How the Three Pillars Of BVM Helped the Company to Not Only Survive but Thrive During the PandemicSeptember 3, 2021
Covid 19 and Its Impact on the Interior Design Industry
September 3: In 2020 the world was brought to a halt by Covid 19 pandemic affecting countless businesses across the globe. In early 2020, India had to go through a strict lockdown, which impacted the real estate business. Interior Industry which is closely associated with the real estate industry, had a cascading effect, which is still on. The pandemic heavily impacted the interior design industry with suspended raw materials supply, workers relocation, and restricted movement to work sites. Many Interior firms had to shut down their operations due to the reduced number of employees and exit from the market. This, in turn, impacted many in this industry, their jobs and overall financial stability. BVM Instol also had to face the heat of the lockdown and alter their go to market strategy.
At BVM, the team strategized to innovate new ways to sustain and succeed with a positive mindset. The design team worked from home, providing all the design consultancy online. Business survival was their goal and how to ensure that their vendors and staff do not have a negative financial and health impact. BVM ensured under the guidance of their leaders that they tactically make adjustments in their overall process to make much more closely connect with clients and keep the motivation of staff high. During this unfavourable time, the three leaders of BVM stood out by creating and implementing innovative strategies that made 2020- 2021 the best years for the company in terms of revenue and growth.
“BVM never dreamed about success. BVM has worked for it”, say Vishal Sharma, CEO and Founder of BVM. The three champs just worked for it and found their ways.
The Three Pillars of Bvm Instol:
Smita Rashmi, Business Head: Smita is a dynamic leader and plays a significant role in BVM. At the beginning of the pandemic, everything was reactionary, and all businesses had to shift its sales strategy overnight. Smita’s strategy was to give sales the tools it needs to succeed by clearly identifying the ideal client profile, detailing the specific reasons clients will choose us over the competition, and getting clear about issues that will likely drive customer decisions. She quoted, “Our primary goal was to assure our existing and prospective client about the smooth functioning of the design and execution process. The sales team closely coordinated with the operation team to understand the limitation of the lockdown and scope of the crisis to convey a simple and realistic message to our clients. The sales team succeeded in winning new projects being client-centric and client empathetic.”
Aditi Gautam, CMO: Aditi is a creative powerhouse and a passionate interior designer. She manages end to end marketing activities of BVM. As the pandemic started, she created a strong digital marketing strategy to acquire clients and put a powerful social media presence. An MBA graduate in marketing, Aditi believes that marketing is the bloodline of any business and essential elements like positive branding. She quoted, “BVM’s ideology is Culture of Connect. We believe in strong connections, trust and accountability. Our marketing team portrayed the same through social media, and we received a great response from the online audience. The digital presence of brands is the present and the future of marketing. It is of utmost importance to convey the message of authenticity and uniqueness of the company in social media”.
Kirti Sharaf, COO:
As the lockdown started, Kirti had to face various challenges regarding the company’s project management and operational works. The primary issues were vendors suspending their raw material supply and the unavailability of skilled labours. However, she successfully managed to keep the functional work active by creating a dedicated project management team with the available resources at hand. Kirti quoted, “As the business changed during this period of the pandemic, one may be surprised at the new opportunities that arise. These opportunities include experimentation and innovation as part of the operations planning, and they can now help us emerge from the crisis stronger than before.”
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