Do you have a strategy in place to emerge from COVID-19 ahead of your competition? In this webinar, financial, data, and marketing experts will break down the three most important parts of your income statement to focus on to successfully navigate the current COVID-19 situation and accompanying economic consequences. We will share examples and case studies of how businesses have catapulted themselves ahead of their competitors by focusing on specific activities during economic downturns, such as increasing the ROI on marketing efforts and implementing cost cutting measures (improving customer retention and reducing process inefficiencies). We can only speculate how the economy will recover following the pandemic. There is the possibility of a “V” rebound – sharp downturn followed by sharp upturn, but that is becoming less and less likely each day. Businesses need to prepare a “U” or an “L” or even a Nike-style “swoosh” type recover that could take up to 24 months. What we do know is that Covid19 marks an inflection point: The world after it is unlikely to resemble the one before it. CEO’s need to remake their organizations to cope with the “new normal”.

1. How Your Business Can Weather
COVID-19 & Come Out Stronger
W E L C O M E

2. Taylor has been vetting and de-risking new ideas and companies all of his career. Over the last
20 years Taylor has spent time in investment management, investment banking, University
Technology Transfer and founding and launching companies. Working with, and investing in the
people who create and then bring new ideas to the market is one of Taylor's passions.
TAYLOR BENCH
SUMMIT VENTURE STUDIO

3. How your business can weather
COVID-19 & come out stronger
Agenda
1. Introduction
2. Thanks to Our Sponsors
3. Dave Chase
4. Phil Case
5. Tim Kapp
6. Q&A
7. Summary

4. Sponsors:

5. David Chase is the CEO at Advanced CFO and acting CFO of 2 businesses today. He has 20
years in small & medium private companies and large public companies as a senior operational
and financial leader. With many years experience in global finance, a CFO of multiple entities
and CEO experience, Dave brings a breadth of experience. Dave has led or been instrumental
in raising multiple rounds of equity and debt in excess of $500 million.
DAVE CHASE
ADVANCED CFO

6. Strong Balance Sheet vs Demand Model
Tepid
Ravenous
BOLSTER
BALANCE SHEET
OverflowingThin
PRESS YOUR
ADVANTAGE
FOCUS ON
PRODUCT &
RETENTION
PUSH TO
PROFITABILITY
BALANCE SHEET
CUSTOMER
DEMAND
credit: REDPOINT VENTURES

7. ROARING OUT OF
RECESSION (HBR)
AVERAGE PREVENTION PROMOTION PRAGMATIC PROGRESSIVE
12.2%
9.0%
6.2%
4.4%
6.2%
13.0%
9.4%
7.9%
6.3%
6.6%
SALES EBITDA
Progressive companies win.

8. a. RETENTION:
Are you investing time or dollars on retention?
TOP 4 FINANCIAL STRATEGYACTIONS
FORA DOWNTURN:
b. ROI MENTALITY:
Not an accounting thing. It is a mentality.
c. EFFICIENCY:
More than just slashing costs. Analyze, optimize, automate.
d. SMART COST MANAGEMENT:
Don’t just match your competition.

9. How your business can weather
COVID-19 & come out stronger
Agenda
1. Introduction
2. Thanks to Our Sponsors
3. Dave Chase
4. Phil Case
5. Tim Kapp
6. Q&A
7. Summary

10. Phil Case is a native of Phoenix, Arizona and a resident of Utah for 17 years. He was recently
the Managing Partner of Fluid Advertising and is passionate about accelerating the growth of
businesses he works with. He loves everything about the outdoors, hiking, backpacking,
mountain biking, running, and adventure. He has a bit of ADHD, is curious about everything,
and loves to learn about businesses, meet new people and strike up conversation. In his spare
time he loves to mountain bike, ski, backpack, run and play the piano, enjoys being with his wife
and kids, and traveling to new places.
PHIL CASE
MAX CONNECT MARKETING

11. THE CORONAVIRUS IMPACT:
Media consumption changes during the COVID-19 pandemic.
22%
Increase in week-over-week
web traffic
Verizon, March 12, 2020 - March 19, 2020
250k
New Netflix subscribers in
one weekend (Mintel)
Mintel, March 2020
3 Billion
Users now on Facebook, Instagram or
WhatsApp with usage up 11%
61.5%
Sports superfans who
subscribe to at least one
streaming service
2019 MRI Doublebase
• 95% OF CONSUMERS SAY THEY’RE SPENDING MORE TIME ON
IN HOME MEDIA CONSUMPTION & ACTIVITIES DUE TO COVID
19
• 42% of the U.S. population report watching more TV on broadcast
channels because of the COVID-19 epidemic
• 78% OF U.S. CONSUMERS SAY THEY ARE SPENDING MORE
TIME USING AT LEAST ONE DIGITAL DEVICE SINCE THE START
OF THE COVID 19 OUTBREAK
• 32% of U.S. consumers say they are spending longer on social
media sites (e.g. Facebook, Instagram, Twitter, etc.) during the
COVID-19 crisis
• Because of COVID-19, 6% of U.S. consumers are creating/uploading
more videos (e.g. on YouTube, TikTok, etc.)
*Information provided by:

12. E-COMMERCE:
INDUSTRY
TRENDS
Digital Media
Support During
COVID-19
$21.1B
D2C e-Commerce sales projected
for 2021
eMarketer, March 26, 2020
81%
Americans report they will make an
online purchase from a D2C retailer in
2020
eMarketer, March 26, 2020
319%
Increase of CPG essentials sales
online including household products,
medical products, sanitizers and more
Associated Press, March 10, 2020
*Information provided by:
TOP TRENDS
E-commerce is witnessing growth due
to consumers avoiding stores & forced
closure of stores due to state laws.
Paid search remains critical for many
advertisers w/ an E-commerce
presence, and/or those the ability to
shift from a brick & mortar to E-
commerce priority.
36%
COVID-19 has impacted 33% of
consumer shopping behavior. 46% of
these users are making purchases
online when they would typically shop
in-store. 52% are stocking up on
products they wouldn’t otherwise stock
up on.
Google & Numerator, 2020
52%
E-commerce associated w/selected
brick & mortar retailers saw an
average weekly revenue growth rate
of 52% compared to a year ago.
Google, 2020
Consumers are seeking information
and it is impacting what E-commerce
categories are growing quickly:
electronics, toys/games, furniture;
moderately growing: arts/
entertainment, sporting goods, food/
beverage/tobacco; and shrinking:
health/beauty, apparel/accessories.
Google, 2020

13. WITH TRADE SHOWS GETTING HIT HARD BY COVID-19, 28% OF THOSE
MARKETERS ARE LOOKING TO SHIFT THOSE DOLLARS
TO DIGITAL ADS
How B2B Coronavirus-Affected Trade Show Budgets Will Be Used
0%
10%
20%
30%
40%
50%
Shift $ to digital ads Shift $ to content creation Shift $ to sales travel budget Will not reinvest that budget
46%
13%14%
28%

14. Organizational
Agility

15. “Our raison d’être continues to be driving responsible & sustainable growth, but we’re now operating
under a new mantra of organizational agility”. - Google Growth Lab
Our messaging and marketing needs to adapt
accordingly & reflect the pandemic’s impact in a certain
setting:
1. PRIORITIZE RUTHLESSLY AND OFTEN
2.
ADAPT BUSINESS COMMUNICATIONS AND
MARKETING
3.
SHIFT CAMPAIGNS RAPIDLY TO MIRROR USERS’
EVER-EVOLVING NEEDS & CONSUMER TRENDS

16. Craig Mawdsley, chief strategy officer at AMV BBDO (Ad Agency in the
U.K.), shares his take on leading brands through this unique moment in
history: “Don’t let the uncertainty paralyze you. Think like a caring human
being with the resources to help millions. Then act accordingly, in the mutual
interest of business and society.”

17. Evaluate Effectiveness of
marketing efforts by channel &
ROI Attribution

18. Essential
Channels to
Consider:
Email Marketing & SMS to customer
& potential customer base
Google My Business & Website,
Apps, etc.
Social Media Channels
Google Search
Display advertising to stay top of
mind & build awareness for product/
service.

19. Gaining Market Share &
Improving Your Market Position

20. 1. Keep your current customers and continue to build brand loyalty to those
that love you most.
What can you do now?
2. Communicate often and how you are supporting your customers during
this crisis and the good your brand/company is doing.
3. Pay attention and adapt quickly to digital consumption & trends and run
marketing campaigns that are hyper-focused and attributable to revenue.

21. How your business can weather
COVID-19 & come out stronger
Agenda
1. Introduction
2. Thanks to Our Sponsors
3. Dave Chase
4. Phil Case
5. Tim Kapp
6. Q&A
7. Summary

22. Tim Kapp is a Partner at Kereon Intelligence and a revenue operations (RevOps) specialist. He
brings more than 20+ years working with companies driven by subscription/recurring revenue
including: Disney, Blizzard Entertainment, Intercontinental Hotels Group, Godaddy, LexisNexis,
Macmilland and Bask. Mr. Kapp's background in quantitative analysis, marketing, and finance
gives him a unique perspective on how to align teams around a single view of the business,
connect business and activity data across organizational silos, and how to use data to improve
operational efficiency.
TIM KAPP
KEREON INTELLIGENCE

23. WHY: Two mega-
trends reshuffling
industry leadership
right now.
1 COVID-19 + THE V, L, or ‘NIKE
SWOOSH’ RECESSION

24. 1
WHY: Two mega-trends reshuffling
industry leadership right now.
COVID-19 + THE V, L, or ‘NIKE SWOOSH’ RECESSION
2 DIGITAL TRANSFORMATION
Big Data, Cloud Computing, Artificial
Intelligence, loT, Process Mining & Robotic
Process Automation.
AI and RPA — 10-20% of existing US jobs will
be lost between 2019-2024.
Which companies will emerge as the
winners?

25. HOW:
The “Reshuffle”
Playbook Where do
you start?
What do
you
prioritize?
1 CUT COSTS, BUT IN THE RIGHT PLACES —
Don’t just cut. Create permanent competitive cost
advantage.
Protect your core capabilities.
Be careful cutting your workforce as a primary option.
Understand impact BEFORE you cut something/
someone important.
2 STRATEGIC INVESTMENT —
‘Weaponize’ information for strategic advantage.

26. WHERE:
Strategy tells you where to cut & where to invest
LOW COSTLOW COST QUALITY SPEED SERVICE INNOVATION
PRODUCT/
SERVICES
PRODUCTION
CAPACITY
TECHNOLOGY
DISTRIBUTION
CUSTOMER/
MARKET
HOWWEGROW
Grow by finding new customers
for existing products
Grow by selling new products to
existing customers
Maximize use of an asset or
resource
Find any new “home" for the core
technology
Maximize throughput of the
channel
1
NETWORK

27. A
WHERE:
Strategy tells you where to cut & where to invest
LOW COSTLOW COST QUALITY SERVICE INNOVATION
PRODUCT/
SERVICES
PRODUCTION
CAPACITY
TECHNOLOGY
DISTRIBUTION
CUSTOMER/
MARKET
HOW WE COMPETE
CONVENIENCE
Capability to
sustain lowest
overall cost or
price
Deliver highest
quality products /
services
Provide product
faster or greater
convenience
More responsive
to consumer
needs / follow-up
Continually
reinvent the
product/service
2
NETWORK
Establish First
and Largest
Network

28. A
HOW:
1. Choose 1 box you will protect, invest, and become world class in
2. Determine which capabilities aren’t important to your chosen strategy and
cut to parity or outsource
3. ‘Weaponize’data to dominate your ‘box’?
LOW COSTLOW COST QUALITY CONVENIENCE SERVICE INNOVATION
PRODUCT/
SERVICES
PRODUCTION
CAPACITY
TECHNOLOGY
DISTRIBUTION
CUSTOMER/
MARKET
HOW WE COMPETE
HOWWEGROW
NETWORK

29. 1 Start with Customer Retention
Increasing retention by 5% increases profits by 25%-95% (Bain)
You MUST be great at retention if you chose “Customer Focussed” or
you are a “Product Focussed” subscription/SaaS company, or App
You must become world-class at core retention and engagement
metrics - churn, retention curves, renewals, engagement,
conversions, stickiness, Cost of Customer Effort, individual
performance, etc.
WHERE:
Making money on the turn with digital transformation
EVERY business needs a data
transformation strategy. Whats yours?
2
Consider your chosen strategy “box”. How can you ‘weaponize’ data in
a way to dominate your box or even move to a more lucrative position?
3 Use Process Mining to automatically identify waste, performance
problems, and opportunities for improvement
4 Use Robotic Process Automation (RPA) to improve performance
Translate metrics into real-team behavioral change OR automation
Discover, monitor and improve processes using event logs
Simulate the effects of changes to determine ROI

30. Strategic Options
(What’s most important?)
Process Mining POC
(Which processes have
the highest ROI?)
Robotic Process
Automation
(Automate by priority)
AI Tools
(Dominate your strategy
with AI and data)
Maintain
0501 03 04 06
WHEN:
A typical timeline for
optimizing operations
EXAMPLE “HEAT
MAP” FOR HR
OPERATIONS POC
Customer Retention
(90-day Financial Impact.
Get your metrics in order
Change individual
behavior)
02
Ideal for “Customer” companies and
“Product” companies using
subscription or repeat purchase
models

31. How your business can weather
COVID-19 & come out stronger
Agenda
1. Introduction
2. Thanks to Our Sponsors
3. Dave Chase
4. Phil Case
5. Tim Kapp
6. Q&A
7. Summary

32. Q & A

33. Our Next Webinar:
Thursday, May 14th @ 10am
“Roadmap to Revenue through
data-driven customer acquisition”

34. Sponsors:

35. THANK YOU