After Covid19, Toyota's Blockchain Foray, and Music Streaming is Down

Off the Blocks | Vol 107, March 24, 2020

The COVID-19 pandemic is creating a lot of turbulence worldwide and is bigger than anything that I can think about. Most industries are shutting down and companies will see a sharp fall in their business as both supply and demand are disrupted. I am taking this time to help startups tide over the challenges. Join our ecosystem, Velocity, and let us know about your top challenges. Our network remains strong and with access to 25+ countries, we are in a unique position to create collaborations and unlock value in these turbulent times. Interesting things are still happening, and resilient entrepreneurs will come out stronger on the other side.

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Navigating Through Cloudy Skies

In the last 2 weeks, CEOs have been inundated with plenty of takes on what (not) to do to steer their companies out of the uncertainty imposed by the COVID19 crisis globally. As a startup founder, it can be incredibly hard to keep the focus. CEOs who have not had exposure to the dot com bust or the financial crisis of 2008 will do well to heed the advice of experienced professionals who not only survived those market meltdowns but came out stronger. As fund-raising becomes harder, valuations drop, runways shorten and revenue opportunities evaporate, lessons learned from past mistakes will be valuable for founders today. Yet at the same time, it would be myopic for well-capitalized companies to focus on today - as my partner Xavier Simo likes to say, they should [always] be prepared for “What happens the day after [the crisis]?”

The article below first appeared on BCG and is a good read for some immediate actions that CEOs and founders can make and plan for the journey ahead. The clouds will obviously part, but would you be in a position to fly in clear skies?

Big Decisions for CEOs Right Now—and Urgent Questions About the Time After

Everyone is scrambling to come to terms with the outbreak of COVID-19. That includes business leaders, of course. In the past days, we’ve heard from CEOs about the questions they’re asking and the steps they’re taking. We recommend a set of immediate actions as well as a set of critical questions that CEOs should ask about something difficult but important to address right now: how to plan for what comes after.

The COVID-19 outbreak is an unprecedented situation for governments, companies, and societies. Business leaders should respond promptly and with urgency. This is a key moment for leaders to step up and do what’s right to protect people, customers, and the company. CEOs should:

  • Establish a rapid response room and step up communications. Every leader needs daily—in some cases hourly—updates about the state of the marketplace, the state of operations, and the key issues the organization is facing. The issues list changes constantly. It’s important to have a virtual response room, an all-in-one, decision-capable “place” (which will probably be online) where key players can convene several times per day, ready and able to work the problem. Define a crisis communication strategy: Who communicates what to whom? And with what frequency? The audiences will be your own people, extended leadership team, customers, and business partners.

  • Stress-test the top line, P&L, and cash flow. Establish detailed modeling of your top five markets to estimate how they will develop and to gauge key sensitivities in the P&L. As with the critical-issues list, this needs to be an agile model. It must be updated every 48 hours as the crisis unfolds.

  • Instill commercial urgency in the front line. Even in this severe downturn, there are pockets of growth. Where are they? Online? Or in select customer segments or geographic areas? Charge your frontline teams with finding opportunities wherever and however they can. They need to organize a fast ramp into online sales channels in order to take the company from offline to online, not only for consumer channels and resale but for all B2B selling. Here, too, creative and agile models work: if you are caught off-guard or if conditions change suddenly, the commercial operation must respond. The emotional stress of the emergency and the reality of remote work make this harder—but much more important.

  • Stay loyal to customers. Loyalty isn’t just a matter for your front line—it’s an imperative for you and your leadership team. Your customers are under the same stress you are. If you can help your most loyal customers with solutions that make a difference, you will tighten the bonds, and that closer relationship will persist once the emergency is over.

  • Build contingency operational plans. The resilience of critical system operations is vital to your organization’s mission and survival. Even if you have closed many of your operations (for example, your retail bank branches, your production plants), your back-end and online systems need to continue functioning in order to meet your customers’ needs. Determine what it takes to establish and maintain operational and supply chain certainty, including how to operate with a workforce impacted by infection or illness.

  • Protect your people. Health and hygiene come first: if your people don’t stay healthy, you don’t have a company. Establish remote-working practices, not just the basics but how to work effectively and productively while maintaining social distance.

  • Engage with your staff. This is the time to leverage the purpose of your company and have leaders engage with staff on a frequent basis. Address your people’s panic and fear head-on. Be honest, be transparent, and convey that you share their concerns, but remind them that you will all get through this as one strong team. Take steps to meet practical challenges; for example, support working parents who have to take care of their children and provide for home schooling while continuing to meet their responsibilities at work. Decide how much flexibility you can provide during this very stressful situation. Be inventive. In China, one company is holding online singing, dancing, and sports competitions, as well as yoga classes—all ways to build bonds among people who are isolated at home. Remember to continue to reward and recognize your top performers and stay close to them.

  • Reduce the burn rate wherever possible. Make decisive but no-regret moves. Stop salary increases, freeze hiring, reduce the head count of low performers, reap the savings from cancelled events, and significantly decrease marketing during the peak weeks of the outbreak. At the same time, identify radical cost levers to pull at certain trigger points as the crises unfolds. Will you significantly cut marketing to save it for later or even cancel some of the spending? Will you pause or downsize new-product launches? Will you close offices? Will you drastically slash your procurement? How tough an ask will you make of your suppliers? Plan today for worst-case scenarios. You need sufficient funds now.

  • Focus on cash management to strengthen liquidity. Your financial strategy should be to preserve cash above all. Build reserves, and postpone capex projects and large opex projects. Reduce your share buybacks. Liquidity should be your sole focus. You need to consider which trading partners are important enough to your value chain that you are prepared to support them and help them survive.

  • Move preemptively to seize advantage. It’s not only your frontline people who should be looking for pockets of opportunity. Even in difficult times, you should look for ways to capture market share where you can—whether it’s the result of behavioral changes as customers move online or to new channels, or because conditions allow you to buy distressed assets that will enhance your portfolio.

  • Harden IT systems. Your IT infrastructure will be under stress as most of your workforce shifts to telework and as other critical operations, such as finance and investment, are forced to rely even more on virtual connections. The strain threatens to hamstring your operations and might make systems vulnerable to cyberattack. Make sure your IT systems and your cybersecurity are both up to the challenge.

  • Remember to do good. The state of emergency means that all of us—and our organizations—are called on to do our part for the community at large. Remember your community and try to help. Identify pro bono opportunities. You will improve your organization’s skills and enhance its reputation in society. And it’s the right thing to do.

Those immediate steps are urgent—but they are not enough. CEOs also need to plan for what happens after the outbreak. The world will be very different post-COVID-19. What are the key changes, and how do you position your company for that altered reality? Here are the main questions you should ask to establish your longer-term imperatives:

  • What is the “shape” of the recovery—V-, U-, or L-shaped, or none of the above? Several recovery scenarios are possible. China is in a V-shaped recovery, a sharp downward plunge followed by a sharp return to something resembling a normal level of business. Japan, Korea, Hong Kong SAR, and Singapore are all following the same path as China. Europe and the US talk about “flattening the curve,” slowing the rate of infection instead of eliminating it. Flattening the curve might be the only option in some places, but it means a longer timeline and a drawn-out recovery of several quarters or perhaps several years. CEOs must watch the initial signs and the developing trends in order to assess how the recovery is evolving and should then synchronize their company’s resources and investments to the rebound.

  • What will change for good? Depending on how long the outbreak lasts, and how severe its impact is, long-term changes are likely. Will consumers return to their old behavior patterns—retail shopping, going to events—or will they stay online (and avoid mass gatherings) after the all-clear signal is given? Will there be new opportunities, such as a renewed commitment to health and wellness? Will B2B customers change their buying patterns to exclusively online purchasing? How will supply chains operate and with what new safeguards? Will travel patterns change in a way that affects the business? What will be the future role of physical events and other traditional forms of marketing and promotions? Considering that demand for more comprehensive health care systems and insurance seems likely, how will health insurance costs change and what will be the impact of those changes?

Right now, none of us can say what the future holds. But by acting urgently, making the right immediate moves, and asking the critical long-term questions—and doing that all the time, for the duration of the outbreak—you and your organization will be better prepared for whatever comes. We urge you to take a leadership perspective and seize this moment of truth.

The above first appeared on BCG on March 20, 2020.

Now some significant news from the world this week.

  1. Automotive | Toyota Reveals Blockchain Lab Exploring Auto-Industry Applications: Toyota revealed a previously launched "cross-group virtual organization" known as Toyota Blockchain Lab on March 16, announcing the group had been operational since April 2019 alongside four other Toyota group subsidiaries. The group is hoping to better understand the applications of blockchain within the auto industry.

    Blockchain is expected to be a fundamental technology that supports connecting people and businesses more "openly," in a manner that provides safety and security.

    Toyota will be exploring further possible uses for blockchain technology in a few key areas including supply chain management and mobility to create future value by "accumulating technical knowledge" and "promoting solutions" for applications in business, declaring that the timing was "necessary." [… Read More on Coindesk]

  2. Argentina | Gas Regulator Launches Blockchain Network, Expands to Whole Country: Argentina’s natural gas regulator, Enargas, approved the expansion of a blockchain-based gas distribution tracking platform. The system was already piloted by a local distributor servicing over 2 million residents. Gasnet aims to manage service providers, carry out transactions when new installation or reconnection certificates are registered, and improve regulatory oversight. To achieve that, the network utilized RSK smart contracts and its RIF second-layer solution. It was launched in collaboration with Argentina-based software development company, Grupo Sabra. RSK and Grupo Sabra started developing the network for Gasnor in 2019. Now, Enargas authorized the expansion to a national ecosystem available to all distributors willing to adopt it. The regulator and Gasnor are both running their own nodes of the Gasnet network. [… Read More on CoinTelegraph]

  3. China | China Launches National Blockchain Network in 100 Cities: Next month, an alliance of Chinese government groups, banks, and technology companies will publicly launch the Blockchain-based Service Network (BSN). It will be among the first blockchain networks to be built and maintained by a central government. Think of it like an operating system, where participants can use existing blockchain programs, or build their own bespoke tools, without having to design a framework from the ground up. BSN’s proponents say it will reduce the costs of doing blockchain-based business by 80 percent. By the end of 2020, they hope to have nodes in 200 Chinese cities. Eventually, they believe it could become a global standard. The BSN will let programmers develop blockchain applications without requiring them to do so much heavy lifting. The white paper estimates it will cost businesses, on average, less than $300 to deploy an application on BSN. [… Read More on IEEE Spectrum]

  4. Japan | Sake Producers to Use Blockchain to Foster Supply Chain Transparency: In a bid to bring more transparency to the supply chain of Japanese sake and fruits, EY Japan will use a distributed ledger technology-enabled (DLT) platform to share information including origin and delivery records with foreign customers. The move is expected to help brewers and producers differentiate their products from counterfeits. This, of course, will happen once a stable business environment has been established in the area following the recent Coronavirus pandemic. For the uninitiated, Sake is an alcoholic beverage made from fermented rice. The SAKE Blockchain platform will enable customers to retrieve all pertinent information about Japanese sake. The information about the beverage will have details including the place where it was brewed, its quality control along the distribution chain, including temperature records. [… Read More on BTC Manager]

  5. Healthcare | Coronavirus could be the tipping point for blockchain-powered telemedicine: Telemedicine (or telehealth) is the remote use of telecommunications to deliver care—for example, trading the typical doctor’s appointment for a private, secure video call with a medical professional. Telemedicine services have reported unprecedented demand in recent weeks, while state and federal governments are clearing some of the previous roadblocks to its expansion. [… Read More on Decrypt]

    The real question is, how will telehealth advance in such ways that mobile and/or web applications have access to more advanced clinical decision support features powered by technology, such as AI-trained computer vision? Once this threshold is crossed in a meaningful way on a global level, the intake relief provided to our healthcare system from telehealth can truly experience exponential growth. Most blockchain-based healthcare apps have this benchmark built into their MVPs.

The Final Word | Music Streaming Is Down in the Time of Social Distancing

Music Streaming

As the spread of COVID-19 isolates more and more Americans in their homes, many thought that they would be coping by streaming more music — and, in turn, helping to soften the inevitably catastrophic blow that the pandemic will have on the music industry. But that doesn’t seem to be the case so far. According to numbers from Alpha Data, the data analytics provider that powers the Rolling Stone Charts, streams in the United States actually fell last week, failing to offset a far more grim downturn in album sales. During the week of March 13th through March 19th — the week restaurants and bars across the nation closed and more Americans self-quarantined — streams dropped 7.6 percent, to under 20.1 billion. Programmed streams on services like Pandora dropped 9 percent to just under 3.5 billion, while on-demand streams (audio and video) dropped 7.3 percent to 16.6 billion. Dropoffs off this magnitude are rare, with the exception being the week after Christmas, as listening starts to return to normalcy after a busy streaming week. [… Read More on Rolling Stone]

About Proteum
Proteum is a global blockchain investment and advisory firm that works with public, private and start-up companies to help them transition into the world of blockchains and decentralized applications. We help companies strategically build their ecosystem and unique capabilities so that they can own and control their future. Velocity, our innovation hub, invests in and accelerates the time to market for startups and emerging ideas. |  | Twitter: @proteumio | Velocity