Marketing Strategy and Implementation in the Covid-19 Era ...

CUeJAR Volume 3 | Issue 2 | 2021

City University eJournal of Academic Research (CUeJAR)

e-ISSN : 2682-910X

CUeJAR Homepage: https://www.city.edu.my/CUeJAR

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CUeJAR

Received: 9th March 2021

Revised: 15th June 2021

Accepted: 30th June 2021

Marketing Strategy and Implementation in the Covid-19 Era. A Literature

Review

Masri bin Abdul Lasi 1, Norhaniza binti Abdul Latiff 2, Md Sairolazmi Saparman3,

Sallina Mohamed Salim4, Nur Zafirah Abdul Rahim5

1 City Graduate School, City University, Malaysia (Orcid:0000-0003-3285-189X)

2 Research and Postgraduates Studies, Sunway University, Malaysia 3General Studies Department, Sunway College, Kuala Lumpur,

4City Education Online, City University Malaysia, 5Faculty of Business and Management, City University Malaysia.

Abstract

Purpose: Covid 19 attack on global level has thrown many challenges to many sectors

and business is not an exception here. It has shaken the economies of developed,

underdeveloped, and developing countries. The aim of this study is identify how

companies can adapt their marketing policies and strategies during the COVID-19 crisis.

We discuss the effects of COVID-19 on consumer behaviour and elaborate on the

consequences of this disruption for marketing strategies.

Methodology: In completing this study, a qualitative analysis method was carried out.

This research was to analysed the finding from the previous research in area marketing.

This paper identifies various policies and strategic options that businesses are presently

using.

Result and Discussion: From previous studies, this crisis shows similarities with changes

in consumer behaviour and the way marketing is conducted during economic downturns.

However, it also displays different features of down cycles, such as the accelerated

transition of use between categories and the accelerated transition from offline to online

behaviour especially for Malaysians.

Conclusion and Recommendation: This pandemic era offers many opportunities for

marketers to demonstrate their value for companies which either are hurt by COVID-19

or are doing well by facilitating how we deal with the unprecedented situation caused by

this pandemic. The same holds for marketing researchers who study transient and

permanent effects of COVID-19 on consumer behaviour and how marketing strategies and

marketing policies can be adapted by company.

Keywords: Marketing Strategy, Consumer Behaviour, Marketing Mix, Marketing Implementation, Covid-

19,

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Marketing Strategy in the Covid-19 Era

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1.0 Introduction

The pandemic of coronavirus disease (COVID-19) affected everyday lives

severely (Soliman, Ivanov and Webster, 2021). To preserve their lives and prevent

the further spread of COVID-19, many Malaysian customers and customers in

another country have accustomed to their buying habits. According to research

conducted in Malaysia by Rakuten Insight, 62% of respondents reported increasing

online shopping, since their families were socially distant and wanted to decrease

their time away from home by May 2020. The same surveys show that during the

pandemic Malaysian prefer to do online shopping.

The COVID-19 epidemic has altered the space for customers in Malaysia as

customers progressively change from offline to online shopping (Baker El-Ebiary

et al., 2021). Closing physical businesses due to lockdowns, strict standard

operating procedures, and social distance measures resulted in an increase in

online purchasing by customers, hence accelerating the rise in e-commerce

markets in Malaysia; The Malaysian e-commerce market is predicted to have

recorded growth of 24.7% in 2020, according to Global Data’s E-Commerce

Analytics. By 2024, a compound annual growth rate (CAGR) of 14.3 percent is

predicted to expand to MYR51.6 billion ($12.6 billion).

Malaysia is one of Southeast Asia's fastest-expanding e-commerce

marketplaces, driven by increasing Internet penetration and smartphone access, a

growing population in the middle, and technological knowledge. This increase was

further accelerated by the concern of the transmission of viruses via cash handling

and visiting physical stores during the COVID-19 epidemic (Natali and Terlizzi,

2021).

The worldwide recession can be expected to have long-term effects. The

COVID-19 crisis will likely have substantial consequences for our way of living,

working, and shopping, and more specifically for consumer behavior (Ghazalle

and Lasi, 2021; Hassan and Soliman, 2021). This means it will affect almost all

businesses. To be able to continue meeting consumers’ basic needs, and to

maintain employment levels (Widjaja, Khalifa and Abuelhassan, 2019), companies

must limit the damage as much as possible. One of the tools available to achieve

this is through marketing (Binnawas, Khalifa and Bhaumick, 2019; Ahmad and

Lasi, 2020).

In this article on marketing and COVID-19, we discuss what previous research has

revealed about how companies can adapt their marketing policy in times of

crisis. We first discuss the effects of the unprecedented disruption caused

by COVID- 19 on immediate and long-term consumer behavior.

We subsequently elaborate on the consequences of this disruption for marketing

strategies and marketing policies.

2 Literature review

2.0 COVID-19 and the Consumer Behavior in Malaysia

The COVID-19 crisis is swaying customer behavior and, as a result, marketing

strategies. As COVID-19 becoming a worldwide epidemic and customers are


Lasi et al., 2021 49

changing their buying behaviors, a full market picture is more vital than ever

(Baker El-Ebiary et al., 2021). This study discloses how this changing of behavior

can create new chances for marketers during this challenging situation.

The way marketing was used during (and after) the COVID-19 crisis

resembles (and will continue to resemble) how marketing is done during economic

downturns (Sudigdo, Khalifa and Abuelhassan, 2019). (Hoekstra & Leeflang,

2020) compiled a list of the most important research on the efficacy of marketing

activities during the epidemic. However, the features of this crisis, which will be

followed by a recession (contraction), are distinct from those of a recession. For

example, shifts in consumption are occurring between product categories, in

addition to a drop in consumption owing to weaker consumer confidence, lower

earnings, consumer defaults on loans, and fewer financial means as a result of

dropping stock prices. Parallel to these economic trends, societal distance is having

an impact on consumer behavior drivers (Binnawas, Khalifa and Bhaumik, 2020).

Consumers are being challenged to reconsider their priorities in life, which might

result in new values and purchasing criteria (Abd-Elaziz et al., 2015).

Before the implementation of distancing measures in Malaysia, consumers

were opening their wallets for travel (Alseiari et al., 2019; Khalifa, 2019), dining

out (Khalifa, 2015), art and cultural events (Alseiari, Khalifa and Bhaumick,

2019), personal style, health and wellbeing, nightlife and entertainment (Hossain,

Khalifa and Abu Horaira, 2019), and sporting activities (Abou-Shouk and Khalifa,

2017; Abdulla et al., 2019; Ghazalle and Lasi, 2021). Travel and dining out were

two of the top three Malaysian consumers who spend their cash. However, data

from the covid19 reveal that customers spend the most money on food, in-home

entertainment, and home improvement projects (Hoekstra and Leeflang, 2020).

They also buy most non-food products online and spend much less, except for

leisure and media. According to the Nielsen survey, Malaysian consumers spent

the highest on health items and pantry stockings (Trung et al., 2021). We expect

this cautious spending tendency to continue, particularly when the loan

moratorium period expires, in light of the growing unemployment rate (which

spiked to 5.3 percent as of May 2020, an all-time high since 1998) (Lei et al.,

2021).

Furthermore, according to Commerce Asia, e-commerce in Malaysia has

continued to expand in the first few months of 2020, with a 149 percent increase in

online sales. In the first quarter of 2020, Shopee, one of the region's major online

retail operators, received an average of over 27 million visitors to their platforms

each month. During the first few months of the pandemic, there was

a considerable change in expenditure from wants to necessities, such as food and

infant goods. Lazada Malaysia, its primary competitor, has also noticed a shift in

its customers' purchasing patterns. They responded swiftly by launching a sales

drive on their site, giving discounts and coupons. As consumers make fewer trips

to the supermarket, retailers such as Tesco and Cold Storage have begun

to provide delivery services to satisfy their customers' changing tastes.



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We live in an experience economy, in which customers want to be always

connected, to have alternatives in the present context of reduced spending,

simplicity of use, and an engaging involvement. It has never been more vital to

gain your consumers' trust, which involves providing a secure place for them to

purchase (both online and offline), having the products they want in stock, and

delivering a consistent quality of service (Khalifa et al., 2021). To flourish, firms

and retailers must proactively identify the "anchor" items or services that must be

accessible at all times, such as food, health supplements, ride-sharing, and

fulfillment services (Alghfeli et al., 2021), and make them available across the

supply chain (Mohamud et al., 2017). Businesses must invest significantly more in

the customer experience. Businesses must develop and adapt to changing customer

behaviors and tastes to exist and flourish in the post-pandemic age (Khalifa, Trung

and Hossain, 2021). Businesses may utilize consumer data to better manage

expenses, re-evaluate customer touch points, and curate and design customer

experience as competitive differentiators in today's experience economy (Hossain

et al., 2020).

3.0 Marketers Strategic Plan during Covid-19 Pandemic

Customers may never know how a company's finance or Human Resources

departments react to a huge unanticipated occurrence, but marketing takes center

stage, with its movements reflected in every ad campaign, message, and channel

(Widjaja, Khalifa and Abuelhassan, 2020). Taking the appropriate actions and

communicating the right message can be tough, especially in a fast-changing

environment (Abdulla et al., 2020). Even in the face of a rapidly changing

scenario, all businesses must maintain their integrity and trust. Those that have a

product or service that is well-suited for tough times must tread carefully in the

meanwhile, lest clients believe they are taking advantage of tragedy (Khalifa,

2020b, 2020a).

Predicting how consumer demands, needs, expectations, and purchase

decisions will change is one of marketing's most difficult challenges (Myo, Khalifa

and Aye, 2019; Trung and Khalifa, 2019; Sudigdo and Khalifa, 2020). Customers

will not be aware until COVID-19 disease, concerns, and limitations emerge in

their jobs, communities, and lifestyles. Marketers should not wait for problems to

arise or for the market to point in a specific way before making plans and acting.

Instead, use a four-step action plan to create scenarios, track consumer feedback,

and prepare for marketing adjustments. (bin Abdul Lasi & Man, 2020)

Strategic marketing decisions are made as part of the iterative strategy

creation process. To maintain a lasting competitive edge, a firm takes these

decisions in reaction to the changing aspects of the marketing

environment. (Bourassa et al., 2007). Strategic marketing decisions are necessary

throughout the process of analysis, strategic choice, and execution as part of the

problem-solving process. (Lasi, 2020) concur that marketing managerial decision-

making is critical since it influences the chance of success for any marketing plan.



The Spring 2020 edition of the American Marketing Association's Marketing

News has several instances of how prominent marketers are coping with the

epidemic. Many managers have a short-term perspective and struggle to ensure

that their new, short-term activities remain aligned with their longer-term strategic

goals. At this time, businesses are also advised to calibrate and redefine their

Purposes, Products, Channels, and target Customers. (Hoekstra and Leeflang,

2020).

As a marketer, you should have a plan for refocusing your primary consumer,

product, or service, and you should re-evaluate how you will succeed in your

market. To be successful, you must devise a distinct strategy that distinguishes

your company from its competitors. Price competition is a common approach used

by businesses; however, it is not a favourable one. Consider identifying the main

elements that will distinguish you from the competition so that customers will pick

you over the competitors (Lasi, no date; Qoura and Khalifa, 2016). Every company

must evaluate the consequences of the present crisis on its operations and devise

suitable solutions based on a clear outside-in viewpoint, ideally supported by

scenario-based mitigation plans. Especially in these challenging times, decision-

making must entail a fact-based approach, including the collecting of important

information to analyze alternative possibilities, while avoiding biased data

utilization in adapting their goals and are launching initiatives designed to

contribute to tackling COVID-19. Companies that engage in COVID-19 related

operations either can do so or may profit from fluctuations in demand that occur

during the epidemic. (Hoekstra and Leeflang, 2020).

A clear movement toward e-commerce has ramifications throughout the

company, from supply chain to resources to marketing (Baker El-Ebiary et al.,

2021). The healthcare crisis appears to be pushing higher basket sizes for offline

shops as households stock up, which would amplify the trend that many of our

businesses are already witnessing with consumers shifting to online shopping.

Consumer mobility, alterations in media consumption patterns, supply chains, such

as shortages and worries about items made in China, and economic instability are

all being impacted by the Coronavirus. With this dynamic environment,

businesses must plan their future marketing actions intelligently to either limit

downside risk or grab all potential rewards (Khalifa and Mewad, 2017; Alharthi

and Khalifa, 2019; Alharthi et al., 2019). Some advertisers should keep their

powder dry, while others should increase their marketing spending to capitalize on

possibilities (R. Taylor, 2020). Organizations must pay attention to how this

circumstance is changing the environment and prepare scenarios accordingly,

rather than hoping that no adjustments are required. (Mason et al., 2021). Here are

some instances of the sorts of adjustments in marketing methods and investments

that we are witnessing and anticipate seeing.

1. Investing in marketing strategies that increase internet sales with reducing

marketing spending in efforts that produce short-term sales or business



52

results while maintaining brand-building initiatives — essentially

conserving dry powder.

2. Shifting funds to promote at-home and delivery-based choices (i.e., at-

home fitness solutions/equipment/apps, grocery delivery, restaurant

delivery, etc.) shifts the emphasis away from luxury products and toward

entry-level or daily things.

3. As demand-driven pricing variations in multiple media channels occur, we

are fine-tuning media allocations by strategy.

4. Changes in media supply and demand will influence costs, therefore we

predict that marketers will need to closely control specific expenditure

areas, such as digital, with updated ROIs on new cost levels.

5. Tracking data in local geographies with various levels of effect, employing

trends, social sentiment, and Google query traffic on relevant key phrases

as indicators to advise marketing activities and

6. Including rapid reaction learning to maximize marketing costs and transfer

learning across markets.

Throughout a crisis, it is important to ask: What is consider great marketing

advertising message strategies, and how can you most effectively interact with

customers during the outbreak? How can you use analytics to understand and

satisfy their needs? Data on consumer behavior, spending patterns, and channel

performance, as well as crisis-specific information, should all be taken into

account. While companies try to adapt their production to meet short-term

customer demand, many marketers are adjusting their strategies to meet longer-

term predictions (Khalifa and Fawzy, 2017). Some predict that once the outbreak

has gone, consumers may not return to their previous norm behavior. When faced

with disruption and uncertainty, we advocate utilizing sophisticated analytics to

enhance decision-making and decrease risk, which may be performed against a

variety of conceivable situations. We use decision-making tools, as well as

scenario planning and optimization, to help our clients assess short- and long-term

consequences and better satisfy the demands of their consumers, given a variety of

outcomes.

4.0 4Ps of Marketing during Covid-19.

The marketing mix refers to the basic ingredients utilized in the formulation of a

marketing strategy(bin Abdul Lasi and Man, 2020). For many businesses, COVID-

19 has transformed the four Ps of marketing—product, location, pricing, and

promotion—into four Cs: confusion, calamity, chaos, and complexity. Marketing

strategies were not designed with disruptors such as the coronavirus in mind.

However, responding to the business challenges caused by the pandemic is

something that marketers are well-suited to assist with. That is because as

marketers, we're always motivated to learn and react to our consumers'

requirements and pain spots, develop innovative solutions to address their wants,



and meet them where they are with messages that indicate "we know what you're

going through and we're here to assist”. The rapidity with which leaders and

marketers must grapple with the present atmosphere and devise successful answers

necessitates cutting through the 4Cs of chaos, calamity, confusion, and complexity.

A thorough evaluation of the 4Ps of marketing in the context of this temporary

new normal is a useful concept to guarantee your marketing plan continues on the

best possible track.

But first, let us agree on a common definition. Regardless of differences and

subtleties, at its heart, B2B marketing strategy is an organization's entire approach

to attracting prospective buyers and turning them into consumers of the services or

goods provided by the business. As the coronavirus pandemic has demonstrated,

many firms are unsure how to change their strategy, while others are

demonstrating effective and immediate action.

4.1 Product

The item presented to the market to meet a want, or a need is defined as a product

element. It must be suitable for obtaining, using, consuming, or attracting

customers. (Lasi, 2020). A model for the electronic marketing mix was developed

in a study based on retail selling experience. It was claimed that the product aspect

may relate to product diversity and product assortment. A study discovered that

product diversity has a substantial impact on the perceptions and happiness of

online shoppers. Another study said that the majority of product decisions made by

online market shopping platforms are connected to which items would be

maintained in stock, how much, and what variety. (Altay, Okumuş and Adıgüzel

Mercangöz, 2021) It also found that the diversity and availability of items had a

favorable impact on customer purchase behavior. Product quality is also regarded

as one of the most important aspects of online grocery buying. (bin Abdul Lasi &

Man, 2020).

One of the most severe problems of product-related decisions necessitated by

such significant disruptions is balancing short- and long-term demands. For many,

the issue is, "What product modifications can we adopt today to better serve our

consumers and communities without jeopardizing what we can offer in the long

run?" This has included temporarily restricting options to focus on "critical items"

and decrease supply chain constraints, as well as dedicating a percentage of

manufacturing resources to deliver crisis-related goods.

Unexpected changes in user behavior will also need modifications in product

roadmaps. As Bloomberg explains, Facebook's pivots in the aftermath of COVID-

19 give a good illustration in this regard. After initially focusing on preventing

coronavirus misinformation on the network, Facebook shifted resources away from

in-person focus areas like Facebook Events and Facebook Marketplace to provide

more support, security, and functionality to areas like Facebook Live, Facebook

Messenger, and WhatsApp, where user demand increased significantly. (Mason,

Narcum and Mason, 2021).



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4.2 Place

The Place aspect includes mobile applications for online food purchasing systems

(Ghazalle and Lasi, 2021). The location also comprises distribution channels. One

of the most important aspects of the location element in boosting the availability of

sales channels (Khalifa and Abou-Shouk, 2014; Khalifa and Hewedi, 2016). When

analyzing online grocery shopping platforms, the days and hours that the platform

delivers distribution services to clients may be assessed under the location aspect

(Altay, Okumuş and Adıgüzel Mercangöz, 2021).

During this difficult time, buyers' physical interactions with companies and

receipt of goods and services have also been significantly influenced. The main

challenge for brands and organizations is, "How can we adapt staff and customer

interactions to improve safety while still providing what customers want and

need?". Given the variations in various businesses and models, there is no one-

size-fits-all solution, although several repeating methods have emerged.

Implementation of chat where it was not previously available, or expansion of chat

and phone support hours (Ahmad and Lasi, 2020). Digital platform substitutes for

formerly in-person or sales-driven activities (e.g., self-guided demos, how-to

videos). Delivery choices for product reception and service implementation have

been expanded, as have touchless possibilities. Increases in online instructional

content and FAQs to help with engagement and information collecting from a

distance.

4.3 Price

The only revenue-generating component of the marketing mix is the price factor.

Pricing considerations in online sales are just as essential as traditional pricing

decisions (bin Abdul Lasi and Man, 2020). Furthermore, because there is more

price rivalry among online retailers, pricing uniformity is essential. Pricing

methods include discounts and coupons. Using price promotions, the pricing

pictures on shopping platforms may be altered, and firms' perceived worth can be

enhanced. (Altay et al., 2021). With economic uncertainty and difficulty,

customers are understandably being more cautious before making purchases.

Though pricing is sometimes the most important consideration, spending timing

and conditions are also important considerations.

Businesses and brands must ask themselves, "What pricing modifications,

offers, or changes to purchasing terms can we provide to make prospects feel more

at ease about obtaining what they require?". As many would expect, this is not

only a marketing matter; rather, it will need input from a variety of functional

stakeholders, ranging from Operations to Finance. Even though businesses are

always coming up with new ways to entice customers to buy, the following themes

have emerged to date. Elimination or modification of ancillary costs (e.g., shipping

and handling) to promote purchasing channel shifts. Provisions for late-payments

and additional financing alternatives. Extended free trials and a larger range of



cancellation conditions. Reduced or bundled pricing to accommodate larger

average order volumes, even if profits are reduced.

4.4 Promotion

The promotion element demonstrates how a company is committed to

communicating its products' characteristics and persuading target customers to buy

their products. A study on online grocery shopping argued that the main criteria

regarding promotion are advertising, sales promotion, and public relations (Altay,

Okumuş and Adıgüzel Mercangöz, 2021). Organizations must evaluate not only

the methods or media they employ to engage their consumers and implement their

marketing strategy but also the context of the content they send through those

channels. This raises two interconnected questions during a pandemic;

1. Will audiences continue to seek information about my product or service,

in the same manner, they have in the past?

2. In those communications, what do they need to hear from us?

We know, for example, that B2B companies that have become accustomed to

receiving information through conferences and in-person exchanges are being

forced to rely even more on digital means (Ghazalle and Lasi, 2021). Marketers

will need to make apparent adjustments in promotional expenditure, as well as

some less obvious ones, by paying close attention to performance data that can

suggest where other changes need to be made across the different methods they

employ.

In terms of the themes they convey, B2B businesses should take care to

balance commerce with compassion. QuickBooks is an excellent example. It

repurposed previously scheduled media time and spent on an '80s-themed

campaign with a "salute to their tenacity and determination" aimed at companies

that serve as "the backbone of our economy." The commerce component was

modest, but QuickBooks made it obvious that its "doors are open" and that it is

there to help.

4.5 Understanding of 4Ps and Adaption during Covid-19

The Covid-19 epidemic has resulted in e-Commerce businesses expanding rapidly

worldwide as consumers move to online platforms, making online purchasing the

"new norm." During the pandemic in Malaysia, customers are concerned about

their families' health, their ability to purchase necessities, and their freedom to

travel about. These widespread worries are showing themselves in a variety of

ways as consumers modify their old habits – and embrace new ones. It is obvious

that the movement control order (MCO) has had an influence on not just what

individuals purchase and how they buy it, but also how much they spend when

they go shopping (Ramli and Jamri, 2021)

Marketers confront a significant challenge: how do we deliver our products to

buyers? Distribution is constrained, and several retail chains have had to

(temporarily) close their doors. Companies that have their online platforms have a



56

competitive edge over companies that exclusively operate offline. According to

(Altay, Okumuş and Adıgüzel Mercangöz, 2021), firms who use a multichannel

approach that combines offline and online channels do better in terms of share of

wallet and revenue. Such businesses fared better during the pandemic because they

were already prepared to provide their products and services online, whereas

others were not, and were thus more adaptable to changes in the consumer journey.

Simultaneously, growing demand for their products requires innovative

solutions. Some stores now provide digital sales coachings, such as via WhatsApp

or FaceTime and Live streaming plays important roles. (Mason, Narcum and

Mason, 2021). Companies that do not have their website can sell their items online

by utilizing existing platforms such as Facebook, Instagram, and others (Mason,

Narcum and Mason, 2021).

The increase of online retail and social media usage is sometimes simply

accelerated. The shift in context, however, requires a test of new online behavior

for a particular categories, nations, and consumer demographics. In most markets,

the 2020 Corona Crash will result in lower demand, lower spending power, and a

shift in purchasing behavior in the first year. Using the whole range of business

levers to reach your goals, whether it is to grow sales, profit, or market share, is

important throughout the recovery period. If you want to boost volume, for

example, you should not instantly advise your retail clients to lower their prices.

Advertising may attempt to strengthen brand loyalty, for example, by increasing

social media involvement, depending on where consumers are in the decision loop

following the crisis (Mason, Narcum and Mason, 2021). Alternatively, creativity

may be required to elicit a certain response, such as a repeat or trial buy across

several channels. The increased usage of the web channel enables businesses to

acquire data about new clients. This information may be used to characterize these

consumers (for example, by comparing them to comparable customers based on

their purchasing habits), perhaps leading to the identification of new target groups

(Altay, Okumuş and Adıgüzel Mercangöz, 2021).

5.0 Covid-19 and Marketing Policies

The COVID-19 pandemic has grown into a health, economic, and

humanitarian disaster of historic magnitude and scope. The situation in Malaysia is

made worse by the fact that the government only took office in early March 2020

and is already grappling with a massive debt issue, financial restrictions, falling oil

prices, and the global shutdown's knock-on effects on commerce and tourism. A

successful marketing plan starts with a thorough grasp of the target market. Once

this is determined, the business brand and marketing plan may begin to align with

the target market's viewpoints. The epidemic has necessitated a shift in the

market's architecture, as well as the necessity for every company to rethink its

marketing approach (Chng et al., 2015).

Reassessing and revaluating the business's assets and communications from a

different viewpoint is the first step in developing a new marketing strategy.



Because we live in a world marked by high unemployment rates, economic

uncertainty, and overall worry, messaging and corporate marketing techniques

must be tailored to reflect the societal status and financial problems. It will take a

long time to regain the market share lost to the competitors during this period. As a

result, efficient search marketing techniques will be critical in pushing your brand

and business ahead and prospering in the middle of the epidemic.

5.1 Communication Channel

During the pandemic, many companies are forced to close, with survival reliant on

revised services and digital alternatives. A better communication channel is critical

for organizations to rise above and stand out in a competitive and congested digital

market. Businesses must be present in the digital realm as customers go online. To

stay connected to the target market, companies and organizations must focus on

digital marketing activities such as paid advertisements, search engine

optimization (SEO), social media, and email marketing. With the assistance of a

digital marketing firm, company owners and brands should now take advantage of

the chance to further engage with worried audiences and focus on the actual

relevance of products or services during the epidemic.

5.2 Business Models

Fundamental shifts in consumer behavior, supply networks, and routes to market

are throwing firms off balance in the face of the COVID-19 issue. To assist

navigate uncertainty, executives must accelerate agile ways of working and value

chain change in response to the pandemic. It is now critical to adapt company

models to the present economic environment. With more than 55 percent of global

population is on social media, taking advantage of this and focusing your business

models and marketing efforts on these platforms will result in a lot of client

interaction. While online companies may not be able to fully match in-person

services and experiences, proactive efforts may be made to keep customers

returning from a virtual viewpoint. Giving back to the community by providing

useful tools and smart promotions, for example, may assist to increase brand

recognition and loyalty.

5.3 Digital Marketing

Staying proactive is the best thing brands and businesses can do right now,

especially in these challenging times when everything is unclear. Utilize a digital

marketing firm to begin adapting and readjusting the brand's advertising methods.

It is critical to have a company digital marketing strategy that focuses heavily on

community, connections, and brand development with consumers to offer them a

cause to connect with your brands on a deeper level, which will result in strong

brand loyalty. Find a new business model and strategy, as well as a message that

connects with the community, to put the company in a strong position to maintain

market share when the country's economic activity reaches its new potential.



58

6.0 Conclusion and Recommendation

COVID-19 pandemic demonstrates that digitally native businesses that are

"insight-driven by default" are significantly more resilient and able to tighten their

dominant market positions, even as stock markets are falling. These businesses are

better positioned to handle the crisis, and we anticipate that they will recover and

flourish more quickly once markets and regulatory activities have returned to

normal.

Many businesses have a poor understanding of what efficiency entails. They

are primarily concerned with short-term cost savings at the micro-level, with little

or no regard for the time, energy, and ethical backdrop of production elements that

are employed in their operational procedures (Khalifa, 2018; Alareefi et al., 2019).

Innovations that will help to make the post-COVID-19 age a more sustainable and

ethical economy and society. The COVID-19 may be unprecedented in scope and

generate a great deal of anxiety for companies, but it will pass. This catastrophe

has altered people's decision-making in ways that have never been seen before.

What is most essential for businesses and brands to consider is how to transform

such a big upheaval from a short-term difficulty to a long-term opportunity.

To summarize, this period has several possibilities for marketers to

demonstrate their worth to firms that are either harmed by COVID-19 or benefit

from it by facilitating how we cope with the epidemic. Marketing researchers who

investigate the transitory and long-term impacts of COVID-19 on customer

behavior and how marketing tactics and policies may be adjusted by businesses are

in the same boat.

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