Probing question

1.Did you suffer a sales drop during Covid19? If yes, how did you handle the sales drop situation?

My organization have suffered the sales drop during the Covid19. My organizations sales teams have better understand the broader impact and implications of the situation and discuss any patterns and trends we're seeing with our customers that could be helpful in how we help them. These important insights are then funnelled up to team leadership to help gauge and better understand COVID-19's impact on our business. Customer and sales managers have share insights from external conversations with the broader company, allowing visibility into COVID-19's impact for current users, customers, and prospects. Real-time, open lines of communication with the broader company facilitates cross-functional alignment and the ability to address customer challenges in a thoughtful and proactive way across all channels, including marketing, social media, and other consumer content.

2.Is your business affected by the Covid19? What did you do to overcome?

Yes, my business has affected by the Covid19. My business has dedicated a team for crisis management. It is to ensure that every team member knows what their role is. Train each team member in executing the plan to be sure that they are ready at any moment. Furthermore, my business has collaborated with the public relations team, legal and regulatory teams, and operational and response team. Have a small core committee from among them.

3.Is work from home allowed in your company?

Yes, my organizations are allowed to work from home.

4.How did your company take steps to handle the MCO situation?

My business has established dedicated cross-functional teams. They can coordinate the activities between various business units, provide necessary information to the management team, and communicate with employees, partners, and employees.Furthermore, my business has analyse critical roles and key positions by develop an effective process for managing decision-making under various scenarios.

5.What is the most critical problem faced by your SME during pandemic? What actions did you take?

The most critical problem aced by my SME during pandemic are the challenges of operations and employee safety. One of the main concern ae during and after the COVID-19 pandemic is its impact on operations. Evidently, the epidemic has adversely affected sales volume and the ability to serve clients and customers as well as manage the business. Companies are faced with the challenge of employees being quarantined for weeks after business or vacation trips. They lack the tools required to organize remote work during the quarantine.

My SME has taken the actions of ensure that there is no crowding in the office. I have decided on which roles can be done remotely and which roles require employees to be present in the office. This will help you optimize the work with only 20-30% of employees at the office.

6.Does your company layoffs employee because of Covid19? If yes, how many percentages? If not? Why not?

My company does not layoffs employee this is because is very small enterprise and only have 10 employees in the business, there also lack of employees to work in my enterprise so that does not layoffs employee.

Deep Question

1.Does your organization have crisis management teams to manage short-term liquidity impacts and initiate appropriate countermeasures? How?

My organization have crisis management teams to manage short-term liquidity impacts and initiate appropriate countermeasures. By put employee well-being above all else. In times of a crisis, organizations have the responsibility to act in the best interests of their people and their customers and other stakeholders. It's also best for business in times like these when acquiring, managing and retaining talent while controlling cost becomes tougher than ever before. This will require companies to be adaptable to rapid change.

Companies will have to identify alternative working arrangements and reimagine business-as-usual while also complying with local labour laws in a way that puts first the health and safety of employees. Complement these efforts with relevant and timely communications, and employee support programs.

2.When Covid19 has significant financial impact, how can you adapt your business model to reduce costs, both in the short and medium term?

I have kept expenses in check and have backups for budget deficits. Determine how the crisis affects budgets and business plans. Stress-test financial plans for multiple scenarios to understand the potential impact on financial performance and assess how long the impact may continue. If the impact is material and former budget assumptions and business plans are no longer relevant, remain agile and revise them. Where the business is significantly impacted, consider minimum operating requirements, including key dependencies of workforce, vendors, location and technology.

If required, look at near-term capital raising, debt refinancing or additional credit support from banks or investors, or policy support from the government. At the same time, review overall operating costs and consider slowing down or curtailing all nonessential expenses

3.Is your business model resilient enough to recover from the impact of Covid19 and manage potential crises in the future? In what way? Please explain?

Yes, my business model are resilient enough to recover from the impact of Covid19 and manage potential crises in the future. By communication between the team member and plan in the future to foreseen the crisis.

4.Have you considered the impact of a crisis in the budgeting and business planning processes, and implemented early warning mechanisms?

Yes, by prepare for unexpected. Organizations are generally prepared for legal roadblocks during business-as-usual scenarios. Unforeseen crises can however present unforeseen legal challenges. Companies will have to conduct contract risk assessment and identify preventive actions, manage customer-supplier contract disputes due to economic impacts or supply disruptions, and even be prepared to invoke "force majeure" clauses when required.

When communicating with relevant stakeholders, consult with legal teams for advice on potential liabilities. Consult also with business units regarding how to manage communication around ongoing breaches and collection of proofs, if any.

5.How will your organization ensure the well-being of your people and the safety of your productive assets in the event of a Covid19?

Communicate promptly, clearly and transparently. Clear, prompt and transparent communications are essentials in all business scenarios. In crisis scenarios, it is even more so, especially if you need to secure ongoing support from customers, employees, suppliers, investors and regulatory authorities. Companies will want to keep customers apprised of any impact to product or service delivery. If contractual obligations cannot be met as a result of supplier or production disruption, be prompt to negotiate. Proactive communication and actions will help mitigate punitive damages, liabilities associated with disrupted customer obligations and damage to brand reputation.

6.How can you ensure sustainable financing and stable cash reserves if the pandemic is extended?

Identify and repair broken links in supply chain. Most companies are likely to experience significant disruption to their operations and will underperform throughout the duration of the COVID-19 crisis. Companies that are operating in or exposed to countries that are significantly affected by COVID-19 will experience disruption to their supply chain and production commitments.

When working with broken supply chains, companies need to maintain regular contact with suppliers regarding their capability to deliver goods and services, and work out recovery plans. When required, promptly consider alternative supply chain options.

Reimagine the supply chain model, leverage digital ecosystems and market networks, and enable newer forms of collaboration to work around disrupted supply chains.

Question

Review why crisis management approach and change agility of the leader is align with the leadership profile or is not align