An outbreak of coronavirus is a human tragedy, affecting millions of people. It is also increasing its impact on the global economy. The main objective of writing this article is to provide a perspective on the evolving situation and implications for traders and their companies.

Through this article, we provide some of our latest insights into the possible epidemiological swing factors that begin, which will determine the epidemic's form next year.

COVID-19 is the science swing factor for the pandemic, which seeks to be among the people of every country who have so far managed to control the pandemic and are working towards preventing its resurgence. What will be the next phase? Every country in the world is unaware, but according to our research, there are some major areas that could not handle the fast growing outbreak of epidemics like Covid-19 and unknown variables in view of the current business is :-

• Develop scenario plans and event management that are specific to this crisis.
• Focus on communicating factually and effectively to your stakeholders.
• Reducing difficulties in business interruption and meeting government primary needs in individual countries.

The workforce 

• The challenge of dealing with others who are far beyond human welfare, and that includes supporting the remote that works on a scale.
• Participate in urgent global dynamic concerns such as travel regulations, HR policies, review of first aid plans.
• Assess far-reaching work strategies that include asking employees to temporarily stop work or move away.
• Locate a firm's existing information technology and communications infrastructure to support remote work during a crisis.

Operations and Supply Chain 

• It is very difficult to both model and assess the impact of the COVID-19 pandemic wave, but we can begin to assess it to reduce the distribution of global business supply chains.
• Winning are also alternative supply chain scenarios First of all identify them.
• Activate raw material replacement
• Optimize allocation for customers and pricing strategies.

Finance and liquidity 

•  We are looking at how the financial market plans to respond to epidemic events like Covid-19 and respond to them.
• Along with the results of the operation, consider the revelations related to the second and third effects of this epidemic.
• Think about the difficulties and uncertainties of the impact of COVID-19 epidemics in future periods.
  
• Assess disclosures on current and future impact on liquidity and capital resources.

Tax, trade and regulator 

• It is beyond the comprehension of tax and regulatory systems, reducing the complexity and difficulties in today's global uncertainty. Tax functions consider the economic, political and social context you operate in, and this is very important.
• Manage cash taxes effectively, reclaim available refunds and consider local government and tax authority measures in the context of fighting an epidemic like COVID-19.
• Consider in terms of stabilising the supply chain in key markets while supplying for unexpected revenue and profitability mix.
• Assess the necessary resources to directly and indirectly meet your company's compliance requirements.
• Explore opportunities focused on becoming more flexible in response to uncertainties.

 Strategy And Brand 

• As companies move from reacting to mitigating the effects of the outbreak of this Covid-19 pandemic, strategies to emerge robustly in this context may be noted.
• Consider speeding up digital work as changes in remote working reveal gaps in IT infrastructure, workforce planning, and digital upskilling.
• Protect growth and profitability through ever-increasing financial modeling practices, scenario planning, etc., which incorporates the economic impacts from successive past epidemics in financial modeling practice and new models to improve decency.

As a result of this Covid-19 epidemic, there is a need to consider changes in key markets and business models, as well as to capture the pulse of our valued customers.