Pathway III: descriptions and examples
| Pathway III: From potential long-term losses to developmental-oriented actions | ||
|---|---|---|
| Label | Description | Example |
| Timing of the loss: Potentially long-term | The imagination of future negative revenue related loss(es) | “And for the moment I think, how should I get money from the company? What should I produce? What people want to buy in my art … That's in the plan that I [have now, just after summer]. I also have to think about it, I cannot only do what I think is fun.” (#1) [When I plan for the future], I focus on further away than the pandemic.” (#13) |
| “We are still on the same level as 2019 today … Our difficult part, we have said that all the time, but our difficult period will be the autumn 2021 or autumn 2022. That would be our bottleneck … This winter, we will lose maybe 50%, maybe more of the income … Then after this winter and the economy will probably be bad in Europe. People will be unemployed, so the number of people who can travel will go down. Then autumn ‘22 could be bad, because then we start needing new sleds.” (#27) | ||
| “It was quite easy to see that this pandemic would affect us over a long-term period, more than a couple of months … Now we're looking at the upcoming winter, which is very hard to predict anything about.” (#26) | ||
| “We actually had a good quarter two, quarter three and quarter four last year. All autumn was pretty much normal, not quite, but normally when it comes to money anyway. But we are pushing now up to Christmas and then we've got the third wave or not, I don't know, but we can see a sharp decrease in new work coming in.” (#20) | ||
| Sensemaking: Perspective taking | Understanding the adverse event as something that could be either an opportunity or a threat, depending on the point of view taken | “The pandemic has given us time to reevaluate how we work … It has helped us a lot to find a better balance and better understand how we can make a bigger difference in society with our offers.” (#6) |
| “When you get a challenge,… you get forced to have new ideas on what to do and that is sometimes pretty good actually.” (#3) | ||
| “When the pandemic came in March, I felt sad and low and frustrated for maybe four weeks, three or four weeks. But after that, I felt this was a chance for me to rest. To do some [recovery and reflection]. What do I think is meaningful for me? What do I want to do more of and less of? I hope this will lead to something good.” (#10) | ||
| “We have had a learning perspective in the team the whole time and being on, how should I describe it? Trying to seize opportunities.” (#20) | ||
| Regulatory focus adjustment: Intensification | Expansion and deepening of the entrepreneur's current central points of attraction, attention, or activity | “We've been playing very hard to win and that's still the aim.” (#20) |
| “We've actually come so far in our startup journey that we are right now pitching to investors. Because we need to get more capital in order to take the next big steps … And with the large sort of angel investor or someone that can come into our company, both with their own capital, but also their knowledge and retail experience … It's been good for us because we have had to [modify] our strategy … both in terms of sales channels, that we are pushing much more towards our own web shops, more direct to consumer purchasing.” (#7) | ||
| “We have used more money on marketing this year than before and it's just to, what I'm saying? Build our name.” (#12) | ||
| Actions: Developmental-oriented | Engagement in actions oriented towards achieving business development | “So, the plan is to scale up things, in my case work fewer hours with customers and do more strategic planning, develop products and educate other consultants [to deliver the product/service]… I have tried this new idea, which is a very, very good model.” (#6) |
| “I have invested lots of money in different projects and ideas for the whole year. Because this is a great time to reach out to new markets.” (#17) | ||
| “We also changed bookings, so people could feel comfortable booking. So, like, two weeks before departure of a tour, for example, they could cancel the booking and get all the money back, which is a risk for us, but it's also a risk that people don't book. So, it's better for us. Our idea was that it’s better for us that people can cancel their booking pretty close to departure, than people who don't book at all.” (#3) | ||
| “The Corona situation made us put more pressure into development.” (#26) | ||
| “We've been developing our services. We've been setting new goals. We are in the process of getting a new website done … [We have introduced] some new products and some that we had planned to have, we finally got around to developing.” (#20) | ||
| “[We are introducing new products or adjusting the existing ones] all the time. We're working with three new products now.” (#25) | ||
| Pathway III: From potential long-term losses to developmental-oriented actions | ||
|---|---|---|
| Label | Description | Example |
| The imagination of future negative revenue related loss(es) | “And for the moment I think, how should I get money from the company? What should I produce? What people want to buy in my art … That's in the plan that I [have now, just after summer]. I also have to think about it, I cannot only do what I think is fun.” (#1) [When I plan for the future], I focus on further away than the pandemic.” (#13) | |
| “We are still on the same level as 2019 today … Our difficult part, we have said that all the time, but our difficult period will be the autumn 2021 or autumn 2022. That would be our bottleneck … This winter, we will lose maybe 50%, maybe more of the income … Then after this winter and the economy will probably be bad in Europe. People will be unemployed, so the number of people who can travel will go down. Then autumn ‘22 could be bad, because then we start needing new sleds.” (#27) | ||
| “It was quite easy to see that this pandemic would affect us over a long-term period, more than a couple of months … Now we're looking at the upcoming winter, which is very hard to predict anything about.” (#26) | ||
| “We actually had a good quarter two, quarter three and quarter four last year. All autumn was pretty much normal, not quite, but normally when it comes to money anyway. But we are pushing now up to Christmas and then we've got the third wave or not, I don't know, but we can see a sharp decrease in new work coming in.” (#20) | ||
| Understanding the adverse event as something that could be either an opportunity or a threat, depending on the point of view taken | “The pandemic has given us time to reevaluate how we work … It has helped us a lot to find a better balance and better understand how we can make a bigger difference in society with our offers.” (#6) | |
| “When you get a challenge,… you get forced to have new ideas on what to do and that is sometimes pretty good actually.” (#3) | ||
| “When the pandemic came in March, I felt sad and low and frustrated for maybe four weeks, three or four weeks. But after that, I felt this was a chance for me to rest. To do some [recovery and reflection]. What do I think is meaningful for me? What do I want to do more of and less of? I hope this will lead to something good.” (#10) | ||
| “We have had a learning perspective in the team the whole time and being on, how should I describe it? Trying to seize opportunities.” (#20) | ||
| Expansion and deepening of the entrepreneur's current central points of attraction, attention, or activity | “We've been playing very hard to win and that's still the aim.” (#20) | |
| “We've actually come so far in our startup journey that we are right now pitching to investors. Because we need to get more capital in order to take the next big steps … And with the large sort of angel investor or someone that can come into our company, both with their own capital, but also their knowledge and retail experience … It's been good for us because we have had to [modify] our strategy … both in terms of sales channels, that we are pushing much more towards our own web shops, more direct to consumer purchasing.” (#7) | ||
| “We have used more money on marketing this year than before and it's just to, what I'm saying? Build our name.” (#12) | ||
| Engagement in actions oriented towards achieving business development | “So, the plan is to scale up things, in my case work fewer hours with customers and do more strategic planning, develop products and educate other consultants [to deliver the product/service]… I have tried this new idea, which is a very, very good model.” (#6) | |
| “I have invested lots of money in different projects and ideas for the whole year. Because this is a great time to reach out to new markets.” (#17) | ||
| “We also changed bookings, so people could feel comfortable booking. So, like, two weeks before departure of a tour, for example, they could cancel the booking and get all the money back, which is a risk for us, but it's also a risk that people don't book. So, it's better for us. Our idea was that it’s better for us that people can cancel their booking pretty close to departure, than people who don't book at all.” (#3) | ||
| “The Corona situation made us put more pressure into development.” (#26) | ||
| “We've been developing our services. We've been setting new goals. We are in the process of getting a new website done … [We have introduced] some new products and some that we had planned to have, we finally got around to developing.” (#20) | ||
| “[We are introducing new products or adjusting the existing ones] all the time. We're working with three new products now.” (#25) | ||