, anything that’s eating at their
cashflow and savings. Many people weren’t in a
position to even save enough. All the more the
urgency to get the economy going again.
 Future. What happens in June, July and
August? It is a time many will have to adjust a
whole lot of things so they an their family can
survive.The warning out there is that
that consumers should expect a gradual, not
quick, rebound.
MACROECONOMICS

QUICK FINANCIAL
SPECIFIC TIPS

Financing and Liquidity
In this environment, liquidity and cash flow are
paramount. Your CFOs or accountant should identify
financial constraints that could endanger viability
and consider alternatives.
1. Determine the cash profile. Estimate weeks
of cash and undrawn funding lines available
to fund the business based on the current
free cash flow profile.
2. Model cash flow. Review expected cash
flow for the next three months in detail and
identify potential mitigating actions that can
be taken to preserve cash in the short and
medium-term.
3. Shore up debt. Estimate your ability to fund
short-term maturities or rollovers; pre-fund
longer-term maturities, where possible.
4. Work with current financing partners.
Assess your current financing sources and
actively engage with existing financing
partners to seek waivers where necessary;
understand if available lines of credit will
remain open and what changes, if any, may
be coming.
5. Diversify financing sources. Continue to
nurture other financing relationships, such
as banks you have approached, but not done
business with yet. In addition, explore
alternative lenders and markets.
6. Assess the Coronavirus Aid, Relief, and
Economic Security (CARES) Act or Other
Relevant Relief Program. Consider the
implications of government relief programs
on your current and future liquidity position.
7. Manage inventory closely. Focus on the
cash-to-cash conversion cycle; in these
abnormal business circumstances, a
coordinated focus on payables, receivables,
and inventory can often be more important
than focusing on profits and losses.
8. Consider additional cost-cutting. Revisit
variable costs; reduce nonessential
expenses.
9. Manage receivables. Reset the receivables
cycle, collections process, and key
performance indicators (KPIs); conversely, if
necessary, consider taking a larger float by
extending payment terms to suppliers.
10. Leverage tax planning. Consider tax
planning to conserve cash in the nearer term,
including repatriating cash from non-US
jurisdictions, cash tax planning with respect
to analyzing and filing refund claims, and
accelerating deductions or deferring
revenue. Assess CARES Act provisions for
potential tax relief.
***The tips on this page were written by a difference
author and we are merely sharing.

QUICK SUPPLY &
LOGISTICS
SPECIFIC TIPS

Supply Chain Resilience
Management & CFOs should increase flexibility in
light of many rising costs across the supply chain,
from accessing raw materials to confronting
significant fluctuations in demand.
1. Map supply chain shocks. Deploy advanced
predictive risk and analytics tools to map
n-tier supply chain links and assess the
probability of additional shocks; consider
the financial impact on third parties as part
of the exercise.
2. Identify critical bottlenecks. Gain visibility
into critical component supply at all tier
levels, but particularly at the feeder Tier 2
level (note: some companies are having to
evaluate their vendor’s vendor [fourth party]
as well as fifth-party vendors).
3. Prepare for long-term supplier disruption.
Create contingency plans for short-term,
midterm, and long-term supplier disruption,
particularly for suppliers of high importance
(those critical to operations or the financial
health of the company).
4. Create possible scenarios. Perform
supply-chain-specific scenario planning and
wargaming, including impact to margins;
leverage available technology tools and
predictive analytics for this process.
5. Address the possibility of shortages. Refine
inventory strategy to address the potential
risk of shortages; incorporate factors such as
assessed supply base risk, cash flow, and
perishability.
6. Locate backup suppliers. Investigate the use
of alternative materials and sources of
supply.
7. Explore alternative operations. Prepare for
possible facility closures and the rerouting of
operations; assess the possible use of
mobile units.
8. Repurpose inventory. Review existing
inventory, including old and obsolete
inventory, and determine what can be
repurposed; also examine A/B/C inventory
segmentation.
9. Evaluate current contracts. Assess risk of
noncompliance of current contracts
(financial, legal, operational, etc.); force
majeure is an issue in the current
environment.
10. Consider future investments. Digital tools
(e.g., cloud, cognitive, robotics) may
enhance supply chain efficiency and
resilience; assess what might work best in
your organization and when it may be the
appropriate time to invest.

QUICK WORKFORCE
SPECIFIC TIPS

Finance Workforce Well-being
Finance and other functions are often not used to
working remotely. In this environment, however,
there may not be a choice. Technology platforms
can be used to create a virtual campus and maintain
collaboration—and this crisis may also present an
opportunity for you to reimagine your talent
strategy.
1. Support virtualization. Prepare finance to
effectively operate and manage work
remotely (if not doing so already); roll out
the necessary technology tools to help keep
teams engaged and productive in a virtual
environment.
2. Minimize worker exposure. If remote work
is not possible in your business, implement
practices to help keep workers safe, such as
social distancing and wearing masks, that
can allow on-site work to continue.
3. Track well-being. Consider how you will
track well-being, while observing HIPAA and
other privacy rules; create redundancies and
backup plans should critical employees get
sick.
4. Identify minimum staffing requirements.
Assess what—and who—is needed to meet
minimum requirements (i.e., closing the
books, meeting regulatory deadlines,
assessing capital requirements).
5. Secure critical IT funding and support.
Understand potential technology limitations;
ensure IT support (e.g., password access,
ability to skip parts of the workflow) should
the crisis impact the ability of employees to
complete key tasks.
6. Train staff in new work processes. Leverage
training courses that cover key operational
aspects of virtual work, including business
development, work management, customer
management, team management, and HR
policies.
7. Rethink authority for decision-making.
Convene key operating groups and develop
working norms for rapid decision-making,
especially given potential financial
implications. For example, how will each line
of the business act if liquidity is a concern?
What decision rights change under various
circumstances? Should a competitor falter,
who owns the decision-making in a potential
M&A scenario?
8. Maintain open communication.
Communicate with the finance team often,
and provide accurate, authoritative
information from reputable sources that
address employees’ concerns and promotes
their ability to function.
9. Lay the groundwork for a return to work.
Prepare for the return of the workforce;
convene teams to assess what is working in
terms of workplace flexibility; develop plans
to maintain desired behaviors.
10. Prepare for the Future of Work. Track the
talent gaps (e.g., leaders who cannot handle
rapid change; areas that require digital skills)
that become evident in this environment;
the team with HR to develop plans to
mitigate those gaps in the future.

QUICK INVESTOR
RELATIONS
SPECIFIC TIPS

Investor Relations
The financial impact of the current crisis naturally
raises concerns among investors. But organizations
can help mitigate the ambiguity that erodes value
by demonstrating to the investment community
that leaders have an adaptive strategy and a plan to
execute on it.
1. Re-evaluate guidance. Companies will have
to decide whether to update, withdraw, or
reaffirm their existing guidance, and
[Blanked]’s experience indicates that many
that have changed have decided to
withdraw. But if guidance is revised instead,
there’s still a risk that an update may have
to be changed or withdrawn at a future
point. Companies should consult with legal
counsel to explore whether guidance
revisions or withdrawals increase legal risk.
2. Assess additional disclosures. Determine
appropriate COVID-19 disclosures in current
or future materials (e.g., proxy statement);
assess if any additional actions trigger an
SEC 8-K disclosure.
3. Communicate potential impact. While
quantitative information may be unavailable,
management can convey how the virus
fallout is expected to affect sales, revenue,
operating profit, and P&L. Some companies
have already done so, expressing the
potential COVID-19 impact in a range.
4. Undertake scenario planning. IR teams can
undertake scenario planning to forecast
potential impacts and associated
consequences of areas of particular interest
to investors, such as covenants.
5. Coordinate with the crisis and resiliency
teams. CFOs can draw on the work of the
crisis and resiliency teams to help build trust
with investors. For example, management
can demonstrate that its strategies to
combat COVID-19 are fit for the purpose by
linking gap assessment findings to current
mitigation efforts.
6. Go virtual. Where possible, consider
replacing in-person investor conferences
with virtual presentations, webcasts, and
conference calls.
7. Conduct competitive analysis. Monitor
competitor disclosures related to COVID-19
to keep up-to-date with what others are
disclosing.
8. Stay the course. Reiterating the company’s
long-term strategy can reassure investors
that the stated vision remains intact. At its
heart, the message should reflect a steady
hand and assurance that when the crisis
abates, the company plans to return to
executing on its investment thesis.
9. Review communications to rating agencies.
In light of COVID-19’s potential impact,
reconsider communications to ratings
agencies.
10. Monitor activist activity. Assess activist
investor responses to the lower stock price
environment; evaluate your company’s
vulnerability to activist investors.

QUICK FINACIAL
REPORTING
SPECIFIC TIPS

Financial Reporting Disclosures
As the pandemic spreads, finance leaders need to
balance uncertainty and transparency around
certain key financial reporting considerations.
1. Assess future impact. Forward-looking
cash-flow estimates should reflect the
uncertainty associated with the pandemic’s
trajectory, quantifying, where possible, its
potential impact on areas such as human
capital, supply chain, inventory levels, and
production.
2. Evaluate economic risks. Similarly, risks
associated with a sudden downturn should
be absorbed into forward-looking estimates,
even though they are dependent on
unknown variables, such as the
effectiveness of government assistance.
3. Conduct impairment testing. Finance
leaders need to evaluate whether the
impact of COVID-19 is significant enough to
warrant establishing a new cost basis for
long-lived assets, intangibles, and goodwill.
If so, CFOs may need to conduct an interim
impairment test.
4. Revalue investments. Any significant
investments in equity securities and debt
securities should be assessed in light of the
pandemic’s impact. Entities will need to
carefully consider and apply the appropriate
impairment and loss recognition guidance.
5. Modify contracts. For many entities,
changes in economic activity will require
renegotiating the terms of existing contracts
and arrangements, including agreements
with customers, compensation
arrangements, leases, and the terms of
many financial assets and liabilities. As a
result, companies will need to ensure that
the appropriate GAAP guidance is
considered.
6. Assess subsequent events disclosures.
Evaluating whether the pandemic’s
consequences represent subsequent events
may be challenging in the current
environment. All facts may not be known on
the balance sheet date, but as soon as they
are gathered, an assessment must be based
on conditions as they existed on the balance
sheet date.
7. Calculate ongoing viability. As a result of
COVID-19 and its associated effects,
companies need to consider whether they
have the ability to continue as a going
concern within one year after the date on
which the interim or annual financial
statements are issued (or available to be
issued, when applicable).
8. Consider MD&A disclosure. In addition to
offering historical comparisons in the
management discussion and analysis section,
companies should also focus on known
trends or uncertainties that have had, or
that the registrant reasonably expects will
have, a material impact on their financial
condition, results of operations, or liquidity.
9. Re-evaluate internal controls. Companies
should consider—and disclose—how their
internal controls over financial reporting
may be affected by COVID-19. Absences or
closures, for example, may prevent
management from having the information it
needs to effectively operate controls.
10. Monitor disclosure developments. Finance
leaders should stay abreast of disclosure
developments at the SEC, which has issued
guidance around such issues as conducting
annual meetings in light of COVID-19
concerns.
***The tips on this page were written by difference
author and we are merely sharing

WHAT COULD BE
MAJOR OUTCOME
POST-COVID 19
 Hopefully the level of collaboration within and
between countries will improve
 The health care system will be funded and
staffed better
 The idea of universal access to free quality
health care will be in discussions and / or
implemented
 The possibility of a second wave of the virus
 The economic activity rebounds in late 2020.
 Recovery will likely start slow but will pickup
speed second quarter of 2021
 Consumer confident will depend on the
economic and social factors like having a
safe-stable job.
 Hopefully we see zero tolerance of organization
or management without corporate social
responsibility
 There’s a possibility that people will accept new
surveillance measure in the short term.
 Hygiene will be taking very seriously.
 More people carrying hand sanitizers
CLOSING
The fact is to survive and thrive in the next few
years, it is critical for founders, SMB, professional
service providers to build themselves and their
organization to love adapting. Because the shocks
we face socially and economically are going to be
more intense and frequent because of speed of
change.
I and the BJ Mannyst + Founders Under 40™ Group
via GreatestFounders™ team hope this is a great
resource in times of difficulty.
If you need further assistance with business
strategies, marketing, content, b2b social media,
reaching founders, b2b service marketing or idea
development, content development. . .please reach
out to us.
CONTACT
If you need further relevant knowledge or any
relevant assistance, please contact
jenn@bjmannyst.com / jenn@foundersunder40.com
we contact ASAP. Thanks.
OUR SMB SERVICE TARGET
Accountant
Tax advisory service
Architect
Engineer
HR service providers
Financial planner
Investment management
IT consultant
Business lawyer
Management consultant
Training and development
Construction services
Construction management
FinTech
MarTech
PropTech
Financial services
B2B Ecommerce
Venture capitalist
ADAPT & WIN

HOPED YOU
ENJOYED THIS GUIDE!!
Copyright © 2020 Emmanuel “Manny” Omikunle
& BJ Mannyst. All rights reserved.. BJ Mannyst™,
its logo, and “Serve, Engage, Undo-Ordinary™”
& Founders Under 40™ Group are trademarks of
BJ Mannyst Inc.
***This material has been
prepared for general
informational only and is not
intended to be relied upon as
specific professional advice.
Please refer to your
advisers.The views of third
parties set out in this
publication are not necessarily
the views of BJ Mannyst Inc
For further assistance with your founder journey,and / or
marketing contact Manny via www.bjmannyst.com or
mblog.bjmannyst.com

How the best market and operate their business during and after covid 19 coronavirus pandemic - Sponsored BJ Mannyst

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How the best market and operate their business during and after covid 19 coronavirus pandemic - Sponsored BJ Mannyst