INTRODUCTION

The Coronavirus pandemic has turned many lives upside down temporarily and permanently. We cannot help but ask the question: What next after this? Wondering what happens next is not only an individual question but also an institutional and group concern.

Taking employment as an example: Many people have been fired due to business closure, minimal resources, and disease risk. The turnover rates are exceptionally high in institutions where work cannot be done remotely through computer technology (ILO, 2020). Job losses impact the family, youth progress and the health of individuals, and have caused new peaks in domestic violence and gender inequality (Bradbury-Jones, Isham, 2020; Alon, Doepke, Olmstead-Rumsey, 2020). COVID-19 is a setback to economies such as Kenya, which have struggled with the high unemployment rate for long.

The solutions for these gnawing challenges are in the way the government and individuals are handling the effects of Coronavirus. Businesses are further affected heavily by changes in hours of operation and to the inputs and products they release. Small and medium enterprises make the bulk of businesses in African countries and other growing economies (Etemad, 2013).

However, small businesses are more vulnerable to economic crises which expose them to many risks and inefficiencies (International Trade Centre, 2020). COVID-19 has harmed many small businesses which did not have an established foundation: those without sufficient depth of resources do not have the financial resilience to survive for long periods without making profits. The supply sector of businesses has deteriorated greatly due to suspension of frights and strict trade measures.

Lockdown has further divided products into essential and non-essential, thus bringing emphasis to trade differences (International Trade Centre, 2020). As a result of lockdown, many Kenyan businesses have slowed down their economic activities (Odihambo, Ngare, Weke, 2020).

Since employment has not favored many youths in Kenya, many have resorted to setting up their own small businesses (Okello, 2010). It is these businesses that have then been greatly affected by the pandemic. Business slowdown is a serious challenge that should be managed during and after COVID-19. The cultural and creative sectors of the economy, including sports, music festivals, art, historical events, tourism, and such, have also suffered significantly (Wanjala, 2020). Many of these businesses depend on crowds and out -door activities which are prohibited during the pandemic.

Although some businesses already have structured IT solutions, the majority of activities are reliant on in-person ticket and consumable sales and online solutions do not match these lost revenues and exclude those without sufficient internet access (International Trade Centre, 2020).

Today, many youths who set up their own businesses entered the cultural and creative industries, which is now curtailed by the ongoing pandemic. COVID-19 has prompted many businesses to have a strong online presence although that may not be the bulk of their work. Visual artists in Nakuru Kenya have reduced the price of their work to the new situation (Heva, 2020). Designers are now relying on making face masks to stay afloat due to the current situation. Many people are hoping for a better post-COVID future where integrating online and physical business practices will yield economic success.

Recommendations

• People should retain their hope of a better situation after COVID-19 is over

• Even if employment has more hurdles, people could use the time to develop their skills.

• Automation and dematerialization of businesses

• Creativity is an important factor going forward for many businesses.

• We can learn to live with the currently reduced carbon footprint