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| Question Title: | COVID-19 PANDEMIC AND ITS CONSEQUENCES ON FMCG INDUSTRY & the enhancement for supply chain. |
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XXXXX XXX 59 fast-XXXing consumer goods (FMCG) XXXXXXXX companies XXXXXX in the XXXXXXXXX of Joint XXXXX of XXXXXXXXX, XXXXXXXXXX, XXXXXXXXX XX XXX Registrar of XXXXX Stock XX XXXXXXXXX and Firms (XXXX) XXXXXXXX. XX a XXXX mine XXX the XXXX XXXXXXXX, it represents very high XXXXXXXXXXX XXXXX. XXXXXX XXXXXXXX XXXXXXXXXXX of XXXX than $XXX billion XX of 2015 (bdnews24.com). This XXXXXX XX one of XXX fastest XXXXXXX segments XX the XXXXXXXX. The high population XXXXXXXXX XX XXX XXXXXXX (164.XX million) XXXX the FMCGs XXXXXXXX very XXXXXXXXX. Private XXXXXXXXXXX growth XXX also risen over XXX years, XXXX a XXXXX XXXX in XXX (XXXXXX et al., 2020). XXX growth in FY 2016-XX XXX 7.28% compared to X.XX% in FY 2015-16, XXXXX private consumption growth in FY 2016-XX wXX XX.X% XXXXXXXX XXXX X.X% in FY XXXX-XX (XXXXX star, 2017). Even in XXX harsh economic XXXXXXXXXX XX Bangladesh, the FMCG market XXXXXXXXX to grow at a respectable pace XX over X% (XXXXX et al., 2016). XXX XXX development XX XXXX XXXXXX is under pressure leading XX XXX XXXXXXXXXX of the new XXXXX. This XXXXX XXX XXXXX detected in XXXXX, XXXXX, at the end XX XXXXXXXX 2019. XX the time, XX XXXXXXXXX XXXXX of pneumonia were XXXXXXXX. XXXXXXXXX, XXXXX XXXXXXXXXXXX detected XXX XXXXX XXXXX coronavirus in XXXXXXXX (XXXX-nCoV).
XXXX study is carried out XXXXX a qualitative XXXXoach since this method XX XXXX to XXXXXXX the XXXXXXXX XXXXX XXX it is more fitting XX understand how and why things XXXXXX (Cooper XXX Schindler, 2011). XXXXXXX, XX XXXXXXXX XXXX study as an XXXXXXXXXXX investigation XXXX XXXXXXXXX “an XXXXXXX to XXXXXXXXX XXXXXXX or XXX aphenomenon XXXXXX” (XXXXXX, 2013). XXXXXXXXXX XXXXX XXXXX conversation, literaturereview, document XXXXX, and in-depth XXXXXXXXXX were applied XX XXX achievement XX research XXXXXXXXXX. XXX XXXXXXXX XXX focused on a XXXXX variety of XXXX sources, XXXXXXXXX books, journal articles, government XXXXXXX, policy reports, and conference papers. XXXXXXX XXXXXXX XXXXXXXX were made in the XXXXXXX XXXXXXXXX XXX XXXXXXXXX XXXXX of XXXXXXXXX articles and XXXXXXXXX, and electronic literature databases, XXXX as XXXXXX XXXXXXX, ScienceDirect, Emerald, and XXXXXs. XX XXX a XXXXXXXXXX focus group XXXXXXXXXX XXXX was XXXXXXXXX XXXX 4 stakeholders, XXXXXXXXX XXX CEO XX an FMCG company, a representative from XXXXXXXX XXXXX, amarketing officer, and a distributor XXX are XXXXXXXXX with the XXXX XXXXXXXX. XX XXXXXX this informant XXX XXXXXXX XX their opinion as they XXXX XXXXX engagement with XXX FMCG companies and XX cover the multi-perspective. The samples are chosen based XX the nonprobability XXXXXXXX XXXXXXXXXX focus XX XXX XXXXXXXXX sample due to the unavailability XX the XXXXX XXXXXXXXXX XXX XXX respondents have the characteristics to XXXX fill the research inquiry.
The XXXXXXX XXX XX stepped up XX more XXXXXX stay XXXXXXX XXX XXX XXXXXX of XXXXXXX orders XXXXXX is XXXXXXXXXX. As a result, XXX XXXXXXX's contactless XXXXXXX gateways XXXXXX XXXXXX a rise in demand. In the XXXX XXXX, discretionary classes might XXXX XXXX XXXXXX than simple XXXX. XXX XX're going XX XXX XXX practices XXX XXXXXX XXXXXXXX conduct. XXX XXXXXX XX XXXXXXXXX would switch to XXXXXX XXXXXXXX instead XX visiting XXXXX XXX XXXXXX XXXXX, XXXXX has increased demand XXX faster XXXXXXXXXX and highlighted XXX XXXX XXX better, XXXX agile inventory, XXXXXX XXXXX XXXXXXXXXX, XXX last-mile XXXXXXXX. Going XXXXXXX as a strategy, the priority XX XX get the XXXXXX XXXXX back on track, get XXXXXXXXXX up and running, and XXXuring XXXX XXXXXXXXX XXXXX XXX available. The XXXXX is on XXXXXXXXXX XXX production of XXXXXXXXX XXXXX. The next objective XX to keep XXX XXXX XXXXXXX XXXX and XXXXXX. XXX XXXXXXXXXX XXX XXXXXXXXX in the revised XXXXXXXXXX XX XXX transport of XXXXXXXXX items and the XXXXXXXXXX of essential and XXX-essential XXXXX. The XXXXXXXXXXXXXX is XXXX XXXXXXXXXX XXX XXXXXXXXXXXXX. XXXX-XXXXXXXXXX companies XXXX are more agile and XXXX to XXXXXXX XXXXXXXX demands XXX in a stroXXXX XXXXXXXX XX XXXXXXX more quickly from the XXXXXXX crisis. Both XXXXXXXXXXXX, XXXXXXXX, agencies will work together to XXXXX this issue.
XXXXXXXXX must learn lessons XXXX XXXX crisis in order to prepare for XXX future. XXX XXXXXXX XX XXXXXXXXXXXX, XXXXXXX, should XX the XXXXXXXX. XXX effectiveness XX XXXXXXXXX XXXXXXXX is highly XXXXXXXXX on XXX XXXXXXX and quantity of XXXX XXXXXXXXX at XXX XXXXX XXXX, XXX XXXXXXX communication and XXXXXXXXXXX between partners are vital (XXXXXXXXXXXXX XX al., 2019; XXXXX XX XX., 2019). Information sharing and cooperation XXX seen as effective XXXXXXXXXX XXX the XXXXXXXXXX XXX control of XXXXXXXXXX diseases. XXXX the management XXXXXXXXXXX, XXXXXX this unprecedented period in XXX XXXX (XXXXXXXXXX, uncertainty, XXXXXXXXXX, and XXXXXXXXX) XXXXXXXXXXX; XXXXXXXXXXXX XXX decision-making capacity XXX necessary to sustain the XXXXXXXX XXXXXX. As a result, XXX introduction of organizational resilience XX a XXXX for XXXX. XX order XX provide a more comprehensive understanding XX customer XXX XXX management behavior, we are XXXXXXXXXXX XXXXXXXXXX XXXX this report. XX a result, XXX XXXXXXX XXXXXXXXXXXXX XXXXXXXXXXX XX XXX XXXXXXXXXXX XX literature XX establishing a XXXXXXXX in XXX XXXXX XXXX XXXXXXXX the opportunity to XXXXXX XXX XXXXX of XXX XXXXXXXX.
FMCG faces XXXXXXXXXX change XX stay-at-home XXXXXXXXXXX, XXXXXX & wellbeing XXX sustainability dominate the XXXXXXXXX agenda. COVID-19 XXX XXXXXXX XXXXXXX the XXXXXX.
Whilst most FMCG sub-XXXXXXX have XXXXXXXXXX from XXXXXXXXXX consumption XXXXXX in the initial stages XX XXXXXXXXX there have been XXXX XXXXXXXXXX. Alcohol, XXX instance, XX expected XX face a XXXXXXXXXX protracted XXXXXXXX XXXXXXX down XX XX-XXXXX and XXXXXX XXXXXX XXXXXXXX.
In either instance, margin expansion XX set XX XXXXXX XXXXXXX XX XXXXXXXX portfolio mix and XXXXXX one-XXX costs XXXXX XXXXXXXXXXX. Many corporates have XXXXXXX XXXXXXXX multi-XXXX XXXXXXXXXX XXXXXXXXXX, making it XXXXXX XX XXXXXXX further savings.
XXXXXXXXXXX, the pandemic has XXXXX serious questions XX yesterday’s XXXXXX chain XXXXXXXXXX XXXXX prioritised XXX cost production XXX stretching supplier terms. Today, corporates are managing disruption risk through XXXXXXXXXX production whilst supporting liquidity needs of key XXXXXXXXX. All of XXXXX XXXXXXX cash – XXX there XXX other claimants in line. Three XX XX precise:
- Investment:Enhancing digital capabilities XXXXXX the XXXXXX XXXXX
- XXXXXXXXXXXX:XXXXXXXXXX XXXX dry powder may XXX out XX acquire an incumbent, expertise or XXXXXX XX new XXXXXX verticals
- XXXXXXXXXXX XXXXXXX:Shareholders have XXXXXX used to a high XXX XXXXXXXXXX level of cash XXXXXXX
XXXX, the ability XX XX-orient XXXXXXXXXX XX capitalise on XXXXXX XXXXXX will set sector leaders apart. XXXXXX XXXX have resorted to pushing ‘value’ XXXXXX and XXXXXXXXX e-commerce, XXX XXXX XXXX of XXXXX XXXX be to XXXXXXX XXXXXXX top-XXXX growth. XXXXXXXXXX XXXX venture capital style incubators and an XXXXXXX XX XXXXXX XXXX consumers XXX communities through XXXXXXXXXXXXX platforms have the infrastructure to deliver XXXXXXXXXX-XXX XXXXXX. XX the XXXXXX XXXX, XXXXXXXXXXXXX XXX upstream XXXXXXXXXXX or XXXXXXXXXX partnerships XXX XXXXXXX overall XXXXXXXXX XX the supply XXXXX.
Ultimately, a XXXXXXXX focussed XX XXXXXX expansion XXXXXX XXXXXXX XXXXXXXXXXXXX cash XXXXXXXXXXX XXXXXXX internal XXXX flow XXX XXXXXXX financial XXXXXXXXXXX XXX sustainable TSR performance. COVID-XX XXX have XXXXXXX the game XXX XXX rules XX XXXXXXX XXX XXX same.