COVID-19:Occupational Diseases and The

Rise Of Digital Marketing

Lien HerlinaDosen Sekolah Bisnis IPB

Dapatkah COVID-19 Dikategorikan Occupational Diseases?

Pekerja yang terpapar bahkanmeninggal dunia melalui aktivitas

pekerjaan atau profesinya.

• Gangguan Pernapasan• Penyakit Kulit• Gangguan Emosi (Pasca Trauma)• Occupational Cancer

Occupational Diseases: KecelakaanKerja

7 : 1Occupational Diseases lebih banyak

membunuh pekerja dibandingkan meninggalkarena kecelakaan Kerja

Mengapa asesmen COVID-19 sebagaiOccupational Diseases penting?

”Apakah asuransi kesehatanmengcover kerugian akibataktivitas kerja yang beresikotinggi terpaparCOVID-19?”

COVID-19 belum secara eksplisitdinyatakan dalam list ILO tentangOccupational Diseases (2010) HIV, Hepatitis B and Hepatitis C as Virus Infections

“1.3.9. Diseases causes by other biological agents at work not mentioned in the preceding items where a direct link is

established scientifically, or determined by methods appropriate to national conditions

and practice, between the exposure to these biological agents arising from work activities and the disease(s) contracted by

the worker.”

COVID-19 dapat dimasukkanpada Article 1.3.9 (ILO)

Systematic Approach to Occupational Diseases for Social Security

THENEWNORMAL

Protokol Kesehatan

Perubahan gaya hidupmasyarakat yang

mengedepankan Healthy Life Style

Semua #DariRumah

Adaptasi dan maksimalisasiinternet membuat perubahan

sosial masyarakat

The Rise of Digital Marketing and E-Commerce

DIGITAL MARKETING

Kegiatan promosi ataupemasaran menggunakan

media elektronik

Bertujuan untukmempromosikan merek, membangun preferensi, meningkatkan penjualan

#InternetOfThings memberibanyak kemudahan

E-COMMERCE

Segala transaksi ataukegiatan bisnis melalui

internet

Perdagangan berbasiselektronik

Ø COVID-19 menghantam keras hampirsemua urat nadi struktur bisnis, belumtahu kapan ujungnya

Ø Prediksi Asian Development Bank pertumbuhan ekonomi paling lambatsejak krisis finansial Asia tahun 1997

Ø The new normal dunia bisnis karena Reset(pengaturan ulang) memerlukan mental readiness untuk men-disrupsi diri

COVID-19 Perspective

Entrepreneurial

1

2

3

THEOPTIONHow To Make Your Business Relevant Again

Bersenyawa dengan“The New Normal”

1

Kebaruan & Keberanian berfikir

beyond

2

Merelakan punahketika tidak mampu

berdaptasi

3

COVID-19: IMPLICATION FOR BUSINESS IN

INDONESIA

Dikky Indrawan

School of Business, IPB University

rdikky@apps.ipb.ac

.id

sekolahbisnisipb www.sb.ipb.ac.id

INDONESIA BUSINESS IS DRIVEN BY

HUMAN MOBILITY

HEALTH ISSUE IS

THE NEW GAME CHANGER

STOP

COVID-19

https://www.businessinsider.sg/coronavirus-deaths-how-pandemic-compares-to-other-deadly-outbreaks-2020-4?r=US&IR=T

https://www.unido.org/stories/coronavirus-economic-impact#story-start

uncertainty

Polic

ies

to s

up

pre

ss t

he

viru

s

Source: Ferguson et al. (2020), Impact of non-pharmaceutical interventions (NPIs) to reduce COVID- 19 mortality and healthcare demand. Imperial College COVID-19 Response Team.

Suppression does not eliminate virus!

Vaccine does!

Asian Financial Crisis(1997-1998)

Global Financial Crisis (2008)

Covid-19 Crisis(2020)

Currency/ banking crisis Financial/banking Crisis Supply/Demand ShockFinancial Shock

Demand shock $ indebted companies

Corporates/banks the most impacted

Private sectorSME business

Formal and informal business

Semi-global

Mostly in Asia

Global Crisis 1.0

Crisis in US and Europe Limited spreads to Asia

Global Crisis 2.0

All over the world

Expected Short term

impact

Home Isolation/

Social Distancing

Less Spending

Export / Import Halted

Economic Distruption

COVID-19 CRISIS

CONNECTING PROBLEM

Expected long term

impact

No cure & no vaccine

More virus transmission

More Restriction

The End of Globalization

What does business look like after pandemic?

NO VACCINE – NO CURE

SECOND WAVE

DISEASE SEASONALITY

BUSINESS RESPONSES

Intermittent social distancing may be needed through 2022 to manage COVID-19.

(Harvard, 2020)

uncertainty

What does business look like after pandemic?

uncertainty

Covid-19 is ended in 2020?

Yes No

Business recovery No Travel restriction and Trade war

Yes No

Short term Recession Long Term Recession

Negative SupplyCash Deficit

Negative Demand

Hyperinflation

1st New Normal

2nd New Normal 3rd New Normal

NEW NORMAL SCENARIO

WORST CASE SCENARIO

De-globalization,

inward looking/reshoring

protectionist

What does business look like after pandemic?

Restriction Impact on Business Sector

7

High

(Revenue decreased >30%)

• Tourism Cluster

• Hotels dan mice

• Travel Agents

• Restaurants

• Manufacture Cluster

• Textiles

• Plastics

• Chemicals

• Heavy equipment

• Property Cluster

• Real Estates

• Materials

• Constructions

• Shopping centers• Transportation Cluster

• Airlines and Cruises

• Local transportation

• Commodity Cluster

• Plantation

• Fisheries

• Animal trade

• Commerce Cluster

• Trade

• Marketplace

• Distribution (non-essential goods

• Mining Cluster

• Metal

• Mineral

• Others

• Multi-finance

• Automotive

• Essential Goods Cluster

• Food

• Distribution

• Health Cluster

• Health Equipment

• Pharmacy

• Supplement

• Disinfectant

• ICT Cluster

• E-commerce

• Hardware

• IT platform

• Social media

• Others

• Energy

• Cigarette

• Packaging

Low

(Revenue decreased <10%)

Medium Level

(Revenue decreased 10 - 30%)

Restriction Impact on Business Sector

7

High

(Revenue decreased >30%)

Input Management

(supply)

Operation Management

Output Management

(demand)

CASH FLOW (Finance Management)

Low

(Revenue decreased <10%)

Medium Level

(Revenue decreased 10 - 30%)

Finance Management

7

High

(Revenue decreased >30%)

• Reset

•Reform

•RemedyLow

(Revenue decreased <10%)

Medium Level

(Revenue decreased 10 - 30%)

7

High

(Revenue decreased >30%)

MARKET DEMAND

• Recreation

•Reform

•Regain

• Reimagination

•Redesign

•Repackage

Output Management PRODUCT

Low

(Revenue decreased <10%)

Medium Level

(Revenue decreased 10 - 30%)

7

MARKET DEMAND

• Recreation

• Reimagination

Examples

PRODUCT

Hands-free door openers

Some door-opening devices have already found their way to market – including the “hygienehook”, created by London-based designer Steve Brooks.

7

MARKET DEMAND

• Recreation

• Reimagination

Examples

PRODUCT

Corona proof dining in a greenhouse in Amsterdam

Mediamatic in Amsterdam is looking forward and is looking to offer its guests plant-based dinners in their greenhouses on the Amsterdam water side.

7

MARKET DEMAND

• Recreation

• Reimagination

Examples

PRODUCT

An antiviral coating

Other recent patents that could genuinely save lives include a snood mask with an antiviral coating - from Virustatic Shield

Operation Management

7

High

(Revenue decreased >30%)

Low

(Revenue decreased <10%)

Medium Level

(Revenue decreased 10 - 30%)

• Remove

•Restructure

•Reorganize

HUMAN RESOURCE

• Reset

IT AND SYSTEM OPERATION

PRODUCTIONDESIGN

COMMUNICATION

•Reform

•Resolve

• Reset • Reimagination • Rehabilitate

•Reform •Redesign •Recover

•Re-adjust •Repackage •Response & Relief

7

COMMUNICATION

• Rehabilitate

Examples

7

OPERATION

• Reset

• Reimagination

Examples

PRODUCTION DESIGN

Change Usage

30 April 2020 KLM’s first passenger carrier departed, carrying cargo not only in its belly, but on the passenger seats and in the baggage bins of the aircraft cabin

7

OPERATION

• Reset

• Reimagination

Examples

PRODUCTION DESIGN

A protection uniform

Air Asia New Uniform Design (Philippines)

7

OPERATION

• Reset

• Reimagination

Examples

PRODUCTION DESIGN

Janus: An airplane seating

an italian company has shared two proposals for the future of air travel post COVID-19, including one that involves reverse airplane seating

Input Management (Supply)

7

High

(Revenue decreased >30%)

• Reformat

•Reorientation

•RenegotiationLow

(Revenue decreased <10%)

Medium Level

(Revenue decreased 10 - 30%)

Conclusion

• Outmaneuver uncertainty:

• Business Foresight: every business is a health business

• Resolve current problem and drive the future

• Businesses adjustment

• Adjust to the needs of people, customers and suppliers

• Navigating the financial and operational challenges.

• Responsible leadership: • Leading with compassion • Caring for workforces and communities is more essential than ever.

THANK YOU

rdikky@apps.ipb.ac

.id

sekolahbisnisipb www.sb.ipb.ac.idrdikky@apps.ipb.ac

.id

sekolahbisnisipb www.sb.ipb.ac.id