Reality tea virus

Such exchange pivots on shared agreement, perceptions of value, and communication — each of which was radically altered for many buyers and suppliers during the events of Covid The dominance of face-to-face interactions and exchange which was in many contexts slowly being eroded by online exchange was suddenly severely curtailed by many governments with online exchange suddenly dominant.

Politicians and social commentators, many of whom had previously scolded consumers for abandoning high-street shops and town centres, moved their views regarding online exchange to the point where they acknowledged that pre-Internet, the impact of such a pandemics would have been two or three or even a hundred times worse See e.

Communication means between buyers and suppliers immediately changed as lockdowns were imposed and travel restricted. Skype, WhatsApp, and Zoom and a plethora of others exploded in use and the digital age of online, mobile, and social media marketing went from pre-adolescent through a turbulent teenage right through to adulthood in matter of weeks. Future studies will map and deconstruct such events while the post-pandemic scenery seems likely to be very different.

While changes to core marketing concepts occurred and continue to happen, such changes will reflect the turbulence that Covid caused in the marketing environment. Recessions, down-turns, wars, revolutions, earthquakes, and volcanos seem minor blips when compared to global lockdowns and expansive state interventionism on scale previously witnessed not for a millennium.

The marketing microenvironments of organizations have been hit by a tsunami of change that outweighs any previous fluctuations and reverberations.

The ways in which companies operate have been altered by social distancing and forced lockdowns that necessitate radical changes to operations and set-ups.

The supply chain globally was largely severed during lockdown and local supply-chains stretched to breaking-point across most industries and sectors. Hatchman, Across the globe, restaurants switched from fine dining to take-out makers; fast-food deliverers expanded their role to become supermarket shoppers and deliverers see Whitbread, Advertising and media companies have needed to develop campaigns and responses in days when earlier efforts took months and years.

Public safety campaigns and other social marketing efforts will be scrutinized and lessons learned and enshrined in new theories and grounded insights. The context of competition has also changed. During the pandemic consumers, publics, and governments required and, in some cases, forced, collaboration for the good of all.

In this regard, past competitors became collaborators out of need — the Formula 1 initiative to design, manufacture, and supply ventilators at incredible speed being an illustrative example see de Menzies, Post-pandemic, retrospective research will scrutinize such efforts and practitioners from previously adversarial organizations may well reflect on the benefits and reward of collaboration.

In the marketing macro environment, fundamental changes happened for which the repercussions will resound for decades. Economically, the global economy has been profoundly affected. Dwarfing the impact of austerity regimes, Covid measures closed entire sectors, forced industries to move, almost exclusively, online, and radically changed the nature of consumer spending.

Prior to lockdowns grocery retailers in particular had unprecedented sales while online entertainment and connectivity organizations thrived on massively increased demand.

Other sectors the like housing and automotive industries were hit extremely hard and the rebound and waves of fluctuating demand and supply will likely continue for many years. Politically, almost all countries saw sweeping changes to ideologies that severely imposed on previously-cherished doctrines of freedom of movement and market-economics amongst many others. The state took over many industries in many countries and the long-run implications of this will resound within countries, regions, and global economies.

Technologically, while politicians hailed the Internet as a lifesaving medium quite literally in virus-tracking countries — particularly in Asia The Japan Times, , the adoption of technology to replace face-to-face interaction was widespread. As such, media commentators have suggested that the pandemic forced twenty years of technology adoption in twenty-four hours.

Science and technology were thrust into the forefront as scientists, modellers, and researchers were granted immediate funds to pursue vaccines, antibody testing, and virologic modelling. While few predicted the timing of such events, futurologists and long-term scenario planners have long laboured to highlight the potential of such dramatic and tragic episodes to affect the world see Malaska, What the precise nature of such shifts in our society and our culture will be is unclear but marketers should be at the forefront in exploring, elucidating, and responding to such changes.

Changes to the marketing environment and the marketing landscape forced organizations to develop a strategic agility pre-, during-, and post-pandemic. While strategists have long advocated agility in strategy making, the lightning speed of the spread of Covid required organizations to develop such entrepreneurial agility as to constitute flexibility to the point of hypermobility!

Nonetheless, many organizations found previously hidden or untapped sources of entrepreneurial and innovative spirit that saw inventiveness and sheer gumptiosness triumph in the face of adversity see Armstrong, Marketing strategy scholars will indubitably desire to explore such new-found agility and embed such flexibility in their strategic processes.

While implementing change has always proved troublesome, impending crises appears to free previously untapped and much valued resourcefulness. Exploring, describing, and promoting such approaches should prove illuminating. What will the post-Covid marketing strategy world involve? First, it seems probable that espoused organizational goals will change. Vision statements are supposed to be long-run and not subject to the vagaries of environmental blips. However, Covid feels more than a little like a Black Swan shock than a blip.

Organizations reflecting on the post-pandemic world will need to re-evaluate their visions, missions, and their objectives to account for the changes to their customers, competitors, amongst other shifts. Goals and objectives that incorporate long-term survival, strategic agility, meaningful social responsibility, possibly centred on a societal marketing orientation seem likely. The extent which market oriented organizations reacted more effectively and efficiently than more product or production oriented firms will also prove interesting.

Mid-pandemic governments and agencies rapidly adopted market driving strategies to educate, control, and manage essential services, demand—supply, and public behaviour. Post-pandemic research will unquestionably focus on how differing strategic orientations benefited or constrained organizational responses especially in terms of responsive timeliness. During period of unprecedented demand, production orientations and strategic flexibility were required while post-pandemic competitor advantage will likely accrue to organizations able most responsively to gain first mover advantage.

Whatever the most appropriate strategic orientation, the post-Covid marketplace is irrecoverably different. A key facet of this is the exponentially increased move to online communications and change. What was a very fast growing medium was at least briefly during lockdown situations totally dominant or, at least, prevailing.

All industries and sectors found the change instantaneous and profound. Whether this change merely accelerated an on-going trend or is reversible is debatable. Industries that previously pivoted on face-to-face interaction found ways and means to engage and survive via online means and it seems likely that much of this change will settle see for example Butler, a , Butler, b. Another element to that organizations will need to acknowledge is the semi-collapse, partial failure and, at the very least, pausing of globalization.

For decades organizations have persuade globalization with much scholarly and practitioner comments on the need of local responsiveness and glocalization see for example Crawford and Chen, However, the pandemic proved most challenging for global firms; global supply changes stopped, international campaigns faltered, and worldwide initiatives simply vacillated, stuttered, then lurched to a standstill.

Consumers previously clamouring for globally-renowned brands were constrained to local markets, outlets, and products. Will consumers turn their back on firms and outlets that literally fed them when they were hungry? Possibly not? The future seem far less certain than a few short months ago.

These changes seem likely to be met with some subtle and some pervasive changes to organizational goals.

Will firms rebalance their strategies to account for such issues? They might do so completely which is probably overly zealous but a balance towards stability and agility seems likely. In this article, we have offered some initial thoughts on how the ongoing Covid pandemic influences CSR, consumer ethics, and marketing philosophy.

This pandemic offers great opportunities for firms to actively engage in various CSR initiatives during the crisis, and potentially catalyse a new era of CSR development in the long run. For consumers, ethical dimension of consumer decision has become salient during the pandemic, which is also likely to shift consumers towards more responsible and prosocial consumption. Such changes seem likely to be mirrored by firms and organizations.

Fundamental changes to our lives will affect our beliefs, attitudes, and opinions so that astute marketers will adapt their policies and strategies to reflect. Will there be a long-standing resurgence in the social marketing concept and more responsible business orientations? We hope so. Whatever the changes in seems highly likely that the ways marketing has operated in the past will need to change and will do to meet the new reality. We conclude this article by asking our academic communities to engage in rigorous research on the following research questions.

Although the immediate impact of Covid pandemic seems to be evident, what could be the long-term impact on CSR and consumer ethical decision making? What are the opportunities and challenges for CSR in the long run post-coronavirus?

Will the short-term change in consumer habit leads to long-term sustained shift of consumer ethical behaviour, if yes how? How will Covid change our marketing philosophy? Will an outcome of this pandemic be an increased incorporation of social and societal issues into our driving philosophies?

In terms of customer behaviour there is an urgent need to explore how citizens, customers, and consumers responded both positively and negatively to varying lockdown restrictions. Changes to behaviours may well be evident such as in tourist choices and the move to online shopping and entertainment but alterations to attitudes, values, beliefs are likely to be subtle. Similarly, while Covid drove sector, firm, and organizational innovation, research is need to explore the drivers of effectiveness and to detail which changes will prove beneficial in the long term.

Professor He's main research areas are Business Ethics and Corporate Social Responsibility, Branding, Consumer Psychology and Organizational Behaviour mainly from identity, emotion, and moral perspective , and Leadership. Professor He has co-edited three special issues in journals incl. Lloyd C. After working in retail and service organizations, he received his PhD in marketing from Cardiff University and his DSc.

His research results have been disseminated via a range of marketing, strategy, H. He has published widely in these fields and has published over one hundred pieces. He has consulted and run programmes for many leading private and public organizations; especially focusing on retailing and service organizations.

National Center for Biotechnology Information , U. J Bus Res. Published online May Welcome back to the Real Housewives of New Jersey reunion part two. Kelly Dodd baited Tamra Judge with a tongue-in-cheek challenge amid reports that the booted Real Housewives of Orange County star might sit out Dakota Paschel, teenage son of 90 Day Fiance: Before the 90 Days personality, Geoffrey Paschel, is defending his father amid a campaign to Welcome back to an all-new episode of Vanderpump Rules.

The Real Housewives of New Jersey star is under a Indian Prime Minister Narendra Modi's strategy against the coronavirus includes advising citizens to use traditional herbs. Mr Modi has said people should follow official guidance to use a particular herbal combination known as "kadha" which will "increase immunity.

The immune response is what the body does when it fights off a virus but there is no evidence that it can be boosted in this way, say medical experts.

Many of these remedies have been promoted by the ministry to specifically ward off the coronavirus. There is however no scientific evidence that they are effective. The Indian government's own fact-checking service has already debunked similar health claims, such as around drinking warm water - or gargling with vinegar or salt solutions. Below, we take a look at one these traditional remedies, the drinking of tea, and how a fake claim originating in China, has been picked up and spread elsewhere, including India.

A popular Hindi TV channel, ABP News, reported there was research to show that if there hadn't been a nationwide lockdown, there would have been 0.