| | April 8th 2020 | Read in browser | | | |
| | | | | | The Economist this week | | | | | | Highlights from the latest issue | | | | | | | | | |
| | | | | | | | | | This week’s cover reports on the shock ripping through the business world. With countries in lockdown accounting for over 50% of global GDP, the collapse in commercial activity is far more severe than in previous recessions. Numerous indicators suggest extreme stress. Global oil demand has dropped by up to a third; the volume of new cars and parts shipped on America’s railways has dropped by 70%. Many firms have only enough inventories and cash to survive for three to six months. The exit path for those that survive will be precarious, with uneasy consumers, an efficiency-sapping stop-start rhythm, and tricky new health protocols. In the long run companies will have to master a new environment. The crisis and the response to it are accelerating three trends: an energising adoption of new technologies, an inevitable retreat from freewheeling global supply chains and a worrying rise in well-connected oligopolies.
To read more of our coverage of the virus and its consequences visit economist.com/coronavirus. And look out for a special edition of this newsletter on Saturday. | | | | | | Zanny Minton Beddoes, Editor-In-Chief | | | | | | | | |