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During a , it becomes especially important for early-stage businesses to prove why they matter more than other companies. In this climate, purpose-driven businesses are the only ones who can say for certain that the world is a better place with them in it. 

When your has an important mission at its heart, you will have more power to attract talent, valued mentors, investors and customers. That’s because today’s consumers are drawn to ethical products from ethical brands. Employees are willing to work for less pay if their company shares their values, and these trends are only going to become more ingrained as the world comes to terms with recent events.

Research shows that purpose-driven companies are more resilient in times of crisis. B Lab found that during the last recession, companies with a had a 63 percent better chance of surviving the downturn than other similar sized-companies.

“People — consumers, investors, everyone — are looking for inspiration and leadership now more than ever,” says Miyoko Schinner, an American chef, cookbook author, animal sanctuary founder and owner of dairy-free cheese Miyoko’s

The front facade of the New York Stock Exchange (NYSE) is seen in New York City, New York, U.S., June 26, 2020.

Brendan McDermid | Reuters

(This story is for CNBC Pro subscribers only). 

The market environment is pointing to a possible rally for stocks with stable dividends, Credit Suisse said in a note to clients.

The firm said that the number of stocks that qualify for its stable yield list has dropped significantly in recent years, but the ones that remain could be poised to outperform. 

“Historically, when treasury yields decline, investors demonstrate a preference for the bondlike profiles of Stable Yield stocks,” the note said.

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Adam Aron, CEO and president of AMC Theatres, the world’s largest chain of movie cinemas, remembers the early days of the pandemic as a blur. As the novel coronavirus spread around the world, he and his team scrambled to talk with health officials—first in Milan, then in Spain, then pretty much everywhere else the company operated, trying to sort out what to do with its 1,000 or so theaters in the middle of a fast-unfolding global health crisis.

The picture and the pace at which it was changing were dizzying. Over the course of a few days in mid-March, AMC announced plans to fill its theaters to only half capacity; then—prompted by an official’s remark on a Sunday morning talk show—AMC limited screenings to groups of 50 or fewer; and finally, on March 16, it closed its cinemas altogether.

“We had no experts on retainer internally,” says Aron, who admits when it came to understanding epidemiology and infection control and how to factor it into business, he and AMC’s senior execs were amateurs. “We were trying to make the best …