TM4021 Understanding International Tourism Assignment Sample

 

Module Code And Title : TM4021 Understanding International Tourism Assignment Sample

TM4021 Understanding International Tourism Assignment Sample 1
TM4021 Understanding International Tourism Assignment Sample

Introduction

The pandemic of Covid-19 helps in representing the ultimate test for several entrepreneurs, leaders, along with employees who operate in most of the industries if not all. Among other effects, the contagion has been severely impacting the economy of the entire world inclusive of the hospitality, travel and tourism industry.

Furthermore, the unprecedented nature of the corona virus seemed to have crippling impacts with several restrictions on business organizations, that resulted on far reaching effects on restaurants, hotels, bars along with other businesses of hospitality with challenges that are considered to be seemingly serious and unsurmountable for the industry of hospitality.

Precisely, the unfolding events of the pandemic of Covid-19 in the month of January in 2020 seemed to have caused an almost 90% decrease of the hotel occupancy of China (Spanaki et.al., 2021). In the United Kingdom, the revenue per available room seemed to have fallen by around 11.6%, while in March 2020, around 1/3rd of the decline in the restaurant spending was taken into notice.

A simultaneously impact has been taken into noticed in the entire Europe, where the existing estimations helped in highlighting a loss on a monthly basis in around 1 billion euros in the revenues of tourism as an outcome of Covid-19. The following paper shall focus on The Bentley London hotel as the case study in terms of the UN Climate Talks (COP26).

Theory

There is a strong argument that the hotel sector of the United Kingdom has been affected more than most by the corona virus, beginning with the primary lock down, where every hotel with were provoked to close their doors in the month of March in 2020. The owner of The Bentley London then got the opportunity for opening from 4th of July, however, operating in new environment bringing significant difficulties and challenges.

Adaptation of meeting the existing guidelines regarding the social-distance, made a significant increase in the costs of maintenance and cleaning, along with the introduction of policies for making sure that guests adhere to the new outlets, along with looking into a significant decline in the expenditure of food and beverage leading to several operators of hotels facing difficulties in finance.

The industry of hotel and hospitality seemed to have used elements from the traditional theory of management along with the top practices on the basis of the experience specific to industry. The current trends are considered to be focusing on the practices, which similarly seem to be benefiting several aspects of the business inclusive of those that involve in the promotion of the productivity of the employees, along with improvement in the branding and the quality as well (Aharon et.al., 2021).

Several practices in the hospitality seemed to have made reflections on the broader trends of society and economy along with seeking to have reductions in the ways in which the hotels could be taken into consideration interchangeably by the customers.

Unique Selling Element

The theory of the unique selling element can be of use for analysing the ways in which The Bentley London could have stand out of the crowd. They can identify around three unique elements of selling along with using them as a cornerstone of the efforts of marketing. These could be taken into consideration as distinct features including special items or quite famous guests.

New Media

Theorists of management are considered to be paying attention increasingly to the specific ways in which the Bentley London could use new media as a specific kind of quality control. Either the PR staff could be assigned or hiring a specialized firm for monitoring the mentions of the business in the social media or over the sites of the review. Using feedback from the specific websites could have been used for pinpointing the issues of the quality-control.

Culture of the Company

The culture of the company helps in creating preconditions for the successful management of the hospitality. Best practices for the creation of the productive culture of the corporate seemed to be including the specific C’s that leads to coaching, communication, collegiality, compromise and cooperation. These help in the encouragement of the employees for being committed, focused as well as creative.

Green Initiatives

The leaders of the hospitality industry seems to be using the green initiatives for saving money, along with creating the positive experiences of the guest. The products of the green cleaning can be seemed to be costing much less than the traditional ones, improving the way a room can smell along with neglecting the allergies of triggering and the chemical sensitivities in the guests and the employees. The green appliances help in the reduction of the use of energy and the appeal of the green materials towards the preferences as well a s the tastes of the affluent customers.

Research

It could have been fair to say that back in the month of March in 2020, several observers seemed to have anticipated the effect of the coronavirus for being much shorter than the required persistence. When looking forward, it could have been known that several operators of hotels including the Bentley London are working on the presumption that one among the periods that are most profitable in terms of the localized lockdowns had made additions of the further misery to their businesses making investments in being compliant of Coivid-19.

Since, then, the hotel, seemed to have worked with a several operators of hotels, along with helping them in securing support through the CBILS (Coronavirus Business Interruption Loan Scheme), making agreements to the plans of payment as well as forbearance of the HMRC (HM Revenue and Customs) along with providing advice for rethinking the models of finance as a remainder beyond 2020 (Dube et.al., 2021).

Report

The outcomes of our study will be of interest to a wide range of audiences, including hotel managers and investors with an interest in the hospitality industry. Our findings will be of special interest to legislators at the corporate and state levels, as well as to a variety of other persons and organizations. In addition to having an impact on people all across the world, these events will also serve as a catalyst for the development of innovative ideas.

Several additional government initiatives, such as COVID-19, have been adopted since then, and it has been proved that they have an impact not just on the hotel industry, but also on other businesses that are closely tied to it, as demonstrated in this study.

Because it relies on discretionary money from its clients, regardless of the industry’s size, the hotel sector is particularly exposed to swings in the general economic situation. During economic instability, according to the National Retail Federation, customer consumption of hospitality declines considerably.

Rather than spending their money on luxury products like as vacations, customers decide to spend their money on more fundamental commodities such as food and clothing instead. The rapid and extensive transmission of COVID-19, on the other hand, took everyone entirely by surprise, as it was the first time such an occurrence had occurred. In this case, many experts believe that everyone was taken entirely by surprise, which they believe is correct in this case.

Communications

Secret negotiations were place behind closed doors as governments sought to find a solution to the crisis while remaining out of the public spotlight. It was also common for them to modify their policies often, which contributed to the widespread sense of unease that pervaded society at the period, particularly in the United States. They were also chastised for the activities they took. Through the implementation of a transparent strategy, governments may reduce ambiguity while simultaneously strengthening public confidence.

The public should be informed of any government activities immediately after they have been announced by the appropriate authorities, particularly when dealing with a crisis. When dealing with a crisis, it is critical to keep the public informed about the pandemic’s progress at all times since time is of the essence when dealing with a crisis. When dealing with the unknowns that surround a virus’s spread, it is vital to keep the general population informed at all times about how the pandemic is progressing.

Governmental organizations shall make general public information on the pandemic’s progress available to the public to the degree that it is practically practicable for them to do so. Participation in efforts to raise public awareness, the construction of specialized pandemic or crisis management websites, and the dissemination of contacts and information may all contribute to exerting the greatest amount of potential impact during a natural catastrophe.

As a first step toward reducing ambiguity in the second category of ambiguity, governments must be forthright and honest with citizens about the kind of interventions they intend to deploy and how long they anticipate keeping them in place, beginning with their first decision to intervene (which is connected to government policy).

In order to be effective in dealing with both economic and non-economic difficulties, it is critical for governments to make their plans transparent to the public. The information they provide on how their plans will effect individuals, such as investors and employees, and businesses, such as employers and small business owners, is intended to ensure that they are well-informed and well-prepared.

When it comes to alleviating any concerns about the state’s financial ability to cope with the financial crisis, which is still in its early stages, the government should take the initiative and put in place mechanisms such as a national savings fund, among other things.

This becomes even more crucial in light of the fact that one of the most pressing concerns is a drop in revenue as a result of the financial crisis, as well as an increase in financial volatility, making it even more critical. Additional information, such as the availability of emergency income support, debt payment relief, and fiscal expenditure that is both thorough and generous in character, should be included in the statement.

Additionally, this information must be made available to the broader public so that they are fully informed of the situation on the ground (imposing taxes, increasing deficits and debt ceilings, etc.). It is more probable that direct government interventions will be helpful in the long run, both in terms of reducing uncertainty in the short term and assuaging concerns about the economy, than indirect government initiatives.

Conclusion

In the United Kingdom, the revenue per available room seemed to have fallen by around 11.6%, while in March 2020, around 1/3rd of the decline in the restaurant spending was taken into notice. A simultaneously impact has been taken into noticed in the entire Europe, where the existing estimations helped in highlighting a loss on a monthly basis in around 1 billion euros in the revenues of tourism as an outcome of Covid-19.

Adaptation of meeting the existing guidelines regarding the social-distance, made a significant increase in the costs of maintenance and cleaning, along with the introduction of policies for making sure that guests adhere to the new outlets, along with looking into a significant decline in the expenditure of food and beverage leading to several operators of hotels facing difficulties in finance. The industry of hotel and hospitality seemed to have used elements from the traditional theory of management along with the top practices on the basis of the experience specific to industry.

Reference

Dube, K., Nhamo, G., & Chikodzi, D. (2021). COVID-19 cripples global restaurant and hospitality industry. Current Issues in Tourism, 24(11), 1487-1490.

Aharon, D. Y., Jacobi, A., Cohen, E., Tzur, J., & Qadan, M. (2021). COVID-19, government measures and hospitality industry performance. PloS one, 16(8), e0255819.

Baum, T., Mooney, S. K., Robinson, R. N., & Solnet, D. (2020). COVID-19’s impact on the hospitality workforce–new crisis or amplification of the norm?. International Journal of Contemporary Hospitality Management.

Kim, Y. R., & Liu, A. (2022). Social distancing, trust and post-COVID-19 recovery. Tourism Management, 88, 104416.

Spanaki, M. Z., Papatheodorou, A., & Pappas, N. (2021). Tourism in the Post (?) Covid-19 Era: evidence from the hotel sector in the North East of England. Worldwide Hospitality and Tourism Themes.

Izadi, J., Foroudi, P., & Nazarian, A. (2021). Into the unknown: Impact of Coronavirus on UK hotel stock performance. European Journal of International Management.

Keogh-Brown, M. R., Jensen, H. T., Edmunds, W. J., & Smith, R. D. (2020). The impact of Covid-19, associated behaviours and policies on the UK economy: A computable general equilibrium model. SSM-population health, 12, 100651.

 

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