The MRO sector's activity levels have contracted by at least 40 per cent during the Covid-19 crisis. Coping with such a dramatic reduction in turnover without collapsing required an instantaneous reaction to the threat, immediate re-profiling of our activities, the swift re-focus of our marketing to the new realities of the market and then demonstrably sharing our customers' pain. To survive, we had to retain customers who were reeling with the operational and cashflow impacts of lockdowns, travel restrictions, fleet reductions, restarting flying and stopping again. We had to roll with each of their punches as they considered, reconsidered, changed and finally implemented their massive restructuring and cost-cutting survival plans. We knew that, as a mere third-party and independent supplier, we were disposable. They would only use us if we were relevant to their current or future plans and if we were better value for money than anyone else.
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