The learning model of crisis management: the COVID-19 case in the hospitality industry

Li, Bin; Zhang, Tingting; Chen, Yuting; Hua, Nan

doi:10.1108/cbth-11-2021-0261

Cited by 4 publications

(3 citation statements)

References 42 publications

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“…In the medium and long term, this can hinder the recovery and preservation of the industry's competitiveness and, of course, the hotel industry within it (de Vries et al, 2021). If we look at the hotel industry's response to recovery measures, we see that the answer to the pandemic requires a two-step strategy (Li et al, 2022). In the first step, we distinguish between short-term measures for recovery and reaching markets from long-term elimination of structural problems and strengthening of resilience (Hynes et al, 2022).…”

Section: Hotel Industry Measures For Recovery Resilience and Sustaina...mentioning

confidence: 99%

Role of Hotel Management Crisis in Covid-19 and Post-Covid-19 Period: A Case Study of Opatija Riviera Micro-Region in Croatia

Alkier,

Milojica,

Roblek

2023

Organizacija

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Background/Purpose Due to the COVID-19 pandemic, interest in studying crisis influences grew in the last three years since it significantly impacted tourism and hospitality. Observing adaptations and transformations in hotel business models is necessary for tourism and hospitality firms to remain successful and competitive. The purpose of this qualitative case study is to critically analyse crisis management processes and management decisions regarding changes and adaptations in strategies and business model innovations to facilitate recovery, resilience, and sustained growth of hotels in the Croatian micro-region Opatija Riviera in Covid-19 and post-Covid-19 period. Method Semi-structured interviews were conducted with hotel managers and tourism and hospitality consultants. The transcriptions were checked, and collected data was interpreted based on the narrative analysis. Thematic content analysis (TCA) was applied in the study. Results Hotels in Opatija Riviera adapt their crisis business models to ensure long-term and sustainable growth and development of hotels and the destination itself. The primary focus is increasing the quality of services and guest satisfaction, achieving competitiveness in the tourist market. Conclusion The paper includes an exploratory qualitative research study on the impact and consequences of Covid-19 on business and organisational changes in the hotel industry in the Opatija Riviera area, which will have a medium- and long-term impact on the design of resilience and sustainable growth policies. The disruption caused by the pandemic is also important for hotel managers and management from the point of view of introducing crisis management processes, the results of which can be seen in the protection of the well-being of guests, employees and the general reputation of hotels. Therefore, hotel management needs to emphasise the importance of identifying business strategies and practices in business strategies and thus form the basis for effective crisis management.

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Section: Hotel Industry Measures For Recovery Resilience and Sustaina...mentioning

confidence: 99%

Role of Hotel Management Crisis in Covid-19 and Post-Covid-19 Period: A Case Study of Opatija Riviera Micro-Region in Croatia

Alkier,

Milojica,

Roblek

2023

Organizacija

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“…2024, 5 305 Most studies on social media use in the restaurant industry focus on customers, and not on how managers can improve their performance by making better use of these platforms [9]. The COVID-19 pandemic offers an unprecedented case study from which to draw lessons for crisis management [10], and for more effective use of social media afterwards [11], as some of the strategies developed during the pandemic could be useful in other situations. Our objective was, thus, to look at social media use by restaurants before, during, and after the COVID-19 pandemic to assess if and how they adapted their marketing strategies according to sanitary restrictions, and to identify those that achieved highest customer engagement.…”

Section: Introductionmentioning

confidence: 99%

Be Direct! Restaurant Social Media Posts to Drive Customer Engagement in Times of Crisis and Beyond

Manningham,

Asselin,

Bourguignon

2024

Tourism and Hospitality

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Restaurants were significantly shaken by the COVID-19 pandemic, which forced them to intensify their use of social media to communicate with customers. Our objective was to identify which digital marketing strategies generated higher customer engagement during the pandemic, according to variations in the intensity of sanitary restrictions. We manually extracted 639 Facebook posts by 16 restaurants in two Canadian cities (one in a metropolitan area, one in a peripheral region), and coded them according to type of verbal move, format (image, text), and emoji use. The engagement rate was two times higher for restaurants in the metropolitan area, which also used three times more emojis per post on average. The engagement rate was also five times higher for nationally branded restaurants than for independent restaurants. When the pandemic hit, restaurants started to use more text and more directive verbal moves to convey crucial and precise information to customers, notably about sanitary restrictions. Emojis and expressive verbal moves also helped increase customer engagement. While being direct was more efficient in times of crisis, directive verbal moves continued to be used after most sanitary restrictions were lifted. Being direct, thus, appears to be a good digital marketing strategy in the “new normal”.

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“…Therefore, failing to address health and safety concerns (i.e. pandemics) could damage the place’s image and adversely affect the tourism industry (Hunter, 2022; Li et al , 2022). Furthermore, COVID-19 modifies human behavior by raising fear, anxiety and danger and reducing outdoor enjoyment (Humagain and Singleton, 2021).…”

Section: Introductionmentioning

confidence: 99%

COVID-19, destination image, and destination visit intention: unpacking the impacts of familiarity, generation, and gender amidst COVID-19

Hamdy,

Eid

2023

CBTH

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Purpose This study aims to analyze the moderating roles of familiarity, generation and gender on the impacts of coronavirus fear-uncertainty on the destination image and visiting intentions post-COVID-19. Design/methodology/approach This paper seeks to provide evidence for a research conclusion by conducting a survey of 431 potential travelers of various nationalities who visited Egypt. The data were examined using structural equation modeling with a multigroup analysis and PROCESS MACRO. Findings The findings indicated that the links between coronavirus fear-uncertainty, the destination image and intention to visit were significantly different from one gender and generation group to another. Moreover, it showed that destination familiarity moderates the negative effects of coronavirus fear-uncertainty on the destination image and intention to visit. Originality/value To the best of the authors’ knowledge, this paper is the first to explore the moderating role of destination familiarity, generation and gender in the effects post-COVID-19 of coronavirus fear-uncertainty on the destination image and travelers’ intention to visit using generational cohort theory and gender schema theory.

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The learning model of crisis management: the COVID-19 case in the hospitality industry

Cited by 4 publications

References 42 publications

Role of Hotel Management Crisis in Covid-19 and Post-Covid-19 Period: A Case Study of Opatija Riviera Micro-Region in Croatia

Role of Hotel Management Crisis in Covid-19 and Post-Covid-19 Period: A Case Study of Opatija Riviera Micro-Region in Croatia

Be Direct! Restaurant Social Media Posts to Drive Customer Engagement in Times of Crisis and Beyond

COVID-19, destination image, and destination visit intention: unpacking the impacts of familiarity, generation, and gender amidst COVID-19

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