Final Dissertation Case Solution & Answer

Final Dissertation

2 Literature Review

2.1 Introduction

The Coronavirus has delivered a definitive test for the few chiefs, business visionaries and every representative working in various enterprises. It has hugely affected world’s economy, including various voyages and hospitality ventures. (Eggers, 2020) It has been seen that COVID-19 (Gosling, 2020) has had devastating effects, with various limitations on organizations, coming about in extensive effects on lodgings, cafes, bars, and other organizations, with genuine and apparently insurmountable difficulties for the hospitality business. Another review suggested that the hospitality area (Tibet, 2018) uncovered the relationship among versatility and impression of suitability as a business, enduring unforeseen monetary issues or occasional client vacillation, as well as the meaning of center capabilities, initiative and the executives, situational mindfulness and market awareness. The owners of the business were not planned and were fully aware of the large-scale pandemic and they didn’t know how to tackle it and their consequences (Tibay, 2018). Hyatt and Marriott are often referred to be the world’s most successful hotel companies (Lock 2021). Despite the widespread devastation caused by the virus, it has created an environment that is conductive to the emergence of new possibilities. In the aftermath of Covid-19, the two firms developed into entities with completely distinct operating styles. This will be an interesting field of inquiry in the future. In response to the spread of the virus, Hyatt seems to adopt a more aggressive attitude and capitalizing on the chance to prosper. Marriott seems to take the epidemic in stride and is confident that it will weather the storm. Both hotel chains will continue to have a big impact on their respective sectors because of their global fame, and as a result, they are worthy of further investigation.

This research identifies the challenges faced by the hospitality industry during the covid-19 and the factors associated with it. Like every other research, the first step of our survey is to conduct a literature review, followed by the proposal. The literature review assists the specialists with profound understanding of their exploration surveys and their variables. We have concentrated on a few exploration articles and investigated their effects during the pandemic. Following are the classes and aims of our exploration literature and their significance in the research. When doing a literature search, one of the primary goals will be to assess the applicability of crisis management practices. The second goal will be to assess the business plan and competitive strategy of the corporation. Finally, we will look at the current situation of the innovation industry.

2.2Crisis Management

Several topics are being explored in crisis management, including, but not limited to, the use of Covid-19. Remember that Covid-19 has been a global concern with an ever-increasing toll since its discovery in late 2019 and declaration as a pandemic in early 2021. This helps to put the gravity of the issue into perspective. (World Health Organization, 2020). Covid-19 is dealing with a problem that is diametrically opposed to the problems that most businesses deal with daily. The combination of a natural disaster and a sociopolitical and economic crisis is defined by Liang et al. (2021, p. 1), who characterize it as a “combination of many catastrophes and crisis typologies.” Liang et al. were the first to discover the Covid-19 gene (2021, p. 1). A shock wave has wracked several urban institutions, including the hospitality and hotel industries, causing widespread disruption (Liang et al. 2021). In order to plan for and react to expected future calamities (Hao et al., 2020; Kiev, 2020), hoteliers must build a framework for understanding and executing future management strategies. The globe is becoming more disaster-prone than it has ever been before in human history. According to Rodrigues and colleagues, companies may see the pandemic as a threat or as an opportunity, depending on their perspective (2019).

According to Čaková (2020), proactive crisis management requires a management team that can spot early warning signs of approaching crises and responding effectively before the situation deteriorates further. Also worth noting is that organizations are increasingly preparing for crises as a need rather than as a strategic aim, which is a shift from previous practice. There are a variety of internal and environmental factors that might influence the start of a crisis (Koutsoukis and Sarantos, 2021). Both Johneke and Lekera believe that avoiding a disaster is impossible at this point (2021). If a crisis is not handled quickly, it has the potential to jeopardize the survival of an organization. They concluded that in order for a company to flourish and return to normalcy, its behaviour and thinking must be strong.

A post-crisis communication strategy may be effective in restoring an organization’s image and altering stakeholders’ relationships with the organization after a catastrophe has occurred (Dowling, 2009). When Coombs (2007) introduced the SCCT into the area of crisis communication, he hoped to inspire crisis managers to customize their strategic crisis responses to the level of accountability and reputational damage they were facing. An organization’s capacity to be held responsible for its participation in a catastrophe is vital if it is to avoid being sued for damages. A crisis reaction must be regarded as admitting responsibility in order to be considered for inclusion on the SCCT strategy list. If organizations exhibit increasing concern for the victim, stakeholders believe that the organization is taking on additional responsibility for the victim (or those who have been hurt). Management’s reputation will be enhanced as long as SCCT is implemented efficiently, and new opportunities for participation with internal stakeholders will be created. A further point made by Coombs (2007) in his theory of crisis communication and coordination is the need to maintain a constant stream of communication and information distribution during a crisis (Netten and van Someren, 2011). This approach helps a company to guarantee that the information it conveys to its stakeholders is up to date at all times by using technology……

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