Interesting how you put that Ttb. I've been listening to a lot of economists lately, as we all are I guess, and one of the more prominent ones believes that the share market will not recover for the next 25 years. His belief is that it "might" bounce for a bit when this virus is contained and then, like you say, recede under the burden of debt. Then in an almost throw away line, he added, it would be different for certain penny stocks. He didn't explain himself on this point but it's not to hard to figure this out. Any technology, device or invention that has the potential to cut costs or aide in efficiency, must be getting looked at closely right now. You would imagine that any of the big multi nationals like DB Schenker, Scharff etc., would have to be looking very seriously about cutting costs. Perhaps, in the past, these multi nationals were only toying with the idea of signing up a company like Yojee. Maybe now they will be taking a much more serious approach.
It's anyone's guess as to how the Corona era will play out. It will all depend on how long this lasts. I agree, it's a huge plus that Yojee has cash in the bank. They are also diversifying. I received an email asking me if I'd like to participate in a plan involving deliveries from supermarkets to customers. Can't fault them for not trying.
Below is another email from senior management. Good luck to everyone and stay safe
Hi All,
https://www.youtube.com/watch?v=Br0FqIuWAHA
This in-depth video is lead by Yossi Sheffi, Director of the MIT Centre for Transportation and Logistics, and goes into some detail about what businesses should be bearing in mind, and how this crisis compares to past crises.
We watched the whole thing (a few times) so you don’t have to. Here are the main take-aways:
Create an emergency management centre: For large companies, this is a war-room, in operation round the clock. For small companies, this is a regular meeting (or call) between the people designated to be the leads for all crisis-related communications. This centralises information and decision-making functions. All information comes to one place where people can take stock and make quick decisions.
Set up communications protocols: They recommend daily communications with all company stakeholders (staff, customers, suppliers etc.).
Define who has decision making authority: For larger companies, this is not the CEO, COO, or directors. They should be focussed on the dialogue with investors, media etc. but should be kept up to speed on everything as it happens.
Take care of employees: Put safe, actionable steps in place to protect employees.
Have comms ready for all stakeholders: Employees, customers, suppliers, media, shareholders, analysts, community.
Create a contingency plan for the worst: Have a plan in case key personnel fall ill. Who will step in? How will this be communicated? Who needs to know?
Review of Suppliers and Subcontractors: Who is being affected? Where are their upstream partners and is it a hot zone? Do they anticipate that they can fulfil their obligations? Will there be disruptions? Is there anything they need to know from you?
Plan for the recovery: They stress the importance of having a strong action plan in place to help the company bounce back after the crisis fades away.
Though it is unique in many respects, the COVID-19 situation shares similarities with all other global crises, in that we need to bear in mind the following: prevention, detection, and response. Where countries and companies fail it is because one or more of these are not addressed in a timely fashion. There are many factors over which we have no control, so it is all the more important to make the most of the factors that we can control.
We hope everyone stays safe during this difficult time.
