Making brands matter

in turbulent times:

HOW TO STEER BRANDS

THROUGH A CRISIS
Beyond COVID-19

2 6 F EBRUARY 2020
 2

In a crisis there is always

the seed of opportunity

危机
Wēi Jī

The Chinese word for crisis carries two elements,

danger and opportunity.
No matter the difficulty of the circumstances,
no matter how dangerous the situation,
at the heart of each crisis lies a tremendous opportunity.
 3

Fortune favours the brave...

and the prepared.
The past weeks have been filled with extraordinary challenges.
While we work relentlessly with our clients on the short-term challenges to support their
businesses, we also revisited SARS and the 2008 Global Economic Crisis. We looked for potential
learnings on how some brands found ways to rebound stronger, how new business models were
shaped during crisis and how bold moves and timely investment enabled winning brands to gain
disproportionate share.
We have looked at how we can apply these learnings, our understanding of today’s environment
and the specific situations surrounding COVID-19 to come up with actionable guidance for brands.
Whilst there is still uncertainty about how and when the virus will be contained, what we do know
for sure is that the crisis will pass.
We believe, and history supports this, that agile and competitively-minded brands that get it right
in the tough times, can capture competitive share and be best-placed to capitalise on the eventual
rebound and beyond.
CHRIS REITERMANN
Chief Executive,
Asia and Greater China

Taking stock
And looking forward
As the spread and impact
of COVID-19 continues
unfolding across China,
Asia and an increasing
number of countries
around the world, leaders
in all fields need to be
more alert, and more
decisive than ever –
responding constantly
to changing conditions,
while keeping an eye
on the future, to ensure
preparedness when better
times return.
Brands need to be
considering implications,
not only on the health of
their business, but on that
of their relationships with
all their audiences and
stakeholders.
With containment efforts
still unpredictable, the
epidemic will continue
taking a huge toll - on
people, communities and
healthcare systems; as
well as on virtually every
aspect of daily life, and
with them the economy,
business and brands.
But it is also forging a new
global solidarity. While
clearly not the first time
we have faced a crisis,
globalisation and digital
mean this is one we face
with unprecedented
connectivity and inter-
dependence – bringing
new challenges, and new
opportunities too.
4
As marketers, the key Brands that get it right are able to capture
challenge in dealing with up to 3x more market share through a
a crisis as dynamic and downturn, and rebound faster and stronger
pervasive as this one, is when good times return, for lasting
the ongoing uncertainty competitive gains.
and unfamiliarity.
Even before the outbreak,
we entered 2020 and
the Year of the Rat
anticipating growth
pressures. COVID-19 is
making an agile response
more crucial than ever.
Ogilvy has created this
document to leverage the
Increase in market share in first 2 years of recovery (source: Hillier, Tony:
lessons of the past and Successful Competitive Strategies for Recession and Recovery)
help prepare marketers for
smart and decisive action,
at every stage of the
unfolding situation.
 5

162,000,000
results CHINESE LANGUAGE SEARCHES FOR “CORONAVIRUS”

on Google for COVID-19


SARS,
a notable precedent
During the nine-month
outbreak, more than
8,000 cases of SARS
were confirmed and 774
people died — 648 of
them in Mainland China
and Hong Kong. Initially
the Chinese institutions
were playing catch-up,
but over time they came
to terms with the challenge.
The Chinese government
has an unparalleled ability
to marshal resources, and
Chinese culture prizes
stoicism and the ability to
work through hardships.
SARS was the tipping
point for the internet as a
mass medium in China as
people looked to mobile
phones and the web for
information and updates
about the outbreak.
Shares in Sina, Sohu, and
Net Ease soared. Investor
interest in Chinese
technology took off. It
also triggered the digital
home entertainment
market as millions of
people, confined to
homes or dormitories,
looked for distraction.
6
It is seen as the point that
led to Alibaba taking off
as those millions, afraid
to go outside, began to
shop online. Recovery was
also rapid and most Asian
economies bounced back.
Shares in Cathay Pacific
Airways tumbled 30 per
cent from December
2002 to April 2003 only
to nearly double in the
next year as populations
proved keen to not only
return to normal, but make
up for lost time.
 7
From sixth-largest economy
at time of SARS to second today
16 16
China’s GDP
14 14

Nominal GDP (Trillions USD)

Share of global GDP
12

Share of global GDP (%)

12

Much
10 10

8 8

6 6

is different
4 4

2 2

0 0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

this time
Source: World Bank

Multiplied impact on global economy,

growth and profits
CHINA IS THE BELLWETHER
China’s rise to manufacturing dominance
OF GLOBAL GROWTH Chinese and U.S. share of global manufacturing output*

China United States

30%

25%

20%

15%

10%

5%

0%
2004 2006 2008 2010 2012 2014 2016 2018
* output measured on a value-added basis in current U.S. dollars
Source: United Nations Statistics Division
 8
Web Supremacy:
China internet users top combined
population of Japan, Russia, Mexico and U.S.
Number of internet users in China
800m

Much
600m

400m
Crosses 100 million users

is different
200m

0
1998 ‘02 ‘06 ‘10 ‘14 2018

this time
Data: China Internet Network Information Center; graphic by Bloomberg Businessweek.

Accelerated spread of information

and mis-information. Opportunity for shifts
CHINA, AND THE WORLD, from offline to online in all aspects of life:
ARE FULLY DIGITALLY- e-com, e-learning, e-work, e-fitness
CONNECTED Number of online shoppers
in China from 2008 to 2018 (millions)
700
610.11

Numbers of online shoppers in millions

600
533.32

500 466.7
413.25
400 361.42

301.89
300
242.02
193.95
200 160.51
108
100 74

0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: Statista
 9
5 Lessons
Despite the
differences, 1 2 3 4 5
5 timeless &
‘BLACK SWAN’ THERE BUT IT WILL BE THE KEY IS BE
timely lessons EVENTS CAN WILL BE A DIFFERENT MANAGING ALL PREPARED
from the past BREAK A BRAND AN AFTER PLACE TIME HORIZONS
– OR MAKE IT
are relevant ‘Black Swan’ events We don’t yet Marked by lasting Marketers who manage Fortune favours the
today: like SARS, the 2008
GFC or COVID-19 are
know when, but
when it happens,
shifts, both attitudinal
and behavioural,
to turn crisis into
opportunity are those
prepared, agile and
decisive – true in
moments-of-truth for it will happen fast, creating new needs, who consider and good times, even
brands (and marketers) - releasing pent-up new priorities – and address impacts more so in testing
of their purpose, values, demand. new competitive across the short, ones.
commitments; but equally opportunities. mid and long term.
of their agility, creativity
and spirit.
 10
Economic
Contraction
CHINA TRANSPORT AT A STANDSTILL
The extensive efforts largest provinces (TRANSPORT CONGESTION INDEX, 100 CITY AVERAGE)
to contain the new suggests that activity
coronavirus have in the construction,
caused economic wholesale and retail,
growth in China to and industrial sectors
slow abruptly and are has been running at half
having repercussions the usual level. Even if
around the world. a recovery starts soon,
 New data on electricity the economy will have
usage in one of China’s contracted this quarter. Source: USB, February 2020
 11
Ongoing economic
impact
COVID-19
INFLUENCING → Change (possibly)
inevitable
PURCHASING

→→→
The longer it goes on,

BEHAVIOUR we get used to living

differently.

Choosing differently,
shopping differently.

Strong possibility these

Emergency Feel good Home E-commerce changes will become
purchases consumption purchases continuing the new normal.
 12
Brand challenges now.
WHAT IS CURRENTLY
ON MARKETERS’ MINDS?

HOW DO WE KEEP OUR How do we identify HOW CAN WE MOVE

FROM A PHYSICAL TO A
How do we
RELATIONSHIP WITH new occasions and
OUR CONSUMERS GIVEN behaviours to drive VIRTUAL CONFERENCE/ innovate to find
THE ABSENCE OF A relevance and trial? MEETING/PRODUCT new ways to deliver
LAUNCH EFFECTIVELY
PHYSICAL STORE?
AND SMARTLY?
solutions and
services in line with
the new reality and
How do we promote our
HOW DO WE EXTEND new behaviours?
BRAND PROPOSITIONS
business without being INTO SERVICES AND How do we shift from
perceived as taking CONTENT TO KEEP offline-reliance to online
advantage of AUDIENCES INFORMED and delivery-based
the situation? AND CONNECTED? ecosystems?
 13
How to make your brand matter
across all time horizons

→
In times of crisis even more than in MATTER How do we get on the front foot in a
‘normal’ times, a key challenge is to LONG TERM
changed landscape?
reconcile the distinct dynamics (New Normal) → transform & be fit-for-purpose
and requirements of different time
horizons - winning in the now, while
preparing for the medium-term, and

→
transforming for longer-term growth MATTER
in changing times. How do we make up for lost ground?
MEDIUM TERM
→ leverage shifts & drive momentum
Ogilvy’s OS helps marketers manage (Recovery phase) and competitive edge
their brand as a holistic and agile
system – where every action, every
experience, builds the brand and

→
business in interconnected ways. MATTER How should we respond in
RIGHT NOW unfolding situation?
In times of crisis, the OS helps
marketers prioritise actions to take (Acute → be agile & optimise
in the heat of the outbreak, while outbreak phase)
looking ahead to ensure their brands
are primed to take advantage of the
recovery and ‘new normal’ beyond.
 14
Brand actions
to matter right now: ACTIVATE PURPOSE & OPTIMISE FUNNEL MIX
DURING THE SUSTAIN ENGAGE ALL ACTIVATE SPEND SMARTER
ACUTE PHASE SHORT-TERM
SALES
AUDIENCES AND
STAKEHOLDERS
YOUR
PURPOSE
/ MORE FOR LESS

OF OUTBREAK → Re-allocate spend → Beyond customers → Do more, say less. → Make every $ count:
behind most topically- /consumers comms, leverage data analytics for
relevant segments and carry out stakeholder → Activate brand full funnel optimization & fix
purpose to support
SKUs. mapping to consider the weak links.
hygiene and virus
needs and concerns of
→ Optimise channel all stakeholders, internal
containment efforts, and → Optimise drive-to-
mix for shifts in media keep life (and livelihoods) web, drive-to-commerce;
+ external, individual +
consumption. going - add ‘brand- make online visibility +
institutional.
aligned’ value to people, transaction easier.
→ Rise above → Leverage social the community, and
self-serving and
channels for open & broader nation. → Review channel mix to
transactional - tailor secure reach vs shifts in
real-time response and
messaging and offers in
communication. → Not every brand media consumption. Put
real-time, to respond to needs to turn bets on surging channels.
shifting topical needs → Identify opportunities ‘caregiver’: support
→ Identify opportunities
and emotions. to create ‘shared value’ across all needs and
and expand database.
programs, mobilising and emotional need-states,
→ Sustain broad reach connecting all parties for in line with brand benefit
to facilitate new users
common benefit. and persona.
exposure and trial.
 15
Brand actions
to matter right now: 0% 20% 40% 60% 80%

ADJUST CHANNELS Long video

Be where
people are now.
Short video
AND CONTENT MIX Sleep

FOR SHIFTS. Linear TV

Support what
PUT BETS Mobile/online games

ON SURGING
Online chat with friends/relatives

Online education
they’re doing now.
CHANNELS AND Cooking/baking at home People’s attitudes and
behaviours are changing
Responding, adding
value and being agile
NEW ACTIVITIES Offline learning/reading

Online entertainment
during COVID-19. As a
brand this is a moment
in the NOW, especially
in lower-familiarity
to recognise, connect, areas where people
Working out at home
engage and support will most value support
Parenting these new changes. and be open to new
brands and will support
Supervising kids’ study
Adjusting channel mix, relevancy in the LATER.
Working from home content and potential
partnerships will help
Live video/livestream
secure efficient reach
Leisure at home as well as relevance.
Nurture skin
Source: https://us.kantar.com/business/
Pet time brands/2020/survey-measures-coronavirus-
outbreak’s-impact-on-china’s-consumption/
 16
Brand actions
to matter right now:
CREATE
MEANINGFUL
ACTION &
SUPPORT FOR
PUBLIC HEALTH
AND SAFETY
Unilever utilised Baidu map upgraded it’s Recognising that
livestream to connect real-time “epidemic area” customers were
with scientists and in more than 200 cities, concerned about safety.
medical professionals helping protect public Lazada provided access
to educate consumers health and safety. to infectious disease
on key points of daily The app pops up a specialists. Using its
protection. geo- tagged “surrounding in-app live-streaming
In doing so the epidemic reminder”, technology, over 21,000
company shifted focus showing real-time viewers were connected
to a ‘public service’ information such as to raise questions
messaging strategy the number of affected pertaining to the virus
on the most relevant places across the from the safety of their
brands in its portfolio. whole city. homes.
 17
Brand actions
to matter right now:
SUPPORT
PARTNERS AND
ASSOCIATES
TO MANAGE
THROUGH
CONSTRAINTS Real-estate group
Wanda implemented a
Alibaba announced 20
measures to help businesses
→ Providing flexible job
opportunities to ensure
waiver of one month’s and merchants in China, income.
rent and property which included:
fees for Wanda Plaza → More tools for
nationwide, sharing
→ Reducing operational cost enterprises to accelerate
on Alibaba platforms. their digitisation.
the burden of reduced
footfall with its tenants. → Providing financial support → Remote working
by waiving or lowering management for
interest rates. enterprises.
→ Subsidising delivery
personnel and ensuring
higher logistics efficiency.
 18
Brand actions
to matter right now:
SUPPORT
PARTNERS AND
ASSOCIATES
TO MANAGE
THROUGH
CONSTRAINTS
Bytedance offered Deliveroo announced Alibaba’s grocery-store
all enterprises and a 15-20% discount in network Hema Fresh hired
organisations in China commission fees to offline restaurant staff to
access to its Feishu restaurants to support create a “shared employee”
remote collaboration them as the number model. 2,700 employees
platform free of charge. of dine-in customers from 40 companies
fall, and a delayed affected obtained a job
commission payment. in Hema Fresh.
 19
Brand actions
to matter right now:
BUILD MEANINGFUL
UTILITY & CONTENT
TO HELP PEOPLE TIDE
OVER CRISIS TIME
Supporting the full breadth of human needs,
both functional and emotional –
for distraction, for fitness, for boredom
relief, stress relief, for learning, connection
and everything else.

NetEase Youdao Under Armour realised

provides Free Online remaining healthy
Lecture Service for in difficult times is
primary and middle important. They shared
school students who exercise tips on their
can’t go to school. official account 
 20
Brand actions
to matter right now:
CONTRIBUTE
WITH
CORPORATE
RESPONSIBILITY
INITIATIVES
THAT MATTER
TO RELIEF H3C donated more than Philips donated Gojek Singapore has
MEASURES 4M $US of equipment for
new hospitals in Wuhan as
over 2M $US of vital
medical equipment
launched a new initiative
called GoHeroes in light of
soon as the crisis started. to Wuhan and helped COVID-19. It’s an initiative to
They also provided digital install the first CT support frontline healthcare
services for existing scan in a newly built workers and medical
hospitals and clients in emergency field professionals with help also
many provinces outside hospital (Leishenshan) coming from their driver-
Hubei and round-the-clock partners.
technological support.
They are helping to fight
the virus with tech!
 21
Brand actions
to matter right now:
ADD CHEER
AND POSITIVITY
TO PEOPLE’S
LIVES AS THEY
STRUGGLE WITH
UNCERTAIN TIMES
KFC introduced special areas, personal stories IKEA leveraged its
safety measures for in- were shared on social brand promise of
store dining, take-out platforms. This grew to ‘bringing joy into the
and delivery services be a national mission to home’, DIY philosophy
to help keep their support society’s return and creative cheeky
customers and staff to stability. persona, to bring light
safe. And to show their KFC also supported relief to all those forced
appreciation of staff the frontline medical to spend Valentine’s day
who remained in their caregivers by offering quarantined at home,
posts in critically hit them free meals. or even worse, in
isolation.
 22
Brand actions to IN THE RECOVERY PHASE MAKE UP FOR LOST GROUND
matter medium term: BY PRIMING MOMENTUM & LEVERAGING SHIFTS

DURING THE FUEL BRAND PRIME FOR INNOVATE AND SHIFTS

POST-OUTBREAK SALIENCY MOMENTUM
UPON REBOUND
RESHAPE YOUR
PORTFOLIO
TOWARDS DIGITAL
CHANNELS
RECOVERY AND BEHAVIOURS
→ Sustain spend and → Identify categories and → Leverage data and → Review Customer
earned exposure / segments that will most insights to identify the Engagement & Content
talkability to keep benefit from pent-up most significant and plans.
brands salient in demand and economic lasting shifts.
→ Address new needs
anticipation of the stimulus.
→ Accelerate claims and priorities in Digital
rebound.
→ Identify priority parts innovation, product content / Digital services
→ IPA data shows of portfolio with greatest innovation, CX / Utility / Commerce.
brands that sustain potential. innovation.
→ Leverage martech and
exposure throughout
→ Work with your media → Consider how to automation to enable
a crisis, can increase agency to re-allocate leverage and strengthen more personalised and
share 3x during budgets and secure quality Health & Wellness contextual creation and
downturns, but also ad stock. connections, across distribution of content in
rebound faster categories. real-time.
and stronger → Leverage CRM
in recovery. and social platforms to
activate existing users,
and turn new followers
into trialists.
 23
Brand actions to IN THE RECOVERY PHASE MAKE UP FOR LOST GROUND
matter medium term: BY FUELING SALIENCY & PRIMING FOR MOMENTUM

DURING THE FUEL BRAND PRIME FOR MOMENTUM

POST-OUTBREAK SALIENCY ON REBOUND
RECOVERY ‘Surplus’ share of spend / exposure generates
faster market share gains in downturns’
depressed media spend
Companies cutting investment by 50% for 1 year
before returning to normal weight take up
to 2 years to recover lost share.
Those that increase exposure during downturn can
gain up to 3x more share in the first 2 years of recovery.

Source: Hillier, Tony: Successful Competitive Strategies Source: Binet, Les and Field, Peter: Marketing In The Era Of Accountability,
For Recession And Recovery) 2007 Base: 880 successful marketing campaigns, 1979 — 2006
 24
Brand actions to
matter medium term:
CATEGORIES ARE BEING AFFECTED
– AND WILL REBOUND, DIFFERENTLY
During outbreak After outbreak
CANCEL OR REDUCE INCREASE INCREASE CANCEL OR REDUCE

Source: https://us.kantar.com/business/brands/2020/survey-measures-coronavirus-outbreak’s-impact-on-china’s-consumption/

Brand actions to
matter medium term:
CATEGORY FIRST-TIMERS ARE AN OPPORTUNITY
TO CONVERT INTO REGULAR USERS
This outbreak has also
nudged/forced many
consumers to try something
they’ve never used before,
creating an opportunity for
many new sectors.
84% tried at least one new
service for the first time, the
highest being online medical
consultancy (34%) and online
education (33%), followed by
working from home software/
app (29%) and paying for
digital entertainment service
(26%).
25
PERCENTAGE OF
FIRST-TIMERS
0% 10% 20% 30% 40% Brands can look for
Online medical opportunities for
consultancy disproportionate share gains
Online
by activating their loyal
education users endorsements, and
competitively-designed
Work from home
software/app promotions – eg bulk buying
incentives that secure
Paying for digital
entertainment service franchise through the event
and beyond.
Livestream app
Social e-commerce/
community group purchase
Buying home
fitness equipment
Online banking
Source: https://us.kantar.com/business/brands/2020/survey-
measures-coronavirus-outbreak’s-impact-on-china’s-consumption/
 26
Brand actions to
matter medium term:
NEW BUSINESS AND
SERVICE MODELS BORN
OUT OF NECESSITY
DURING THE CRISIS
MAY PROVIDE NEW
OPPORTUNITIES FOR Faced with the prospect of Chinese real estate company Sunac
DISRUPTION AND empty cinemas, Huanxi Media
radically changed its film
(Rongchuang) went live on an online
platform which provides real-time online
ONGOING COMPETITIVE distribution by inviting digital
pioneer Bytedance (owner of
services for consumers to virtually view,
select, consult, purchase and recommend
EDGE ACROSS TikTok) to buy the copyright
of Chinese film ‘Lost in Russia’.
houses they were unable to physically visit.
Once the platform and new behaviour
CATEGORIES The film premiered over New
Year for free on the Bytedance
established, will this fast become the new
normal in property sales?
video platform.
 27
Brand actions
to matter long term: TRANSFORM TO LEAD IN A CHANGED LANDSCAPE
DURING THE BRAND SUSTAINABLE CE & CX CRISIS & DIGITAL
NEW NORMAL TRANSFORMATION TRANSFORMATION TRANSFORMATION REPUTATION
TRANSFORMATION
TRANSFORMATION

PHASE → Re-evaluate → Turn crisis-time → Re-evaluate → Implement crisis → Revisit and prioritise
brand positioning, ‘CSR’ into ongoing Customer Experience preparedness plans, digital transformation
proposition and purposeful brand for greater incl. risk-assessment goals, strategy and
portfolio priorities engagement - personalised value audit, crisis response roadmap
for accelerated across full value and responsiveness. plan and training,
growth in new chain, and across all reputation repair → Accelerate shift to
landscape / stakeholders. → Accelerate plans. mobile- and e-com-
segments. employee experience first business models.
→ Innovate to create transformation for → Update
→ Identify shared value and drive greater personalised stakeholder → Identify
opportunities for impact across locally- engagement, and influencer opportunities to
first-mover edge and category- productivity and ecosystem – accelerate digital
serving future relevant SDGs. flexibility. focus on top 100 innovation, leveraging
needs by creating stakeholders. emerging technologies
or modifying a → Leverage data and for competitive
product / service / Martech to enable → Revisit Public (and data) edge.
experience. personalisation-at- Affairs strategy and
scale. activation plans.
 28
Summary
While there is uncertainty about how and when the virus will be contained,
one certainty is, the crisis will pass, and there will be an After.

When that After emerges,
the landscape will have
shifted, new growth
opportunities will come
into view.
Much has been written
about how ‘black swan’
events are a test of every
brand’s purpose, values and
commitments, however
they are also a moment-
of-truth for their agility,
creativity and resolve.  all time horizons. They
IPA analysis shows
businesses that continue
making their brand matter
during times of crisis are
rewarded with a greater
opportunity to grow trial
and shares through the
downturn. They are also
proven to rebound faster
when good times return,
capturing more than their
fair share of the stimulus-
induced bounce.
As we progress through
the outbreak and beyond
the initial reactive phase,
it is now time to take a
more proactive stance. In
actions; in communications;
and in transformation, in
both brand, product and
services offerings, comms
and commerce channels,
and CX.
Marketers who manage to
turn crisis into opportunity
are those who consider and
address impacts across
will secure the now, and
make up for lost ground as
the recovery kicks in, and
get on the front foot to turn
shifts into long-term growth
opportunities.
By staying agile and
competitively-minded, these
brands can turn bold and
creative moves through the
crisis into disproportionate
share gains.
By building on them decisively
once better times return, they
can turn them into sustained
growth and competitive edge.
 29
Actions for Now
and the Future:
TOP TEN
1 6
Don’t wait for recovery;
CHECKLIST adapt to changes and
focus investment on what is
Maximise the value
and power of existing
customers.
profitable now.

2 7
Review product / SKU
Use the slowdown
portfolio due to changed
to innovate.
consumer behaviour.

3 8
Have a long-term brand/
Disruption provides
portfolio plan centered
opportunity; revisit brand
on changed consumer
value and differentiation.
behaviour.

Think outside your Redesign/optimise your

4 9
physical brand experience.
eCommerce acceleration
plan: product mix, new
channels, data systems.
go to market plan: consider
product mix, geography,
sales channels and
customer segment focus.

5 10
Identify new growth Be ready for the After.
opportunities: new occasions, Agility is a must.
new services.
 30
Making brands matter
in turbulent times:

HOW TO STEER BRANDS Chris Reitermann

Chief Executive,

THROUGH A CRISIS Greater China and Asia

chris.reitermann@ogilvy.com

Beyond COVID-19
Natalie Lyall
Head of Marketing, Asia
natalie.lyall@ogilvy.com

Benoit Wiesser
Chief Strategy Officer, Asia
benoit.wiesser@ogilvy.com

Scott Kronick
Chief Executive, Public Relations
& Influence, Asia
scott.kronick@ogilvy.com
 31
Appendix
Sources/links: MARKET SHARE CHANGE IN FIRST TWO YEARS OF RECOVERY FROM INCREASED MARKETING SPEND IN RECESSION
Source: Hillier, Tony: Successful Competitive Strategies for Recession and Recovery

CHINESE LANGUAGE SEARCHES FOR CORONAVIRUS

Source: Baidu Search Index, Capital Economics https://www.capitaleconomics.com/the-economic-effects-of-the-coronavirus/

‘SURPLUS’ SHARE OF EXPOSURE GENERATES FASTER MARKET SHARE GROWTH

Source: Binet, Les and Field, Peter: Marketing In The Era Of Accountability, 2007 Base: 880 successful marketing campaigns,
1979 — 2006

CHINA WEB SUPREMACY

Source: China Internet Network Information Center

ONLINE SHOPPERS IN CHINA FROM 2008- 2018

Source: Statista

NATIONAL GDP
Source: World Bank

TRANSPORT CONGESTION INDEX

Source: USB, February 2020

WHAT ARE STAY-AT-HOME CONSUMERS DOING?

OUTBREAK’S IMPACT BY INDUSTRY: POSSIBLE LEVEL OF REBOUND OF EACH INDUSTRY
Source: https://us.kantar.com/business/brands/2020/survey-measures-coronavirus-outbreak’s-impact-on-china’s-consumption/

CHINA’S RISE TO MANUFACTURING DOMINANCE

Source: United Nations Statistics Division

INTERNET USERS IN CHINA

Source: China Internet Network Information Center

OGILVY ON RECESSION - OPTIMISING THE MARKETING BUDGET IN RECESSION

Source: https://www.warc.com/content/paywall/article/ogilvy_on_recession__optimising_the_marketing_budget_in_recession/90396

BRANDING IN A RECESSION - A SURVIVOR’S GUIDE

Source: https://www.forbes.com/sites/davidvinjamuri/2019/01/03/branding-in-a-recession-a-survivors-guide/#6c1bd8a2b0e2