We asked three managers for their feedback after 4 weeks of lockdown:

• Max Aniort, CEO of Le Colectionist: a fast-growing start-up in the tourism world, which manages 70 people and has raised €13M since its creation in 2015;
• Alexandre Pham, CEO of mistertemp' Group: a “phygital” ETI in the temporary employment sector, which has been growing strongly and constantly for 5 years;
• Didier Beauvois, Marketing Director, Hospital Market, Air Liquide Santé International, a large company in direct contact with hospitals and more than 67,000 employees in 80 countries;

The 3 managers allowed us to take a step back on the significant operational issues of the last few weeks and how they adapted. We can structure this feedback around three themes: securing teams and cash flow, managing the ecosystem, identifying opportunities.

1/ Secure the company's cash flow... and the teams

“Cash is king”

We often hear about it in the business world, but it is never more true than in this type of crisis, where cash flow is particularly at risk. The extremely rapid implementation of cash management solutions was essential for Le Collectionist and Mistertemp'.

Le Collectionist was the first company in Ile de France to use the ATOUT BPI loan and the PGE. This reactivity, supported by a real relationship of trust with investors, allowed Max to secure cash flow until February 2021.

Mistertemp' used all possibilities, such as the PGE, but also favored numerous exchanges with banks in order to find the most relevant solutions. Alexandre devoted a quarter of his time to this activity. Regarding the teams, transparency was required for all managers. The lack of information is a source of anxiety for teams.

“We all need to refocus on the urgent needs of our internal customers”

were the words of Didier Beauvois when choosing focuses adapted to the urgency of the situation.

“We are keeping our long-term road plan, we must not slow down, our sector is not going to be called into question”

underlines Alexandre Pham.

Finally, Max and his partner asked their teams to go “remote” one week before the official lockdown date to take the time to make the right choices of location, tools and environment.

The 3 key points

1. Cash flow forecasting: getting in touch with shareholders and funders
2. Communication: transparency and increased proximity with the teams
3. Adaptation: stay the course by rethinking actions

2/ Ecosystem management: take strong actions

Whatever your business, it is essential not to close in on yourself, but rather to strengthen relationships with all the components of your ecosystem.

Even if this is not the first instinct, each of the companies in our round table did it in their own way, according to the associated challenges.

Mistertemp' has maintained or strengthened its relationship with franchisees: an individual call with each of the 120 franchisees in the network, the delivery of Easter chocolates or hydroalcoholic gel.

The Collectionist has maintained a sustained and transparent relationship with shareholders to ensure the best support, both in the implementation of loans and in advice. She defined 3 scenarios and shared them: face the reality of the facts in order to move forward peacefully.

The marketing department of Air Liquide Santé International worked much more closely at the Group level to implement task forces with short decision-making circuits in order to favor quick and pragmatic choices.

Strategic recruitments must be maintained, by adapting to the tools available. Thus, Mistertemp' recruited its CTO remotely, a key position in the organization only by videoconference.

Finally, you have to know how to get out of your comfort zone, admit that you are not infallible, that you don't know everything, and create a real empathic relationship with all teams, even more so when the teams are remote.

The 3 key points

1. Individualization and personalization of the relationship with its ecosystem;
2. Identification of scenarios with key internal and external actors;
3. Development of internal and external teams.

3/ Identification of opportunities: you must seize them!

As the Chinese script describes, the crisis must lead to two actions in parallel: managing the danger, and seizing the opportunities.

It is on this 2nd theme that each of the companies on our panel tackled, and each of the managers is devoting time to preparing for the rebound.

Max and the Collectionist have made a point: foreign customers will not be traveling to the usual destinations this summer. It will therefore be necessary to reorient ourselves towards local customers.

On the other hand, the offer will certainly have a competitive advantage linked to the Covid-19 risk: it is better to rent a villa than to go to a luxury hotel. The company is already studying offers adapted to this new asset.

Finally, new channels will have to be used to increase the impact and the rate of transformation.

At mistertemp', remote work is proving to be a relevant alternative to the numerous trips to an agency. They are already thinking about rebalancing their mix to optimize their potential.

The digital offer is being strengthened with the opportunity to acquire large customers who have a strong business during a period of confinement. An acceleration of this channel is already under way.

Finally, the 10,000 ventilators project carried out in partnership with PSA, Schneider and Valeo allows Air Liquide to open up to a new ecosystem, to nourish new relationships and to learn new ways of working in collective intelligence.

The 3 key points

1. Reorientation of priorities and resources, acceleration of innovation;
2. Accepting uncertainty and strengthening agility;
3. Opening up to opportunities with pragmatism.

In conclusion and in addition to these 9 key points, the strong statements of our 3 speakers allow all managers to put this complementary advice into practice in their companies.

Didier Beauvois
“We are in a force 7 storm, it is navigable but dangerous, you have to adjust the course, the sail while being very vigilant and on deck, with a direction that has not changed.”

Max Aniort
“You have to remain pragmatic and accept uncertainty, identify weak signals and be ultra-reactive to ride the recovery.”

Alexandre Pham
“I think we are going to come out of this crisis stronger with much more agility than before.”

With all the stakeholders, as well as each of the VISCONTI Partners, we are at your disposal to support you on a daily basis in the operational implementation of all its actions in your companies!