Quels impacts du conflit en Iran vous semblent les plus probables ?1. impact haussier de court-terme sur les cours du pétrole
2. impact haussier de long-terme sur les cours du pétrole
3. impact baissier transitoire sur la bourse (correction en V)
4. impact baissier prolongé sur la bourse (bear market)
5. pas d'impact notable en bourse (simple respiration)
6. impact inflationniste transitoire
7. impact inflationniste prolongé
8. pas d'impact notable sur l'inflation
9. mon angoisse pour mon portefeuille
10. mon indifférence (sur le plan de la bourse)
Total : 446 votes (29 votes blancs)
Sondage à 4 choix possibles.
bourseq | Sequoia Capital a envoyé hier un mémo aux CEOs et fondateurs des startups dans lesquelles elle a investi : Coronavirus: The Black Swan of 2020
Voici quelques extraits :
Citation :
It will take considerable time — perhaps several quarters — before we can be confident that the virus has been contained. It will take even longer for the global economy to recover its footing. Some of you may experience softening demand; some of you may face supply challenges. While The Fed and other central banks can cut interest rates, monetary policy may prove a blunt tool in alleviating the economic ramifications of a global health crisis.
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As with all crises, there are some businesses that stand to benefit. However, many companies in frontline countries are facing challenges as a result of the virus outbreak, including:
1. Cash runway. Do you really have as much runway as you think? Could you withstand a few poor quarters if the economy sputters? Have you made contingency plans? Where could you trim expenses without fundamentally hurting the business? Ask these questions now to avoid potentially painful future consequences.
2. Fundraising. Private financings could soften significantly, as happened in 2001 and 2009.
3. Sales forecasts. Even if you don’t see any direct or immediate exposure for your company, anticipate that your customers may revise their spending habits. Deals that seemed certain may not close. The key is to not be caught flat-footed.
4. Marketing. With softening sales, you might find that your customer lifetime values have declined, in turn suggesting the need to rein in customer acquisition spending to maintain consistent returns on marketing spending. With greater economic and fundraising uncertainty, you might even want to consider raising the bar on ROI for marketing spend.
5. Headcount. Given all of the above stress points on your finances, this might be a time to evaluate critically whether you can do more with less and raise productivity.
6. Capital spending. Until you have charted a course to financial independence, examine whether your capital spending plans are sensible in a more uncertain environment.
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Citation :
Having weathered every business downturn for nearly fifty years, we’ve learned an important lesson — nobody ever regrets making fast and decisive adjustments to changing circumstances. In downturns, revenue and cash levels always fall faster than expenses. In some ways, business mirrors biology. As Darwin surmised, those who survive “are not the strongest or the most intelligent, but the most adaptable to change.”
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