The Post-Pandemic Business

Playbook: Customer-Centric Solutions

to Help Your Firm Grow Ofer Mintz
Visit to download the full and correct content document:
https://ebookmass.com/product/the-post-pandemic-business-playbook-customer-cent
ric-solutions-to-help-your-firm-grow-ofer-mintz/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

Grow Wherever You Work: Straight Talk to Help with Your

Toughest Challenges 1st Edition Joanna Barsh

https://ebookmass.com/product/grow-wherever-you-work-straight-
talk-to-help-with-your-toughest-challenges-1st-edition-joanna-
barsh/

Customer Communities: Engage and Retain Customers to

Build the Future of Your Business Nick Mehta

https://ebookmass.com/product/customer-communities-engage-and-
retain-customers-to-build-the-future-of-your-business-nick-mehta/

The Future of Community: How to Leverage Web3

Technologies to Grow Your Business 1st Edition John
Kraski

https://ebookmass.com/product/the-future-of-community-how-to-
leverage-web3-technologies-to-grow-your-business-1st-edition-
john-kraski/

Your Small Business Boom: Explosive Ideas to Grow Your

Business, Make More Money, and Thrive in a Volatile
World Steve D. Strauss

https://ebookmass.com/product/your-small-business-boom-explosive-
ideas-to-grow-your-business-make-more-money-and-thrive-in-a-
volatile-world-steve-d-strauss/
The Metail Economy: 6 Strategies for Transforming Your
Business to Thrive in the Me-Centric Consumer
Revolution Joel Bines

https://ebookmass.com/product/the-metail-economy-6-strategies-
for-transforming-your-business-to-thrive-in-the-me-centric-
consumer-revolution-joel-bines/

Services Marketing: Integrating Customer Focus Across

the Firm Valarie A. Zeithaml

https://ebookmass.com/product/services-marketing-integrating-
customer-focus-across-the-firm-valarie-a-zeithaml/

The Architect’s Guide to Small Firm Management: Making

Chaos Work for Your Small Firm – Ebook PDF Version

https://ebookmass.com/product/the-architects-guide-to-small-firm-
management-making-chaos-work-for-your-small-firm-ebook-pdf-
version/

Services Marketing: Integrating Customer Focus Across

the Firm 7th Edition, (Ebook PDF)

https://ebookmass.com/product/services-marketing-integrating-
customer-focus-across-the-firm-7th-edition-ebook-pdf/

Services Marketing: Integrating Customer Focus Across

the Firm Third European Edition Alan Wilson

https://ebookmass.com/product/services-marketing-integrating-
customer-focus-across-the-firm-third-european-edition-alan-
wilson/
 — Learn the Tactics that Helped Hundreds
of Executives Worldwide —

POST-
THE
PANDEMIC
BUSINESS
PLAYBOOK
C US T OM ER- C EN T R IC SOLU T IONS
T O H ELP YOU R F I R M G ROW

BY OFER MINTZ, PHD

The Post-Pandemic Business Playbook
 Ofer Mintz

The Post-Pandemic
Business Playbook
Customer-Centric Solutions to Help
Your Firm Grow
Ofer Mintz
UTS Business School
University of Technology Sydney
Sydney, NSW, Australia

ISBN 978-981-16-5867-9    ISBN 978-981-16-5868-6 (eBook)

https://doi.org/10.1007/978-981-16-5868-6

© The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer
Nature Singapore Pte Ltd. 2021
This work is subject to copyright. All rights are solely and exclusively licensed by the
Publisher, whether the whole or part of the material is concerned, specifically the rights of
translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on
microfilms or in any other physical way, and transmission or information storage and retrieval,
electronic adaptation, computer software, or by similar or dissimilar methodology now
known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are
exempt from the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information
in this book are believed to be true and accurate at the date of publication. Neither the
publisher nor the authors or the editors give a warranty, expressed or implied, with respect to
the material contained herein or for any errors or omissions that may have been made. The
publisher remains neutral with regard to jurisdictional claims in published maps and
institutional affiliations.

Cover illustration: @eStudioCalamar

This Palgrave Macmillan imprint is published by the registered company Springer Nature
Singapore Pte Ltd.
The registered company address is: 152 Beach Road, #21-­01/04 Gateway East, Singapore
189721, Singapore
--- To all those seeking advice on how to get their businesses to succeed in the
pandemic and post-pandemic new normal
 Acknowledgments

This is a book I wish I did not have to write. In addition, this is a book I
never would have predicted that I would write. However, once it became
apparent that the COVID-19 pandemic was causing tragic health effects
that also resulted in devastating economic effects, I really wanted to help
out in the best way I could. Since I do not possess any medical or epide-
miologist experience or training, I quickly realized that I could not help
lessen COVID-19’s health ramifications. Instead, based on my back-
ground as a business school professor, I believed that I could provide firms
business strategy advice by providing recommendations for how to pro-
ceed through the pandemic and succeed post-pandemic.
Thus, in March 2020, I reached out to Rohit Deshpande and Imran
Currim, co-authors of mine from Harvard Business School and the
University of California, Irvine, respectively, to write a short article based
on research we had been conducting on customer-centric efforts around
the world. Rohit, rightfully, suggested we re-focus this research article to
more directly address how and which customer-centric efforts will help
businesses get through the pandemic. We then collectively presented this
research to more than 350 C-Level executives (primarily chief executive
officers [CEOs]) from around the world and published a short article in
Forbes and Harvard Business School Working Knowledge Series. The reac-
tion to this research actually stunned us. Executives truly appreciated and
thanked us for this work unlike what we had encountered in previous
research. The main reason expressed to us was our research offered a
“hopeful” specific path forward based on the fundamental

vii
viii ACKNOWLEDGMENTS

customer-centric principles that help explain the why, what, and how firms
should move forward.
We considered writing a book at that point in April 2020 based on the
accumulated research, analyses, and examples we had collected. However,
we, like most others, assumed that the world would recover from the pan-
demic quickly. Unfortunately, as we all now know, this did not occur, and
the pandemic spread, persisted, and then started to wane in some coun-
tries. As a result, a “new reality” of customer behavior had emerged and it
became evident that firms were unclear on how to best proceed and adjust
to the new reality.
Based on strong encouragement from business contacts of mine, in
addition to family and friends, I decided to write this book focusing on the
customer-centric principles firms should employ for the COVID-19 new
customer and economic normal. The book was written between June
2020 and May 2021, so I apologize in advance if the global health, finan-
cial, and political environment has unexpectedly changed after the book
was written. The book’s initial foundation is the research conducted in
collaboration with Imran Currim and Rohit Deshpande, which I consider-
ably extended by adding managerial and consumer interviews, aca-
demic research, industry examples, and analyses.
Finally, I want to acknowledge my sincerest appreciation to Imran
Currim and Rohit Deshpande who encouraged me to expand our initial
short article into a detailed book. Further, I thank my amazing research
assistant Eldrin Hermoso, who did such great work that I could not have
written the book without him. I also thank the many other friends, family,
and colleagues that encouraged me to write the book and provided great
support throughout the book writing process. In addition, I thank all
those firms and customers who were so generous with their time
and allowed me to interview them to help provide “scene setting” exam-
ples for the book. And, of course, I must thank my wife Melanie, as this
book would not have been written without her literally doing everything
she could to help out, and my kids, Ari, Dylan, and Isaac (and dog Zoey),
who provided endless entertainment and support regardless of my own
progress on the book.
 Abstract

COVID-19 forced a dramatic change to customer behavior unlike what most

people and firms have ever experienced in their lifetimes. This has created a major
opportunity for firms to acquire new customers and establish better relationships
with current customers. To capitalize on this opportunity, The Post-Pandemic
Business Playbook provides readers easy-to-employ actionable recommendations
based on fundamentals from academic research and best practice examples from
around the world. As validated by hundreds of top-level executives, The Post-
Pandemic Business Playbook enables readers to employ the author’s customer-
centric growth solutions and COUNTER COVID framework to help firms
succeed during and after the pandemic.

ix
 Contents

1 Introduction  1
References  13

2 Section One Introduction: How and Why the COVID-19

Economic Crisis Occurred? A Customer Behavior-based
Perspective 15
References  18

3 Five Phases for How Customer Behavior Changed in

Response to COVID-19 19
Phase One: Panic!  21
Phase Two: Adjustment to Lockdown  25
Phase Three: The Re-opening  30
Phase Four: Persistence  34
Phase Five: New Normal  39
Summary  42
References  44

4 Psychological and Economic Explanations for Why the

COVID-19 Economic Crisis Occurred 49
Psychological Explanation  49
Economic Explanation  53
Summary and the Path Forward  60
References  61

xi
xii Contents

5 Section Two Introduction: Customer-centric Growth

Strategies 63
Reference  66

6 An Opportunity Unlike Ever Before 67

Why Your Business Needs to Employ a Customer-centric Strategy  72
Customer-centric Growth Strategies: An Overview  74
References  75

7 First Quadrant: Status Quo Growth Strategy

(It’s Obsolete) 79
Summary  79
Reference  80

8 Second Quadrant: New Customer Markets 81

Customer-centric Growth Strategies to Expand Current
Customer Markets  83
Customer-centric Growth Strategies to Shift to New
Customer Markets  86
Summary  89
References  91

9 Third Quadrant: New Products 93

Customer-centric New Product Strategies for Businesses to
Sustain in the Short Term  95
Customer-centric New Product Strategies for Businesses to
Create Sustained Advantages in the Long Term  98
Summary 102
References 103

10 Fourth Quadrant: Diversify Simultaneously into New

Markets with New or Modified Products107
Opportunity-Forced Customer-centric Growth Strategies 108
Opportunity-Sensing Customer-centric Strategies 111
Opportunity-Collaboration Customer-centric Growth Strategies 113
Summary 116
References 116
 Contents  xiii

11 Section Three Introduction: The COUNTER COVID

Customer-centric Framework Your Firm Needs to
Employ NOW119
Reference 122

12 Create Emotional Connections to CREATES Loyalty123

Connections 127
Reassurance 133
Training 136
Ensure Safety 139
Summary 143
References 145

13 Demonstrate Product Value151

Offer Financial Value 154
Induce Trial 160
Employ Payment Options 164
Introduce Product Versioning 168
Summary 173
References 174

14 Extend Digital Footprint179

Simplify the Digital Experience 183
Engage in Meaningful Digital Relationships 188
Proactively Go to Customers via Digital Marketing 195
Summary 199
References 201

15 Conclusion207
The Starting Point: Understanding Your Customers 208
The Big-Picture: Growth Strategies to Take Advantage
of an Opportunity Unlike Ever Before 209
The Everyday: The COUNTER COVID Framework to
Guide your Customer Interactions 211
Final Words 213

Index215
 List of Figures

Fig. 1.1 US unemployment claims from 01/01/1950–04/01/2021.

Source: US Bureau of Labor Statistics (2021), Unemployment
Level [UNEMPLOY], retrieved from FRED, Federal Reserve
Bank of St. Louis 2
Fig. 1.2 British GDP from 01/1997–06/2020. Source: UK Office of
National Statistics, GDP monthly estimate (2020), Licensed
under the Open Government License v.1.0 3
Fig. 1.3 Year-over-year industry growth in the US between the end of
2019 and the end of 2020. Source: US Bureau of Economic
Analysis (2021) 4
Fig. 1.4 Year-over-year GDP change between the end of 2019 and the
end of 2020. Source: OECD (2021), Quarterly GDP
(indicator), doi: 10.1787/b86d1fc8-en 7
Fig. 2.1 Total consumer spending year-over-year. Source: Earnest
Research and Fable Data (2021) 17
Fig. 2.2 Customer behavior changes observed by US Chief Marketing
Officers. Source: The CMO Survey Highlights and Insights
Report (June-2020): https://cmosurvey.org/ 17
Fig. 3.1 The five phases of changes in customer behavior due to the
COVID-19 pandemic. Source: Author 20
Fig. 3.2 Percent change in US small business revenue during panic
phase. Sources: Opportunity Insights and Womply (2021) 22
Fig. 3.3 Year-over-year US sales growth by vertical during pre-
pandemic and panic phases. Source: Earnest Research (2021) 24
Fig. 3.4 Percent change in number of US small businesses open during
lockdown phase. Sources: Opportunity Insights and Womply
(2020)26

xv
xvi List of Figures

Fig. 3.5 Year-over-year US sales growth by subsector during panic and

lockdown phases. Source: Earnest Research (2020) 28
Fig. 3.6 Slower growth in digital advertisements during lockdown
phase. Source: Interactive Advertising Bureau (IAB) Australia
(2021)28
Fig. 3.7 Year-over-year US sales growth by vertical through re-opening
phase. Source: Earnest Research (2020) 31
Fig. 3.8 Percent change in job postings in the US through the
re-opening phase. Sources: Opportunity Insights and Burning
Glass (2020) 32
Fig. 3.9 Percent change in US consumer spending through the
re-opening phase. Sources: Opportunity Insights and Affinity
Solutions (2020) 32
Fig. 3.10 Economic impact of COVID-19 through re-opening phase.
Sources: Visual Capitalist, US Bureau of Economic Analysis,
Federal Reserve Bank of St. Louis, University of Michigan,
and US Department of the Treasury (2020) 34
Fig. 3.11 Percent change in time spent outside the home in the US
through the persistence phase. Sources: Opportunity Insights
and Google COVID-19 Community Mobility Reports (2021) 35
Fig. 3.12 COVID-19’s K-shaped financial impact. Sources: Visual
Capitalist and Opportunity Insights (2020) 36
Fig. 3.13 Percent change in US small business revenue through the
persistence phase. Sources: Opportunity Insights and Womply
(2021)38
Fig. 3.14 Percent change in US employment through the persistence
phase. Sources: Opportunity Insights and Kronos (2021) 38
Fig. 3.15 Percent change in US small business revenue in new normal
phase. Sources: Opportunity Insights and Womply (2021) 40
Fig. 3.16 Percent change in US consumer spending in new normal
phase. Sources: Opportunity Insights and Affinity Solutions
(2021)41
Fig. 4.1 Customer hierarchy of needs focus pre- and during
COVID. Source: Author modified Maslow’s (1954) Hierarchy
of Needs Pyramid 50
Fig. 4.2 Australian household saving ratio over time. Sources:
foreseechange and Australian Bureau of Statistics (2021) 51
Fig. 4.3 Australian consumers AUD $1000 disposable income
allocation in November 2020. Source: foreseechange (2021) 51
Fig. 4.4 Supply and demand pre-COVID-19. Source: Author 54
Fig. 4.5 Reduction in demand for non-essential products during panic
and lockdown phases. Source: Author 54
 List of Figures  xvii

Fig. 4.6 Supply and demand for non-essential products during panic
and lockdown phases. Source: Author 55
Fig. 4.7 Supply and demand for non-essential products during
re-opening and persistence phases. Source: Author 55
Fig. 4.8 Supply and demand for non-essential products during
post-pandemic new normal phase. Source: Author 57
Fig. 4.9 Supply and demand for essential products during panic phase.
Source: Author 58
Fig. 4.10 Supply and demand for essential products during re-opening
and persistence phases. Source: Author 59
Fig. 4.11 Supply and demand for essential products during post-
pandemic new normal phase. Source: Author 59
Fig. 6.1 Global marketing budgets through June 2020. Source: WARC
Global Marketing Index Report (2020) 69
Fig. 6.2 Marketing budgets through June 2020 by region. Source:
WARC Global Marketing Index Report (2020) 69
Fig. 6.3 Global ad market purchasing power parity in 2020 (nominal
values). Source: WARC Global Marketing Index Report (2021) 70
Fig. 6.4 Global marketing budgets through December 2020. Source:
WARC Global Marketing Index Report (2021) 70
Fig. 6.5 Global marketing budgets by medium. Source: WARC Global
Marketing Index Report (2021) 71
Fig. 6.6 Level of improvisation vs. experimentation by marketers.
Source: The CMO Survey Highlights and Insights Report
(June-2020): https://cmosurvey.org/ 71
Fig. 6.7 Growth strategies to adjust to a new directional reality. Source:
Author; see also Deshpandé et al. (2020) 74
Fig. 8.1 Balancing customer markets based on customer demand.
Source: Author 83
Fig. 8.2 Expand current customer market growth strategy.
Source: Author 84
Fig. 8.3 Expand to new customer market growth strategy.
Source: Author 87
Fig. 11.1 How customer behavior changed by sector according to US
CMOs. Source: The CMO Survey Highlights and Insights
Report (June-2020): https://cmosurvey.org/ 120
Fig. 11.2 Customer’s top three priorities according to US CMOs.
Source: The CMO Survey Highlights and Insights Report
(June-2020): https://cmosurvey.org/ 120
Fig. 11.3 The COUNTER COVID Framework. Source: Author 121
Fig. 12.1 The CREATES Loyalty Framework. Source: Author 126
xviii List of Figures

Fig. 12.2 Weekly US foot traffic growth compared to two years prior
(pre-­pandemic). Source: Earnest Research (2021) 140
Fig. 13.1 Pandemic’s effect on personal finances. Sources: Visual
Capitalist and doxoINSIGHTS Bills Pay Impact Report (2020) 153
Fig. 13.2 Demonstrate product value tactics. Source: Author 154
Fig. 13.3 Household saving rates in four countries. Sources: Visual
Capitalist, Eurostat, US Federal Reserve Bank, UK Office
for National Statistics (2021) 156
Fig. 13.4 Number of dwellings financed—first home buyers for owner
occupation. Sources: foreseechange and Australian Bureau of
Statistics (2021) 157
Fig. 14.1 Retail online and in-store year-over-year spending in the UK,
Germany, and the US. Sources: Earnest Research and Fable
Data (2021) 182
Fig. 14.2 Expand digital footprint tactics. Source: Author 183
Fig. 14.3 Global digital and mobile marketing budgets. Source: WARC
Global Marketing Index Report (2021) 196
Fig. 14.4 Australian online advertising expenditures, by category.
Source: IAB Australia (2021) 196
Fig. 14.5 Cost-per-mille (thousand impressions) on Facebook. Source:
Gupta Media (2021) 197
Fig. 15.1 Summary of The Post-Pandemic Playbook. Source: Author 213
 List of Images

Image 8.1 Destination New South Wales promotional material 88

Image 9.1 Funrise Toys’ trolley 97
Image 9.2 Camilla retail store in Sydney, Australia 99
Image 10.1 Cover-More’s new app (called Freely) 113
Image 12.1 Your Food Collective’s emotionally connecting packaging 129
Image 13.1 Riff Raff’s referral program communications 159
Image 13.2 Kinu Coaching Masterclass example 162
Image 13.3 Cover-More’s cancel for any reason offer 167
Image 13.4 Your Food Collective’s Almost Perfect Box 172
Image 14.1 Easy Signs’ homepage 184
Image 14.2 Riff Raff’s Meet the Team webpage 190

xix
 CHAPTER 1

Introduction

“The scope and speed of this downturn are without modern precedent,
significantly worse than any recession since World War II. We’re seeing a
severe decline in economic activity and employment, and already the job
gains from the last decade have been reversed. Well more than 20 million
people have lost their jobs and recent Fed research shows that what others
have also found, that people earning less are the ones being hardest hit. This
reversal of economic fortune has caused a level of pain that is hard to capture
in words, as lives are upended amid great uncertainty about the future.”
– Jerome Powell, chair, US Federal Reserve1

The COVID-19 pandemic has been catastrophic for the world. Millions
of people have been infected and countless tragic deaths have occurred. Its
effect on public health and customer behavior cannot be overstated.
Customers’ desire to be safe resulted in a volatility in purchases and pro-
ductivity across an idiosyncratic number of product categories. Government
imposed quarantines, isolation periods, and closures of physical stores and
offices further forced changes to customer behaviors and, hence, business
behaviors. This initially resulted not in a traditional recession but in a
“deaccession”: supply existed, demand existed, but customers’ ACCESS
no longer existed as before, and this made customers less ABLE to spend.
Over time, customers were also forced to deal with the financial impact of
an uncertain economic situation, which created monetary budget con-
straints (real or perceived) and made customers less WILLING to spend.
Consequently, in contrast to past economic crises that were financially

© The Author(s), under exclusive license to Springer Nature 1

Singapore Pte Ltd. 2021
O. Mintz, The Post-Pandemic Business Playbook,
https://doi.org/10.1007/978-981-16-5868-6_1
2 O. MINTZ

driven (e.g., the Global Financial Crisis, the Savings and Loans Crisis, the
Middle East Oil Crisis, and the Great Depression), the fundamental driver
of the COVID-19 economic crisis has been health and safety concerns
and, hence, changes to customer behavior.
The pandemic resulted in a type of economic crisis not witnessed by
anyone alive. The seismic shift in customer behavior and the economy
forced organizations of all sizes across nearly all industries to struggle with
how to adapt to the new economic and customer-based reality. Businesses,
the public, and governments were confused and lacked direction. The
result was the UK suffered its worst drop in economic productivity in a
year since 1709 (Nelson 2021), with a drop by 20% in April 2020 alone
(Office for National Statistics 2020). Australia entered its first recession in
more than 29 years (Janda 2020). Five million Chinese lost their jobs in
January and February 2020 (Cheng 2020). Moreover, 36 million
Americans filed for unemployment benefits between March and May 2020
(Cohen and Hsu 2020). The unemployment rates of Italy (Reuters 2020),
Israel (The Times of Israel 2020), South Africa (Charles 2020), Brazil
(McGeever 2020), India (The Hindu 2020), and many other countries
quickly topped 10% and often eclipsed 25% (Figs. 1.1 and 1.2).
To add to this, despite initial hopes for a quick return to normal, the
pandemic persisted and the COVID-forced economic and customer real-
ity created a new normal. The positive effects of government programs
such as stimulus payments, business assistance loan packages, job keeper
programs, and unemployment benefits all waned as time went on and
governments became less able and willing to fund such programs. This

Fig. 1.1 US unemployment claims from 01/01/1950–04/01/2021. Source:

US Bureau of Labor Statistics (2021), Unemployment Level [UNEMPLOY],
retrieved from FRED, Federal Reserve Bank of St. Louis
 1 INTRODUCTION 3

Fig. 1.2 British GDP from 01/1997–06/2020. Source: UK Office of National

Statistics, GDP monthly estimate (2020), Licensed under the Open Government
License v.1.0

created a drastic overall shift in customer behavior resulting from custom-

ers’ psychologically based concerns about their safety in addition to
economic-­based financial constraints on their spending. So what started as
a shorter-termed, customer-based deaccession became a longer-termed,
customer-based financial recession.
Further, the pandemic’s financial impact on businesses appeared to be
K-shaped. On the one hand, customers’ fears made them reluctant to pur-
chase many types of services, such as in the entertainment, travel, and
restaurant industries, and resulted in a considerable drop in sales for the
majority of these services. On the other hand, many customers were stuck
at home and possessed greater disposable incomes from not spending as
much on services, so the sales of many durable goods, such as in the hous-
ing, automobile, and information systems industries, skyrocketed. The
overall effect was that customers became price sensitive for a number of
product categories, while they became price insensitive about others, and
some industries and product categories experienced decreasing demand,
while other industries and product categories experienced increased
demand (Fig. 1.3).
Now, with COVID vaccines starting to be distributed world-wide, we
are entering a post-pandemic environment. Thus, firms and customers are
dreaming of leaving the pandemic behind. Many of the services firms that
experienced decreased demand are hoping for a boom in customer expen-
ditures. However, it will not be that simple. Customers have established
new shopping habits. New products have been developed. Competitors
have adjusted. And battle scars will remain.
4 O. MINTZ

Fig. 1.3 Year-over-year industry growth in the US between the end of 2019 and
the end of 2020. Source: US Bureau of Economic Analysis (2021)

In contrast, many of the firms selling goods that experienced increased

product demand possess considerable anxiety about their customers’ willing-
ness to purchase at the same rate going forward. In addition, all firms need to
cope with continually disrupted supply chains and staffing shortages that are
hindering firms’ ability to match supply with increased customer demand.
Hence, the post-­pandemic competitive environment is unlikely to directly
resemble either the pre-pandemic environment or the pandemic environment.
Taken together, it is evident that great uncertainty exists for firms in the
post-pandemic economic environment. For example, Box 1.1 located at
the end of the chapter provides four cases from firms around the world,
which characterize scenarios that resemble what many firms are experienc-
ing. And based on these four case examples, and the many related exam-
ples that are occurring around the world, it is not surprising that many
firms have expressed uncertainty and a feeling of helplessness about what
to do next. They are seeking help and seeking this help quickly.
This book provides that help by proposing customer-centric recommen-
dations and guidance. It provides a strategic framework that firms need to
employ for the post-­pandemic new reality, which was developed by (i) ana-
lyzing hundreds of best (and worst) practices from before, during, and after
the pandemic, (ii) reviewing over a thousand academic research papers, and
(iii) interviewing over a hundred customers and managers from around the
world. The book also expands on research I conducted with Rohit
Deshpande from Harvard Business School and Imran Currim from the
Paul Merage School of Business at the University of California, Irvine, that
 1 INTRODUCTION 5

was published in Forbes, Harvard Business School Working Knowledge Series,

and Smart Company. That initial research was collectively presented by my
co-author team to hundreds of C-Level executives (primarily chief execu-
tive officers) from around the world, and the level extent of gratitude and
appreciation was greater than for almost practically any other research we
had conducted. According to the executives, the main reason for their
appreciation was the specific nature of the advice for how their firms should
move forward based on academically grounded customer-centric recom-
mendations. This feedback, in addition to feedback from others in industry
and government, inspired me to write this book.
My primary objective in writing this book is to provide specific, detailed
guidance to the many firms that are seeking assistance in navigating
through the pandemic and post-pandemic new economic and customer
reality. Hence, the book provides easy takeaways that readers can immedi-
ately employ to help guide their firm’s everyday practices and overall strat-
egies. To enable an easier understanding of the book’s core contents, I
make heavy use of narratives from both a business and customer point of
view, examples from businesses across the globe, and recommendations
derived from years of academic research. Further, the book enables readers
to develop a greater understanding of fundamental principles of customer
behavior and customer-centric solutions for growth.
The book’s proposed framework is presented in three interconnected
sections. The first section begins by examining how COVID-19 forced
customer behavior to change from pre-pandemic norms, with an empha-
sis on how COVID forced such changes through five different phases
(i.e., panic, lockdown, re-opening, persistence, and the new normal). The
section then describes the psychology behind why the shift in customer
behavior occurred, in particular by detailing why the majority of custom-
ers switched their shopping strategies from a hedonic, enjoyment-focused
strategy to a utilitarian, goals-based strategy. The section concludes by
providing an economic-analysis for why the shift in customer behavior has
affected customer demand and industry supply, and what this economic
shift means for firms going forward.
The second section builds on the first section by detailing the unique
growth opportunities available to businesses. It accomplishes this by
describing the new post-pandemic directional reality firms must employ,
which are based on growth strategies that overcome customers’ lack of
demand and financial constraints. Further, the second section describes
6 O. MINTZ

the importance for firms to adjust to this post-pandemic new directional

reality by employing a customer-centric approach based on fundamentals
of customer behavior, experimentation, and fast-failing, rather than a “bad
hoc” improvisational approach. The section concludes by detailing in indi-
vidual chapters how growth can be achieved: firms must target under-
served new customer markets with their existing products, target current
markets but with modified or new products, or target underserved new
customer markets with modified or new products.
The third section details my proposed COUNTER COVID frame-
work that firms should immediately employ to better navigate their every-
day interactions with their customers’ new behavior. The COUNTER
COVID framework focuses on three customer-centric tactics. The first
details how firms need to create emotional connections with their cus-
tomers. The second discusses the importance for firms to demonstrate
their value to their customers. The third describes how firms should
expand their digital footprints to better reach their customers. Together,
the C[ount]E[r] CO + V[i] + D based three customer-centric tactics cre-
ate the COUNTER COVID framework. The third section also pro-
vides firms actionable recommendations within individual chapters on the
COUNTER COVID framework. For example, the book describes strate-
gies for how and why firms should provide reassurance, training, and
safety, increase customer trial and retention, and employ more efficient
digital strategies.
Overall, the book’s three sections emphasize that because the pandemic-­
based economic crisis was largely driven by changes in customer behavior,
firms cannot operate in the post-pandemic environment as they did pre-­
pandemic or even as they did during the pandemic. Instead, times have
changed and a new normal for customer behavior has emerged.
Consequently, the post-pandemic new normal requires firms to go to their
customers to win them back; and to win their customers back requires
developing customer-centric strategies adapted to the post-pandemic eco-
nomic and customer-based reality. Hence, readers of this book should gain
a better understanding of the interconnected customer-­centric framework
firms should employ post-pandemic. Readers of the book should also
learn how to make their own firms enact better everyday customer-centric
firm practices and big-picture overall customer-centric firm strategies tai-
lored to the post-pandemic new customer normal.
 1 INTRODUCTION 7

4.0%
2.3%
1.8%
2.0%

0.0%

-1.0%
-2.0%
-2.1%
-2.5%
-4.0% -3.5% -3.3%
-4.1% -4.1%
-4.8% -4.7% -4.7%
-6.0% -5.4%
-6.1%
-6.6%
-7.0% -6.9%
-8.0%
-8.2% -8.1%
-8.9%
-10.0%
-9.8%

Fig. 1.4 Year-over-year GDP change between the end of 2019 and the end of
2020. Source: OECD (2021), Quarterly GDP (indicator), doi: 10.1787/
b86d1fc8-en

Finally, prior to proceeding to the next chapter, I must include one

important caveat. I am a business school professor whose research, teach-
ing, and engagement with industry focuses on marketing, strategy, and
technology. I am not a medical professional, so I do not try to predict how
COVID-19 will continue to affect the world’s health. I also do not intend
to trivialize the health ramifications experienced by people all over the
world; it is tragic and words cannot express the terrible personal loss of
those affected by COVID-19. Instead, I focus this book on my areas of
expertise to provide specific, actionable, and usable customer-centric strat-
egies to help businesses navigate through and past the economic crisis. We
all hope for a speedy recovery and yearn for a healthy and economically
strong post-pandemic era.
8 O. MINTZ

Box 1.1 Case Studies for the Introduction

1) Head for the Cure:

Head for the Cure, a US-based non-profit organization dedicated

to increasing brain cancer awareness and providing hope for those
that are involved in the brain cancer community, had come off a
record-breaking fundraising year in 2019. Its beginning of 2020 had
also started off quite strong and the non-profit was enthusiastic
about its expected growth for the rest of 2020. The reason was Head
for the Cure’s 5k races held across the country were increasingly suc-
cessful and expected to deliver continuous growth in donations for
the non-profit.
In February 2020, Head for the Cure was gearing up for one of
their biggest fundraising activities, the Central Texas 5k Race held
annually in late March in Austin. About COVID, Jenna Heilman,
Head for the Cure’s executive director, told me that at that time: “It
was unknown. We thought it was going to be something similar to
SARS where it stayed in China primarily and maybe some cases in some
communities…but we never predicted that it was going to cross the
coasts [of] and across the United States.” Ms. Heilman then stated that
once COVID started affecting US communities, all of a sudden “within
a couple of days everything started shutting down all around us.” This,
according to Ms. Heilman, affected Head for the Cure because the
non-profit had to “deal with brain cancer patients, so we have a very
immune comprised group of people who are fighting for their lives,
and how do we do this safely, but also knowing that the lifeline of Head
for the Cure is through these donations.” As a result, Ms. Heilman said
Head for the Cure was “struggling for how to continue to serve the
population but also knowing how to continue the organization as a
whole, knowing that roughly 80-85% of our funds raised come from
5k [races].”
Hence, similar to many firms around the world, Head for the
Cure was trying to assess how the pandemic would impact its firm,
with Ms. Heilman stating: “What does this mean for our foundation,
our donors’ capacity as people are getting laid off. It was really hec-
tic, and it was a lot of unknowns. You don’t know what you don’t

(continued)
 1 INTRODUCTION 9

Box 1.1 (continued)

know until you don’t know it, but no one knew anything so there
was no end in sight, no easy fix, no easy solution.”
In response, Ms. Heilman described Head for the Cure felt forced to
push forward through this difficult time because “people will still be
getting diagnosed with brain tumors…and that won’t stop.” To get
through the initial phase of COVID, Head for the Cure created a modi-
fied minimal viable type product: a virtual race that featured one of their
founders running through Austin with narration provided by the Head
for the Cure team.
But Head for the Cure knew more was needed to adapt to their
customers’ new behaviors. First, it conducted in-depth research
involving customers from all over the US to figure out how to best
adjust its operations. Then, as the pandemic persisted, Head for the
Cure continued to improve and tailor its products based on those
customer driven insights. The resulting customer-centric based
changes were extremely successful for Head for the Cure: the non-
profit was able to achieve its third highest overall gross fundraising
year in its history and provide greater net funding to its local benefi-
ciaries than ever before!
However, Head for the Cure, like many firms around the world, is
now asking what to do next? As vaccines became readily available in
the US, should the firm continue with the strategies it employed
throughout the COVID period? Or should Head for the Cure revert
back to their pre-­pandemic strategies? In addition, Head for the Cure
faced a worker exhaustion problem similar to many firms around the
world, which would also limit how much the non-profit could con-
tinue with the exact same strategies as employed during COVID. For
example, Ms. Heilman described how much “fatigue has hit” the
non-profit’s employees and she resigned from Head for the Cure in
June 2021 shortly after our the conclusion of our interviews.
Further, while many employees at the Head for the Cure and many
of its customers were excited about the prospect of resuming live in-
person races, the firm also understood its customers had changed
their behaviors and expectations, and Head for the Cure had success-
fully modified its products to match those changes. Thus, it is evident
that Head for the Cure, like many other firms, needs to commit to

(continued)
10 O. MINTZ

Box 1.1 (continued)

some kind of hybrid model, but what strategic framework should they
employ to create this model? This book provides a customer-centric
based framework to help guide firms such as Head for the Cure make
their strategic and everyday tactical decisions.

2) Cover-More Group:

In April 2020, Cara Morton was appointed CEO of the Cover-

More Group, which is a Zurich Insurance subsidiary and a global
leader in the travel insurance industry with brands such as Cover-
More, Travelex, Halo, Blue, and Universal Assistance. Despite Ms.
Morton’s noteworthy experience in leading business transformation,
digital innovation, and customer-centric business design, which led
to her appointment as Group CEO, she took over the position at a
precarious time for the travel industry that no one’s experience could
have provided sufficient experience. Demand for travel and travel
insurance were nearly halted, so the firm was not earning almost any
revenue. Customers were asking for refunds for trip cancellations,
which would require significant outward expenses, although Cover-
More was not liable to provide such refunds. And, no one in the
industry was quite certain about how the travel industry would
evolve once the pandemic subsided.
Thus, Cover-More knew its customers’ travel purchase decisions
would be very different than what they were pre-pandemic, and this
required the firm to consider a major re-design for the products,
services, and customer markets served. Consequently, Ms. Morton
described the situation as: “There’s nothing like a once-in-a-century
pandemic to test your resolve and capability as a leader. Especially, if
you are leading a global travel insurance and assistance group—when
no one can actually travel!”
Hence, Ms. Morton described to me the importance of creating
a business strategy for Cover-More, which similar to many firms
around the world, needed to “focus on two core things, and do
them incredibly well.” First, Ms. Morton stated that Cover-More
had to “take action to ensure our business could sustain the worst of
the pandemic.” This required Cover-­ More to make difficult

(continued)
 1 INTRODUCTION 11

Box 1.1 (continued)

decisions about how to manage its costs and expenditures, with a
major focus on how to invest in building its relationship with its
customers. For example, Ms. Morton told me that Cover-More
decided to provide full refunds to its customers “to invest in future
customer goodwill, especially when there was widespread dissatisfac-
tion with travel insurance.” Second, Ms. Morton, stated: “In tan-
dem, we had to prepare for what global travel would look like, and
what real value we could offer to customers as the world began to
emerge from the global pandemic.” Thus, Ms. Morton added that
the firm “concentrated on customer-­ centric product design and
development, and distribution, including an acceleration into digital
and direct [marketing].”
To accomplish this, Ms. Morton stated that Cover-More engaged in
months of research on pre-pandemic claims processes, examined cus-
tomer feedback on various aspects of the business, and used social
media analytics to identify future trends and better understand past
decision pain points that often stopped customers from purchasing
travel insurance. The outcome of these efforts, Ms. Morton explained,
were intended to provide Cover-­More a competitive advantage in the
post-pandemic economy by offering “a new benchmark of traveler care
and protection—when travel started to resume.”
Of course, the difficulty for Cover-More, and the many similar
firms around the world expecting a surge in demand post-pandemic
but were experiencing decreased demand during the pandemic, is to
establish a well-thought out framework to guide their post-pandemic
business strategies and everyday tactical decisions; topics this book
address.

3) Funrise Toys

Funrise Toys is a US-based multinational toy manufacturer that

sells popular kids toys such as Gazillion Bubbles, Hero Drive, Fart
Ninjas, and Rainbow Butterfly Unicorn Kitty, in addition to manu-
facturing a number of licensed toys such as Caterpillar-branded con-
struction vehicles. Ami Shapiro, Funrise’s director of global design
and development, described to me that COVID “was on the radar as

(continued)
12 O. MINTZ

Box 1.1 (continued)

a company” and the firm “saw it coming [to the US and the rest of
the world]” since a significant portion of Funrise’s workforce resided
in China and Southeast Asia, and also because many of Funrise’s
executives had directly experienced SARS while residing in Hong
Kong. This led Funrise to be better prepared for the transition to
when its employees would be forced to work from home.
In addition, Funrise was fortunate to be part of an industry that
experienced an unprecedented boom in sales as customers repeat-
edly purchased and stockpiled toys during the pandemic. Mr.
Shapiro, explained the industry’s success as: “People were stuck at
home. The kids were stuck at home and they needed more activity
while they were stuck at home. So parents spent more money on
buying toys.” Yet, Mr. Shapiro described the overall boom in toy
purchases during the pandemic as something that most people in his
industry did not expect, in particular because of lagging sales in the
first couple months of the pandemic. Mr. Shapiro also added that toy
sales success were a “big surprise” that led to industry’s “best season
on record”, with retailer customers all “wanting product” since most
toys were selling out.
However, according to Mr. Shapiro, despite the success of the toy
industry during the pandemic, the primary question asked by Funrise
and the entire toy industry was: what will happen to demand for toys
once the pandemic subsides and people are not staying at home to
the same extent? Further, Mr. Shapiro also stressed a secondary
question that lingered about the post-pandemic future: how to best
tailor Funrise’s products to cater to customers’ now online domi-
nant shopping behavior, which created different preferred price points
and required different product differentiation than traditional in-
store shopping? The answer, as discussed throughout the book, lies
in developing and implementing customer-centric strategies that
generate customer loyalty to the firm.

4) Colour Tech Coatings

Colour Tech Coatings, an Indian-based paints manufacturer,

confronted a different type of dilemma. Abhisheik Maddeti, Colour

(continued)
 1 INTRODUCTION 13

Box 1.1 (continued)

Tech’s managing director, told me that once India emerged from
lockdown “the prices of the raw materials were rock bottom.” This
initially enabled his firm to capitalize on those low costs to earn
better overall profit margins per customer from its paint sales.
However, Mr. Maddeti also told me that the firm had been experi-
encing slower product demand since many of its regular customers
were now facing financial constraints. This led Colour Tech to face a
situation for much of the second half of 2020 that Mr. Maddeti
described as “high supply but low demand.” Further, Colour Tech
faced an additional challenge: COVID had flared back up signifi-
cantly in India and the virus was expected to persist there for a num-
ber of years due to the logistical and manufacturing challenge of
vaccinating such a large population.
Thus, while much of the developed world focused on how busi-
nesses should proceed in a largely vaccinated post-pandemic society,
Colour Tech faced a set of problems many firms in the developing
world were also facing. The book describes two key paths forward.
First, firms need to decide on a customer-centric strategy that enables
them to grow beyond relying on its current customers. Second,
firms need to adapt their interactions with customers continually
concerned by safety fears and financial constraints caused by the
pandemic.

Note
1. (Rev 2020)

References
Charles, Marvin. 2020. “South Africa’s Unemployment Rate Expected to Reach
50%.” Independent Online, May 27, 2020. https://www.iol.co.za/capeargus/
news/south-­africas-­unemployment-­rate-­expected-­to-­reach-­50-­48565641.
Cheng, Evelyn. 2020. “Roughly 5 Million People in China Lost Their Jobs in the
First 2 Months of 2020.” CNBC. March 16, 2020. https://www.cnbc.
c o m / 2 0 2 0 / 0 3 / 1 6 / c h i n a -­e c o n o m y -­m i l l i o n s -­l o s e -­t h e i r-­j o b s -­a s -­
unemployment-­spikes.html.
14 O. MINTZ

Cohen, Patricia, and Tiffany Hsu. 2020. “‘Rolling Shock’ as Job Losses Mount
Even With Reopenings.” The New York Times, May 14, 2020, sec. Business.
https://www.nytimes.com/2020/05/14/business/economy/coronavirus-­
unemployment-­claims.html.
Janda, Michael. 2020. “Australia Is in First Recession in 29 Years after
Avoiding ‘Economic Armageddon.’” ABC News. June 3, 2020. https://
www.abc.net.au/news/2020-­0 6-­0 3/australian-­e conomy-­g dp-­r ecession-
­march-­quarter-­2020/12315140.
McGeever, Jamie. 2020. “Brazil Unemployment Rises to 12.6%, Record 4.9
Million People Leave Workforce.” Reuters, May 28, 2020. https://www.
reuters.com/article/us-­brazil-­economy-­unemployment-­idUSKBN23422O.
Nelson, Eshe. 2021. “Britain’s Economy Shrank by Nearly 10 Percent in 2020,
the Most in 300 Years.” New York Times, February 12, 2021, sec. Business.
https://www.nytimes.com/live/2021/02/12/business/stock-­m arket-­
today/britains-­e conomy-­s hrank-­b y-­n early-­1 0-­p ercent-­i n-­2 020-­t he-­m ost-­
in-­300-­years.
Office for National Statistics. 2020. “GDP Monthly Estimate, UK: April 2020.”
United Kingdom Office for National Statistics. https://www.ons.gov.uk/
economy/grossdomesticproductgdp/bulletins/gdpmonthlyestimateuk/
april2020#gdp-­fell-­by-­204-­in-­april-­2020.
Reuters. 2020. “Italy GDP to Fall 9.2% This Year, Says Central Bank,” June 5,
2020. https://www.reuters.com/article/italy-­economy-­cenbank-­forecasts-­
idUSR1N2C900N.
Rev. 2020. Quarterly Hearings on CARES Act. Washington D.C.: Rev. https://
www.rev.com/blog/transcripts/jerome-­powell-­steve-­mnuchin-­testimony-
­transcript-­on-­covid-­19-­stimulus.
The Hindu. 2020. “Today’s Top Business News: Unemployment Rate in May
Rose to 23.48%, Stocks Soar as India Begins to Unlock, Businesses Run out of
Cash, and More.” The Hindu, June 1, 2020, sec. Business. https://www.the-
hindu.com/business/businesslive-­1-­june-­2020/article31719506.ece.
The Times of Israel. 2020. “Israel’s Unemployment Rate Tops 21 Percent.” The
Times of Israel, March 26, 2020. https://www.timesofisrael.com/israels-­
unemployment-­rate-­tops-­21-­percent/.
 CHAPTER 2

Section One Introduction: How and Why

the COVID-19 Economic Crisis Occurred?
A Customer Behavior-based Perspective

“Customer expectations and customer habits have changed significantly… I

think these things are going to be permanent.”
–Suresh Kumar, chief technology officer and chief development officer,
Walmart Inc.1

COVID-19 caused customers to drastically shift their shopping behav-

ior. For example, when asked by me to reflect on how their customer
behavior changed in response to the pandemic:

• Ronnie Lilien, from the US, stated: “I’m not interested in going to
malls. I was not a fan of online shopping. Now I purchase items
online that I used to enjoy the shopping experience of buying.”
• Antonio Nikolakopoulos, from San Marino, said: “I assess more
carefully whether I need a product or not, I make more considered
purchasing choices.”
• Todd Pezzuti, from Chile, said: “The range of products I purchase
has definitely decreased, mostly because I leave the house less and
engage in fewer activities... I don’t need the same assortment of
clothing, especially more formal clothing.”
• Kiron R., from Spain, stated: “My purchasing decisions have changed
largely due to different priorities that the pandemic and new work
norms have brought in. Discretionary spending on rent, electronics,

© The Author(s), under exclusive license to Springer Nature 15

Singapore Pte Ltd. 2021
O. Mintz, The Post-Pandemic Business Playbook,
https://doi.org/10.1007/978-981-16-5868-6_2
16 O. MINTZ

clothes, etc. have shifted to good food, experiences, hobbies and

definitely more attention to savings.”
• Henrie James R., from the Philippines, said: “Due to the pandemic,
I usually spend more time and work at home. I found myself com-
forted when buying home appliances that will provide convenience
while I am working.”
• Lethabo L., from South Africa, stated: “I'm still limiting the number
of visits I make to supermarkets, pharmacists, etc. to one visit a week,
and I try to purchase most items I need all at once if possible. I’m
also still purchasing food items to cook at home for the large major-
ity of my meals, and still visit restaurants very rarely.”

The result of those pandemic-forced changes, and many

other pandemic-­ forced customer behavior changes created a cus-
tomer driven economic recession. Summarizing an industry point of
view, Luke Tilley, chief economist at Wilmington Trust, told the New
York Times: “This is the sharpest decline in consumer spending that we
have ever seen” (Leatherby and Gelles 2020). Daniel Agostinelli, chief
executive officer (CEO) of the Accent Group, provided a managerial
perspective by telling News.com Australia: “The only word we can find
for this shift is seismic and we’re concerned it could have a prolonged
effect on how customers shop. That will have an impact on how many
stores the business will require” (Brook 2020). Sharon White, chair of
John Lewis Retailers, told The Guardian that the pandemic caused “an
economic earthquake” that led to “decades-­worth of change in the
space of one year” and “shopping habits have changed irreversibly”
(Wood 2021). Natasha Kennedy, senior partner at FleishmanHillard, a
global public relations firm, provided a consultant perspective by pre-
dicting to the Los Angeles Times that “consumer behavior has changed
and, for many, those changes will persist past the pandemic” (Lazarus
2020) (Fig. 2.1).
Consequently, is it is clear that COVID-19 caused customers to adjust
from their previously established purchasing behavior. New habits were
created, with many inevitably that will persist in the future (see Fig. 2.2 for
behavior observed by US Chief Marketing Officers). Firms that do not
realize, comprehend, or adapt to this change in customer behavior risk
 2 SECTION ONE INTRODUCTION: HOW AND WHY THE COVID-19… 17

Fig. 2.1 Total consumer spending year-over-year. Source: Earnest Research and
Fable Data (2021)

Focusing on your largest revenue market, what types of customer behaviors have you observed during the Covid-19 pandemic?

Lower in person marketing engagement (e.g., sales/store visits, tradeshows) 97.0%

Increased openness to new digital offerings introduced during the pandemic 84.8%

Increased value placed on digital experiences 83.8%

Greater acknowledgement of companies’ attempts to "do good” 79.1%

Lower likelihood to buy 67.2%

New customers have been attracted to our products and services 65.4%

More reviews/blogging/posting about brands online 59.5%

More online research before purchasing 58.8%

Unwillingness to pay full price 43.3%

Weaker loyalty levels 24.9%

Lower likelihood to purchase online 24.0%

Weaker concerns about privacy 23.8%

Fig. 2.2 Customer behavior changes observed by US Chief Marketing Officers.

Source: The CMO Survey Highlights and Insights Report (June-2020): https://
cmosurvey.org/

being left behind by such customers. Hence, as a first step to guide firms
on how to employ customer-centric strategies to adapt to these pandemic-­
forced customer changes, I detail in the next two chapters how and why
the pandemic caused changes in customer behavior that resulted in a
customer-­based deaccession and financial-based recession.
18 O. MINTZ

Note
1. (Loftus 2020)

References
Brook, Benedict. 2020. “Coronavirus Australia: Some Retailers Likely to Close All
Stores, Go Purely Online.” News.Com.Au. May 1, 2020. https://www.news.
com.au/finance/business/retail/coronavirus-­australia-­some-­retailers-­likely-­
to-­c lose-­a ll-­s tores-­g o-­p urely-­o nline/news-­s tory/0b41b728c7a33e1223
3ab6c97064b872.
Lazarus, David. 2020. “Nothing Will Be the Same? Yes, It Will.” Los Angeles
Times, April 13, 2020, sec. Business Columnist. https://www.latimes.com/
business/newsletter/2020-­04-­13/coronavirus-­consumer-­behavior-­business.
Leatherby, Lauren, and David Gelles. 2020. “How the Virus Transformed the
Way Americans Spend Their Money.” The New York Times, April 11, 2020, sec.
Business. https://www.nytimes.com/interactive/2020/04/11/business/
economy/coronavirus-­us-­economy-­spending.html.
Loftus, Tom. 2020. “Digitally Transformed: CIOs Take Stock of Covid-19 Era.”
Wall Street Journal, October 15, 2020, sec. C Suite. https://www.wsj.com/
articles/digitally-­transformed-­cios-­take-­stock-­of-­covid-­19-­era-­11602763549.
Wood, Zoe. 2021. “A Hill to Climb? Oxford Street ‘Mound’ Aims to Lure Back
Shoppers.” The Guardian, March 13, 2021. https://amp.theguardian.com/
business/2021/mar/13/a-­hill-­to-­climb-­oxford-­street-­mound-­aims-­to-­lure-­
back-­shoppers?__twitter_impression=true.
 CHAPTER 3

Five Phases for How Customer Behavior

Changed in Response to COVID-19

COVID-19 resulted in five phases of change to customer behavior, as

illustrated in Fig. 3.1, with each phase influencing behavior in the subse-
quent phase. The first phase was shock and panic (in March 2020 for most
of the developed world), when it became apparent that the pandemic
would soon cause a major disruption to everyone’s daily life. The second
phase was the lockdown (between the end of March and May 2020 for
most of the developed world), when a large proportion of the population
were forced to stay in their homes and the majority of offices, factories,
and stores were closed. The third phase was the re-opening (between May
and July 2020 for most of the developed world), when lockdowns were
gradually lifted and stores began to re-open. The fourth phase was persis-
tence (from July 2020 through 2021 for most of the developed world), as
the pandemic continued to impact people and vaccines started to be deliv-
ered. The fifth phase is the “new normal” (from 2021 to the current time
period), when larger portions of the population became/become vacci-
nated, and their behavior started slowly adapting to a new customer- and
economic-based reality.
Throughout the chapter, the reader should think about how your
behavior changed during each of the five phases. Did you purchase differ-
ent products and product categories or make different types of purchases
as compared to pre-pandemic? Did the location you made purchases and

© The Author(s), under exclusive license to Springer Nature 19

Singapore Pte Ltd. 2021
O. Mintz, The Post-Pandemic Business Playbook,
https://doi.org/10.1007/978-981-16-5868-6_3
20 O. MINTZ

Pre-Pandemic

New Normal
Panic Phase

Persistence
Re-opening
Lockdown
Phase

Phase

Phase

Phase
Pre-Pandemic Spending Line

Fig. 3.1 The five phases of changes in customer behavior due to the COVID-19
pandemic. Source: Author

the way you made such purchases differ? Did the frequency of your prod-
uct purchases change? What about how you interacted with firms?
Then, as a manager, consider how each of your firm’s customer seg-
ments adjusted their behavior through the five phases, using similar ques-
tions as noted above as guidance.
 3 FIVE PHASES FOR HOW CUSTOMER BEHAVIOR CHANGED IN RESPONSE… 21

Phase One: Panic!

“Thick darkness has gathered over our squares, our streets and our cities. It
has taken over our lives, filling everything with a deafening silence and a
distressing void that stops everything as it passes by; we feel it in the air ...
We find ourselves afraid and lost.”
– Pope Francis1

In January and February 2020, an increase in COVID-19 cases caused

China to enter a significant shutdown. In late February, Iran and South
Korea started reporting a large number of cases, which forced the two coun-
tries to also enter into a lockdown. In early March, Italy suffered a consid-
erable rise in cases, forcing it to lockdown. However, in mid-March, much
of the world was still not expecting what would happen next: COVID-19
was about to radically shock and transform customer behavior throughout
the world, with a devastating effect on the global economy.
Garrett Graff, reporting for Wired.com on “An Oral History of the
Day Everything Changed,” summarized it as:

“Wednesday, March 11, the 71st day of 2020, proved to be unlike any other
in American history– the pivot point on which weeks of winter unease about
the looming novel coronavirus turned in a matter of hours into a sudden,
wrenching, nation-altering halt to daily life and routine. Just a day earlier,
Americans across much of the country were still going into the office, meet-
ing friends for drinks, and shaking hands in meetings. That morning, the
number of coronavirus cases in the US crossed the 1,000 mark, up 10-fold
from the prior week. Only 29 Americans had died.”
“But on that Wednesday, the World Health Organization [WHO], which
had only begun referring to the virus as Covid-19 a month earlier, declared
the disease a global pandemic. Every hour seemed to bring major new devel-
opments: On Wall Street, after days of huge up-and-down gyrations, the
Dow Jones Industrial Average fell 1,465 points and officially entered bear
territory; Capitol Hill faced its first confirmed Covid-19 case; the NCAA
announced it would play its basketball tournament without fans; and then,
in rapid-fire succession that evening, President [Donald] Trump gave an
Oval Office address, announcing a travel ban from Europe, the NBA sus-
pended its season after player Rudy Gobert tested positive for the virus, and
Tom Hanks and his wife, Rita, posted on Instagram that they too had been
diagnosed while in Australia and were recuperating.”
22 O. MINTZ

“By Thursday, the national landscape had been undeniably altered, and
Americans were panic-buying toilet paper.”

The instant effect on customers was shock and panic. Grocery store
shelves were emptied. Customers stockpiled toilet paper, hand sanitizer,
and enough disinfectant wipes to last for months. Uncertainty lingered.
Travel plans were cancelled. Few people wanted to go to shops. Purchases
dropped overall (Fig. 3.2).

Fig. 3.2 Percent change in US small business revenue during panic phase.
Sources: Opportunity Insights and Womply (2021)
 3 FIVE PHASES FOR HOW CUSTOMER BEHAVIOR CHANGED IN RESPONSE… 23

Hence, when I asked various people from around the world about their
recollections from that time period:

• Jose Gunawarman, described how people in his home country of

Indonesia hoarded “every kind of vitamin,” “every kind of canned
food,” and “basic ingredients such as rice, pasta, sugar and chili.”
Further, Mr. Gunawarman told me how his “family prepared for the
worst” and “ended up hoarding just enough to last probably a little
more than one month (mainly food), as that is how much space in
the fridge we had.”
• Olivier Rubel, from the US, described to me how he vividly remem-
bers “having to stay in line at 7 am to buy toilet paper!”
• Ronia Lunkhel, from Israel, said: “I thought people went crazy and
wanted that madness to end.”
• Beatriz R., from the Philippines, stated: “I was scared when I heard
about the first lockdown here in the Philippines. I was also afraid for
the safety of my family since the number of positive cases has been
growing rampantly. Furthermore, I felt devastated when I heard
about people raving for toilet papers and other things. Like, seri-
ously? There’s no need to scramble. The pandemic has shown how
wanton human beings are.”

As a result, organizations were hit by shock and paralysis. Fundamental

assumptions about long-standing customer buying habits, contracts, and pay-
ment terms were disrupted. Employees were unsure if they should go into
their workplace. Jenna Heilman, executive director for Head for The Cure, a
US-based non-profit organization dedicated to increasing brain cancer aware-
ness, described how her non-profit “had a pretty heated conversation about
what does it [their upcoming Central Texas 5k event] look like…and we came
up with a number of different scenarios of what this looked like, thinking at
first that people were just freaking out and this wasn’t going to be a big thing.
And then literally, the next day…all the cities were planning on shutting
down.” Ami Shapiro, director of global design and development for Funrise
Toys, a US-based multinational toy manufacturer, told me how his firm “right
away was offering masks, and sanitizers to everyone.” Further, Mr. Shapiro
explained that Funrise “adjusted very quickly within days to provide all the
equipment needed for people to be at home for the foreseeable future.” Cara
Morton, CEO of Cover-More Group, an Australian-based multinational
travel insurance firm, told me how her firm needed to figure out whether this
would be a temporary or longer-term halt to its travel insurance business.
24 O. MINTZ

Fig. 3.3 Year-over-year US sales growth by vertical during pre-pandemic and

panic phases. Source: Earnest Research (2021)

Underlying all this panic were customers’ escalated concerns for safety,
which, in turn, created an abrupt shift in what, where, how, and even
whether customers were buying. Supply and demand still existed for prod-
ucts, but customers’ access to them was affected. Hence, online orders
and delivery services increased, as did demand for medical supplies and
online telecommunication firms (Kats 2020). Purchases for essential
goods skyrocketed. In contrast, retailers and the travel industry, in particu-
lar, suffered; and purchases for non-essential goods and services plum-
meted (Fig. 3.3).
Organizations knew something had changed but questions were asked
about how long this effect would last. The general assumption was that
overall changes in customer behavior would be short term, with a quick
reversion to “normal” once the virus had dissipated and customers’ desire
for safety was satisfied.
Governments and public health officials tried to reinforce this assump-
tion in an effort to calm the global population and global economy. On
March 10, Donald Trump, the US President, proclaimed: “We’re pre-
pared, and we’re doing a great job with it. And it will go away. Just stay
calm. It will go away” (Stevens and Tan 2020). Then, on March 11, when
declaring COVID-19 a global pandemic, Dr Tedros Adhanom
Ghebreyesus, the General-Director of the WHO, stated: “We have never
before seen a pandemic sparked by a coronavirus. This is the first
 3 FIVE PHASES FOR HOW CUSTOMER BEHAVIOR CHANGED IN RESPONSE… 25

pandemic caused by a coronavirus. And we have never before seen a pan-

demic that can be controlled, at the same time [emphasis added]” (World
Health Organization 2020a).
However, of course, as we now know, the panic phase in March 2020
was just the beginning of the pandemic and economic crisis. Soon,
COVID-19 caused most of the developed world to enter into a lockdown.

Phase Two: Adjustment to Lockdown

“We know how to bring the economy back to life. What we do not know is
how to bring people back to life.”
– Nana Akufo-Addo, President of Ghana2

By the end of March 2020, an increase in COVID-19 cases led govern-

ments in most developed countries to impose stay-at-home lockdowns. As
a result, most offices, factories, and retail stores were shut. Their employ-
ees were forced to work from home and also juggle parental and other
household duties. Travel, more or less, halted. Live entertainment events
and in-person conventions that were mainstays of everyday life were also
cancelled for what seemed to be for the perceivable future.
The result was that the lockdown phase caused an immediate severe
drop in demand for most non-fundamental purchases around the world.
For example, in the UK, vehicle sales plummeted by 97% (Hillier 2020).
In Israel, tourism-related purchases dropped by 80% (Barkat 2020). In the
US, spending on fitness and beauty decreased by more than 50% (Leatherby
and Gelles 2020). In Spain, BBVA, one of the country’s large financial
services firm, reported that year-to-year credit card expenditures dropped
by 40–60% (Carvalho et al. 2020).
The effect on businesses was harsh. Furloughs and pay reductions were
instant. Layoffs and unemployment claims climbed quickly and in num-
bers that had never been seen before (e.g., see Fig. 3.4). Discretionary
expenditures and purchases were cut or halted. Supply chains were severely
disrupted. Agreements and contracts needed to be broken. Roberto M.,
who resides in the US, told me how for his insurance business: “The lock-
down completely altered how we do things and caused a heavy increase in
cancellations and prevented new customer growth. As the general public
was laid off or furloughed, it eventually caused cancellations due to non-­
payments or just voluntary cancellations.” Mary May Valenzuela, who
works in marketing for a Filipino printing service firm, told me that during
26 O. MINTZ

Fig. 3.4 Percent change in number of US small businesses open during lock-
down phase. Sources: Opportunity Insights and Womply (2020)

this time period “our clients from the education sector, food-and-drink
sector, and hospitality sector asked our office to cancel their orders, which
we can’t accommodate easily as some of the raw materials for the project
are already procured and some of the projects are ready for the delivery.”
Thus, Ms. Valenzuela added that her firm suffered great losses. D.V., from
Israel, stated their firm had “cancelled contracts plus around an 85%
decrease in activity.” Further, D.V. noted: “A whole segment of our busi-
ness which is directed at summer events was completely closed and missed
a full season with zero purchases. We had to lay off 50% of the staff, plus
narrowed the marketing spend to zero.”
Even companies well positioned to take advantage of COVID-forced
changes to customer behavior instantly faced a new reality. EvaxSoft, a
Russian programming and software development firm that provides services
to clients around the world, as a common example. Alexandr Yusupov, a
team leader at EvaxSoft, explained: “Once it became clear that physical
offices were going to be closed for a long time, many firms first turned to
web services. These firms needed to develop delivery and software manage-
ment services very fast, which led to a deficit of qualified programmers in
the market and required us to spend much more to keep employees on
board.” Mr. Yusupov also added: “In the meantime, our existing clients
 3 FIVE PHASES FOR HOW CUSTOMER BEHAVIOR CHANGED IN RESPONSE… 27

were having a bad time so they were not going to increase their spending
and sometimes had difficulty with their [current] spending.”
Consequently, the economic impact of the lockdown phase was brutal:
Nobel Prize winner Michael Spence estimated an unprecedented 15–25%
reduction in productivity in most developed countries (e.g., Spence and
Chen 2020). Governments responded by providing unprecedented loan
and grant packages for businesses, such as the $2 trillion CARES Act in
the US, and unprecedented unemployment and job seeker benefit plans
for individuals, such as the JobKeeper and JobSeeker programs in Australia.
However, government support packages were designed to alleviate the
short-term challenges during the lockdown phase, but could not fix long-
term damage to customer confidence and changes in customer behavior.
Customers had already cut their overall purchases. Long-time buying hab-
its had been severely disrupted. Digital channels were employed in record
numbers for many customer purchase categories. Customers also increased
their spending to improve their work from home (WFH) environment,
and on making their home more “comforting.” Hence, during the lock-
down phase, a record number of puppies, board games, gardening items,
butter- and candle-making kits, and do-it-yourself home fixes were sold
(Axiak and Cowling 2020). Firms that sold technology to enable compa-
nies to expand their digital footprints or their employees’ ability to WFH
performed well. So did firms that sold products that made customers feel
more “homely.” Customers also continued to stockpile groceries and gen-
eral goods throughout (see Fig. 3.5 for industry statistics over time).
Further, customers were using online news, online gaming, streaming
services, and social media at historic levels. For example, Alex Schultz, vice
president of analytics at Facebook, and Jay Parikh, vice president of engi-
neering at Facebook, co-wrote in a corporate blog: “The usage growth [of
social media] from Covid-19 is unprecedented across the industry, and we
[Facebook] are experiencing new records in usage almost every day”
(Schultz and Parikh 2020). At the same time, online news and social media
businesses were facing diminished advertising spending on their websites.
Firms hesitated to promote products on websites that discussed COVID-19
for fear of appearing to be taking advantage of the situation (Pash 2020).
Financial constraints also severely constrained advertising budgets and
reduced businesses’ ability to pay to advertise on social media (Gallagher
2020). Michelle Francis, a senior manager at a major international media
firm, told me: “Once lockdown appeared to persist for longer than two
28 O. MINTZ

Fig. 3.5 Year-over-year US sales growth by subsector during panic and lock-
down phases. Source: Earnest Research (2020)

Fig. 3.6 Slower growth in digital advertisements during lockdown phase.

Source: Interactive Advertising Bureau (IAB) Australia (2021)

weeks, we noticed digital advertisers pausing ad campaigns, which then

quickly escalated into canceling any campaign possible to prevent spend-
ing any further marketing budget. Internally, redundancies were increased
and decisions were made faster than predicted as a result of the ongoing
lockdown.” (Fig. 3.6)
For Abhisheik Maddeti, managing director of Colour Tech Coatings,
the Indian lockdown forced his factories to shut practically overnight.
Mr. Maddeti also mentioned that the firm could not get raw materials
 3 FIVE PHASES FOR HOW CUSTOMER BEHAVIOR CHANGED IN RESPONSE… 29

delivered to them during the lockdown phase since transportation for

such materials were halted. Further, Mr. Maddeti mentioned that Colour
Tech’s main end-user customers, construction workers, were also forced
to stop working, which limited demand for its products. Thus, Colour
Tech was forced to deal with little supply and little demand.
For Head for the Cure, Jenna Heilman, its executive director,
described to me that during the lockdown “we started pushing all our
events later back in the year” and the non-profit hoped that “if we push
this farther down the line, we could get through the first heat and then
we could get back to host something in person.” In addition, according
to Ms. Heilman, Head for the Cure paused most its customer communi-
cation efforts during this time period because the non-profit was “not
sure about the insensitivity of our messaging.” Ms. Heilman also noted
that the organization paused hiring, 401k fund matching, raises, and
most other expenditures in order to make sure they did not have to lay-
off any employees, which they considered their greatest competitive
advantage.
Consequently, the result of the lockdown phase was that customer
demand shifted dramatically in a number of industries (see Table 3.1),
with devastating effect on the overall global economy.

Table 3.1 Customer demand changes in lockdown phase

Type of Customer

B2C B2B

Level of Increasing General goods stores, grocery Telecommunications, healthcare

Demand stores, e-commerce, online
entertainment,
pharmaceuticals, and social
media
Decreasing Automobiles, construction,
entertainment / events,
furniture, luxury goods, travel,
real estate, restaurants,
retailers, and taxis
supplies, and suppliers of B2C
increasing demand industries
Ad markets, commercial real
estate, industrial commodities,
and suppliers of B2B decreasing
demand industries

Source: Author from compiled research

Another random document with
no related content on Scribd:
szembe velük. Mintha még ezt is ismerné Béla. Nagy isten, az a
sárga arczú, kétségbeesett tekintetű, ősz hajú ember, mintha csak
Istók lenne! Állj meg, állj meg, állj meg! De mégse… álom volt az
egész. Az isten áldjon meg, Istók; jó apja légy a kicsinynek!
Béla lezárja szemeit és ismét nyugton maradva, nem lát többé
semmit az élénkülni kezdő reggel képeiből. Lelke ama másik
reggelnek bús sivatagán bujdosik, melyen meg kellett hallania, hogy
gyávaságában gyilkossá lett, élete egyetlen szerelmének gyilkosává.
Mari, Mari, Mari! Látod-e őt az égből? Belátsz-e szívébe, mely
egyedül a tied volt mindig és senki másé soha? Elégnek tartod-e a
bünhődést? Megbocsátasz-e már neki és közbenjársz-e érte az
igazságos isten előtt?!
Az emberbarát a kocsi másik sarkában sokkal jobban meg volt
zavarodva, mint Béla. Igen beszédesnek mutatta magát; de ez a
beszélgető kedv hasonlitott a mesterinas lármájához, a ki éjtszaka
fél egyedül és végig fütyöli az utczát. Minduntalan más tárgyba
kezdett és rendesen úgy szakította félbe valamennyit, hogy a
közelben vagy távolban valami gyanúsat látott.
– Nem rendbiztos az ott azzal a ménkü nagy kócsagtollal a
kalapján? Akármi legyek, az… De mégsem; csak árvaleányhajas
parasztember. Hanem azért az elővigyázat nem árt. Ezzel a kocsival
jó lenne itt befordulni az utczába, azután úgy kanyarodni majd
kifelé… Bizony isten eszembe juthatott volna egy kis szíverősítőt
hozni magammal. Tudniillik nekem gyermekeim vannak és már
ilyenkor csak nem olyan elszánt az ember, mint különben. Hanem
bolondul vonzódom önhöz, uram… Mintha egy fehér-köteles barát
czammogna ott az úton! Az ám, még zsák is van a hátán. Mi
tagadás benne, ez nem jó jel. De a mi a kocsibért illeti, az iránt
legyen nyugodt. Akárminő áldozatot nem fogok sajnálni, hogy valami
emléket váltsak meg öntől.
Így ijedezett, izgett-mozgott, feszelgett, verte össze a foltozott
csizmáit és harapdálta a kajla bajuszát. Szivara minden pillanatban
kialudt s mikor már egyáltalában képtelen volt boldogulni vele, úgy
próbálta hasznát venni, hogy elrágta a közepéig. Hasonló módon
belekóstolt a másikba is, és mire a Rákosra kijutottak, szerencsésen
elfogyasztotta félig.
Messze, messze, durva, színtelen pormező terült el előttük,
melynek komor egyhangúságát nem igen tudták megszakítani a
hosszan vonuló száraz sövények, az az egy-két tengődő akáczfa és
a sok-sok sárguló, hervadó bozót. Az ég szürke volt köröskörül
mindenfelé, mintha minden pillanatban esni készülne. Hideg,
sivítozó szél nyargalt végig a síkon s a távoli kéményeknek ide
hajtott füstjét szinte a földre leverte. A Duna felé nehéz ködök
emelkedtek s a vadludak fekete csapatai szomoru gágogással
úsztak tova az őszi lég hüvös árjában.
Emberi lélek semerre.
De mégis. A távolban két sötét, mozgó alakot pillantottak meg, a
mint a kocsit hátrahagyva, a találkozóra kijelölt pont felé siettek.
Ellenfeleik voltak. Artur egy vén, korhas fatörzsön üldögélt ott,
segédje meg vékony pálczikájával kényelmetlenül turta a homokot
előtte.
A tigris nem lehetett rosszkedvű. A közeledők messziről egy-egy
hangos, mély, erőszakos hahotáját hallhatták, mely belevegyült a
vadludak egyhangú nótájába. Tekintete most is az a kihevült, égő
volt, a mi az éjjel, csakhogy még kékes foltok is ütköztek ki rajta.
Köpenye és kalapja mellette hevert a földön, (arra a bizonyos
ládikára dobva) de épen nem látszott rajta, hogy fáznék s a csipős
szél nem tudott behatni hajának sürű erdejébe. Vastag, duzzadó
ajkait harapdálta s nagy, éles, sárga szemei mintha derült
emlékeken bolyongtak volna. Tréfás történeteken, miken hajdan egy
keveset mulatott, szép asszonyokon, kikbe egy-egy keveset beléjük
szeretett, az afrikai végtelen sivatagokon, melyek egy keveset
meghatották.
Egy csöppet sem volt rossz kedve. Míg segédje (egy vézna divat-
uracs, pomádés hajjal, illatos zsebkendővel és félszemüveggel)
savószín szemeit olyanformán jártatta körül, hogy akárhol szeretne
lenni, csak itt nem, ő épen egy adomát mondott el neki afrikai
vadászútjából.
– Pompás egy állat volt, – végzé. A legszebb fajtából való,
sörényes hím-oroszlán. Nem láttad még a bőrét a szobámban?
– Nem láttam, – vaczogta az úrfi.
– Nos, ha ma együtt reggelizünk, hát azon fogunk teázni. A mint
a hatalmas pára harmadik golyómra összeroskadt, olyan bömbölő
hörgésben tört ki, hogy jéggé fagyott a vérem. A magas, kopár
sziklák körülöttünk hosszan verték vissza. Ez jeladás volt. A haldokló
király boszúra hívta vele az atyafiságát. Mintha megértették volna, a
hegyek mélyeiből egyszerre megzendültek válaszul a fájdalmas,
bús, dühös, iszonytató ordítozások. Mi azonban Achmeddel és
prédánkkal gyorsan lóra kaptunk és mielőtt boszút vehettek volna
rajtunk a király-gyilkosságért, ajánlottuk magunkat az egész felséges
uralkodó családnak. – Itt vagytok már? Jó reggelt!
Béla és segédje helyt voltak.
Mind a négyen üdvözölték egymást és az ismeretlenek gyorsan
megismerkedtek. Nem állok jót érte, hogy azért meg tudták volna
nevezni egymást. A kezük is elég hideg volt, a mint megszorították
egymásét. Dudás még a keztyün keresztül is érezte, melyet a finom,
vaczogó uracs nem húzott le.
Míg a segédek a távolságot mérték, Artur odalépett a szótlanul
álló Bélához. Tekintetén ott ült most is az az örökös, sértő,
csiszolatlan gúny; de egy perczre úgy tetszett, mintha valami borús
fátyol alól villogna elő.
– Béla, te sohasem voltál valamirevaló vadász. Emlékszem,
egyszer Gadóczon sokat nevettünk rajtad, mikor azt az őzet
megsajnáltad. Csak azt akarom mondani, hogy engem most a
világért se nézz ilyen szánalomra méltó vadnak. Lőjj egyenesen ide,
ha tudsz. (Felszakította egy rántással a mellényét.) Mert én annyit
mondhatok, hogy sohasem fogok kibékülni veled…
 – Nem tettem ajánlatot rá, – vágott közbe Béla szárazon és
arczát elborította egyszerre a vér.
– No jó, jó, csak ne szakíts félbe. Nem békülök ki. Te magad is jól
tudod, hogy sohasem békülhetek ki, mert nem tudok parancsolni a
véremnek és az véletlenül a te becsületedet áhítozza. De a mint
egyszer a vérem kihült, bolond lennék tovább folytatni az oktalan
ellenségeskedést. Egy levelet dugtam a zsebembe, melyből az, a ki
itt véletlenül rám fog akadni, megtudja, hogy öngyilkos voltam. Nos
urak, hát hova álljunk? De igaz, a szemeinkkel nem tudjuk agyonlőni
egymást. Hol vannak a pisztolyok?
A fegyvereket kiosztották s az ellenségek szembeálltak
egymással.
A keztyűs uracs tapsolt egyet.
– Hangosabban! – kiáltott rá Artur.
Tapsolt másodszor és a bujdosó szél, mely pedig nem igen
szokott résztvenni az emberek dolgában, olyan keservesen nyögött
ott közöttük, hogy alig lehetett hallani.
Tapsolt harmadszor is.
A két pisztoly egy pillanatban dördült el és hullott le a száraz
harasztra.
A szánakozó, jajgató, siránkozó szél egy nagy porfelleget hajtott
arra, mely egy kis időre eltakarta az egész véres képet.
Az Artur pisztolya mellett ott hevert arczra borulva a homokon
gazdája is.
Elnyújtózva, mozdulatlanul, hang és élet nélkül feküdt a végetlen
pusztaság rideg ravatalán és fekete szárnyú madarak húzódtak
felette az égen.
Nemesebb volt a sivatag királyánál, az afrikai oroszlánnál, mely
az ő erős kezétől esett el. Nem ordított, nem kiáltott, nem is
sóhajtott, hogy boszúlják meg.
Meghalt némán.

Az Artur pisztolya mellett ott hevert arczra borulva a

homokon gazdája is.
 XXIX. FEJEZET.
Hová ment az úri fogat és az egy-lovas?

A nagyvárosi levélhordók utczákon, lépcsőkön és küszöbökön

töltött fáradságos életének, mint a világon minden pályának, szintén
megvannak édesebb pillanatai. Ama tisztes osztálynak egyik
érdemes tagja, ki a Józsefvárosban teljesített merkuri szolgálatokat s
annyi furfangot tanusított Ilona titkos leveleinek kézhez juttatásában,
egész készséggel bevallotta, hogy ma reggel az említett
örömperczeknek egyikére virradt. Ez a reggel ugyanis egy hosszú,
szakadatlan, ki nem fáradó és el nem lankadó üldözéstől
szabadította meg olyan dologban, melyben ártatlan volt, mint a ma
született gyermek. Hol az a piros képű kisasszony lesett rá a kapu
alatt, az utczán, a piaczon, mindenütt: még sincs levelem? Sásdról?
a nagynénémtől? Nincs, nincs. Hát mikor lesz? Hol meg egy
haragos képű fiatal ember rohanta meg: még sincs levele a
kisasszonynak? Sásdról? a nagynénjétől? Nincs, nincs. Hát mikor
lesz már? És egy suhogó pálczát olyan gyanusan forgatott jobbra-
balra, hogy a szegény üldözött levélhordónak már lehetetlen volt be
nem látnia, miszerint ezek bizony sikkasztási gyanúba fogták és
legközelebb fel is fogják jelenteni a posta-igazgatóságnál. Bárcsak
az úristen szabadítaná már meg tőlük és a sásdi nagynénét szállná
meg végre a szentlélek! Hosszú könyörgése végre meghallgattatott
s ma reggel abban a rengeteg csomóban, melybe egykedvűen
spárgázott össze sok idegen örömöt, fecsegést, haszontalanságot
és gyászt, megpillantott egy formátlan s az avatottabb szem előtt
rögtön falusinak bizonyuló levelet, melyet egy valaki «az ő forrón
szeretett rokonának, nemes Vámos Magdolna hajadon leánynak»
czimzett. Sásdról jött? Egyenesen onnan. A megváltott postás
magasra feltartotta kincsét és úgy szaladt vele Pakfon Nep. János úr
háza felé, mint a karikacsapás.
 – Levél, levél, levél! Hát nem megmondtam, hogy megjön az
előbb-utóbb? Mit?
– No hála istennek! Hát mi jár érte, levélhordó úr?
– Járni nem jár semmi, hanem ha olyan nagy örömöt tettem vele
a kisasszonynak…
Ugyan már hogyne járt volna! Kérdem, nem egy érzékeny szívű
leányzó, hanem egy valóságos kemény szívű férfi elbocsáthatta
volna-e ilyen esetben üres kézzel az érdemes és szerény postást
anélkűl, hogy a piszkos fukarság vádját magán száradni ne hagyja?
Bizonyára nem tehette, de nem is tette.
Magda kisasszonyt a régesrég várt örvendetes ujság épen künn
találta az udvaron, hol szokás szerint öntöző kannával kis kezeiben
jó reggelt kivánt virágainak, noha az ég egészen borús volt s innen-
onnan a mennyei öntöző-kanna is megeredéssel fenyegetőzött. Míg
apró, kötött erszényében keresgélt, hogy a sokat zaklatott
levélhordónak kitünő feláldozását érdeme szerint
megjutalmazhassa, kerek arcza élénkebb és bájosabb pírban
ragyogott, mint legszebb leánder-rózsája és boldog mosolya is
mindenesetre tündöklőbb volt azokénál.
A mint a levéllel tovaszállt, szeretném, de mégsem merem
leveles galambhoz hasonlítani, mert a galambok tudvalevőleg igen
hallgatag, kevés szavú madarak. Ő pedig ugyancsak lármás kis
teremtés volt; de vidám, könnyű, jó dalos: azért mégis valami madár.
Odaröppent egy pillanat alatt arra a bizonyos földszinti udvari
ablakra, mely a haragos és gyanakvó fiatal emberé volt,
megkoczogtatta, mint a kis szárnyasok szokták csőrükkel, (mikor
már nem tudják, mit csináljanak örömükben) megmutatta a levelet,
azután tovább röpült, megkoczogtatta a hosszú, sötét, kormos
műhelynek is egyik ablakát, annál bátrabban, mivel az iszákos Muki
legény, kinek bánatot okozott volna vele, már nem dolgozott itt,
hanem visszapártolt a lakatosmesterséghez. Üzletvezetővé lett egy
gazdag, vén, czifra özvegyasszony mellett. Hát csak legyen!
 Végre beröpült a kis madár kalitkájába, egy nyájas fészekbe,
melyben ugyan nem igen juthatott eszébe, hogy fogságban van;
annyi volt ott a zöld levél és nyiló virág, mintha csak kertben lett
volna.
Csak egy-két pillanat telt bele, hogy azok is, a kiknek
megkoczogtatta az ablakát, ide gyülekezzenek ebbe a kis kertbe és
a formátlan, sok pecsétes, falusi levélből lessék a várva-várt nagy
ujságot. Hanem az a levél még nem volt felbontva akkor sem, mikor
ők beérkeztek. Magda ott ült vele varróasztalkája mellett, igyekezett
mindenképen elűzni a hivatatlan nagy pirosságot arczáról és
egyszer titokban meg is csókolta a vén néne rossz tintával írt, öreg
betűit. Minden vonást jól ismert a levélen, mégis úgy össze-vissza
forgatta, megnézte elülről, hátulról, a pecsétjeit, a czímét, egy kicsit
a világosságnak tartva, a belsejébe is bekandikált, és minden módon
igyekezett bizonyosságot szerezni, hogy csakugyan neki szól-e?
Már hiába, nincsen semmi menedék: ezek a pecsétek a sásdi néne
gyürűjével vannak lenyomtatva, annak Pesten ő rajta kívül nincsen
semmiféle «forrón szeretett rokona» és Vámos Magdolnának is csak
őtet hívják. Jaj, milyen csúf egy név!
Csak valami másra, akármi másra keresztelték volna, nem
bánná. De vajjon mit írhat a néni, mi lehet most már ebben a
levélben? Jó-e vagy rossz? Ugyan az isten áldja meg, ne legyenek
már olyan nagyon türhetetlenek! Mintha ezt most mindjárt csak olyan
könnyü lenne itt feltörni!
– Ej, sok dolgom lesz még nekem magával, Mátyás! – nevetett
boldog zavarában a leány és tovább forgatva ujjai közt a levelet, halk
sóhajtással tette hozzá: – … Ha lesz?!
Bíz azok nem voltak ott mögötte a türelemnek épen mintaképei.
Még Pakfon úr sem, a ki pedig viseletében mindig bizonyos
méltóságot szokott mutatni, mely sok tekintetben meg is illet olyan
embert, kinek különböző tárgyakra vonatkozó alapelvei és jeles
mondásai már hosszú évek óta közszájon forognak, nemcsak a
«Háromszínű macská»-nál, hanem még a «Hét választó»-nál is.
Rongyos bőrkötényében, – melyet két emeletes háza, virágzó
részvényei és hírre kapott alapelvei ellenére sem szégyenelt, –
füstölgő kurta pipájával szájában és sok önérzettel kormos arczán,
odatámaszkodott a czitrommal és kávés-csészékkel dúsan
megrakott szekrényhez, épen az üvegharang alá borított viasz-Mária
szomszédságába. Onnan bíztatta pöfékelve a hugát:
– Ne csinálj annyi komédiát azzal a levéllel, Magda! Bontsd fel
no, ne félj tőle! Hát nem hallottad soha, hogy: a mit az asszonyok
írnak, abból mindent ki lehet olvasni. (Ez is egy volt az elterjedtebb
jeles mondások közül.) Mikor az én istenben boldogult Lizimet
megkértem, olyan feleletet kaptam tőle, hogy abból bizony tíz közül
kilenczen kosarat értettek és odábbálltak volna. Hanem én már
akkor tudtam, a mit tudtam és nem képzelhettem el, hogy azt az
éhenkórász irnokot, a ki körülötte forgolódott, többre becsülhesse
nálam. Úgy vettem, mintha igent mondott volna, nem tágítottam és
minden jól ütött ki. No ládd-e! Csak menj neki bátran annak a
levélnek, és én fogadok ebbe a házamba, ebbe a kétemeletes
házamba, hogy azt fogom belőle kimagyarázni, a mi neked tetszik.
Hát még a Mátyás türelmetlensége! Csak úgy égett bele, olyan
szerelmes volt.
– Ugyan, édes kisasszony! Rajta, Magda kisasszony! Olyan
jóságos betűkkel nem is lehet rosszat írni.
De a kis madár mérgesen felborzolta a tollát és ráförmedt a
vőlegényére;
– Akármi legyek, ha megérdemli, hogy hozzá menjek feleségül,
mikor ilyen könnyelműen gondolkodik a legeslegfontosabb,
életbevágó dolgokról. Azt hiszi, jól esnék nekem csak úgy minden
nélkül tehernek a nyakába akasztani magamat, mi? Talán olyan
nagyon tele van a ládája, hogy már nem is tart semmi
szerencsétlenségtől, ha összekerülünk, hogy az egész örökségemet
így semmibe se veszi? Hát aztán ha ki – … No lám! Hát aztán, ha
most ebben a levélben az van, hogy a néném most engem kitagad,
hogy magamra hágy, hogy egy krajczárjára sem számíthatok, hát
ugyan mit csináljunk akkor? Azt legkönnyebb mondani, hogy csak
törjem föl.
 Ezekkel a szavakkal ugyan tisztességesen le volt szidva a
szegény vőlegénynek meggondolatlan könnyelműsége. Nem is
tudott ám ő kegyelme egyebet felelni rá, mint a mivel Dunbar Fannyt
bíztatta valamikor a kedvese. Csakhogy ez még legalább szép
versekben beszélt. Mátyás úr úgy akadozott, úgy dadogott, hogy
Magda kisasszony szívén kívül más alig érthette volna meg, mit
akar.
– Mindegy az, mindegy az… Sokszor mondtam már, hogy nekem
egészen mindegy… Nem érdemes rá az egész, hogy ilyen nagyon a
lelkére vegye, Magda… Tudok én dolgozni, tudok én dolgozni. Nem
kell nekünk más segítség az én két kezemnél.
Ő tud dolgozni! Az egykori kártyás, korhely, csavargó, vármegye
rabja tud dolgozni. Két üde, piros arczért, mosolygó szemért és egy
igaz szívért kész megfogni a munka végét és bátran szemébe nézni
a sorsnak. A kislelkű ficzkó bízik magában és bíztat mást is, hogy ne
csüggedjen addig, a míg őtet látja. Bár hallaná, bár mielőbb hallaná
ezt az a dunaszögi ősz ember, kinek kényeztetett, elrontott kedvencz
gyermeke volt! Meg fogja hallani bizonynyal előbb vagy utóbb. A
gondviselés nem lehet olyan rideg, hogy lemondjon arról a mély,
forró, könnyes háláról, mely ama becsületes vén szívet eltöltené
iránta.
Az önérzetes rézműves karjait összefonva, mosolyogva nézte ezt
a nagy töprenkedést, olyan hatalmas embernek jogos felsőségével,
ki a legkisebbik ujjával most mindjárt fordíthatna egyet az egész
dolgon. A kis pipából sürűn eregette a füstöt és egész lelkéből meg
volt győződve arról, hogy ha ezek a gyerekek csak egy pillantást
vethetnének ott abba a hármas zár alá rejtegetett írásba, azt sem
tudnák, melyik kezét csókolják meg neki előbb. Bizonyosan nem
válogatnák, hogy melyik a kormosabb. De azért csak mégse
lássanak bele! Nem való az fiatal embereknek. Ő maga sem látott
bele az apja végrendeletébe. (A miben egyébiránt nem is igen
láthatott volna valamit, ha mindjárt az öregnek az övétől eltérő
alapelvei lettek volna is.)
 Még egy kis ide-oda akadozás, szemrehányás, bizakodás,
koczódás és kibékülés után végre remegve feltörettek a pecsétek.
– No meglássátok, hogy abból mindent ki lehet olvasni. Ismerem
a nénédet, meg az egész asszonynépet, – jegyezte meg a rézműves
és belekacsingatott a levélbe.
Bíz abból pedig nem igen lehetett mindent kiolvasni. Semmi
egyebet nem lehetett, mint hogy a jó néne az ő kicsi öcscsét mindig
olyan igazán szerette, mintha tulajdon édes gyermeke lett volna,
azok helyett, a kiket kicsiny korukban elvett tőle az isten; hogy a mint
már egyszer megigérte, azóta gondolatában sem fordult
megváltoztatni a szándékát, hogy a mi keveskéje van, az Magdára
szálljon, majd ha őtet a szent felségnek ki tetszik szólítani ebből az
árnyékvilágból; hogy a kit Magda választott magának, annak
bizonyosan igen-igen derék ifjúnak kell lenni és régen is volt
életének boldogabb napja annál, a melyen azt a bizonyos tudósítást
vette, hanem bizony az ő öreg szemeinek és nehéz falusi kezeinek
kell egy-két hét, míg rászánja magát a levélírásra; hogy már a
lakodalmat csak nem is engedheti meg másnak tartani, és a sok-sok
áldás mellé, melylyel a mátkásokat kiséri, kerülni fog ám nekik az ő
szegény házatájáról minden télen egy-egy jól kihízlalt ártány, aztán
meg mindenféle aprólék, a mit el bírnak vitetni maguknak. Hanem
hát mikor láthatja már meg szemtől-szembe őket?
A jó néne tehát e sorokban későn ugyan, de egész határozottan
nyilatkozott. Még ha pörre kerül a dolog, talán a bíró előtt is
boldogulni lehetett volna ezzel a levéllel.
– No, nem megmondtam? – nevetett odahátul Pakfon úr, a mint
Magda egyre jobban gyöngülő, egyre akadozóbb hangon bevégezte
a levél olvasását, – nem megmondtam, hogy mindent ki lehet majd
olvasni belőle? (Azt már azután csak magában morogva tette hozzá,
hogy:) Csak mégis van nekem eszem, hogy titokban tartom előttük a
magam akaratát! Ha csupán sejtenének is valamit, hogyan elbíznák
már most ezek magukat a duplaszerencsén!
És miután Mátyást – örömének kifejezésére – kellő önérzettel
vállon veregette, a leány piros arczát pedig megcsipte volna, egy új
alapelvvel gazdagabban indult délelőtti félmesszelyére a
«Háromszínű macska» felé. Az pedig így hangzott: Se fiad, se
leányod, se pedig különösen unokahugod előtt el ne áruljad
idejekorán, hogy mi van a végrendeletedben.
Azt a jelenetet, mely a két magára maradt szerető közt kifejlődött,
minek írjam le széltében-hosszában? Mindenki tudja, hogyan
édeskednek egymással a fészek-rakni készülő fecskék. Ők is azok
voltak; előttük már a szálak, az ágacskák, az agyag, melyből a kis
lakot meg fogják építeni. Minek fedezném fel Magda kisasszony
józan, szilárd és bátor lelkén azt a kicsike kis hibát, azt a
megfeledkezést, hogy jó hosszú ideig egy, de egyetlen árva szóval
sem feddette könnyelmű vőlegényét? Minek kapjak kapva
gyöngeségein, arcza pirulásán, szíve sebes dobogásán s az eleven
fejecskéjében kalandozó ezerféle terven, melytől szinte tarkállott
körülötte a kis kert? Minek vessem szemére titkos gondolatait,
melyek – kénytelen vagyok megvallani – igen-igen hamar tova
tévedtek a jó öreg nagynénétől? Minek áruljam el, hogy mikép lepte
meg titkon, észrevétlenül két gonosz kar, melyek közül semmiképen
nem bírt kiszabadulni, és azok az égő, forró ajkak, melyek nem
akartak betelni arczának feslő bimbaival? Szivesen elhallgatom azt a
kis meghasonlást is, mely arra nézve merült fel közöttük, hogy
megtartsák-e még ádvent előtt a lakodalmat, vagy farsangig szó se
legyen róla. Persze, hogy megint csak Mátyás volt a türhetetlenebb!
Kopogtak.
Már akárki, de annyi bizonyos, hogy ki tudta választani, mikor
nem alkalmatlan.
– Ki az?
Az ajtó megnyilt és egy furcsa, régi módi, kopaszos öreg ember
ütötte be rajta nagy alázattal a fejét; egy azok közül az elmaradt,
gyámoltalan, falusi magyarok közül, a milyeneket már itt a szép pesti
utczákon nem igen láthatni. Szörnyen el volt gyötörve szürkés-sárga
arcza s a nagy, kerek fej mellett egymásután tolakodtak be egy
lyukas szürke kalap, egy zászlónak is beillő gyászfátyol és egy
hosszú-hosszú kék posztó-kabátnak a szűk karjai, illetőleg két zöld
könyökfolt. Bíz azt egy kis jóakarattal kéregetőnek is lehetett nézni.
– Kit keres? – kiáltott rá Mátyás, szívesen ottfeledve karjait a
leány karcsú dereka körül, hogy Magda kisasszony meg nem
állhatta egy koppintás nélkül a kezére.
Az elcsigázott, támolygó öreget a küszöbön elfogta a szerfölött
való nagy köhögés és egészen nekivörösödve, csak úgy
elfuldokolta, a mi kérdezni valója volt:
– Engedelmet kérek, ha meg nem bántanám. Én nagyságos
Kálozdy Béla urat keresem. Ebben a házban lakik?
– Itt lakik, itt, – sietett a válaszszal Magda kisasszony. Csak a
második emeletre tessék, ott aztán balra hátra a 11-dik ajtó.
Az öreget újra elővette a köhögés, még egyszer engedelmet kért,
minden jót kivánt és csöndesen betette maga után az ajtót.
Mátyás pedig olyan megzavarodott szemekkel bámult, bámult a
furcsa vendég után, ki az udvarra, fel a második emeletre, arra a
bizonyos ajtóra ott hátul balra, fel a beborult égre, mintha senki, de
senki nem állana mellette. Nem egy kis mosolygó, kedves, életteljes
teremtés, hanem a multnak valami vézna, sárga, élettelen kisértete.
Még bele is sápadt a nagy bámulásba.
Magda megütközve, értetlenül tekintett vőlegényére.
– Mátyás, – kérdé hirtelen, megragadva az ifju kezét, – hát mit
bámul oda ki? Ismeri tán a Kálozdy urat?
– Ismertem egykor, régen, – felelt szemeit lesütve, halkan,
tompán Mátyás, és kezét reszketni érezte a leány.
– Hát mért nem mondta azt maga nekem előbb, – feleselt félig
tréfásan, félig zavarban, – mért nem mondta, hogy ilyen korhelyekkel
ismeretségben van? No megálljon! Még ő ismerős azzal az éjtszakai
bagolylyal, a kinek este virrad és reggel sötétedik! Isten tudja, miféle
nép az; de tisztességes emberek nem, annyi bizonyos. Még – uram
bocsá! – a fele… De nem akarok rosszat mondani senkiről, csak
azért haragudtam rá olyan nagyon, mert az mindennap megkapta a
levelét, nekem meg olyan soká kellett várnom a magunkéra. Hanem
az a rossz nyelvü házmesterné azt mondja, hogy ma reggel négy
óra után eresztette ki a kapun egyedül. Hova mehet becsületes
asszony reggeli négy órakor magában? Még olyankor gőzkocsi sem
indul. Mátyás, miért reszket a keze?
Csakugyan reszketett.
– Bűnösnek érzi magát? Meg mer csókolni?
Megcsókolta.
Csak volt bűnös.
Hanem a rossz nyelvü házmesternének igaza volt. A szép
asszony ma reggel négy órakor egyedül osont ki a kapun. Abban az
órában, mikor a csillagok is már tünedeznek és nem vigyáznak oly
fényes szemekkel ránk, mint az éjnek évadján. A kis madarak is
alusznak még, kicsiny szivük nyugton piheg, apró szemeik lehunyva
és nem látnak semmit, hogy dalban fecsegjék el egymásnak és
mulassanak rajta az erdőn, a mi bolondot az emberek világában
láttak. Fátyolba burkolózva, titkon, halkan, magában távozott Ilona,
mint a legközönségesebb szökevény, ki börtönének rácsait
elfürészelte és szökik. De neki nem kellett az őr gyilkos csövétől
tartania. Nem környezte semmi veszély. Egy közeli utczasarkon
fényes, czímeres grófi hintó várt rá, két tüzes, gyors lábu ménnel,
melyeket lehetetlen, hogy utolérjen a támolygó féltékenység.
Szolgálatkész inas nyitotta fel a kocsi ajtaját előtte s két ölelő kar
emelte a puha párnákra, melyeket selyem függönyök takartak el a
kiváncsi világ kandi tekintetei elől. Régesrég, évek óta várakoztak rá
türő kitartással ezek a karok, melyeket egykor, fiatal leány korában,
Rábaváron visszautasított magától; azóta csöndben, nesztelenül
vetették ki utána a hálót s most, hogy végre közéjük hullott, annál
lázasabban ölelték át. A Mágócsi gróf két karja volt. Mentek,
robogtak, futottak a lefüggönyzött hintóban, mitsem gondolva a
borus éggel és az ébredő várossal; futottak reszketve és
halaványan, kiknek földi hatalomtól való félelemre semmi, de semmi
okuk nem volt; futottak az ismerős világ nyügös emlékei és
szörnyüködő itéletei elől, egy kicsiny gyermeknek, meg egy öreg
anyának szemei elől; futottak a közelgő tél, jég, hó és zivatarok elől
oda, hol a tavasz örök pompája ragyog, az égnek sötétkék arcza
sohasem szünik meg mosolyogni, pálmák zöldelnek és aloék nyilnak
s az a bűvös fa terjeszti titokzatosan hivogató lombjait, melynek
illatos árnyában halált szí magába, a ki megpihen. Futottak, repültek
a gőz sebes szárnyán, országokon és tengereken keresztül, hogy
minél előbb eljussanak ez alá a fa alá.

A szép asszony ma reggel négy órakor egyedül osont

ki…
 Ilona mindent megírt férjének egy hosszú levélben, melyet ott
hagyott a szekrény tetején. Egy páthoszszal, kifakadásokkal és
nagylelküséggel teli, drámai hangu levélben, melyben gondja volt rá,
hogy könnyek elmosódott nyoma is lássék, mikor megemlékezett
gyermekéről, kinek ártatlan szivét Béla elfordította tőle s ezzel
megrabolta egyetlen vigasztalásától. De a szép asszony nem volt
kegyetlen; megbocsátott neki mindent, mindent, s csak azt a kis
kérést intézte hozzá, hogy igyekezzék őt minél előbb elfeledni.
Béla hazaérkezett és kiszállt kocsijából, melynek bérét órájával
volt kénytelen megfizetni. Inkább tébolyodottan jött, mint ép elmével;
inkább holtan, mint élve. Megjött pokoli képektől körülvéve, a
legiszonyubb forró lázban égve, a meggyilkolt ellenségnek néma,
halálos sebétől üldöztetve, nem hallva a reggeli harangszót, az
igazságnak ellene fölemelt karját rettegve és óhajtva, iszonyú
reményében csalatkozva s még a kétségbeeséstől is kijátszatva,
midőn a sors arczába dobta a fölajánlott áldozatot; – így érkezett
haza. Megjött; de maga sem tudja, miért jött meg. Talán hogy
megölje magát, vagy hogy meneküljön a törvény elől, mely ama
temetetlenül heverő holttestnek utolsó, mentő szava ellenére is
üzőbe veheti? Maga sem tudja. Semmitsem tud.
Csak annyit, hogy lakásába akar jutni, hol nem láthatja senki; de
az ajtó be van zárva.
Zörget csöndesen, titkolózva, mint a szökevény gonosztevők
szoktak.
Semmi hang odabenn.
Talán aluszik még Ilona.
Zörget zajosabban, türelmetlenül, megriadva öklével ütve az
ajtót.
Semmi felelet.
Végre neki feszíti karjait a zárnak és betör az elhagyatott
szobákba.
 Üres minden. A rozzant szekrények ajtai felnyitogatva, a fiókok
kihuzva, egy szék feldöntve, nehány szalag-rongy a földön. Az
ablakban egy gyertya ég, melyet Ilona jelnek állított oda s aztán
sietségében elfeledett kioltani. Hosszú, szintelen lángja füsttel borítja
az üveget. Az elmult nap zavaraiban az öreg filozófra nem gondolt
senki. A fel nem huzott óra elhallgatott, megnémult s olyan
szégyenkezve állt ott fenn a magasban, mint szószéken a pap, a ki
egyszerre elfeledte a prédikáczióját.
Béla lelkének zavara arra az éleslátásra emelkedett, mely behat
a lepecsételt könyvekbe, mielőtt ezek feltáratnának és olvas bennük.
Lángban állt körülötte minden s ennek a nagy, pusztító, kiolthatatlan
tűzvésznek fénye megvilágította a titkokat. Hallott, mielőtt szóltak
volna; érzett, mielőtt érintették volna; látott, mielőtt felnyitotta volna
szemeit.
Már tudta, hogy Ilona megszökött, pedig csak egyetlen pillantást
vetett a levélre. Kezébe kapta; de csak egy-két szót volt képes
olvasni belőle, azután össze-vissza czikázó fényes csíkok vakították
el vértől borított szemeit.
Megszökött! Itt hagyta, meggyalázta az asszony, kiért alig egy
órával előbb életét tette koczkára. Megcsalta a férfi, kit még tegnap
egyetlen igaz barátjának hitt. Megszöktek!
Fájt-e neki valóban? Tudott-e még fájni? Csak meglepte, mint oly
földindulásnak egy uj lökése, mely már előbb romba döntött mindent.
Romba azt az egész épületet, melynek nehéz köveit az elmult
éjtszakának rém-óráiban rakta egymás fölé, míg a boldog emberek
aludtak mindenfelé. Ez az épület az ő holttestére, az ő golyótól átfurt
szivére volt építve s a mint a halálos tusa végén – a dermedtség
után, mely egy perczre meglepte – a legelső mozdulatot tette,
összeomlott. Most csak alaktalan kövek, ledőlt falak és elporlott
törmelék hevernek nagy, ijesztő halmazokban körülötte, a megrepedt
föld szétnyitott száját tátja rá és ő még nem tud, nem tud egyetlen
kijárást közülök.
Oh van-e, van-e menekülő ut a földnek tátongó mélységén
kívül?!
 Leroskadt egy székbe és eltakarta sárga kezeivel arczát. Sírni
akart végre, a hol nem látja emberi szem, hogy megkönnyebbüljön.
De nem tudott. Iszonyat volt nézni az ujjai közt leszivárgó hideg
veritéket és nyakának kiduzzadó ereit.
Egyszerre fölvetette fejét és míg melléből nehezen, hörögve
szakadt föl a forró lélegzet.
– Gyermekem, gyermekem, gyermekem! – sóhajtá, – hát nem
tart-e az isten olyan bűnösnek, a ki csak vesztedre élhetne? Azt
akarja-e, hogy éljek neked?
Nem hallotta a kopogást, pedig már harmadszor ismételték. Az
igaz, hogy igen csöndesen.
Miután az érkezett soká, soká hiába várt az engedelemre,
félénken, nyikorgatva, kétkedve felnyitotta az ajtót.
Az az öreg úr volt, a ki odalenn tudakozódott Béla után. Ugyanaz
a gyászfátyolos, lyukas, szürke kalap; ugyanaz a két zöld könyök-
folt; ugyanaz a remegő, vigasztalan tekintet; ugyanazok a homályos,
megtört, titkolózó szemek. Ez valamennyi így együtt: Istók volt, a
mentor.
A mint Béla meglátta a szánalmas alakot, ki az ajtóban megállva
sem mozdulni, sem mosolyogni, sem szólni nem birt, abban a
szempillantásban tudta, mi szögezi oda az öreget a küszöbhöz, mi
némitotta el, minő szörnyü teher nyomja roskadozó vállát.
Fölugrott és odarohant hozzá.
– Istók! – kiáltá recsegő, fuladt, elcsukló hangon: – Istók, egyedül
jösz? Meghalt a fiam vagy haldoklik?
Az öregnek mozogtak az ajkai, a fátyolos kalap kiesett kezéből,
megjöttek egyszerre a könnyei is, de szólni nem tudott.
A szerencsétlen ember vállon ragadta és megrázta.
– Istók! – ordította, – beszélj, mert megfojtalak! Mondd ki hát,
hogy meghalt!
 De mikor nem tudta kimondani semmiképen!
Talán a könyörgés majd többet használ.
– Édes bátyám, ülj le itt nálam és szólj, ha valaha szerettél egy
keveset!
A mentor megtörülte könnyben uszó szemeit és próbált hangot
adni; de a fel-feltörő zokogás nagy akadályára volt, hogy meg is
lehessen érteni. Olyanformát mondott, hogy:
– Szeretlek, Béla, nagyon szeretlek. Az édesanyádat is
szerettem titkon, de sohasem mondtam meg sem neki, sem másnak.
Mivel bizonyítsam be, hogy miként szeretlek? Nincs bizonyságom!
Nem is mondott többet.
– Megőrülök, Istók, ha hallgatsz! Él-e vagy nem? Lélegzik-e
még? Meghalt? Ugye meghalt? Hirtelen halt meg? Nem adhattál
hírt? Eltemettetted?
Az öreg már Béla karjai közt fuldoklott.
Ott integetett némán, hogy: meghalt. Hirtelen halt meg. Nem
adhatott hirt. Eltemettette.
És a hosszú kék kabátnak egyik feneketlen zsebéből előhuzott
egy játékszert. Egy fából faragott, nyargaló huszárt, kinek karja
vágásra van fölemelve. A szajna-parti becsületes óriás emléke volt,
kit nyomorából Béla megszabadított. A gyermek elhaló szemei erre
mosolyogtak legutolján; az a kegyetlen lovas már félig fölkapta
nyergébe, hogy az örökkévalóság országa felé száguldjon el vele,
mikor még apró kezei ezt a kedves játékot szorongatták; ott
nyugodott a sebesen pihegő kis mellen akkor is, mikor benn a szív
verése már akadozott és megállt.
Mindezt egyetlenegy tekintettel el tudta mondani a mentor.
Azután belenyult a másik zsebébe, hogy abból is előhuzzon
valamit; egy kis összehajtogatott ingecskét, egy koszoruból szakított
virágot, egy marok földet.
 Ezeknek is mind el tudta volna mondani olyan röviden, némán a
történetüket.
De Béla már nem látott és nem hallott semmit.
A kimerülés pillanata végre bekövetkezett.
Lezuhant a padlóra és ott feküdt a földön.