Contemporary Global Hospitality Enterprise

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Swat College of Science & Technology, Mingora *

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Nov 24, 2024

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Contemporary Global Hospitality Enterprise Course Name: Student name:

Contents 1. Introduction .................................................................................................................................. 2 1.1 Background ............................................................................................................................ 2 1.2 Purpose .................................................................................................................................. 3 1.3 Methodology .......................................................................................................................... 4 2. Review of Key Performance Indicators for HOTS ...................................................................... 4 2.1 Key Performance Indicators (KPIs) ....................................................................................... 5 2.2 Balanced Scorecard Analysis ................................................................................................. 6 3. Explanations of KPI Performance ............................................................................................... 9 3.1 REVPAR (Revenue Per Available Room) ........................................................................... 10 3.2 Gross Operating Profit ......................................................................................................... 10 3.3 Market Share ........................................................................................................................ 11 3.4 ROCE (Return on Capital Employed) ................................................................................. 11 3.5 Guest Satisfaction ................................................................................................................ 12 3.6 Staff Satisfaction .................................................................................................................. 12 3.7 ADR (Average Daily Rate) .................................................................................................. 13 3.8 Occupancy Rate ................................................................................................................... 13 3.9 Public Awareness ................................................................................................................. 14 3.10 Hotel Quality Index ........................................................................................................... 14 3.11 Employee Turnover Per Year ............................................................................................. 15

4. Strategic Plan for Improvement ................................................................................................. 15 4.1 Front Office .......................................................................................................................... 15 4.2 Housekeeping ...................................................................................................................... 16 4.3 Food and Beverage (F&B) ................................................................................................... 16 4.4 Marketing ............................................................................................................................. 16 4.5 Human Resources ................................................................................................................ 17 Conclusion ..................................................................................................................................... 17 References ...................................................................................................................................... 19

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1. Introduction Consumers' expectations, technology developments, and the importance of environmental sustainability have all contributed to make today's global hospitality business one of the most dynamic and difficult to work in. Because of these complications, it is crucial for hospitality businesses to regularly assess their operations and make adjustments as necessary. The purpose of this strategy plan is to address the many facets of a worldwide hospitality business, with a special emphasis on the results of a single hotel over a period of 24 months. 1.1 Background The selected hotel HOTS, located in a popular seaside tourist location, has been there since the 1970s, a time of great expansion in the hospitality industry. Rising disposable income and interest in beach vacations and shoulder season getaways fueled this expansion. New highways and railroads have made the city more accessible, which has helped boost tourism. There are other hotels, including the one under consideration, that have been built and provide standard amenities in sturdy structures. There have been ups and downs in the hotel's economic history. In the 1980s, the city grew from a small village to a metropolis of over 200,000 people as its economy diversified into service and "soft" sectors. To accommodate the expanding business sector, one of the long-standing hotels built a conference center. However, the city ran into unexpected challenges in the 1990s when tourism began to drop. The hotel struggled to keep up with changing customer needs and preserve its market share. Given these persistent challenges, the hotel needs to evaluate its performance across multiple key performance indicators (KPIs) and develop a strategic plan that not only makes it stronger in the marketplace but also reflects contemporary values of

sustainable development, diversity, and social responsibility. Our chosen Key Performance Indicators (KPIs) and the methods we utilized to formulate our plan will be discussed below. 1.2 Purpose There are several purposes for this method. The goal of the plan is to analyze the hotel's operations based on a set of KPIs and then develop a strategy for making necessary improvements. The primary objectives of this approach are: The hotel's 24-month performance will be evaluated using key performance indicators (KPIs) such as revenue per the available space, gross operating profit, market share, investment return on capital employed, satisfaction with guests, satisfaction with work, average daily rate, utilization rate, recognition of the brand, hotel quality index, and annual staff turnover. The objective is to provide a comprehensive picture of the internal and external factors that influenced the success or failure of these key performance indicators throughout the specified time frame. Objective: Create a strategy to boost the hotel's performance based on the selected key performance indicators (KPIs), with particular activities and interventions outlined for the Front Desk, Housekeeping, F&B, Marketing, and HR. Recognizing the growing significance of environmental sustainability, diversity, and social responsibility, the strategy will embrace these tenets. To check that the strategy is backed up by credible academic studies and citations that follow the latest version of the APA referencing style.

1.3 Methodology This strategic plan uses a process based on the methodical examination, clarification, and enhancement of key performance indicators. These are the processes that went into making this strategy: Hotel Key Performance Indicators (KPIs): The first order of business is to review the hotel's KPIs. These metrics are fundamental for evaluating a company's health in terms of profit, productivity, and patron satisfaction. The Key Performance Indicators (KPIs) used in this study were chosen with care, as their relevance to the contemporary hospitality industry was taken into account. A balanced scorecard approach has been used to track and evaluate these KPIs over the last 24 months. Using this procedure as a starting point, a thorough evaluation of the hotel's current condition may be developed. In the parts that follow, we'll examine the hotel's KPIs in depth to figure out how to make it more profitable and more in line with today's environmentally conscious and culturally accepting norms. 2. Review of Key Performance Indicators for HOTS By analyzing HOTS via the lens of key performance indicators (KPIs), the global hospitality industry may be better understood. These metrics are useful for gauging the state of the company's finances, the efficacy of its operations, and the contentment of its clientele. The first step in understanding HOTS's success during the previous two years is a careful examination of these key performance indicators. 2.1 Key Performance Indicators (KPIs) A group of quantitative measures used to assess performance and development toward goals, key performance indicators (KPIs) are an essential tool. We'll take a careful look at some of these

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KPIs as they pertain to HOTS, as they each provide valuable information about the hotel's progress and efficiency. REVPAR, or Revenue Per Available Room, is a key performance indicator for hotels and other lodging facilities. REVPAR is a crucial measure of financial success since it reveals how well HOTS is able to optimize earnings from its lodgings. The profitability of HOTS is best measured by gross operating profit, which does not include overhead costs. The hotel's ability to make profits while keeping expenditures in check are reflected in this vital report. The percentage of the local hotel lodging market that HOTS now controls is measured in terms of its "market share." The hotel's market success may be gauged in large part thanks to this indication, which reveals the establishment's relative competitiveness. We use ROCE, or Return on Capital Employed, to evaluate HOTS's profitability. This score indicates the hotel's financial stability and how well it is employing its funds. A key performance indicator, guest satisfaction measures how well HOTS exceeds its customers' expectations by creating a pleasant experience throughout their stay. When customers are happy, businesses in the hotel industry tend to thrive. The happiness of HOTS's employees is essential to the company's success. Employee happiness and enthusiasm have a major bearing on the level of care provided to guests. The hotel's pricing strategy and revenue maximization may be better understood via analysis of the Average Daily Rate (ADR). The proportion of available rooms in a hotel is revealed by its occupancy rate. It is essential for effective management since it provides a measure of the hotel's value and popularity. Assessing HOTS's public profile is the first step in comprehending the company's stature and standing in the market. A positive reputation and strong public profile are crucial to drawing in and keeping repeat visitors. Finally, numerous aspects of HOTS' performance and quality of service are summed up in the Hotel Quality Index. The yearly staff

turnover rate, however, is a barometer of organizational health and human resources management, with high rates often indicating that workers aren't content in their positions. 2.2 Balanced Scorecard Analysis HOTS's progress toward these KPIs over the previous 24 months will be analyzed using a balanced scorecard approach. With the balanced scorecard framework, you may systematically evaluate not just the financial but also the customer, internal process, and development and learning dimensions of your organization. Let's have a look at the HOTS balanced scorecard analysis of the chosen KPIs: There has been a discernible trend in HOTS' REVPAR (Revenue Per Available Room) during the previous 24 months. The worldwide pandemic has a devastating effect on REVPAR at HOTS in 2021. Room reservations dropped significantly as a consequence of travel bans, lockdowns, and less demand for leisure and business travel. Since fewer people were staying at the hotel, less money came in, even though expenses were about the same. As travel restrictions were lifted in 2022, REVPAR increased. The persistent panic and decline in foreign travel prevented a complete recovery, however. In 2022, HOTS' REVPAR remained below the target level, highlighting the continued need of implementing methods to increase income. Despite the pandemic's toll on the hotel business, HOTS has managed to turn a profit during the previous 24 months. There was a considerable dip in Gross Operating Profit in 2021, which

tracked closely with the fall in REVPAR. Less visitors meant less money in the bank, even if overhead was about the same. The impact on Gross Operating Profit was substantial. As occupancy rates rose in 2022, so did the Gross Operating Profit. As a result of the pandemic's lingering impacts and the need to rein in costs, it never quite returned to its pre-outbreak levels. The hotel industry's most important key performance indicator—market share—fell sharply in 2021. The market share of HOTS was negatively affected by the pandemic because of its influence on the number of tourists and their preferences. During times of uncertainty, the hotel's market share declined as guests opted for more adaptable lodging options. Although HOTS maintained a steady flow of visitors, the hotel industry was more cutthroat. Regaining lost ground in the market in 2022 was not without its challenges. HOTS' market share did not entirely recover, showing the necessity for focused marketing initiatives and improvements to the visitor experience in light of the competition from other housing providers. Reduced earnings during the pandemic led to inefficient capital investment, resulting in a negative Return on Capital Employed (ROCE) in 2021. The economic effects of the pandemic reduced the efficiency of the workforce. A minor uptick in 2022 saw earnings begin to rise again. But return on capital employed (ROCE) continued to fall short of HOTS's long-term aim, highlighting the need for better capital allocation and increased profits.

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A key measure of HOTS's service quality and visitor experience, guest satisfaction fell in 2021 as a result of the restrictions and interruptions brought on by the pandemic. There was a negative effect on the visitor experience as a result of health and safety issues, service limits, and altered cleaning processes. As a consequence of the pandemic's impact on the workplace in 2021, employee satisfaction levels dropped. Employee morale plummeted as a result of concerns about security, role changes, and the future. Expanded training opportunities, more flexible scheduling, and prizes for great performance were just some of the 2022 measures launched to increase employee satisfaction. The initiatives paid off in a modest increase in worker satisfaction. As a consequence of the pandemic's impact on demand and hotels' efforts to attract clients at lower costs, the average day rate (ADR) dropped in 2021. In 2022, there was a little increase in ADR due to a return to demand, but it never reached levels seen before the epidemic. Finding a pricing strategy that successfully attracts and maintains clients is challenging. Hotel Occupancy Rates (HOTs) reflected the difficulties caused by the epidemic. The occupancy rate fell dramatically in 2021 as a result of travel limitations and health worries. Low occupancy rates were the effect of fewer visitors. As regulations were loosened in 2022, there was an uptick, but it never quite returned to pre-pandemic levels. There was still worry about occupancy levels. Getting the word out to the public is essential if you want to draw in visitors. In 2021, public knowledge of HOTS was consistent despite marketing efforts being hindered by the epidemic. Increases in publicity had an effect in 2022, but the market still couldn't keep up with the competition.

The 2021 Hotel Quality Index recognized the difficulties brought on by the epidemic. Despite best attempts, certain services, such eating and entertainment, had to be scaled down as a result of safety precautions. As services adjusted to the new normal in 2022, quality increased somewhat, but problems persisted in providing the entire visitor experience. There was a modest rise in annual personnel turnover in 2021 as a result of unpredictability and shifts in responsibilities. Work on employee retention and satisfaction paid off in 2022, resulting in lower turnover. By analyzing HOTS' performance on a number of key performance indicators (KPIs), a balanced scorecard may reveal both areas of strength and weakness. Next, we'll create a strategy to improve HOTS' overall performance and bring it in line with modern principles like sustainability and diversity, all while providing references to back up our claims and arguments. 3. Explanations of KPI Performance This section will analyze HOTS (the chosen hotel) during the previous 24 months based on many key performance indicators (KPIs). Each key performance indicator sheds light on critical facets of hotel management, finances, and guest pleasure. The ability to analyze the results of these key performance indicators is essential for spotting flaws and opening up space for growth.

3.1 REVPAR (Revenue Per Available Room) The revenue per available room (REVPAR) is a key financial statistic for hotels. The hotel's ability to maximize room income is shown in the REVPAR performance during the previous 24 months. The revenue per available room (REVPAR) at HOTS dropped drastically that year. Travel restrictions, lockdowns, and lower demand for leisure and business travel were only some of the consequences of the COVID-19 pandemic. This resulted in a dramatic decrease in income as fewer guests booked rooms. However, operating expenses were steady. The falling occupancy and average daily rate (ADR) are responsible for the decrease in REVPAR. Uncertainty and health worries brought on by the epidemic led many would-be passengers to cancel their trips. 3.2 Gross Operating Profit The profitability of a hotel is calculated as its Gross Operating Profit before any costs are deducted. It sheds light on the economic viability and productivity of HOTS. The hotel's proficiency in controlling its income and costs is shown in its 24-month G.O.P. performance. Similar to the reduction in REVPAR, HOTS's Gross Operating Profit fell dramatically in 2021. Since the epidemic reduced the number of visitors and their spending, income dropped but expenses stayed about the same. The steep decline in Gross Operating Profit was the primary cause of the dwindling profit margins. Gross Operating Profit increased significantly in 2022 as occupancy rates rose in response to the resurgence of tourism. But it never returned to its pre- pandemic peak. Gross Operating Profit hasn't fully recovered because of the continued repercussions of the epidemic, such as the necessity to reduce costs and the lingering impact on consumer spending.

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3.3 Market Share A crucial key performance indicator (KPI) for HOTS is Market Share, which measures the percentage of the local lodging market that HOTS occupies. The hotel's ability to compete in its market may be gauged by how well this key performance indicator has done over the last 24 months. The pandemic of 2021 significantly reduced market share. As more and more vacationers looked for lodging options that gave them more leeway to adapt to changing circumstances, HOTS saw a significant drop in their market share. As a result of these changes in taste, the hotel saw its market share decrease. While the hotel was still able to draw in some customers, it faced stiff competition and struggled to maintain its market share. Regaining lost ground in the market was a top priority in 2022. The hotel's market share never entirely recovered, however, since competition remained high. Competition from similar establishments, as well as the need for more specific marketing and client service, remained a constant source of difficulty. 3.4 ROCE (Return on Capital Employed) Profitability in running HOTS is evaluated by looking at its Return on Invested Capital Efficiency (ROCE). It reveals the company's profitability and the efficacy of its capital allocation. Return on capital employed (ROCE) was noticeably low in 2021, mostly because of decreased earnings during the epidemic. As a result of the pandemic's economic effects, the efficiency of the utilized capital decreased. ROCE suffered as a result of declining profits and monetary unpredictability. The hotel had a hard time sustaining its financial performance due to the decreased efficiency of capital usage during these unusual circumstances. Return on capital employed (ROCE) increased little in 2022 as earnings increased and visitors returned. Even

while profitability has increased, return on capital employed (ROCE) has remained below the hotel's long-term aim. The hotel's ability to increase its return on investment was hindered by the same financial issues that plagued it last year. 3.5 Guest Satisfaction One of HOTS' most important measures of success is the level of satisfaction their guests have with the service they get. It's a reflection of the hotel's prowess in pleasing its clientele. As a result of the restrictions and inconveniences brought on by the epidemic, visitor satisfaction dipped in 2021. There was a negative effect on the visitor experience as a result of health and safety issues, service limits, and altered cleaning processes. Guests' expectations for the hotel's usual high level of service were difficult to uphold in the face of the pandemic's disruptive atmosphere. In 2022, when HOTS adapted to the new standards of the pandemic, they saw a significant increase in visitor satisfaction. Guests' comfort and satisfaction was prioritized, thus money was spent on health and safety precautions and other improvements. Although the hotel was still dealing with the aftereffects of the epidemic, their efforts led to a slight increase in client satisfaction. 3.6 Staff Satisfaction When employees are happy in their jobs, they are more likely to stay with the company. It has a significant bearing on the level of service provided and the level of pleasure the guests feel. This key performance indicator shows how happy the hotel's workers are. As a result of the pandemic- induced shifts in priorities and increased effort, employee morale plummeted in 2021. Employee morale took a hit due to worries about security, shifting work responsibilities, and general unease about the future. The hotel staff had to adapt to new circumstances brought on by the epidemic, and this had an effect on their level of happiness on the job. Employee happiness was prioritized

in 2022. The unique difficulties of the personnel were addressed by introducing additional training, more adaptable working hours, and reward and recognition systems. Staff satisfaction increased somewhat as people became used to their new working conditions and recognized the value of the efforts made to help them. 3.7 ADR (Average Daily Rate) The ADR measures how much money a hotel makes each day from each room that is occupied. This reflects the hotel's pricing and revenue management practices. The effects of the COVID-19 pandemic on the hospitality and tourist sectors were studied by Colmekcioglu, Dineva, and Lu (2022), who placed an emphasis on the idea of "building back better." With fewer tourists visiting in 2021, hotels had to decrease their average daily rates (ADR) to compete for business. Due to the state of the economy and the resulting travel limitations, many people are looking for cheap places to stay. The hotel's revenue per available room (ADR) suffered as a consequence. The progressive loosening of travel restrictions led to a small rise in ADR in 2022. Despite this, ADR did not recover to its pre-pandemic levels. The hotel continued to struggle with finding the optimal price point at which to attract customers. Revenue growth and price optimization were two of the industry's top concerns. 3.8 Occupancy Rate The occupancy rate is the proportion of available rooms that are actually being used. It's an important indicator of interest in and use of HOTS. The difficulties posed by the pandemic were reflected in the occupancy rate of HOTS in 2021. Travel restrictions and health fears caused a considerable decline in hotel occupancy. Low

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occupancy rates are an indicator of the sharp fall in demand for hotels as a consequence of fewer visitors. In the field of hospitality and tourism, Pelit and Katircioglu (2022) analyzed the scholarly literature on human resource management. Occupancy rates increased in 2022 as travel restrictions were loosened and tourists recovered their trust. Although occupancy rates improved, they were still below their pre-pandemic averages. The hotel was still dealing with the fallout from the epidemic and the resulting caution among its clientele. The difficulty of finding the ideal number of guests per room was still a major issue. 3.9 Public Awareness Raising HOTS's profile in the public eye is essential to increasing tourism. The hotel's reputation mostly remained steady in the public eye in 2021. However, marketing initiatives were significantly impacted by the epidemic. Health and safety concerns have moved the emphasis away from traditional marketing methods and campaigns. Efforts to raise awareness were clearly seen in 2022. Marketing at the hotel was revised to reflect the new realities of the epidemic. While competition was fierce, public awareness never returned to its pre-pandemic levels. The hotel still needed to discover fresh and efficient ways to promote itself in the marketplace. 3.10 Hotel Quality Index The Hotel Quality Index is a metric that takes into account several different characteristics of HOTS in order to determine its overall quality and performance. As a result of the difficulties posed by the epidemic, the hotel quality index dropped in 2021. Despite best attempts, certain services, such eating and entertainment, had to be scaled down as a result of safety precautions. Constraints brought on by the epidemic affected the hotel's ability to provide the entire guest experience.

3.11 Employee Turnover Per Year The rate of worker turnover per year is indicative of how often employees depart the company. Problems with personnel management and dissatisfaction on the job may contribute to high turnover rates. The uncertainties and shifts in responsibilities brought on by the pandemic contributed to a modest rise in workforce turnover in 2021. Staff at the hotel left because of changes made to their working conditions and the nature of their jobs. The research by Konovalova, Yudina, Lagusev, Shalaev, and Rassokhina (2019) delves into the theoretical foundations of the growth of the hospitality and tourist sector. Efforts to increase employee happiness and decrease turnover started in 2022. The hotel realized it needed to take action to keep its skilled workers, so it provided them with more opportunities for training and development, as well as more adaptable schedules and incentives for their efforts. As workers became used to the new setting and learned to value the assistance being offered, turnover rates dropped. 4. Strategic Plan for Improvement For HOTS (the chosen hotel) to overcome the obstacles revealed by the Key Performance Indicators (KPIs) study and to conform to the modern standards of sustainability and diversity in the international hospitality sector, it is essential that a thorough strategic plan be developed. 4.1 Front Office Guests' first point of contact, the front desk plays a crucial role in setting the tone for their whole stay. Front desk employees will undergo ongoing training that emphasizes friendliness,

efficiency, and individualization in order to improve the quality of service provided to guests. This method guarantees that each visitor has a sense of special treatment. 4.2 Housekeeping In light of the gravity of the situation, we shall institute stringent cleaning and sanitization protocols. Guests will feel more at ease knowing that their health and safety are being taken care of if these processes are communicated to them. The cleaning staff will prioritize environmental responsibility. Cleaning using eco-friendly materials, utilizing effective cleaning equipment, and properly disposing of trash all fall under this category. It's an important step toward long-term sustainability, and it also fits in with the current trend for eco-friendly service. 4.3 Food and Beverage (F&B) Expanding the food and drink selection to accommodate a wider variety of tastes and dietary needs (such as those of vegetarians, vegans, and those with food allergies) is a top priority. Local sourcing refers to putting an emphasis on using regional and seasonal ingredients in food and drink. Putting the spotlight on where food comes from and encouraging patronage of regional producers. 4.4 Marketing Improving the hotel's online visibility by maintaining a cutting-edge website, lively social media profiles, and interesting articles. These outlets will highlight the hotel's dedication to inclusivity and environmental responsibility. Sustainability Advocacy All promotional materials and campaigns will prominently include sustainability efforts. Reducing plastic consumption, increasing energy efficiency, and decreasing waste are just some of the eco-friendly activities that will be highlighted.

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4.5 Human Resources Providing in-depth training on issues of diversity and inclusion to all employees. Among them are methods of combating implicit prejudice and fostering a more welcoming work environment. All of these long-term plans have one common goal: to make HOTS more successful and popular among travelers. They are a reflection of HOTS's dedication to modern values like diversity and sustainability, and they guarantee that the hotel will not only live up to its customers' high standards, but will also act in a way that is consistent with its ethical and social obligations. Conclusion By focusing on critical performance indicators and adhering to cutting-edge sustainability and diversity principles, HOTS's strategy plan aims to ensure the hotel's continued success in the global hospitality market. The goal is to provide superior service to visitors via the use of a highly educated front desk staff, cutting-edge technology, and a commitment to social and environmental responsibility. It also recognizes the value of good housekeeping in maintaining a pleasant and secure setting for the long run. The food and beverage business intends to provide a menu that accommodates all tastes, with a focus on sustainable practices like utilizing local produce and reusing scraps. Strategic marketing that emphasizes the hotel's commitment to diversity and sustainable development may increase the hotel's online presence and community participation. Human resource initiatives including training on inclusion and diversity, employee health programs, and retention strategies may help

create a motivated and diverse staff. By taking this tack, HOTS will not only boost its performance and customer satisfaction, but it will also solidify its position as a responsible and ethical leader in the hospitality sector. By embracing progressive ideas and a dedication to ongoing improvement, HOTS is set up for success in the ever changing hospitality industry.

References 1. Khatter, A. (2023). Challenges and Solutions for Environmental Sustainability in the Hospitality Sector. Sustainability, 15 (15), 11491. 2. Gewinner, I. (2020). Gendered and diversified? Leadership in global hospitality and tourism academia. International Journal of Contemporary Hospitality Management, 32 (6), 2257-2282. 3. Konovalova, E.E., Yudina, E.V., Lagusev, Y.M., Shalaev, D.V., & Rassokhina, T.V. (2019). The conceptual basis of the tourism and hospitality industry's development. Journal of Environmental Management & Tourism, 10 (4 (36)), 865-869. 4. Liu-Lastres, B., Wen, H., & Huang, W.J. (2023). A reflection on the Great Resignation in the hospitality and tourism industry. International Journal of Contemporary Hospitality Management, 35 (1), 235-249. 5. Pelit, E., & Katircioglu, E. (2022). Human resource management studies in the hospitality and tourism domain: a bibliometric analysis. International Journal of Contemporary Hospitality Management, 34 (3), 1106-1134. 6. Elkhwesky, Z., Salem, I.E., Ramkissoon, H., & Castañeda-García, J.A. (2022). A systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research. International Journal of Contemporary Hospitality Management, 34 (5), 1925-1958. 7. Chon, K.K.S., & Zoltan, J. (2019). Role of servant leadership in contemporary hospitality. International Journal of Contemporary Hospitality Management, 31 (8), 3371-3394.

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8. Konovalova, E.E., Yudina, E.V., Lagusev, Y.M., Shalaev, D.V. and Rassokhina, T.V., 2019. The conceptual basis of the tourism and hospitality industry's development. Journal of Environmental Management & Tourism, 10(4 (36)), pp.865-869. 9. Pelit, E. and Katircioglu, E., 2022. Human resource management studies in hospitality and tourism domain: a bibliometric analysis. International Journal of Contemporary Hospitality Management, 34(3), pp.1106-1134. 10. Colmekcioglu, N., Dineva, D. and Lu, X., 2022. “Building back better”: the impact of the COVID-19 pandemic on the resilience of the hospitality and tourism industries. International Journal of Contemporary Hospitality Management, 34(11), pp.4103-4122.

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Contemporary Global Hospitality Enterprise

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