Impact of COVID-19 On Consumer Behavior in India: June 2020
Impact of COVID-19 On Consumer Behavior in India: June 2020
Impact of COVID-19 On Consumer Behavior in India: June 2020
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Abstract
The goal of this paper is to review the current literature on the impact of COVID-19 on consumer
behavior in India – to evaluate the progress of work that has been made to date. Numerous journal
repositories were checked and 12 peer-reviewed journal articles from different disciplines were
reviewed. Key attributes of each paper were recorded, and a content analysis was carried out. A
literature survey showed that not much academic content has been published on the impact as the
pandemic has been fairly new, globally. Majority of the researches that are published is by the
industry experts.
By reviewing a wide body of literature on a relatively novel and timely topic, this research offers
a succinct overview of consumer behavior during the times of COVID-19. This information will
assist industry practitioners and academicians in adapting to the recent change in the behavior of
the consumers. The academic significance of this research is to extend and advance current
research and to fill the void in literature. The practical significance of this study can be very
significant and influential for all industries.
In industry, understanding the consumer behavior, is a priority for many companies. Organizations
can use this research for coming up with ideas about how to best target the consumers in the times
of COVID-19 spread. It is the first paper to review the current literature directly on the effect of
COVID-19 on the consumer behavior, in India.
Keywords Consumer behavior, Digital Marketing, COVID-19, Marketing strategy.
Sustainable Management Practices and Economic Slowdown in India, June 2020
Introduction
The current pandemic of coronavirus presents a significant threat not only to our health and
economic well-being, but even to the fundamental structures of social stability in our society and
also to our democracy. But the pandemic alone is not what brings our society to its knees. A
longstanding anti-human, anti-science, anti-democratic, individualistic, racism and xenophobia
narrative is in conflict with the reality of a pandemic that can only be overcome by humanity,
science, equity, collective effort and trust in democratic institutions that coordinate and deliver
health services and economic relief. In spite of fear and anxiety, the counter-narrative of human
compassion, social solidarity and government responsibility for all of us is played out in the daily
stories of neighbors helping neighbors, state and local governments to take decisive action, and
brave first responders and medical staff risking their lives to save those who have been struck by
the virus.
With the confusion surrounding lockdown measures in India last month, the burning question on
most people's minds was whether it would be extended. In fact, this was the most up-to - date
query related to the novel coronavirus on Google in April. When the pandemic spreads, so do the
worries and uncertainty around it. Most have turned to Google for answers, "What are the signs of
coronavirus? Others turned to Google for life-hacks to survive the pandemic and endure the
lockdown. One of the most asked questions was, "How to: make a mask? Can you make a hand
sanitizer? Do you use Zoom? "And like never before, how can you cut your own hair?" Worldwide,
online mask searches (protective, medical, surgical, n95) were four times more than those for hand
sanitizers. Searches for social distancing has increased (Livemint, 2020).
Infectious diseases have become more difficult and more difficult to control. For example, the
outbreak of Ebola in West Africa, one of the deadliest outbreaks of the epidemic, has killed more
than 11,000 people in six countries since the first report in March 2014[1], and SARS, which
emerged in China in 2002, has infected more than 2,700 people and launched an unprecedented
nation-wide campaign for preventing the spread [2]. Covid-19 has killed 312,000 people globally
and 2872, as of now in India (Google, 2020).
Inevitably, aside from the direct medical costs of treating patients and introducing various disease
controls, epidemics have detrimental effects on the economy. Restrictions on the transport of
people and goods, usually placed in areas where the risk of contamination is high, dramatically
disrupt production and exports, and seeds of potential development are also hampered by undercuts
in Investors lose their trust in the market as investors. Apart from the effect of the outbreak on
production and expenditure, there is a significant negative impact to remember that the extreme
occurrence also triggers adverse shocks to consumer spending at the other end. In particular,
customers frequently delay travel and delay public places in an effort to minimize the risk of
infection, and this disturbance in consumption affects the economy.
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Sustainable Management Practices and Economic Slowdown in India, June 2020
Consistently, common wisdom about the influence of a macro-economic factor, such as oil prices
and market cycles, is that the main mechanism by which a macro-economic factor affects the
economy is the disruption of goods and services (Hamilton, 2009). Understanding the indirect but
strong effects of epidemics on consumer willingness to buy would therefore have important
implications and guidance for policy makers as well as practitioners seeking to counteract
economic disruption. Studies have generally been conducted on the total burden of epidemics on
populations based on aggregate data (Bloom, 1997, Gubler, 2002, Kalia, 2002).
The attention paid to individual consumer behaviors has been limited in large part because
microdata that would allow the measurement of indirect and behavioral effects of epidemics are
not widely available to academics. Extensive studies of extreme events relied heavily on aggregate
expenditure statistics, which are usually calculated at low frequencies, such as on a monthly or
quarterly basis, and are often subject to revision.
Due to the limited availability of data, the development of an evaluation of the economic impact
of epidemics without knowing the actions of individual consumers may have limited consequenc
es, because shifts in these microeconomic variables are at the root of these individual behaviors (
Deleersnyder, et al , 2004).
In this paper, we explore the impact of the outbreak of the epidemic on consumer behavior
discussing, how epidemic outbreaks impact the consumption and shopping behaviors of
consumers. Consumers, in particular, have significantly reduced spending on conventional
shopping outlets, but have seen a large rise in spending on e-commerce. The results are especially
important in that the reaction of consumers to the outbreak was due to a psychological element,
fear of contagion, rather than budgetary constraints.
In view of the growing challenges presented by infectious diseases due to improvements in
transport capacity, our paper sets out important consequences for policies and strategies designed
to support the economy when epidemics occur. For example, an improved policy climate for
developing and sustaining an e-commerce platform would mitigate customer concerns of
contagion from the purchase of goods and services and may enable producers and retailers to
sustain their sales. In order to achieve sustainable economic growth with increasing concerns about
more complicated outbreaks of the disease, the establishment and acceptance of e-commerce as an
alternative shopping platform is of vital importance.
The position and impact of marketing departments has received a great deal of coverage in both
mainstream press and academic literature in recent years (Gummesson et al., 2013). These articles
commonly state that the marketing purpose has decreased (Verhoef and Leeflang, 2009; Webster
et al . , 2005), that marketing has lost its strategic position (Murphy, 2005; Groenross et al . , 2013),
and that marketing has lost its strategic role (Sheth and Sisodia, 2005; Klaus et al., 2013).
In Wuhan City, China, first human cases of COVID-19, was reported in December 2019 (WHO,
2020). Since then, it has spread across the globe causing many causalities. A rich body of literature
on economics and marketing examines the effect of macroeconomic factors. For example ,
researchers explain how companies adjust their decisions on innovation and advertisement during
a recession with a specific emphasis on the efficacy of these constructive actions (Deleersnyder,
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Sustainable Management Practices and Economic Slowdown in India, June 2020
2004, Frankenberger et al., 2003, Srinivasan, 2005) Examine the impact of market cycles on
consumer trust in the sense of the selling of durable goods and private labels (Deleersnyder, 2004,
Allenby, 1996, Lamey, 2007). As of now there isn’t much academic literature present which
guides the organizations about the current consumer behavior and the steps that needs to be taken
next, to easily sail through this time.
This article is intended to partly fill this gap and therefore, the main purpose of the article is to
study in detail the consumer behavior at an overall level, in India.
Objectives
1. To understand the recent trends in the consumer behavior in India, amidst COVID-19
pandemic.
2. To fill the gap in the academic literature where no research paper as of now focusses on
understanding the behavior of consumer at the time of pandemic.
Research Methodology
This study aimed to look into articles from every peer-reviewed journal published in English by
May 2020, when a literature search was performed. In order to be as systematic as possible, this
review pursued industry papers published in all disciplines. As the pandemic is fairly new, not
much literature was available online and therefore other publications such as conference
proceedings and industry reports were included.
Review of Literature
Marketing
In addition, 64 per cent of "marketer-unhappy" CEOs indicated that they had eliminated essential
roles from conventional core marketing functions, including product creation, pricing and channel
management (Lukovitz, 2012). Nevertheless, as Verhoef et al. (2011, p. 59) state, "... discussion
remains largely normative, without clear empirical evidence in multiple countries." Studies have
empirically shown that strong marketing departments contribute to superior business success,
irrespective of the general market orientation of the product (Moorman and Rust, 1999). Götz et
al . ( 2009, p. 29) further argue that "marketing plays a key role in the implementation and effective
management of market orientation." In other words, consumer-driven conduct in a organization
can be improved when marketing function champions the customer’s voice internally, and is often
also responsible for gathering, analyzing and communicating internally relevant market, customer
and competitor insights (Lovelock and Wirtz, 2011, p. 393-394).
The former study does not cover Asia, and the latter study does not investigate the impact of the
marketing department on firm performance. This difference in cross-cultural research motivates
us to compare the context and implications (i.e. firm performance) of the Western marketing
department (i.e. North America and Western Europe) with that of the East (i.e. Asia). This
comparison could provide interesting insights, as most Eastern companies, with the exception of a
few such as Singapore Airlines (c.f., Heracleous and Wirtz, 2010), have been less advanced in
their marketing efforts. Second, we are contributing to a growing body of literature reviewing a
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Sustainable Management Practices and Economic Slowdown in India, June 2020
decrease in the role of marketing departments due to their perceived lack of added value over and
and above a firm’s overall market orientation.
Origin of the virus causing COVID-19 by WHO
In Wuhan City, China, first human cases of COVID-19, was reported in December 2019 (WHO,
2020). Retrospective inquiries undertaken by Chinese authorities reported human cases with
symptoms at the beginning of December 2019. While some of the earliest known cases were linked
to a wholesale food market in Wuhan, some did not. Many of the initial patients were either stall
owners, market staff or regular visitors to the market. In December,2019, biological samples taken
from that market and they have been tested + for SARS-CoV-2, further concluding that the market
in Wuhan City was the origin of the outbreak. The market has been closed since 1 January 2020.
SARS-CoV-2 was identified in early January and its genetic sequence shared publicly on 11-12
January.
All the reported gene sequences of SARS-CoV-2 isolated from human cases are quite similar. This
indicates that the epidemic arose from a single point of introduction in the human population
around the time the virus was first reported in humans in Wuhan, China, in December 2019. A
good number of studies for understanding the origin of the pandemic outbreak in China are
currently being planned, including the study of human with symptoms, environmental sampling
from markets and farms in areas where first human cases have been reported, and detailed records
of the types of animals sold in the market. The results of these studies are important to prevent
further zoonotic introduction of SARS-CoV-2 into the human population.
Overall impact of Covid-19
The planet is facing the greatest human tragedy since the Second World War. Almost every country
has been affected by the crippling Coronavirus disease (COVID-19). The outbreak from China has
gone all over the world. In the last few months, Corona's epicenter has moved from China to
Europe to the United States. To date, more than 1.5 million people have been infected by COVID-
19, and about 80,000 people have died worldwide. Indirectly, billions of people have suffered as
a result of the global pandemic of COVID-19.
Undoubtedly, this Coronavirus has put the world economy at a significant risk. Coronavirus is
undermining the economic pillars of world trade. Commentators described this epidemic as the
result of hyper-globalisation or the beginning of de-globalisation. Nonetheless, the world is going
to face a recession; and, according to some analysts, global losses may surpass the combined First
and Second World Wars.
Pandemic Popularity Quadrant (Apptopia and Moengage, 2020) : This is a quadrant which is
designed for explaining the different types of apps which are growing /slowing based on the
number of active users and the number of downloads. In this quadrant there are four major
categories ie: explosion, growth, slowdown and emergence.
Explosion: This quadrant mostly includes industries which have seen an increasing demand in
terms of both new users and maximum downloads. Industries that fall under this quadrant are
named in the figure below:
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Sustainable Management Practices and Economic Slowdown in India, June 2020
GROWTH: In this quadrant only those industries are included in which the number of active
users has increased but there is not a considerable rise in the number of downloads. Industries that
fall under this quadrant are mentioned in the below mentioned figure:
SLOWDOWN: In this quadrant only, those industries are included that have seen decline in the
number of active users and new application downloads. Industries that fall under this quadrant are
shown in the below mentioned figure.
EMERGENCE: In this the only industry that has been included is Health care( South East Asia),
it includes only that industry that has shown promise of getting new users downloads but is does
not have much active users.
Accenture (2020), has come up with a list of impacts that COVID -19 had on people in India.In
the below mentioned figure, it can be seen the changes in the behavior because of COVID-19:
Postponing of the purchase decisions. People are postponing purchase decisions in many
categories due to uncertainty. This will continue after the immediate threat has dissipated. In
China, sales of gold and silver, for example, dropped by 41.1 per cent in January and February
2020, year on year.2 There will be a waiting-and-see mentality. It will have an effect on many
sectors.
Noise is a problem. There's a lot of information about COVID-19, and speculation — everybody
has something to say, but should they say it? A mail from a hotel that you stayed at ten years ago
asking you how to handle the situation is less than helpful. Those just virtue signaling in their
brand communication about COVID-19 would pay a fee.
Flights during crisis. Some airlines, for example, were already providing May / June flight deals
during the crisis without any confusion. In the face of difficult memes, the silence of Corona Beer
was a model of good behavior.
Familiarity has an advantage. Familiar is going to be more useful. Known brands that manage
the crisis well should increase in stature and value.
Less tolerance for risk. Danger would be less tolerable for most citizens. New social groups that
emerge on the basis of risk attitudes — for example, some people may choose to socialize with
those who have the same cautious or intrepid attitudes. Brands need to take notice of these
affiliations and determine where to stand.
Insurance has gained importance — both with a small and a large 'i'—will be quite necessary,
but only if it is trusted to deliver. Individualism may rise with more people adopting a policy of
self-seeking.
Digital is growing. It is already clear that many users who have yet to fully adopt digital
technology now have to do so. COVID-19 is a catalyst that is now gradually moving the lagards
online and, having made an investment in effort and developed new patterns and interfaces, many
will not go anywhere. It is more important than ever to streamline the virtual obstacles of any kind
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Sustainable Management Practices and Economic Slowdown in India, June 2020
of experience — banking, curbside collection, online shopping. Retail capacity constraints are a
real issue — the result of the "digital shelf" not yet ready for this level of demand, because
companies have repeatedly deferred the prioritization of full-scale eCommerce. There is also a lot
to know about in-store positioning in the modern world across a range of categories. On top of
that, with the last mile delivery of the lynchpin of any online shopping brand, the question is: how
much can you monitor the experience? Some, perhaps many, will feel discomfort at being virtual.
Home job is not a habit for the majority of people. Not everybody is going to work virtually — for
starters, farmers, delivery drivers and factory workers.
Using video can be frustrating with unwanted distractions — children in the background, dogs
barking or bad hair days. But it's rising fast. Between January and mid-March, Microsoft Teams
saw a 500 + percent rise in calls and conferences in China.
Internet usage has increased. Broadband and 5 G will be life-essential for most of them after
their usefulness has been checked, hard, at the height of the pandemic when the world began to
quarantine mass. At just one day in mid-March, the use of the internet in locked Italy grew by
30%.
Digital gaming, live streams and video apps have gained popularity. Disney’s decision to
stream Frozen 2 three months early and Universal putting its film releases onto Sky TV underlines
the central role of entertainment, and it will now carry higher market value.
Figure: 1. USAGE IS NOW AT ~4 HRS PER DAY. SHARE OF TIME SPENT INCREASED FOR
GAMING, SOCIAL NETWORKING, AND CHAT & VOIP (VERSUS PRE COVID) Source: Nielsen and
BARC. (2020, May, 14th)
Virtual catch ups. Some may find being more interactive for reasons other than work — to stay
in touch with the family, for example, or for health care and education. The Italian Institute of
European Design (IED), the Austrian University of Innsbruck and hundreds of US universities,
including Harvard University, are among the many to abandon in-person lessons and turn to digital
learning. People participate in virtual gigs, drinks and dinner parties, make more calls to friends
and family, and share more personal stories at the beginning of each work video call.
Social intimacy. Might "social distance" lead to a separate, more frequent "social intimacy"
People will naturally turn to existing social platforms to meet the most basic human needs. But the
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Sustainable Management Practices and Economic Slowdown in India, June 2020
craving for "real" will also build up — fueled by an explosion of culture and activity when greater
freedom and opportunities for fun return as restrictions are finally lifted. Conversely, the meaning
and notion of "true" can shift or alter dramatically. Will "true" material or experience – virtual arts,
for example, or virtual commerce – increase value over physical? Will virtual "routines"—exercise
online, for example — develop additional physical routines, such as gym visits? At the height of
the epidemic in Italy, yoga classes went online, and Google and Facebook moved fast to enable
mass demand for this mode of virtual interaction at scale.
Person and government health spending will increase permanently. Employees should also
receive support and guidance and treatment from employers. Those in non-permanent employment
can feel severely disadvantaged. The freelance economy, which accounts for one third of the active
labor force in the United Kingdom, may be less desirable to workers but could be more attractive
to companies for cost reasons. The exact nature of the outcome will differ depending on the local
health systems and how well they react to COVID-19. Cleanliness is now a problem that is likely
to remain — along with sanitizers being a normal habit. There are still a lot of items being recycled.
In the United Kingdom, Best Western was among the hotel chains to suggest that they could be
re-established as temporary hospitals.
Impact on the TV viewership in India
In the figure shared below, it could be seen that the total TV viewership has increased 24% when
compared to the Pre-COVID period.
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pulses, salt, sugar, etc.) via an ecommerce app in the lats 48 hours, what was your experience?"
Data was collected in the month of March 30-31, 2020 to which 8,480 internet users replied,
aged 18+ and in 18 states of India. 10% of the respondents replied that they were able to get
everything easily. 48% of the total respondents mentioned that they were able to get majority of
the goods except a few of them.13% people were able to get only a few items, 17% mentioned
that they were not able to get most of the items and 12% mentioned that they were not able to get
anything.
McKinsey & Company, 2020
There was another study that was conducted by McKinsey & Company that aimed on
understanding the change in the time spent with the mentioned medias because of Coronavirus
Pandemic According to Adults In India, march 2020. In this research 582 respondents were
contacted aged 18+. Time spent in watching Live news has increased by 71%, video content
viewership has increased by 67%, time spent in watching movies or other shows has increased to
66%, texting, chatting and messaging has increased to 58% and social media usage has increased
by 58%.
Global Web Index, 2020
a). Review of literature clearly highlighted that there is progressive growth in Digital in India, and
therefore studies were conducted that touched different aspects of digital. A study was conducted
by Global Web Index that aimed on understanding the shopping behavior of Indians at the time of
COVID-19. Some of the important findings of these study are: 47% of the respondents agreed that
they buy products digitally for getting a home delivery, 47% people also agreed that they spend
time online researching about the products before paying a visit to the store, 43% people visit
stores less frequently, 38% said that they spend less time inside stores.
b). Another study was conducted by Global Web Index, that aimed on understanding that which
digital feature is considered more important by Internet users in India. Here 60% of the respondents
mentioned that for them most important feature is Free delivery, 52% opted for digital shopping
because of reliable delivery, 47% respondents opted for digital shopping because of free return
policy, 45% agreed for digital shopping because the website was reliable and 36% of the
respondents mentioned that they shop online because of same or next day delivery.
c). Global Web Index conducted another research for understanding that which items would the
internet users in buy more in India once the Pandemic is over. 42% of the people mentioned that
they would order groceries online, followed by 37% of the respondents who will order personal
care products online, 35% of the respondent mentioned that they would buy clothes online, and
35% respondents mentioned that they will buy household products online. 31% respondents agreed
that they would buy smartphones online, followed by 27% people who would buy other electronic
products online, 26% of the people mentioned that they will buy cosmetics online with only 11%
people who mentioned that they would buy alcohol online.
Suggestions
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Sustainable Management Practices and Economic Slowdown in India, June 2020
COVID-19 has changed life as we know it – and as we do everything, we can to keep each other
safe, our routines have radically changed. The required steps to control the pandemic have affected
the global economy and altered consumer preferences, behaviors and purchasing behaviour. This
has resulted in new problems for supply chains, distribution, retail stores, and workers (Google,
2020). Google has seen businesses around the globe – including our own – adapt to these new
realities. Although these are extraordinary times, we have seen companies begin to think about the
road to economic recovery in three phases – reacting, repairing, and reframing – each with distinct
goals. Businesses, industry verticals and markets are affected differently at each stage – with some
shifting speed than others – but we’ve observed that the vast majority remain focused on
responding (Google, 2020).
Implement marketing lessons from the crisis to your long-term business strategy to drive
sustainable growth. The nature of this crisis requires us to move beyond business as usual. This
could be an incentive for marketers to try out new tactics, think outside the box, and re-invent the
way we communicate with consumers. And when we get through this, the creative and caring
solutions we have put in place have the potential to get us closer to our consumers and
communities.
Some of the other suggestions are (Delloitte, 2020):
Be true to your brand and to your intent. In times like these, every interaction with your
customers and partners is an opportunity to demonstrate what your company is all about and to be
true to your brand and your intent. People pay attention to how organizations respond, and purpose-
based businesses that display compassion are likely to emerge as leaders. For example, the famous
US-based retailer has just implemented a new sick leave policy that allows all staff, both full-time
and part-time, to work from home with pay. Another example is how airlines shared their
recommendations on cabin sanitization and the use of state-of-the-art HEPA filters with a viral
and bacterial elimination efficiency of 99.99 per cent. These filters have been in use long before
the current crisis, but it was a good time to inform customers about the sanitation measures that
airlines have already had in place to help create trust and confidence.
Communicate to your clients. Stay in touch with your customers. Let them know how much you
love and care for them—even if they're buying fewer goods and services from you. This should be
seen as concept in your ads too. Know that all of your clients have friends, too, so that what you
share will reach an even wider audience. In addition, working even more closely with your
customers in tough times like this would have the added benefit of helping to build deeper
partnerships and create bonds that are likely to last for years.
Find new ways to communicate with your customers. Travel and in-person meetings are a huge
concern for employees' minds. In view of the fact that sales and support companies are often the
biggest travelers, the travel plans should be focused on risk reduction for affected areas. It is first
and foremost training the workers who need to fly on ways to reduce the spread of the virus. This
is also likely that COVID-19 will have a profound effect on how businesses work even after the
crisis has ended. Consumers are likely to choose to work from home more, so businesses would
have to step up switching to remote jobs. Educational institutions will also enhance their online
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Sustainable Management Practices and Economic Slowdown in India, June 2020
teaching and collaboration platforms. As the world joins hands to combat the current crisis of
COVID-19, companies are concerned with consumer optimism. The two pillars of consumer
loyalty and confidence are being put to the test. Although it is hoped that this is a temporary case,
there is a high degree of anxiety and people are scared. This global crisis is really about the
moments of the consumer that matter.In putting the needs of your customers first, this could be a
time for the brand of your business to lead. Even if you may be making a short-term effect on your
bottom line, placing flexible discounts, pricing, and policy adjustments in place, and finding other
ways to support your customers through this crisis, would be beneficial to your company's long-
term health.
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