There Is No Make-Up for This Exam

The Coronavirus outbreak, which emerged in December 2019 in Wuhan, China, and spread across the world by March 2020, created a powerful and shared sense of anxiety among states, governments, brands, and individuals. Challenging centuries in which we moved forward with the notion that “history repeats itself,” this pandemic resembles neither the plague that caused nearly 25 million deaths in 14th-century Europe and led to reform through the changes it triggered, nor the 2008 financial crisis that resulted in the collapse of Lehman Brothers, Merrill Lynch, and AIG. Although both had gradual global effects from different perspectives, a crisis whose financial and sociological impacts are felt simultaneously on a global scale is, unfortunately, being written into the pages of history today.

In this period, oscillating between the metaphors “it won’t kill you but it will make you suffer” and “what doesn’t kill you makes you stronger,” the common view among economists, psychologists, entrepreneurs, and healthcare professionals alike is that nothing will be the same as it was before coronavirus.

Has change begun?

Consumer behavior research attempting to understand the damage and transformation caused by anxiety shows week-to-week variations in results. It is not yet clear whether this is due to the pandemic still progressing toward its peak or whether a genuine shift in thought and behavior is taking place. However, it is evident that part of the change experienced will be permanent and will form the foundation of the “next normal.”

According to a study published in The European Journal of Social Psychology, it takes an average of 76 days for a behavior to become a habit. This suggests that behaviors developed during the current period may become permanent after the pandemic, shaping a new consumer profile. A new economy, new corporate structures, new policies, and a new consumer profile… This is precisely what we call the “new normal.” In the past 20 years, this expression has never carried such profound meaning.

Should we fear change?

The difficulty of the process we are experiencing is undeniable. However, if this is a transformation, we need to see the opportunities rather than fear it. In China, life began to revive after approximately four and a half months. Despite experiencing economic contraction for the first time in 28 years, activity was observed in the automotive sector. The China Passenger Car Association predicts that vehicle sales will soon reach last year’s levels. The 41 percent increase in demand for electric vehicles is a significant indicator of how consumer habits are changing.

This transformation combined with a move away from public transportation, an increase in individual mobility, and the acceleration of digital consumption. The digital transformation discussed in recent years has now become not a choice but a necessity. Supermarket applications, remote meetings, home office arrangements, and the rapid rise of e-commerce have become the most concrete examples of this shift. The fact that 2.5 million cards were used for e-commerce for the first time in March clearly demonstrates the strength of this change.

Although described as a “crisis,” “chaos,” or “disaster,” the period we are in also brings new opportunities. Many innovations that had long been in development were rapidly implemented during this time.

A new generation is being defined

Research examining the impact of the process on employees shows that Generation Z, in particular, is closely observing this period. Internal communication and practices during the pandemic will be decisive in young employees’ employer preferences. Moreover, it is anticipated that this period will define a new generation in the future. After Generation Z, a generation referred to as “Generation H” is emerging—one that grows up with heightened awareness of hygiene, isolation, and health.

Communication professionals are being tested in this process

For institutions, brands, and decision-makers, this period represents a serious test. Likewise, communication professionals are at the center of this process. Acting with knowledge, avoiding clichés, and creating a positive and sensitive communication language are more important than ever.

Communicators must now manage not only the communication of good times but also that of crisis periods. Making social benefit a priority and ensuring that brands are positioned correctly for the post-pandemic era is the most critical task of this period. For communication professionals, this process is a test—unfortunately, a test with no retake.

Author: Karolin Ergin