Discuss about the Building Travel Risk Management Program.
The overall aim of the literature review presented is to gain a broader understanding of crisis management strategies in the tourism industry by focusing on terrorism as prevailing and significant source of crisis. For Turkish economic, tourism is an important sector and fastest growing market. Total number of foreign tourist visiting Turkey has been increasing every year (Aissa and Goaied 2016). In the last decades, a series of terrorist attacks have been witnessed by tourism industry and such attacks are motivated by religious, political and social objectives and the enormous publicity that they gain by such actions. In such situation, it is required by hotels to have strategy of crisis management at place for dealing with incidents related to terrorist attack. The crisis that arises from situation of tension that is unpredictable and unexpected should be promptly responded as it threatens the aims, present values and assumptions of organization by making adaption and understanding mechanisms incompatible. Crisis to which the hospitality industries are exposed are both originated internally and externally. Incidents of terrorist attacks are regarded as situation of crisis that arises externally due to the actions of terrorists (Campos et al. 2015).
Research on the impact of terrorist attack on five star hotels of Turkey includes analysis of literature review in reference to different contexts. Impact of terrorist attack on Turkey is measured in terms of total number of people who have been killed over the years and downfall in level of tourist arrival in the country. This particular research paper proceeds giving the illustration of crisis management strategies model for managing the crisis after such attacks. It depicts how five star hotels operating in country make use of such models for mitigating the harm and devastation caused by terrorist attack. The purpose is to identify how the implementation of such tools helps in minimizing the impact of terrorism. In this regard, different theories on crisis management have been explained and how the organization such as hotels can implement such strategy in minimizing the impact of terrorist attacks.
One of the important advances in the literature review on tourism industry crisis management is the division of crisis management strategies into different phase that has led to creation of staged crisis management models. The research prospects that have been carries out in relation to the crisis management by the hospitality industries in region of Istanbul has been doubled as the recent past have experienced many crisis situation. Some limitations that should be taken into consideration that interviewed managers can give limited information about the operational position about the entire region of Istanbul. Extant literature review on tourism crisis management is identified in terms of two strands. A tendency to explore the tourism crisis nature from the buyers and consumers perspective is represented. This incorporates how the crisis would impact the perception of tourists and their willingness to travel. In the second strand, studies of crisis management strategies are discussed in terms of strategies and methods used by five star hotels to deal with the crisis situation (Çakar 2018).
Issues prevailing in the tourism industry of Turkey are exacerbated by wave of terrorist attack in year 2016 including assaults on city of Ataturk and Istanbul. Such terrorist attack tattled the confidence of investors in the tourism sector and that resulted in slow down of industry in Turkey. This is so because due to fall in number of tourists in the country, hoteliers are required to slash down the prices and lead to falling revenue and income generation.
Antalya is one of the successful seaside resorts of Turkey and due to continued terrorist attack, resort have witnessed biggest slump in visitors for decades. This has lowered the occupancy rate of hotels and made guests dissatisfied. Such dissatisfaction also pertains to the ineffective crisis management strategies for handling the crisis situation due to after effect and during the time of terrorist attack.
The upscale and luxury hotels are negatively impacted due to such events in terms of average daily rates (Bassil et al. 2017). On various segments of hotel, there were diversified impacts and with effect on the occupancy rate, luxury hotels are the hardest hit. Terrorist attack resulted in drop in occupancy rate of five star hotels considerably.
The development in the field of crisis management has received great contributions from early explanations of models of staged crisis management. However, such stages model tends to view the lifetime of each crisis as finite and linear. This shortcoming of the staged model has led to evolvement of cyclical and continuous approach to crisis. The strategic approach to crisis management views crisis as cyclical process that initiates and terminates with the default stage of monitoring and intelligence collecting. Careful external and internal monitoring of the strategic approach to crisis is intended to discover probable crisis at an early stage. The post crisis stage is taken into consideration using this approach that focuses on post hoc evaluation by incorporating them into the plan for future use. Strategic approach is regarded as new trend in crisis management that divides crisis management into five stages (Brondoni 2016). In the first stage, signals are detected that leads to the identification of signs of new crisis warnings and acting upon to make prevention of the crisis. In the second stage, organization such as five star hotel search for crisis risk factors for prevention and probing so that the potential to harm is reduced. The third stage is of damage containment where members of hotels take efforts to prevent damage from spreading into uncontaminated environment and other parts of organization when the crisis hits. Forth stage is of recovery when hotel business returns to normal operations and the last stage is about learning when members critiques and review their efforts of crisis management and thereby adding to the memory of organization (K?l?çlar et al. 2017).
The above graph depicts that there has been fall in the total number of tourists visiting due to increase in terrorist attacks. It can be seen that there is a wide jump in number of visitors in year 2016 as against 2014.
Integrated approach to crisis communication- This particular model of crisis management consists of five interrelated layers that depicts strategies to cope up with the terrorism crisis.
A macro approach is involved in the outer layer that focuses on societal context of crisis. The meso environment is involved in the two middle layers on the level of network of crisis management and level of response to organization as well as key stakeholders including their reactions and perception. The inner most layers have a micro approach that involves crisis communication team and communication department. Other layer describe the activities of crisis communication in response to the challenges faced by hotels in event of terrorist attacks and depicts how such challenge can be met by public authorities in such situations (Webster et al. 2017).
The first layer has the crisis context that is based on crisis life cycle perspective that embraces post and pre crisis phase and thus incorporating integrated view where terrorism is seen both as risk and crisis. Psychological impacts are caused by the intentional harm that is targeted towards innocent and affects their values and feelings and this create sense making needs (Erepository.uonbi.ac.ke 2018).
Communication and crisis management activities are viewed as an ongoing process in the second layer and that take shape in response to terrorism crisis and attack in the post and pre crisis phases. It is an approach for bridging the challenges posed by crisis of terrorism attack (Brossman 2016). Activities and task of crisis communication take different forms of networked interactions between stakeholders and organization. Citizens, network and media organizations are the main group of stakeholders that are affected by such activities.
The third layer focuses on responses and perceptions of public that emerges and interact in response to contextual and other crisis related factors. Responses of public to the terrorist attack on the five star hotels in Turkey are described with the help of this particular layer. There can be intentional and unintentional spreading of misinformation and they can also be easily created in the atmosphere of lack of information and uncertainty. All such factors are considered in this layer. Forth layer is a part of ongoing crisis communication activities and deals with collecting of data from environment. This forms an integral part of communication approach and overall crisis management (Metodijeski and Filiposki 2017). In the last layer, the grass root level of communication is described that is referred to as strategy of making communication that is the core of model. Continuous input is required in the communication strategy by monitoring crisis activities, responses and perceptions of customers and context specific demands.
The critical factor for effective management of crisis is providing information to organization at crisis time. This particular theory intends to address the level of command that make up communication within organization and intricacies of information network. Organization experiencing crisis are able to identify the flow of information as network that are made up of links and members.
References list:
Aissa, S.B. and Goaied, M., 2016. Determinants of Tunisian hotel profitability: The role of managerial efficiency. Tourism Management, 52, pp.478-487.
Bassil, C., Saleh, A.S. and Anwar, S., 2017. Terrorism and tourism demand: a case study of Lebanon, Turkey and Israel. Current Issues in Tourism, pp.1-21.
Brondoni, S.M., 2016. Global Tourism and Terrorism. Safety and Security Management. Symphonya, (2), p.7.
Brossman, C., 2016. Building a travel risk management program: Traveler safety and duty of care for any organization. Butterworth-Heinemann.
Çakar, K., 2018. Critical success factors for tourist destination governance in times of crisis: a case study of Antalya, Turkey. Journal of Travel & Tourism Marketing, pp.1-17.
Campos-Soria, J.A., Inchausti-Sintes, F. and Eugenio-Martin, J.L., 2015. Understanding tourists’ economizing strategies during the global economic crisis. Tourism Management, 48, pp.164-173.
Datagraver. (2018). Terrorism attacks in Turkey 1970-2016 | Datagraver. [online] Available at: https://www.datagraver.com/case/terrorism-attacks-in-turkey-1970-2016 [Accessed 12 Apr. 2018].
Erepository.uonbi.ac.ke. (2018). [online] Available at: https://erepository.uonbi.ac.ke/bitstream/handle/11295/93822/Omondi_Effect%20Of%20Terrorism%20On%20Five%20Star%20Hotels%20In%20Nairobi,%20Kenya.pdf?sequence=3 [Accessed 12 Apr. 2018].
K?l?çlar, A., U?akl?, A. and Tayfun, A., 2017. Terrorism prevention in tourism destinations: Security forces vs. civil authority perspectives. Journal of Destination Marketing & Management.
Metodijeski, D. and Filiposki, O., 2017. Tourism policy and security: The case of terrorism.
Ottomanjournal.com. (2018). [online] Available at: https://ottomanjournal.com/issue/2017/article%205-2017-vol.2%20issue%201.pdf [Accessed 12 Apr. 2018].
Our World in Data. (2018). Terrorism. [online] Available at: https://ourworldindata.org/terrorism [Accessed 16 May 2018].
Webster, C., Ivanov, S., Gavrilina, M., Idzhylova, K. and Sypchenko, L., 2017. Hotel Industry’s Reactions to the Crimea Crisis.
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