How to map out your company's future scenarios
Posted: Mon Jan 20, 2025 6:37 am
Leaders believe that after the quarantine ends, the recovery will be slow. Omar points out that some sectors will have slower recovery cycles, such as tourism and events. And sectors that represent needs, for example, dentistry and beauty salons, will return to operation more quickly.
He also highlights his concern: “If the number of cases explodes and we have to resume quarantine, I believe the situation could get even worse.”
Everyone stressed the need to not wait for government high school coaches email list action and to anticipate it, making checklists for possible scenarios. In addition, it is important to consider that each economy works differently and at different paces.
An interesting example given by Fábio was that in the United States, it is now easier to fire and hire employees, the cost of firing is low, and unemployment and hiring are fast. Unlike Brazil, for example, where the cost of firing an employee is up to four months.
The CEOs listed some points that could influence future decisions, such as the drop in existing customers and sales, the variation in revenue, cash flow and company costs, as well as external factors, such as benefits offered by the government.
The cash, revenue and cost factors guide Bruno's vision of the future. Taking into account factors such as price, number of orders, number of customers, variable and fixed costs, he says that he forms his thinking and maps out possible paths from there.
Omar suggested getting ahead of political decisions, taking advantage of the facilities offered by the government to postpone tax payments and negotiating deadlines with your suppliers, keeping a cash reserve for emergencies. Even if you are not sure that you will need it, do not take advantage of anyone at this time, as everyone is in a far from ideal situation.
Companies have to help each other. Don't think about coming out of the crisis better than when you went into it. You have to read, try to extract and filter what you hear to make the best decisions.
He also highlights his concern: “If the number of cases explodes and we have to resume quarantine, I believe the situation could get even worse.”
Everyone stressed the need to not wait for government high school coaches email list action and to anticipate it, making checklists for possible scenarios. In addition, it is important to consider that each economy works differently and at different paces.
An interesting example given by Fábio was that in the United States, it is now easier to fire and hire employees, the cost of firing is low, and unemployment and hiring are fast. Unlike Brazil, for example, where the cost of firing an employee is up to four months.
The CEOs listed some points that could influence future decisions, such as the drop in existing customers and sales, the variation in revenue, cash flow and company costs, as well as external factors, such as benefits offered by the government.
The cash, revenue and cost factors guide Bruno's vision of the future. Taking into account factors such as price, number of orders, number of customers, variable and fixed costs, he says that he forms his thinking and maps out possible paths from there.
Omar suggested getting ahead of political decisions, taking advantage of the facilities offered by the government to postpone tax payments and negotiating deadlines with your suppliers, keeping a cash reserve for emergencies. Even if you are not sure that you will need it, do not take advantage of anyone at this time, as everyone is in a far from ideal situation.
Companies have to help each other. Don't think about coming out of the crisis better than when you went into it. You have to read, try to extract and filter what you hear to make the best decisions.