Strategic responses of chain hotels to COVID-19 from a situational crisis communication theory perspective

Abstract

PurposeThis research examines how chain hotels respond to the crisis in the context of situational crisis communication, focusing on the first emergence of the COVID-19 crisis and the second period of the pandemic, during which the pandemic was relatively weak.Design/methodology/approachThe data were obtained from the digital announcements shared by the world's 50 most valuable hotel chains. The announcements, declared in the two phases of March–April and July–September 2020, were analyzed. The data were collected through document analysis and transferred to the MAXQDA program for qualitative content analysis. Interviews were held with the managers of chain companies to compare and confirm the results obtained.FindingsChain hotels announced regulations on existing reservations, potential customers, intermediary businesses, suppliers and employees by focusing on maintaining business reputation in the first phase of the pandemic. The hotel units seem to be more open to referrals on emergency measures from chain centers in this phase. In the second stage, announcements to increase sales were shared. The content of the crisis communication is in line with the predictions advocated under the situational crisis communication theory. In addition, some applications that do not comply with the theory are also identified.Research limitations/implicationsThe effects of the crisis communication on hotels were addressed; the responses of other stakeholders to the communication were not taken into account.Practical implicationsSuccessful response strategies must be considered when developing future crisis preparedness measures. Actors in the hospitality industry can adopt a situational crisis communication approach as an effective strategy to cope with the losses caused by a crisis and possibly speed recovery. Hotels can turn the crisis into an opportunity with the strategies they put forward during the pandemic and gain stronger reputations after the pandemic.Originality/valueThis study contributes to both the crisis management literature and the literature on COVID-19 by exemplifying the crisis communication measures and strategies of chain hotels. Focusing on different sub-processes in the analysis of crisis communication, revealing the background about the production and transfer of the information shared during the crisis, and interpreting the content of the messages by considering the benefit of the stakeholders and benefits of the hotel reveals the originality of this study.