Our first briefing on COVID was about how to keep trading as we headed into the crisis. In this briefing, we look at how to plan for the other side. In short, how to emerge well. We cannot see into the future. Instead, we would always argue for a data-led position gilded with imaginative possibilities. While we outline how new spending attitudes and altered routes to market will affect the near-term, more broadly than that, this is a moment in time to make brands better for people. We should grasp that. We cannot see into the future, but we can help invent it.

1. HOW TO EMERGE WELL - A BRIEFING BY BBH
This mask is available from Shop Legend

2. Our first briefing on COVID was about how to keep trading as we headed
into the crisis. In this briefing, we look at how to plan for the other side. In
short, how to emerge well.
We have gathered various data, models and hypotheses here to guide
marketing discussions. Specifically, we ask how is everyone feeling? What
can countries that have reopened teach us? What is the economic outlook?
And how might brands respond?
Ultimately, we cannot see into the future. Instead, we would always argue
for a data-led position gilded with imaginative possibilities. While we outline
how new spending attitudes and altered routes to market will affect the
near-term, more broadly than that, this is a moment in time, an excuse, to
make brands better for people. We should grasp that.
We cannot predict the future, but we can help invent it.
In the darkness, provide the light.
EXEC
SUMMARY

3. The situation at this
time and what it
means for brands.
WHERE WE
ARE NOW
The 7 emotional
phases of COVID-19,
people’s behaviours
and brand implications.
EVERYONE’S
EMOTIONS
Some guidelines
for brands in a
post-COVID world.
POST-COVID
BRANDS
Insight into different
kinds of categories in a
post-COVID-19 world.
CATEGORY
PROPOSITIONS

4. WHERE WE
ARE NOW

5. One third of the world’s population have been in lockdown, creating
severe economic implications. Different countries are at different stages
of their curves. Those who are emerging are doing so slowly and
cautiously so the critical ‘R’ number doesn’t tip back above 1, kickstarting
reinfection rates again. Early consumer behaviour suggests two emerging
segments: the ‘financially relieved’, who are enjoying being able to spend
again, and the ‘value vigilant’, who are cautious of spending with such
uncertainty ahead. Digital has seen years’ of adoption in months, flooded
with first-time users. Brands need to adapt to the new dominance of this
route to market. It’s here to stay.
SUMMARY

6. As we approach June 2020, there have been nearly 6 million recorded
cases of COVID-19 and 362,000 deaths, with 100,000 of those being in
the US. Evidence exists the death count is higher. However, for many
countries the daily number of deaths is reducing and governments are
cautiously relaxing the protection measures and some businesses are
re-opening. While the threat of a second wave exists and governments
eyeball the crucial reproduction R number (as of 28th May the South
Korean government may return to some restrictions to mitigate this), it
can be said some optimism is returning.
THE STATE
OF COVID
Source: McKinsey, 2020

7. THE
CHINESE
CANARY
Wuhan was sealed off in late January and after 76 days of restrictive lockdown
measures, the city ‘reopened’. Nearly 94% of business resumed operations by
early May and people slowly started to congregate again. A level of cautious
normality returned with the reopening of transportation, businesses, parks, and
restaurants. Across China, hotel occupancy and domestic-flight capacity are
slowly rising. In Wuhan, after a 35 day run of no new cases, 6 new ones were
discovered and the city started testing all 11 million residents. It has since
completed 6.5m tests.
It is becoming clear exits will not be easy and quick, but gradual and cautious.
Flattening the curve unfortunately lengthens the curve (e.g. Tony Blair Institute)
and reopening risks the reproduction number (R) tipping above 1 again causing a
second outbreak.
Source: The New York Times, Tony Blair Institute

8. EUROPE’S
EXIT
Within Europe, some countries are activating gradual, coordinated
transitions back to ‘normal’. Spain, one of the worst hit countries, has a
4-phase plan that has been branded as 'the transition to a new normality'.
In best-case scenario the process will last eight weeks.
Phase 0 - Preparation: children being let outside, individual outdoor sporting activities
allowed, and shops reopening with arranged appointments and restaurants still delivering.
Phase 1 - Initial steps: terraces open at 30% capacity, hotels open with common areas out of
use, those over 65 are given a schedule to safely go outside, agriculture and fishing get
underway, religious facilities reopen with restrictions, training for professional leagues is
allowed.
Phase 2 - Intermediate: indoor spaces in bars and restaurants open at 30% capacity; cinemas,
museums and theatres open at 30% capacity, performances in open spaces are allowed with 400
people maximum capacity, and the academic year is bound to start in September.
Phase 3 - Advanced: measures become more flexible, masks are still be recommended in
public and particularly on transport, capacity of commercial areas is limited to 50% and a
minimum two-metre distance is advised between people.
Source: Marca

9. As cash flow slows, the knock on effects to all business and
individuals is being felt. We can expect redundancies, lower consumer
spending power, limited supply and demand in industries where
congregation is required - all of which have grim knock-on effects.
The World Economic Outlook from the International Monetary Fund
(IMF) projects a sharp contraction of the global economy. It is
estimated that the real GDP will decline by 3% in 2020 worldwide,
with Europe and the United States most gravely affected. A partial
rebound to 5.8% is expected in 2021, but only provided that
economic activity normalizes and policy gives everyone a leg up.
GLOBAL
ECONOMIC
OUTLOOK
Source: International Monetary Fund

10. Emerging countries hold clues about how consumer behaviour might
change in the coming months. First, in China there is some evidence of
two spending extremes. On the one hand people are “revenge
spending” as they enjoy more freedom again and the money they saved.
On the other, 40% report being more financially cautious as uncertainty
prevails (PwC). We are seeing a “value vigilant” segment growing, as it
did post 2008, and the popularisation of the term ‘duansheli’ or
financial savviness/discretionary thrifting trending on social.
Second, e-Commerce continues to thrive. Alibaba, the biggest
Chinese online commerce company, reports recent shopping activity
near pre-COVID levels, even with the reduced consumer spending
power and confidence. Overall, more than 50% of Chinese consumers
show a significant move to digital, especially entertainment streaming,
e-sports, restaurant and grocery delivery, online education, and online
fitness (McKinsey).
CHINESE
CONSUMER
BEHAVIOUR

11. The US is more optimistic than European countries but less optimistic than
India or China on recovery. In Europe, spending across all categories
correlates with the easing of lockdown restrictions. A degree of confidence is
returning. In Europe, UK respondents are most financially positive by
significant margin (31%) compared to Spain (14%), Germany (16%) , France
(18%) and Italy (6%). All that said, most people are not financially positive and
report spending less versus the previous weeks. Austerity is returning.
Routes to market appear to be permanently changed. Like China, in the United
States, 75 percent of people using digital channels for the first time indicate
that they will continue to use them post-crisis (McKinsey).
WESTERN
CONSUMER
BEHAVIOUR

12. In Europe, groceries and online entertainment are currently the
only area people expect to spend more on in the coming weeks.
Everything else, not so much (McKinsey).
EUROPEAN
CONSUMER
BEHAVIOUR

13. A similar pattern is seen globally -
groceries, household goods, personal
health and home entertainment are
the only winners (McKinsey)
GLOBAL
CONSUMER
BEHAVIOUR

14. A handful of frontline, systemic brands or those setup to serve us in
lockdown have been enjoying growth and may benefit from a newly acquired
user base. Their job is retention. For everyone else, this is unlikely to be
pretty.
From a marketing standpoint, the greatest threat will be reduced demand
as economic uncertainty swirls and keeps wallets in pockets. The second
threat will be the the failure of brands to generate demand. We strongly
remind readers of the lessons of history: during economic shocks brands that
keep spending and do so in specific ways outperform their competition. Our
first COVID-19 briefing contains the data. Also read Mark Ritson here.
The early data suggests brands may need to now cater to two markets: the
“financially relieved” and “value vigilant” and beef up their digital and
direct offering which may be the primary route to market for some time.
Overall, inertia will be brand poison. It is crucial brands plan ahead. The data
tells us keying into people’s needs and emotions and building a bridge
between your business and those with your brand is how to sell.
So, what are those emotions?
WHAT THIS
MEANS FOR
BRANDS

15. EVERYONE’S
EMOTIONS

16. Lockdown is giving us a rare opportunity to understand people universally
and speak to their key human needs and behaviours. In a strange way we are
more united than ever. Because the staggered nature of curves we can see
into the future a little. Understanding the universal emotional phases that
run alongside the flattening of the curve will help your brand understand
what your audience are likely to be feeling when. This should set the tone
for your communications plan. In addition to the emotional similarities we
include data on how different groups are feeling.
SUMMARY

17. PEOPLE HAVE NEVER DISPLAYED SUCH
HOMOGENEITY OF BEHAVIOUR IN RECENT HISTORY –
OVER A BILLION PEOPLE STAYING PUT AT HOME,
ALMOST UNIVERSAL USE OF FACE MASKS, DILIGENT
WASHING OF HANDS AND WHATEVER ELSE DEEMED
FIT TO AVOID THE DREADED VIRUS.”
“
Ashok Sethi, WARC
”

18. Source: IPSOS China, El Comercio
LESSONS FROM CHINA
THE 7 EMOTIONAL
PHASES OF FLATTENING
THE CURVE
Phase 6
Relief
Phase 2
Panic
Phase 1
Disbelief
Phase 4
Habituation
Phase 3
Adjustment
Phase 5
Resistance
Phase 7
Apprehension

19. PHASE 1
DISBELIEFA phase of skepticism,
confusion, denial and
overconfidence. People
undermine the gravity of
the Covid-19 crisis.
1. Jokes: memes, posts, etc. the internet underestimates the crisis.
2. Comparisons with the flu: to emphasize that Covid-19 is not a big deal
3. Social gatherings: International Women’s Day protests, friends getting together or crowded
commuting is common and does not feel dangerous.
4. Normal routine: there’s little behavioural change in people’s everyday life.

20. 1. Food panic: empty shelves, queuing and hoarding (hand sanitizer, toilet paper, pasta, flour).
2. Safety measures: gloves and scarves as protection, hyper awareness of surroundings.
3. Less commuting: people stop going to work or avoiding closed spaces like the tube.
4. Last gatherings: rushing to do things one last time before quarantine.
5. News following: all eyes on the news; TV, press and on social media as main sources.
PHASE 2
PANICAs Covid-19 gradually grows
in the country, social
distancing is encouraged.
Fear and anxiety in people
lead to pretty inexplicable
behaviours.

21. PHASE 3
ADJUSTMENTLockdown is enforced and
society slowly conforms to this
reality. There’s a newly found
sense of responsibility and
solidarity, with people realizing
what’s truly important in life. 1. Coping humour: jokes to mentally process the enormity of the change.
2. Keeping old habits: workouts, hypercommunication with friends, graduation, etc.
3. Making new habits: schedules, book groups, gym classes, political protests.
4. Sense of solidarity: increased sense of community and interest in society.
5. Reflection: introspection and reevaluation of priorities in life.

22. PHASE 4
HABITUATIONBoredom and laziness kicks
in. People do anything to
keep themselves busy and
positive during the first
weeks of lockdown.
1. Celebrating silver linings: good news or nice gestures in the world are appreciated.
2. Locking new habits: focus on the present day - ensuring it’s full of work, chores,
binge-watching, bread making, etc. Routine becomes the main source of sanity.
3. Treat mentality: isolation life has little variety, so people create positive events to fill the experience void.
4. Escapism: fantasizing about life after coronavirus and refuging online to improve daily moods.

23. PHASE 5
RESISTANCEAs lockdown is extended,
there’s big uncertainty on how
long this will last. Frustration,
irritation and weariness make
an appearance. Rule breaking
increases. 1. Inability to stick to a routine: productivity drops and initial high expectations aren’t always met.
2. Unstructured entertainment: constant binge-watching and gaming affecting daily schedules.
3. Financial concerns: paying bills with low income or none at all becomes a major issue.
4. Trouble sleeping: lack of movement is starting to take a toll, with people having trouble sleeping.
5. Expectation to return to normality: calculating when ‘back to normal’ might be happening.

24. PHASE 6
RELIEFAs the top of the curve has
passes, new cases decline and
the people slowly resume some
normality, a weight is slowly
lifted off of our shoulders, and
people feel excited and hopeful. 1. Renewed strength: Feeling that they’re ‘over the hump’, people feel motivated to keep pushing.
2. Sense of satisfaction: Finally coming to the the end of a difficult period, celebration of endurance.
3. Spike in spending: Making plans, revenge buying, spending is bound to increase with good/new news.
4. Craving fun: people will feel like they deserve a good time, some sense of liberation.

25. PHASE 7
APPREHENSION
1. Reluctances of masses: the tube, lifts, planes and festival crowds seen as incubators.
2. Focus on individual safety: masks, hand sanitiser, whatever it takes to stay healthy.
3. Privacy concerns: criticism of government COVID-19 tracking plans, use of private data
4. Concerns over the economy and job security: financial caution, saving.
5. Readapting to old habits: going back to an old context will lead to a comeback of old habits.
As relief subsides, people will
have reservations - medical,
societal and financial. As we
adjust back to ‘normal life’,
worry, doubt and ultimately
fear around familiar things
made unfamiliar is unavoidable.

26. May - July
Relief
Excitement, content
and optimism
March
Panic
Shock, anxiety,
stress and fear
February
Disbelief
Skepticism, confusion
and sense of denial
April
Habituation
Boredom, laziness
and positivism
March
Adjustment
Conformism, reluctance,
and responsibility
April - May
Resistance
Weariness, frustration
and irritation
May - July
Apprehension
Worry, caution,
doubt and slight fear
Mild warnings
Elders at home
Social distancing
WFH advice
Confinement
No commuting
Confinement
Exercise hour
Confinement
Unknown end
End of lockdown
Gradual reopening
Economic recovery
No big gatherings
Measures
Jokes
Flu comparisons
Social gathering
Normal routine
Food panic
Safety measures
Less commuting
Last gatherings
News following
Coping humour
Keeping old habits
New routines
Solidarity
Reflection
Silver linings
Locking routines
Treat mentality
Escapism
No routine
Entertainment
Financial concerns
Trouble sleeping
Craving normality
Renewed strength
Satisfaction
Spike in spending
Craving fun
Masses reluctance
Individual safety
Privacy concerns
Job security issues
Back to old habits
Behaviours
PRE-LOCKDOWN LOCKDOWN LIGHTER LOCKDOWN
A SUMMARY OF THE
7 EMOTIONAL PHASES

27. PRE-LOCKDOWN LOCKDOWN LIGHTER LOCKDOWN
IMPLICATIONS
FOR BRANDS
Relieve boredom
Celebrate silver
linings
Pivot to positivity,
away from solemnity
Ignite optimism
for the future
Embrace emerging
behaviours
Stay dependable
and stable
Be ready for the
spending spike
Remind that you
were there
Pivot to value
vigilant shoppers
Celebrate new
milestones
Be cautious -
this is not over
Be agile and
adaptable
May - July
Relief
Excitement, content
and optimism
March
Panic
Shock, anxiety,
stress and fear
February
Disbelief
Skepticism, confusion
and sense of denial
April
Habituation
Boredom, laziness
and positivism
March
Adjustment
Conformism, reluctance,
and responsibility
April - May
Resistance
Weariness, frustration
and irritation
May - July
Apprehension
Worry, caution,
doubt and slight fear

28. DESPITE THE SIMILARITIES THERE ARE ALSO SOME
DIFFERENT TRIBES AS KANTAR HAS SHOWN
Inspire
Show inspiration, learning
platforms and create
opportunities
Strategy
Business
as usual
Alleviate boredom and
open up new challenges
and learning programs
Messaging
Chilled & compliant
I am pretty chill. I hope I can
see my mates again soon.
Online apps
Scrolling internet
Media
Challenge
Close the gap, bring the
outside world inside the
house without breaking
rules
Normality in
abnormality
Products to indulge
themselves, they are
willing to pay extra for it
Ostriches
I don’t see what the fuss is
about. I don’t care either.
TV on demand
TikTok
Guide
Be the friend that supports
and give tips on how to
reduce stress
Assist and
relieve
Free up time to enjoy and
remove burden or worries
Precarious worriers
This is tough, with kids,
homeschooling, financially.
Radio streaming
Websites
Support
Support and guide them
on how to keep healthy
Inform and
clarify
Support materials to
decrease their mental load
and increase resilience
Troubled & trusting
I am really concerned about
mine and my family’s health.
Facebook
Enable
Enable to connect and
communicate with family
Familiarity and
closeness
Create stronger family
connection, build on DIY
and gardening
Follow the rules
A bit worried about not seeing
others, but otherwise fine.
Newspaper
Instant messaging
Connect
Connecting via
communication apps
and sharing hobbies
Keep active
and connected
Create communities that
keep them mentally and
physically fit
Patiently waiting
We’ll be fine. The main
impact is not seeing others.
Offline media
Source: Kantar UK, Tribes Omnibus Wave 1-4

29. POST-COVID
BRANDS

30. With a clearer view of the economic and emotional outlook, how might
brands like to respond? This section offers more of a compass, less of a
crystal ball, with a collection of diverse models, data and hypotheses that
can spark discussion and guide decision making.
The BBH position is that the voices proclaiming doom and that ‘everything
has changed forever’ are overstating it. They are perhaps trying to sell you
something. On the other hand, the voices claiming everything will return to
normal are missing something. Maybe everything will in due course, but
should it?
This unique moment in time could be used to improve brands, to reimagine
them and reform their roles in people’s lives for the better. We shouldn’t let
the crisis go to waste.
SUMMARY

31. THE THREE
SCENARIOS
WE CAN EXPECT
A world we
haven’t seen before
A world that has been
irreversibly changed and
continues to be under influence
by the condition of a pandemic.
An old world with
a few adjustments
A world that has integrated
some of the learnings of
Covid-19 but that still yearns
for old instincts and cravings.
An old world where
nothing has changed
A world that has been on hold
and is ready to press play again
to continue exactly where
it left off.

32. THE ‘NEW NORMAL’ IS JUST
ANOTHER BULLSHIT LINE
MARKETERS HAVE SWALLOWED
“
Mark Ritson in Marketing Week issuing a warning against post-COVID sensationalism
”

33. FORBES’
MODEL
Phase 3.
Emerging
Planning for a
post-COVID world and
its new dynamics
Phase 4.
Normalcy
Operating and thriving
in the new world order
Time since first caseNumberofcases
COVID-19 CASES
We include some models of the future
to help us navigate the next months.
First is Forbes’. Soon most businesses
will soon be approaching ‘Emerging’
or ‘Normalcy’ phases.
Source: Forbes
Phase 2.
Withstanding
Being resilient in a rapidly
changing world
Phase 1.
Awaiting
Bracing for the
major impacts
Healthcare
system
capacity

34. McKINSEY’S
MODEL
Next is McKinsey’s, which has
some more detail. While their
commentary is more sober, they
point to more positivity in the
broader change that can arise from
this crisis. We share that optimism.
Source: Forbes
Phase 3.
Return
Returning to
operational health
Phase 4.
Reimagination
Reinventing companies
around the new
Time since first caseNumberofcases
COVID-19 CASES
Healthcare
system
capacity
Phase 2.
Resilience
Absorbing the shock
Phase 1.
Resolve
Crisis response
Phase 5.
Reform
Deeper societal and
commercial change

35. McKINSEY’S
MODEL
McKinsey go further suggesting
what type of communications are
relevant for the different exit
stages.
Source: McKinsey

36. HOW DO YOU
WANT TO
CHANGE?And McKinsey go further
suggesting some options for
brands heading towards the next
normal
Source: McKinsey

37. BRAND AND
CONSUMER
JOURNEYSBBH has built some journeys constructed
from multiple data sources to help shed
light on what to expect and do at
different stages of COVID-19.

38. REFOCUS BUSINESS
Pain point: Sudden decrease in
revenue 1
and loss of customers 2
.
Government shutdown of retail
outlets 3
.
Opportunity: Urgent minimise
losses 4
by re-focussing business
priorities and salvage resources 5
.
SORT SUPPLY CHAIN
Pain point: Sudden closure of key
suppliers due to government
restrictions 3
.
Opportunity: Optimise processes
to stabilise business 6
.
REFOCUS SERVICES
Pain point: Re-focus brand
and marketing efforts to
maintain relevance 7
and
encourage business activity.
Opportunity: Quick ways to
revamp business to sell better,
especially to a changing
customer base and demand.
Optimise online channels and
eCommerce 13
.
REIMAGINE PROPOSITION 12
Pain point: More than
maintaining salience beyond
Covid 8
Lack of certainty of
growth 9
.
Opportunity: Optimised
processes 10
based on new
behaviours and better use of
data to drive growth 11
.
1
3
4
CRISIS MANAGEMENT TRANSFORMATIONOPTIMISATION
2
Sources: See next slide.
FIRST, THE BRAND
RECOVERY JOURNEY

39. SOURCES
1 - Sudden loss in revenue: The UK economy’s contraction in 2020 could be the worst since 1900.
FT - The UK economic fallout from coronavirus in numbers (8th April 2020)
UK business activity has dropped the lowest in 20 years. The IHS Market UK purchasing managers’ index (PMI), which accounts for 80% of the economy, crashed to 34.5 in March, down from 52.3 in February, marking the lowest reading since records began in
1996. Financial Times – 3rd April 2020
2 - Loss of customers: Consumer spend has fallen across: electricity, going out, non-essential purchases and staying in has become the new going out.
FT - The UK economic fallout from coronavirus in numbers (8th April 2020)
3 - Shut down of non-essential retail outlets: UK lockdown happened on 23rd March (BBC)
4 - Urgent need to minimise losses: The UK Chancellor has announced a series of bailouts for full-time employees (Gov.uk) and self-employed professionals (BBC), as well as £90M to date for the Coronavirus Business Interruption Loan Scheme (CBILS) loans
for small businesses (up to £5M – Farrer & Co)
5 - Salvage resources: Small businesses, especially those in the restaurant and hospitality sector such as Leon, have re-focussed the role of their stores to sell groceries as well as cooked food. Leon set up Feed Britain to sell 1kg cooked food batches, with profits
going to their new charity Feed The NHS. Other restaurants have asked their waiters to become couriers to redistribute services without losing business. JustEat has launched a 3-day emergency delivery package to restaurants, with a commission rebate of 33%.
6 - Optimise processes to stabilise business: Hire a CRO (Chief Restructuring Officer - Deloitte), Use a diagnostic tool to determine the right level of Covid relief (PWC) across 6x key areas: Crisis management and response; Workforce; Operations and supply
chain; Finance and liquidity; Tax and trade; Strategy and brand.
7 - Maintain relevance: Brands need to adapt the way they advertise to stay relevant and salient to customers during and beyond Covid.
From a brand perspective, this involves being sensitive and empathetic (via donations, acting as a PSA, meaningful use of tech, realigning product operations - PR Week, rather than tone-deaf and lacking of substance. These include: shifting marketing efforts
online, using video to maintain relevance to consumers, transparent delivery options, agile product creation and creative adaptation of platforms and services (WARC)
8 - Maintaining salience beyond Covid: Brands that have acted to help during Covid will come out winners, and those who have acted selfishly (not not helped at all) will be remembered by customers
75% of 35,000 consumers surveyed say brands should inform people of what they’re doing and 74% thinking companies should not exploit the situation. (Kantar, 2020)
Brands praised for exemplar during Covid include brands that directly donate to Covid-related causes, making their services free for those in need, freezing subscriptions and making PPE (PR Week).
71% of 12,000 respondents said that if during this time “they perceive that a brand is putting profit over people, they will lose trust in that brand forever” and 77% said “they want brands only to speak about products in ways that show they are aware of the crisis
and the impact on people’s lives.” (Edelman, via TIME)
“Brands need to be transparent about their supply chain and product availability to build trust with consumers to avoid an unsatisfactory brand experience” (WARC)
9 - Lack of certainty for growth: While there are some logical/plausible predictions for how Covid will change certain industries (BCG, Forbes) for good, the future remains uncertain about when stabilization, or even long-term growth, will happen (see #12).
10 - Optimised processes: Including: Cash flow, Logistics (including sourcing), Operations, Marketing, Deliveries, Taxes (and exemptions), Budgeting and P&L. See also #6.
11 - Better use of data to drive growth: Currently QB is limited to individual SMB data which enables individual (or via accountant) management of P&L, however there is an opportunity to aggregate and anonymise data around sales/operations to show key
trends and predict growth drivers, e.g. by area or sector.
12 - Stabilization: According to a Kantar survey, there is a general view that there will be a return to a “normal way of life” – half the population think this will happen in the next six months, a further quarter within the next year, and 19% “longer than a year”
(Source: Kantar survey, UK fieldwork 19-21/3/20)
13 - eCommerce: “Consumers in 11 out of 12 markets said they were more frequently purchasing products online that they would normally buy in store due to COVID-19, according to one survey. Reasons range from government restrictions on retail or
human movement to fear of potential health risks and reduced pleasure due to long queues and one-way systems in-store. As the pandemic eases, this sentiment is unlikely to reverse as quickly as it arrived. But then the limitations of letterbox and cupboard size
dramatically impacted on physical shopping behaviours – leading to more being bought online and a return to fewer larger weekly physical shops.” (Source: WARC)
“There is now a critical need for digital transformation. Brands are advised to leverage real time data to address demand spikes, upscale delivery capabilities and ensure strong content across eCommerce and search pages.” (WARC) and “Digital laggards
will be substantially disadvantaged during the recovery.” (McKinsey)

40. UNCERTAINTY
Pain point: Anxiety and
fear 1
. Confusion about the
real truth 2
. Unpredictability
about the future 3
.
Opportunity: Continuity
and structure 4
. Being there
for people when they need it
most 5
.
REALISATION
Pain point: Stress from
financial and emotional
upheaval 6
. Depression 7
.
Opportunity: Make people
feel in control 8
. Demonstrate
empathy 9
and consistency in
service 10
.
ADJUSTMENT
Pain point: Boredom and
loss of perspective 18
.
Apathy towards
non-essential purchases 13
.
Loneliness and mental
health issues 7
.
Opportunity: Inspire and
reignite joy, hope and
resilience 19
. Rebuild
confidence 20
.
CLARITY
Pain point: Uncertainty
about when recovery will
happen 21
. Fears about
subsequent waves of crisis
22
.
Opportunity: Lead the
charge on normalization 23
.
Help people find meaning
and purpose again 24
.
1
3
5
CRISIS REACTION NEW NORMALACCLIMATISATION
2
Stages based on the 6 pandemic stages by Canvas8
Sources: See next slide
SECOND, THE CUSTOMER
RECOVERY JOURNEY
Pain point: Drastic decrease
in spending 11
. New lifestyle
12
, shopping behaviours 13
and workplace changes 14
.
Social distancing 15
.
Opportunity: Pivoting
products and services 16
.
Maintaining physical, mental
and financial well being 17
.
4
INERTIA NEW NORMAL
Pain point: Not wanting
the old normal 25
. Fears of
going out 26
. Slow recovery
27
.
Opportunity: Smooth
acclimatization 28
. New
importance of health and
wellbeing 29
. Boost brand
strength, growth 30
and
nurture lasting customer
relationships 31
.
6

41. SOURCES Uncertainty:
1 - Anxiety and fear: Fear of coronavirus can cause mental and psychological disorders, which may lead to panic attacks, especially as symptoms of anxiety are similar to Covid-19 and can lead to panic attacks. (AA)
2 - Confusion about the real truth: The prevalence of Covid related fake news has never been greater, and social media giants such as Facebook and Whatsapp have taken measures to limit the spread of fake news. (Guardian)
3 - Uncertainty about future: “The current COVID-19 pandemic has heightened uncertainty over the economy, employment, finances, relationships, and of course, physical and mental health. Yet as human beings, we crave security. We want to feel
safe and have a sense of control over our lives and well-being. Fear and uncertainty can leave you feeling stressed, anxious, and powerless over the direction of your life. It can drain you emotionally and trap you in a downward spiral of endless “what-ifs” and
worst-case scenarios about what tomorrow may bring.” (Help Guide)
4 - Continuity and structure: Brands need to maintain presence and visibility. “Brands that have to ‘go dark’ should use other levers to maintain visibility, such as first-party data, customer experience and PR” (WARC)
Brands that go dark beyond 6 months risk weakening key brand metrics such as popularity, affinity, leadership, difference and price. There is strong data from Millward Brown showing the correlation between ad spend and level of bonding with consumers
(WARC).
78% of people say brands should help them in their daily lives during the crisis and just 8% say brands should stop advertising due to Coronavirus outbreak (Kantar, 2020)
45% of consumers want to see companies putting in place plans to protect the supply of services or products (Kantar, 2020)
5 - Being there for customers when they need it most: 75% of 35,000 consumers surveyed say brands should inform people of what they’re doing and 74% thinking companies should not exploit the situation. (Kantar, 2020)
Brands praised for exemplar during Covid include brands that directly donate to Covid-related causes, making their services free for those in need, freezing subscriptions and making PPE (PR Week).
71% of 12,000 respondents said that if during this time “they perceive that a brand is putting profit over people, they will lose trust in that brand forever” and 77% said “they want brands only to speak about products in ways that show they are aware of the crisis
and the impact on people’s lives.” (Edelman, via TIME)
“Brands need to be transparent about their supply chain and product availability to build trust with consumers to avoid an unsatisfactory brand experience” (WARC)
Realisation:
6 - Stress from financial and emotional upheaval: Since the start of Covid, there has been a rise in depression and anxiety: 67% report higher levels of stress, 57% say they have greater anxiety, 54% say they are emotionally exhausted, 53% say they feel sadness
day to day, 42% report their overall mental health has declined. (Source: Qualtrix via Forbes).
People losing jobs or getting furloughed. Job postings down by double digits for Linkedin and Indeed end of March (FT). Job vacancies down by ⅓ YOY and 70% lower than the week before Covid began (Institute For Employment Studies).
Claims for Universal Credit skyrocketed by almost 1M (FT). More than ⅕ of employers plan to have redundancies over the next 3 months (FT).
7 - Depressed: Since the start of Covid, there has been a rise in depression and anxiety: 67% report higher levels of stress, 57% say they have greater anxiety, 54% say they are emotionally exhausted, 53% say they feel sadness day to day, 42% report their overall
mental health has declined. (Source: Qualtrix via Forbes).
8 - Feeling in control: “Consumers need to view themselves as good decision-makers, as helping people see themselves as "doing the best they can" will foster loyalty.” Equally, reassuring people that they’re making smart, savvy decisions will instill a sense of
confidence in their purchases. “Products and services that help create a sense of control will create a deeper emotional connection.” (Target Marketing)
9 - Empathy: Covid has been the ultimate test to see whether the brands we love can truly live up to their purpose, but this can often come with a hefty price tag.
• “Brands Are Really Going To Be Judged [on how they behave during Covid].” (TIME)
• “[For brands to] not even acknowledge [Covid] is a disconnect. It’s a missed opportunity to demonstrate that you’re listening and that you’re human, which is what we’re looking for from companies anyway.” (TIME)
• “What happens when brand purpose is put to the test – and will customers forgive those brands that don’t meet the mark? Equally dangerous could be action that leaves brands looking uncaring [like Tesla and Virgin Atlantic]. [Brands] need to communicate
effectively and be authentic. In the long term they will gain.” (Marketing Week).
10 - Consistency in service: 94% are highly likely to purchase repeatedly; if the customer feels bad, 79% are unlikely to buy again. (Target Marketing)

42. SOURCES
Adjustment:
11 - Drastic decrease in spending: UK consumer spending drops 36.5% during Coronavirus outbreak (FT) – see also #13 New shopping behaviours below.
83% say they have delayed a purchase because of the outbreak. 41% say they plan to buy the delayed purchases when the outbreak is over in their country or globally. The most common delayed purchases are holidays (52%), clothing (32%), while 31% have
delayed buying flights and a quarter delayed purchasing luxury goods. (WARC)
12 - New lifestyle: New lifestyle changes during Covid have been well documented, including lockdown restrictions (early ones include only going out once a day for essential shopping or exercise - see latest 5-level lockdown guidelines issued by the UK
government on 20th May 2020), the emergence of virtual meetings (virtual weddings (BBC), virtual church services and socially distant blessings (CBS), virtual funerals (CNN), even virtual GP meetings (Mobile Health News) and sports training (see Joe Wicks -
Metro).
Increased consumption in media: 80% of people in the UK and US say they’re consuming more content than usual during the pandemic (Global Web Index, 2020), and there have been interesting new gaming behaviour and new ways to use virtual reality to
create immersive experiences at home.
13 - New shopping behaviours: “Consumers in 11 out of 12 markets said they were more frequently purchasing products online that they would normally buy in store due to COVID-19, according to one survey. Reasons range from government
restrictions on retail or human movement to fear of potential health risks and reduced pleasure due to long queues and one-way systems in-store. As the pandemic eases, this sentiment is unlikely to reverse as quickly as it arrived. But then the limitations of
letterbox and cupboard size dramatically impacted on physical shopping behaviours – leading to more being bought online and a return to fewer larger weekly physical shops.” (Source: WARC)
“There is now a critical need for digital transformation. Brands are advised to leverage real time data to address demand spikes, upscale delivery capabilities and ensure strong content across eCommerce and search pages.” (WARC) and “Digital laggards
will be substantially disadvantaged during the recovery.” (McKinsey)
Non-food sales plummeted by 36%, retail sales down by 19.1% YOY, the worst decline since that research began in 1995. Groceries sales up 6%. (KPMG and British Retail Consortium)
“Brits have turned their focus online and looked to takeaways, digital subscriptions . . . to keep entertained and occupied.” – Esme Harwood, Director at Barclaycard.
People are spending less and saving more. Nearly 9 in 10 adults surveyed have increased their saving, with more than 23% saving for a holiday. (FT)
Facebook has just launched a new online shopping platform to take on the likes of Amazon and eBay (FT) and pledged $100M to small businesses in addition to providing advertising assistance for businesses marketing on the social network (Facebook).
14 - Workplace changes: Working from home has become the new norm, introducing a whole new set of behaviours including virtual meeting etiquette, new attitudes towards personal appearance when working from home (The Raconteur). If business
workplaces have any chance of reopening in the long run, a number of key issues will need to be addressed for enclosed spaces, including changing air circulation systems to prevent infections (CDC)
“We are witnessing what will surely be remembered as a historic deployment of remote work and digital access to services across every domain.” (McKinsey)
15 - Social distancing: "Social isolation can create a feeling of restriction and helplessness, therefore, people can get depressed” – Emre Tolun Arici, a psychiatrist, who teaches at the Istanbul-based Uskudar University (AA)
16 - Pivoting products and services: Many retailers with bricks and mortar outlets have redirected efforts to online sales with delivery partners, including LEON’s Feed Britain which donates proceeds to the NHS. Social media has also launched or released
enhanced versions of online shopping platforms, such as Facebook’s new shopping platform to take on Amazon (FT), Shopify’s new shopping app (Tech Crunch). Internet traffic has increased by 90% (Virgin Media, 26th March 2020) and online shopping
has also increased by 42% vs last month (Valassis, March 2020).
Key to being able to sustain the rapid demand for online shopping is having plans in place for larger deliveries and weekly physical shopping trips, as there have been
17 - Maintaining physical, mental and financial wellbeing: Various mental health organizations such as MIND recommend a balance of physical and mental downtime activity, exercise, sleep, a healthy diet and digital detox where needed, as well as offline
support (Independent, Help Guide)
Inertia:
18 - Boredom and loss of perspective: Desire for control, escape and feeling good (Canvas 8)
“As the world stares at exponential curves and wakes up to the sheer scale of COVID-19, it can be difficult to maintain perspective, or even know what the appropriate perspective is.” (WARC)
During pandemic, people tend to lose track of time, due to a disruption in our usual established structure in our daily life and all the days are starting to feel the same because of increased monotonous routines - no commuting, working from home, increased screen
time, decreased breaks (Huff Post)
Apathy towards non-essential purchases: See #11 - Decrease In Spending and New Shopping Behaviours.

43. SOURCES
Loneliness and mental health issues: Since the start of Covid, there has been a rise in depression and anxiety: 67% report higher levels of stress, 57% say they have greater anxiety, 54% say they are emotionally exhausted, 53% say they feel sadness day to day,
42% report their overall mental health has declined. (Source: Qualtrix via Forbes).
Domestic abuse has also increased - Refuge report a 700% increase in calls (Observer) and in the UK death from domestic abuse since Covid has more than doubled (Guardian).
19 - Inspire and reignite joy, hope and resilience: Many experts recommend practising daily gratitude, mindfulness, regular routines, self care and taking it one day at a time and staying focussed on what we can control (Jay Shetty, Marie Kondo, BBC). Brands
that help people will this will maintain relevance and salience throughout the pandemic and beyond.
“There's evidence that positive moods can boost our immune system and can protect us from respiratory viruses, so it's not something to feel guilty about; it's a smart strategy just like washing our hands.” (Today)
20 - Rebuild confidence: Unemployment will be a factor that determines consumer behaviour and confidence beyond the pandemic. The IMF forecasts UK unemployment, currently at 4.8%, to fall to 4.4% in 2021. Whereas the Office of Budget Responsibility
forecasts UK unemployment at 7%, peaking at 10% in Q2 2020, and falling to 5.5% by the end of 2021 (Mintel)
Clarity:
21 - Uncertainty about when recovery will happen: Experts say a combination of uncertainty over when the shutdowns will end, a resulting loss of wealth, the speed and depth of the downturn, and the risk of a new outbreak without a vaccine are all factors
weighing on people’s confidence about the economy bouncing back. Experts agree the pace of a recovery, likely in the second half of the year, is uncertain, because it depends on the extent of the damage in the first half such as the permanent loss of industrial
capacity. They say current economic indicators point to an ongoing downturn. “A full recovery will likely hinge on developing effective therapeutic treatments for COVID-19, if not an effective vaccine,” said Setser. “Government support for the economy is also
likely to be necessary for an extended period of time.” (IPSOS).
22 - Fears about subsequent waves of crisis: There have been cases of reinfections (Fortune), and antibodies are not known whether to last permanently or offer any protection from mutated strains of the Coronavirus (NPR).
23 - Lead the charge on normalisation: See Nike’s 4-step strategy to recovery post-Covid, which consist of: “containment”, “recovery”, “normalization” and “return to growth” (WARC)
24 - Find meaning and purpose again: “Brands have societal responsibilities: connecting people to vital services; informing during chaos and change; and entertaining when life is difficult.” (WARC)
New Normal:
25 - Not wanting to go back to the old normal: Only 9% say they want life to return to how it was before the COVID-19 pandemic (YouGov, 2020)
Almost 80% believe employee health should be a key priority for companies, while almost two-thirds believe flexible working should be a priority. (Kantar, 2020)
26 - Fears of going out: Despite restaurants reopening in Wuhan, people are still scared to go out and prefer to takeaway (Bloomberg)
Use tried and true tactics to help consumers overcome their fears (The Drum)
27 - Slow recovery: Adjustment back to pre-Covid levels of consumption patterns and travel are likely to be uneven and slow. (McKinsey).
Nearly three in four people in Spain (76%), and France (72%) are most negative about a quick recovery, followed by those in Italy (68%), the United Kingdom (67%), Russia and Japan (64%) (IPSOS).
28 - Smooth acclimatization: There is evidence that some behaviours created during Covid will become permanent after recovery.
• 75% of people using digital channels for the first time indicate that they will continue to use them when things return to “normal” (McKinsey).
• New customer journeys will need to be reimagined across all sectors to address safety and confidence. (McKinsey).
• New financial and risk mitigation models will need to be defined. (McKinsey).
• Brands will need to create new playbooks for managing future crises (WARC).
• New permanent workplace measures include Twitter allowing their employees to work from home permanently (BBC) and New Zealand announcing a 4-day working week (Guardian).
• New travel and commuting behaviours: the tube strikes in 2014 has resulted in 5% of people not commuting on the tube ever again (The Drum). Air fare will double due to spacing and lower capacity, and travel insurance is likely to increase (Money Expert).
29 - New emphasis on health and wellbeing: 8 out of 10 people would prefer the government to prioritise health and wellbeing over economic growth (GDP) during the coronavirus crisis, and six in 10 would still want the government to pursue health and
wellbeing ahead of growth after the pandemic has subsided. (YouGov, via Guardian)
30 - Boost brand strength and growth: From the last recession in 2008-9, the stock price of companies with strong brands recovered nine times faster. (WARC)
Brand strength correlates with resilience: ”Willing buyers demonstrate that they are willing to pay a premium for strongly branded companies, which are expected to have more reliable demand, lower cost profiles, more efficient marketing leverage, and lower cost
of capital for longer into the future.” (WARC)
31 - Lasting customer relationships: Customer value (through metrics such as Customer Lifetime Value) is known to double that of brand value (brand and marketing assets) in the long run (HBR), so brands will need to double down on how they build long
term relationships beyond comms and extend this across all parts of the customer journey and across all touch points.

44. WHAT DOES
PETER FIELD SAY?
Source: Peter Field/LinkedIn

45. HOW CONSUMERS
MIGHT CHANGE
FROM
PLANNING FOR THE FUTURE
PRIORITISING INDIVIDUAL
SPENDING FREELY
INTERNATIONAL LIFE
BIG EXPERIENCES
TO
APPRECIATING NOW
PRIORITISING COLLECTIVE
CAUTIOUS & DELAYING
EXPLORING LOCAL
SMALL & MEANINGFUL EXPERIENCES

46. HOW BRANDS
MIGHT CHANGE
FROM
BUSINESS + CSR
BRAND EXTENSION
RETAIL-LED
TOUCHPOINTS
WAY WE’VE ALWAYS DONE IT
TO
BUSINESS IS CSR
BRAND CORE
DIGITAL-LED
TOUCHLESS EXPERIENCE
THE WAY WE COULD DO IT

47. HOW BRANDS
PIVOTED POST 2008
Doubling down on CX
After rapid growth pre-2008, Starbucks saw a dramatic drop
customer satisfaction. The solution was to shut all stores and
retrain staff in customer experience to draw people out again.
This galvanisation of the workforce supported +40% growth in
valuation in the 3 years post 2008.
Pivoting to value, framed in premium
In 2009 Audi faced a perfect storm: a slowing economy, more
frugal consumers and a greener society. Through better
understanding its customers, Audi was able to evolve its
communications, shifting its previously model-focused approach to
one which highlighted the efficiency innovations of the entire Audi
range wrapped in a premium tone.
Creating an essentials sub brand
The introduction of 1,200 disparate own label products under a new
brand, named ‘Essential Waitrose’, the retailer ended 2009 as the
UK’s fastest growing supermarket.
Adding some joy
The ‘Life's for sharing’ campaign gave people something they
valued, to celebrate and share with their loved ones. Flashmob
campaign was shared widely across television channels and online
sites. The campaign generated £15m in incremental sales and
payback of £1.46 per £1 spent. Joy broke through.

48. HOW BRANDS ADAPTED
FROM PAST CRISES
ACROSS CATEGORIES &
DECADES
2008 Financial Crisis 9/11 Terrorist attack WWII
Domino’s leaned into America’s culture of distrust to
stage the most transparent “Pizza Turnaround” story.
Hyundai launched the Assurance Programme to
support people who were worried about job security.
JetBlue offered All-You-Can-Jet passes for
September-October 2009 to drive buzz and trial.
General Motors reinvented its business and launched
its “Keep America Rolling” campaign.
Budweiser resisted the temptation to sell hard, and
instead showed empathy and connected with America.
Macy’s transformed its famous Thanksgiving Day
Parade into a tribute to all first responders.
Westinghouse Electric Corporation fueled a 10% rise
in its female workforce.
Piaggio innovated the way Italians got around on
potholed roads, with the introduction of the Vespa.
Chrysler halted car production to build tanks. But kept
their share of voice consistent during wartime to
remind consumers they were there.

49. WHAT NEEDS
CAN YOU OWN
POST COVID TO
GIVE YOUR
BRAND A
CLEAR ROLE?
Source: AdWeek, C. Jung “Brand Archetypes”
PROVIDE
STRUCTURE
SEEK
PARADISE
LEAVE A
MARK
BUILD A
CONNECTION
Wisdom
understanding, intelligence,
truth seeking, clarity
Freedom
independence, bravery,
nonconformity, self-sufficiency
Liberation
leadership, risk taking,
progressive, bravery
Power
intuition, cleverness,
charisma, highly evolved
Mastery
self-sacrifice, courage,
redemption, strength
Safety
sense of wonder,
purity, trust, honesty
Innovation
creativity, imagination,
nonlinear, nonconformity
Control
power, confidence,
dominion, high status
Caregiver
altruism, compassion,
patience, empathy
Belonging
stewardship, altruism,
respect, fairness
Enjoyment
humour, originality,
irreverence, awareness
Intimacy
faithfulness, passion,
sensuality, vitality

50. SPOT THE NEW
OCCASIONS
YOUR PRODUCTS
AND SERVICES
COULD LEAN
INTO
Morning. 6am-12pm
Longer morning
routines
More personal care and
self care products
Alternative means of
commuting
Greater individual
office space
Afternoon. 12pm-6pm
Financially savvy
lunches
More time outside
during lunch hours
Potential high
street boom
Using social for more -
book clubs etc
Evening. 6pm-12am
Homecooking
as therapy
Home workouts to
save on the gym
Decrease in binge
watching
More adventurous
experiences
Safety while socialising Nightlife boom
Rise in the after work
night out
Less hours sleeping,
more hours doing
Night. 12am-6am

51. REIMAGINE THE ROLE OF
YOUR TOUCH POINTS
This CX map shows the
rapidly evolving role of key
customer touch points based
on COVID learnings. High
res version here. Please refer
also to the Brand Recovery
Journey and Customer
Recovery Journey in tandem
with this for supporting
insights.

52. TAKE ADVANTAGE OF
THE DIRECT TO
CONSUMER BOOM
We are expecting the ‘necessity' boom in
ecommerce to remain, with concerns
around in-store safety continuing until a
vaccine is found.
Retail shoppers and new-to-channel
shoppers are likely to use brands that are
most salient (WARC) so it is critical to
maintain SOV and top of funnel traffic.
New needs bring new implications for
brands and their online experience.
Maximize sales through
digital channels
Access to online (video)
experts
Expert staff profiles (e.g.
Amazon power sellers)
Content strategically placed
through the experience
Side by side product
comparison
No physical retail outlet
Advice and support
Staff that appreciate my
needs
Agile, optimised UX
Clear choice
Benefit focused product
storytelling
Virtual product experiences
RTBs/ Reviews / Messages
about delivery safety
Lack of product knowledge
Physical product experiences
Reassurance
NEW NEEDS IMPLICATIONS

53. REASSESS
THE CLASSICS
The channel that never dies.
In an increasingly digital world, DM could represent
the tactile experience your customers have missed.
With more people spending more time at home than
ever, cut through could be even sharper.
DM scores high on trust, feeling valued and brand
perception. You can also expect other media channel
costs to increase more rapidly post COVID.
Personal email from a corporate CEO? Did it land?
There is more pressure than ever to drive value from
existing customers in a time of crisis, and the
attraction of high volumes are tempting. But, be
careful as consumers are wary, don’t fall into the
quantity trap, concentrate on building quality
experiences that email drives into.
Now is the time to reignite those customer insight
tasks and adjust your strategy based on a new set of
fragmented needs.
Direct Mail Email

54. COVID-19 has sent a jolt through our lives. Our priorities have been
reshuffled. Our deeply ingrained habits have been unlearnt, and we’ve
formed new ones. Old contexts will bring old habits back. But during
isolation, people have been forced to assess what actually adds value to
their lives. When it’s over, they will have the chance to decide what they
want to bring into the next chapter with them. These are some thought
starters from BBHers.
WHAT
WE CAN
PLAN FOR

55. GO
CONTACTLESSStarbucks shut down 80 percent of its stores
in China when COVID hit. It then debuted
the “Contactless Starbucks Experience”.
Similarly, car manufacturers in Asia have
developed virtual showroom. Develop the
new ‘beginning-to-end’ digital journey.

56. BE SELF
AWAREHas your brand helped
flatten the curve? Has it
rewarded employees for their
efforts during Covid-19?
Know your starting point.
Customers are keeping score.

57. LOOK
AHEADOnce the massive milestone of ‘finish
lockdown’ is ticked off, people will
start to crave new challenges - new
things to aspire to and work towards.
Be the one to give them direction; get
them excited about the future.

58. STAY
GROUNDEDDon’t forget that things have
changed, though. We’ll be more
aware than ever of our mutual
vulnerability. Expect a different
sense of personal space and
more caution. React accordingly.
Remain reassuring.
70% UK oppose the opening of the
economy before the virus is under control.
71% UK say they’d be nervous about
leaving the house even if businesses were
allowed to reopen.
Ipsos Mori (UK)

59. FOCUS ON
THE FAMILIARStick with what people know and love
about you. In this equally disruptive
adjustment period people will be looking to
escape; they will seek out things that make
them feel comfortable and safe in a climate
of hyper instability.

60. CHAMPION
THE LITTLE
THINGSSimple pleasures are in. Going for a
coffee with a friend, cycling into
work or browsing the shops will
feel like real treats, and offer the
variety that people have been
denied for so long.

61. RETHINK
EXPERIENCEIn a reality where large gatherings aren’t
an option, what is the new shape of
experience? How do you make
something feel big, exciting and tangible,
without it physically being there?

62. Supermarket employees are key
workers. NHS workers received the
biggest round of applause ever
(probably). There has been a shift in
what people look up to and value. The
people we look up to are everyday
people who protect and serve.
SPOT THE NEW
ROLE MODELS

63. SUPPORT
COMMUNITIESLocal is more powerful than ever. We’ve
discovered a new found appreciation for
those who around us and communities
are now stronger. How do brands help
support local, or provide intimacy in the
same way that local does?

64. PREPARE FOR
ANOTHER HITWhether it is a second wave
of COVID-19 or a recession,
be ready because it is
coming.

65. PROVIDE
THE LIGHTAs Kubrick once put it,
“However vast the darkness, we
must supply our own light”.
Models, data and guesses aside,
this is a unique moment in
history to make brands better.
We shouldn’t miss it.

66. A LOOK INTO
CATEGORIES

67. We have analysed many different categories and collected the
data, models and hypotheses for them into one place. In the
interest of keeping this briefing short, please get in touch with
ellie.ring@bbh.co.uk to set up meeting on your category.
POST COVID
CATEGORY
CONTEXT

68. EXAMPLES OF
CATEGORIES ANALYSED
GAMING AND
ENTERTAINMENT ENERGY PETCARE
CONSUMER
HEALTH
FOOD
DELIVERY
CONFECTIONARY FASHION
PERSONAL
CARE LUXURY BEER
TRAVEL EYEWEAR FMCGBEAUTY RETAIL

69. While optimism slowly returns and countries cautiously re-open, we can
look at how the past dealt with previous economic shocks and look into the
near future with countries that are further along the curve for guidance.
The voices that claim systemic and fundamental change to life and
marketing are probably overstating it. The voices that claim life will return
to exactly how it was are probably missing the point. We would always
argue for a data-led position but with imaginative possibilities.
Seen this way, emerging well from COVID-19 will be about positioning for
how people will spend differently and where they will buy. While there may
be a more aggressive version of ‘value’ and ‘premium’ audiences, digital will
become ever more crucial.
But more broadly than that, it’s a moment in time, an excuse, to make
brands better for people. We cannot predict the future, but we can help
shape it. We believe we should make some lemonade from these lemons.
SUMMARY

70. BBH is a global marketing agency with clients including
Samsung, Nike, Tesco, Audi, Google, Absolut, American
Express, Burger King and many more. This briefing is intended
to share instructive examples and data to guide marketing
discussions. For more specific strategic consulting on
COVID-19 please get in touch with ellie.ring@bbh.co.uk
www.bartleboglehegarty.com

72. A lot of curious and wonderful things and ideas have bubbled up because of
COVID that we’ve been keeping track of. Here are some of our favourites.
SECRET
BONUS
PACK

73. CORONA
CLUBBING
Production Club's concept for the
personal protective equipment
(PPE) suit, called Micrashell, is
designed to offer people a way of
safely gathering and partying at gigs
and nightclubs during a pandemic.
"After witnessing the events industry
fall into an unprecedented recession,
and seeing large groups of people
ignore social distancing directives in
order to go out and party, we felt
obligated to address both issues and
find a solution that benefited all,"

74. WILDLIFE IN
VENICE
CANALS
Animals re-inhabiting human spaces

75. Many are turning to arts & crafts to pass the time,
but some may be taking it too far...
LINK

76. While the amount of PPE like masks, gloves,
etc. has increased thanks to designers and
brands pitching in to help, in the early stages of
the pandemic many shoppers got creative when
it came to protecting themselves while
in-store.
PARANOID
APPAREL

77. ZOOM RAVES
AKA CLUB QUARANTINE
A natural progression for party goers… DJ sets have
found their hottest new rave location on Zoom.

78. REINVENTING
SPORT GAMES#Stayathome made people more creative, coming
up with innovative ways to play their favourite
games

79. TV SHOWS GO
ON – FROM
HOME
Parks and Recreation (2009-2015) is holding a
digital reunion, showing how the characters are
coping with lockdown.
Saturday Night Live is also continuing virtually,
with cast members filming their sketches from
home.

80. LIVE MOVIE
WATCHALONGS –
WITH THE STARSGoldenEye with Pierce Brosnan; Jurassic Park
with the no-longer-a-kid star...

81. CELEBRATING
MILESTONES
VIRTUALLY
Minecraft graduation Ceremony

82. TALENT
SHOWS
If you’ve heard the phrase
“QUARANTINE.
QUARANTINE.
QUARANTINE.” in the past few
weeks then you’ve seen a lot of
dancing, seen a lot of milk being
spilt and seen a lot of money
donated.
Entertainers (most notably Tory
Lanez) are hosting talent shows on
Instagram live to occupy the time.
Those showing their talents are
rewarded with Cash App
donations being sent to them by
viewers.
Brands are getting involved too.
PrettyLittleThing sponsored Tory
Lanez’s Quarantine Radio with
$20,000 to give away to a winner.

83. DATING HAS
GONE VIRTUAL
And so memes and dark Twitter
humor of virtual dating are going viral.

84. SINGAPORE
DEPLOYS ROBOT
DOG TO
ENCOURAGE
SOCIAL
DISTANCING
Municipal authorities are using Boston Dynamics’ four-legged Spot robot to
remind park visitors to keep a safe distance from one another.
The robot is fitted with cameras that will be used to estimate the number of
visitors to the park, but won’t collect personal data or use the video to identify
individuals. Spot is remotely controlled, but it has built-in sensors to stop
collisions and will be accompanied by a guide. If the trial is successful, NParks
says the robot could be deployed full-time during peak hours in the park.
Using the robot will reduce the need for staff to patrol the grounds, says
NParks, and it “lowers the risk of exposure to the virus.” According to local
newspaper The Straits Times, the board is also considering deploying the
robot elsewhere in the city. Signs posted in the park ask visitors not to
“disrupt” the robot on its patrols.

85. SOCIAL
DISTANCING
IN PARKS

86. IKEA LOCKDOWN
FURNITURE
Turn IKEA stuff you’ve got already into lockdown fantasy buildings. Perfect change of scenery for those who need an escape but can’t leave home (Dezeen).