Predicting the path ahead has become nearly impossible, but we can speculate about the size and scale of the economic shock. Economic contagion is now spreading as fast as Covid-19 itself. Social distancing, intended to physically disrupt the spread, has severed the flow of goods and people, stalled economies, and is in the process of delivering a global recession.
Predicting the path ahead has become nearly impossible, as multiple dimensions of the crisis are unprecedented and unknowable. Pressing questions include the path of the shock and recovery, whether economies will be able to return to their pre-shock output levels and growth rates, and whether there will be any structural legacy from the coronavirus crisis.
This Explainer explores several scenarios to model the size and scale of the economic shock and the path ahead.
Based on the HBR article by Philipp Carlsson-Szlezak, Martin Reeves and Paul Swartz
Airlines have strained to survive after travel dried up because of the coronavirus pandemic. WSJ’s Alison Sider explains how airlines are adjusting, and the CEO of Southwest Airlines paints a picture of what the future of flying might look like.
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A selection of three essential articles read aloud from the latest issue of The Economist. This week, the 
microbiome company pioneering the application of bacteria for both human and planetary health. He leads Seed’s R&D, academic collaborations, technology development, clinical trial design, supply chain, and intellectual property strategy.
Together with Dr. Jacques Ravel, he Co-Chairs Seed’s Scientific Advisory Board–an interdisciplinary group of scientists and doctors who lead research teams and teach at institutions including the 
“What virtual kitchens, or the Kitchen United concept does, is create a new economic model, where no longer do [restaurants] have to invest in expensive real estate and fancy front-of-house overhead and dining rooms, [they] can share kitchen space, optimize capital that is there and hopefully create a more profitable model for delivery,” NPD Group Vice President David Portalatin told Restaurant Dive. 
ThredUp, which sells brands ranging from American Eagle Outfitters to Burberry, may prove to be a beneficial partner to many retailers. A separate report from Accenture Strategy and Fashion For Good found that recommerce operating margin for the luxury, premium and mid-market sectors was 39%, 28% and 22%, respectively.
platform ThredUp.
Pet-supply stores had long withstood the threat posed by online shopping. That was until Chewy came along. WSJ’s Miriam Gottfried tells the story of how PetSmart responded to the new competition.
Boomers Daily 