Challenges of Hospitality, Leisure and Travel industry during Covid-19 pandemic
Hospitality Sector and COVID 19 is now conversely related. The challenges of hospitality sector and Covid 19 impact is drastically negative. COVID-19 tourism effects have struck the tourist and leisure business the worst, and it is one of the world’s most devastating industries.
As a result of the COVID-19 pandemic, the shaky tourism and hotel industry has experienced major challenge. The incredibly deadly new coronavirus is still wreaking havoc on the economy, generating serious doubts about its ongoing and prospective sustainability. The paper focuses on two major topics: one is the serious problems which the hospitality and tourism industries face in today’s climate. Second one is the business’s reaction to the challenges. The pandemic demonstrated the country’s immediate damaging effect on tourism and the hotel business (Kaushal & Srivastava, 2021). COVID-19 has led to higher suspensions of hotel and travel reservations, leading to economic losses and unemployment, resulting in a significant loss of income for the government and a rise in the poverty rate, among other things. When COVID-19’s effects spread throughout the world, countries and corporations should make public safety a top priority. Although this emphasis would remain, negative implications for productivity expansion and earnings management would almost definitely lead to significant sales in global stock markets. COVID-19 tourism effects have struck the tourist and leisure business the worst, and it is one of the world’s most devastating industries (Hafsa, 2020). The paper investigates the effects and contexts of the COVID-19 pandemic and the process of change might aid the tourist industry’s transition to the new ordinary.
The illness is a contagious disease by the coronavirus that causes severe sickness. The COVID-19 virus has spread around the world on all seven continents. Ever since, a concentrated effort has been made to halt the transmission of the illness, which is thought to contain from person to person. The growth of the disease has slowed significantly. The tourism and hospitality business depends on tourist trends, and policymakers bring significant campaigns to recruit tourists to sustain the industry and increase the heavy impact. However, national and international traveling restrictions are in place (Biwota, 2020). Financial penalties, boundary obstacles, event cancellations, quarantine protocols, and the danger of disease transmission have all harmed the tourism and hospitality businesses. For example, air travel has been identified as a magnifying and speeding component of the virus. This sector has seen considerable reductions as passenger safety and survival has become paramount. Traditionally, an illness would target vulnerable people with food hardship, medical care instability, and they were often the poor of the community. Sadly, the COVID-19 illness first attacked international visitors, and the pandemic was triggered by tourism, impacting mostly the world’s rich economic privileged. (Abbas, Mubeen et al., 2021). The Covid-19 epidemic has caused many industrial halts and supply chain delays, generating unanticipated worldwide enormous consequences throughout all significant industries. The impact both on revenue and distribution network is huge and unexpected. Closures of resorts, cafes, amusement parks, and theaters, as well as the general disruptive impact of the tour ecosystem, all have a significant impact on international tourists. It has been challenging for health care providers to manage COVID-19 since its emergence. In several nations, the death rate is significant. Consequently, this condition is unique in that no treatment has been discovered or verified at the point this report was published relating Hospitality Sector and COVID 19. This global crisis has resulted in a financial crisis, economic downturns, and a fall in industry profits.
The COVID-19 health issue has had a massive and unanticipated impact on all of our lives. The hotel, travel, and tourism businesses have effected badly. But the socially negative impacts cannot be ignored focusing Hospitality Sector and COVID 19. Customer behavior, truly customer purchasing, has changed and will be continuing to switch, and business management must adjust to these changing circumstances (Bacon, 2021). It has also significantly decreased the demand for leisure travel and the pursuit of luxurious vacations. Given the many hit, the travel business is repairing assets and finding ways to stay afloat for the time being, whether through more substantial customers and suppliers for mutual survival, vast cost-cutting processes, or a mandatory sentence period for hospitality bookings visiting tourist attractions. Providers and shareholders are working together to address liquidity and capital expenditure challenges while maintaining constant communication with their stakeholders. This industry demonstrates its maturation by working together and showing genuine hospitality ideals in assisting our community where they can. For example, they might make their space accessible for hospital beds and workers. Boundary restrictions, isolation strategies, and travel bans have pushed the hotel industry to its lowest point in recent history. Financial damage and resort closures are now all very common, generating worry that so many people haven’t ever experienced (Khan, Niazi et al., 2021). Therefore, we should push us to plan forward and adapt for the emerging new reality. It isn’t going to be easy or simple. The industry, on the other hand, has a solid basis and has already proven its strength in the face of hardship. The problem today is figuring out how to adjust to the various factors which are impacting the hotel company’s fate. Workplace procedures, purchasing habits, and even social interaction have changed, impacting and modifying our behavior.
Consumer behavior is changing, and the hotel business must adapt. This will also affect how and where people invest their money. For individuals to travel regularly, the removal of travel bans and the provision of vaccination are insufficient. Safety, protection, and pleasure will be critical in reviving travel, and hotels will need to play a role in fostering calm. The clarity in sanitation processes, rigorous health and safety standards, and rebuilding of public spaces are just a few of the lengthy initiatives that hotels will have to cope with. Many hotel industry developments that we’ve already observed have now become a source of sustainable competitive advantage (Gursoy & Chi, 2020). New hotel initiatives that do not address digitization, health and wellness elements, programs to implement, or various goods will fall behind more imaginative competitors. It’s not an issue of tendencies; it’s about development. This extraordinary public health catastrophe has turned into a devastating financial downturn for the whole world, including the tourist, hotel, and event industries (Rivera & Pizam, 2021). In sequence with the development of other sectors, the repair must take place gradually to counteract the epidemic and restore productivity growth. As a result, the suggested actions will be implemented in stages in response to changing conditions.
The following recommendations are made based on the results of this report on Hospitality Sector and COVID 19:
- The privacy and protection of workers and clients are the most important considerations. Building up a reliable distant workplace environment is part of this. Although some decrease in production is unavoidable as workers work outside the office, organizations must guarantee that workers are effective and motivated in the new working environment.
- Financial accessibility: maintaining cash on hand through stability management methods include exploiting one-time income possibilities, reshaping and lowering costs, and implementing working capital crisis response.
- Another practical approach for increasing the hospitality industry in compensation for urgent disruptions is to advertise affordable prices and help consumers to change their reservation to a new date. Creating specific, timely changes to current hotel regulations, such as adaptable deport, flexible pricing for all services, and adhering to rigorous sanitary initiatives, are also important (Ntounis, Parker et al., 2021).
- Simultaneously, rather than boosting price solutions, adjustable services should be promoted. People are mainly worried about their health and protection as a result of the pandemic scenario. As a result, taking some extra time to clean the entire hotel is critical. These techniques will significantly influence maintaining a clean, safe, and comfortable atmosphere for guests throughout their stay.
- Using E-marketing and signal-processing strategies with providers to avoid the pandemic from spreading and alleviate customer and staff dissatisfaction.
- A virtual asset system with social media accounts and digital communications has been established to give any person, company, or organizational user various ways to participate in this effort.
- Furthermore, after far worse than the pandemic is passed, hoteliers must be prepared to quickly recover. Throughout the situation of a future hotel closure, businesses will need to examine their personnel turnover and operational methods.
- Growing the size of the regional and health service businesses.
- Facilitates information exchange with national and global stakeholders is important.
- Throughout the outbreak, restaurants, tourist agencies, and other service suppliers should preserve continuous approach with their main client base.
- Usage of different social networks and online news or blogs in a safe method.
- After the pandemic, target marketing is difficult to promote the good features of the area.
- As a direct impact, the national flight market will expand considerably differentiate to the foreign tourist industry, delivering the public’s elderly tension.
- The state’s initiative to encourage local health professionals to investigate alternative medicinal remedies to this worldwide pandemic highlights the significance of this reality.
- Finally, it is suggested that government and industry collaboration initiatives be implemented. In particular, the government may implement tax reduction programs at both the regional and global level, such as interest-free capital lending products and employment assurances for long primary eventer workers.
Abbas, Mubeen et al., 2021. Exploring the impact of COVID-19 on tourism: transformational potential and implications for a sustainable recovery of the travel and leisure industry, p. https://www.sciencedirect.com/science/article/pii/S2666518221000206.
Bacon, P., 2021. Introduction. What Is Shaping The Future Of The Hospitality Industry?, p. https://www.hospitalitynet.org/opinion/4103717.html.
Biwota, S. M., 2020. The Impact of COVID -19 Pandemic on Hospitality (Tourism& HotelSector) and Mitigation Mechanism in Ethiopia review, p. https://juniperpublishers.com/artoaj/ARTOAJ.MS.ID.556290.php.
Gursoy & Chi, 2020. Effects of COVID-19 pandemic on hospitality industry: review of the current situations and a research agenda, 29(5), p. https://www.tandfonline.com/doi/full/10.1080/19368623.2020.1788231.
Hafsa, S., 2020. Impacts of COVID-19 Pandemic on Tourism & Hospitality Industry in Bangladesh, pp. https://www.researchgate.net/publication/343436160_Impacts_of_COVID-19_Pandemic_on_Tourism_Hospitality_Industry_in_Bangladesh.
Kaushal & Srivastava, 2021. Abstract. Hospitality and tourism industry amid COVID-19 pandemic: Perspectives on challenges and learnings from India, p. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7528873/.
Khan, Niazi et al., 2021. The Effect of COVID-19 on the Hospitality Industry:, pp. file:///C:/Users/HP/Downloads/JOItmC-07-00030.pdf.
Ntounis, Parker et al., 2021. Tourism and Hospitality industry resilience during the Covid-19 pandemic: Evidence from England, p. https://www.tandfonline.com/doi/full/10.1080/13683500.2021.1883556.
Rivera & Pizam, 2021. The Impact of the COVID-19 Pandemic on the World’s Hospitality Industry, pp. https://www.sciencedirect.com/journal/international-journal-of-hospitality-management/special-issue/10RRFTNFQ13.
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