We will invest in deploying marketing programmes focused on strengthening brand trust. We will also make strategic acquisitions and focus on increasing cash reserves

customer trends, study behaviours and customise offerings accordingly. 3. Make future-proofing the business a priority — The fact that we live in a volatile, uncertain, complex and ambiguous world has never been as apparent as it is now. This means that future-proofing the business is more critical than ever. We were fortunate that even before the crisis hit us, we were working towards strengthening our balance sheet and creating stronger cost frameworks. The fact that over years we had invested in creating a brand that people trusted also helped us immensely. So, when the lockdown led to complete closure of all our restaurants, our robust balance sheet and strong brand equity enabled us to take bold decisions and quickly pivot to launch new and innovative business channels, while being able to tailor the existing ones to the new normal. This not only helped us survive the crisis, but also provided a springboard for a quick recovery. In the new normal, our priority will be creating a business that can withstand unanticipated stress and strength test. We will invest in deploying marketing programmes focused on strengthening brand trust. We will also make strategic acquisitions and focus on increasing our cash reserves, while maintaining cost leadership.

4. Adopt new ways of working — Who would have ever thought that there will come a time when we will not be able to go to office and will have to collaborate remotely for many months? And yet, when it came, we adapted to the new normal and enabled work from home, not just for our corporate office employees, but also for our restaurant employees. As we inch towards a post-pandemic world, the old ways of working may be rendered redundant and organisations will have a reimagine a new working paradigm. At Westlife, we are already working on creating a hybrid framework of working aimed at promoting organisational agility, flexibility and productivity. The aim is to deploy a ‘work from anywhere’ model that is smartly complemented with processes that ensure regular social cohesion. So, while people may not have to come to office every day, they will huddle periodically for strategic discussions and ideations. This we believe will help promote a culture of trust, empowerment and heightened accountability.

In a world of survival of the fittest, we have to be adaptable and flexible to make the most of every situation. We started building drive-thrus when drive-n-dine was not even a concept in India. Through this pandemic it emerged as one of the strongest trends and gave us a unique competitive advantage. So, I believe it is extremely important to have a long-term vision and invest with conviction, and there is a high probability it will pay off.

While good times are necessary as cooling-off periods for enterprises, challenging times give birth to greater rationality and innovative ideas. In both life and business, it is imperative to remember that the greatest view comes after the hardest climb.