PurposeThis paper reviews the challenging trends in the tourism sector of the UAE brought about by the Covid-19 pandemic. In so doing, it highlights a radical shift in the consumption of travel products and the related marketing strategies that tourism enterprises could adopt.Design/methodology/approachThe study aims to discern the ramifications of the Covid-19 pandemic for the tourism sector of the UAE by conducting a thematic review of the contextual literature. It highlights how tourism businesses can employ transformative strategies to revive the sector.FindingsThe outcomes reveal that tourism businesses are finding it difficult to respond to the needs of customers in settings where physical distance is a reality. Given this, the study reveals the importance of digital technology in building a relationship between the supplier and the customer. Businesses can leverage virtual reality to provide enriching experiences to prospective customers and in so doing, influence their tourism product choices. Further, there is a need to co-create values wherein the final tourism product is beneficial to both the supplier in terms of profit margin and within the scope of the customer's willingness to pay.Originality/valueThis review highlights that there are both demand and supply-side shocks in delivering tourism products in the post Covid-19 era. It also considers the key socio-economic factors that need to be accounted for when designing tourism products.

Purpose To understand how to deal with high effect situations, like that associated with COVID-19, in the future, many economists, academics and business leaders are drawing parallels between the 2008 financial crisis and the current pandemic. This study aims to explore how crisis elements can be considered while strategizing for business research despite the minimal possibility of an emergency occurring. Also, research in crisis management is fragmented, resulting in isolated components guiding businesses through crises. This research emphasizes the relative scarcity of a comprehensive crisis management framework. Design/methodology/approach COVID-19 has been the biggest crisis the world has ever confronted, and businesses require an innovative strategy to address it. Towards keeping the data set involved in this study targeted and manageable, articles are selected from peer-reviewed journals based on a purposive sampling method. In addition, the research used reports from consulting firms and government and nongovernment organizations to understand current trends in business research. Findings The findings revealed that for a firm to survive a crisis, it must ensure its plans are aligned with the trends that would allow it to grow during the crisis. Rather than entirely changing the track, strategies should be guided by the company's existing resource availability and capabilities. The techniques used must ensure the company's profitability or limit losses, thus ensuring long-term viability. Real-life examples from the current pandemic have shown how firms who recognized crisis characteristics could survive the pandemic and profited multiple times. Originality/value It presents an integrated, sector-agnostic crisis management framework based on literature, business managers' insights and lessons from the current pandemic. Precrisis, crisis arrival, crisis management and crisis experience are the four phases of the framework. The study proposes future research directions to scholars in applying the framework and its enhancement concerning the upcoming crisis possibilities.

We aim to highlight the challenges for nonprofits marketing considering the economic slowdown and service failure due the COVID-19 pandemic. This conceptual study addresses how the lack of understanding of digital technologies among nonprofit organizations (NPOs) has further aggravated the situation, raising concerns about their survival. At the same time, the crisis always provides an opportunity to innovate, and the same is debated in this article. The NPOs that have shown reluctance towards digital technologies upgraded themselves to utilize such technologies for their survival. Further, they have the opportunity to rework their organizational model to attract funds for restoring their operations in the post-pandemic era. But the NPOs have a complex environment as they have two different sets of market segments to cater to—donors and clients. The significance of the article is that it provides marketing strategies for NPOs to advertise their past work to attract donors or funders, thereby ensuring financial viability along with social commitments towards society.

The study seeks to explore the history of marketing as a practice and the development of marketing as an academic discipline. The research is set out to decide whether or not marketing theory empowers young marketing practitioners. This literature review and integrative synthesis study considers the impact that neoliberal modes of governance have had on the academic discipline of marketing. The literature synthesis revealed that marketing was built as a discipline at the turn of the 20th century when universities operated under an academic paradigm where faculty were given academic freedom and autonomy. These ideals helped form the professional identity of the academic prior to the shift toward neoliberalism. Marketing is moving toward defining its place in academics as a distinct discipline—and not as a branch of economics. Finally, with a new definition of marketing, the study concludes that marketing has not yet developed an overarching theory—nor has it been able to construct a definition that is not dynamically dependent on economic theory.

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