BBA (AVIATION, HOSPITALITY, TRAVEL & TOURISM MANAGEMENT)

FYLYWHEEL, AVIATION ACADEMY, NAGPUR

SESSION 2020-2021

A PROJECT REPORT
ON
“EFFECT ON COVID-19 ON HOSPITALITY INDUSTRY”
-------------------- Submitted TO ----------------------

YASHWANTRAO CHAVAN MAHARASHTRA OPEN UNIVERSITY

SCHOOL OF COMMERCE AND MANAGEMENT,

NASHIK.

--------------------------------------------------------------------------------

In Partial fulfillment of the Requirement for the award of the degree

Bachelor Business Administration (BBA)

Aviation, Hospitality and Travel & Tourism Management
Submitted by

Mr. Ritik Singh

PRN No. 2018017000973991

____________________________________________________________________

Under The Guidance of

Mr. Nikhil Yashwant Umale

Through
The Co-ordinator
Study Center code-44357
 BBA (AVIATION, HOSPITALITY, TRAVEL & TOURISM MANAGEMENT)FYLYWHEEL,
AVIATION ACADEMY, NAGPUR
SESSION 2020-2021

CERTIFICATE

This is Certificated that “ Ritik Singh” has submitted the project report titled
‘EFFECTS OF COVID-19 ON HOSPITALITY INDUSTRY’ towards partial
fulfillment of Bachelors of Business Administration degree examination .This has not
been submitted for any other examination and does not perform part of any other
course undergone by the candidate.

it is further certificate that he ingeniously completed his project as prescribed by

Yashwantrao Chavan Maharashtra Open University, School of Commerce And
Management, Nashik

Mr. Nikhil Yashwant Umale Ms. SunainaShrivastava

(PROJECT GUIDE) (CENTER HEAD)
PLACE : NAGPUR

DATE :
 BBA (AVIATION, HOSPITALITY, TRAVEL & TOURISM MANAGEMENT)FYLYWHEEL,
AVIATION ACADEMY, NAGPUR
SESSION 2020-2021

DECLARATION

I hereby declare that, the work contained in this project which is titled as Effects Of Covid-19
Hospitality Industry has been done by me the work has not been submitted to other institute for
any other Degree / Diploma. I have followed the guidelines provided by the Institute preparing the
Project Report.

I have confirmed to the norms and guidelines on given in the ethical code of conduct of the
institute.

Student Name & Signature

(Ritik Singh)

PLACE : NAGPUR

DATE :
 BBA (AVIATION, HOSPITALITY, TRAVEL & TOURISM MANAGEMENT)FYLYWHEEL,
AVIATION ACADEMY, NAGPUR
SESSION 2020-2021

ACKNOWLEDGEMENT
With immense pride and sense of gratitude. I take this golden opportunity to express my sincere
regards to Ms.Sunaina Shrivastava, Centre Head Flywheel Aviation Academy, Nagpur.

I am extremely Thank to my project guide Mr. Nikhil Yashwant Umale for his guideline
throughout the project I render my sincere regards to her for giving me outstanding guidance,
enthusiastic suggestions and invaluable encouragement which helped me in the completion of the
project.

I will pass in my duty if I do thank the non-teaching staff of the college for their co-operation. I
would like to thank those who helped me in making the project complete and successful.

Student Name & Signature

(Ritik Singh)

PLACE : NAGPUR

DATE :
 ABSTRACT

The Hotel industry is one of the sectors that would be greatly affected by COVID-19 pandemic.
Data for the review was generated from desk review of secondary materials, online blogs and
interview through social media chat. Findings of the review reveal that the outbreak of pandemic
disease led to rapid shutdowns in cities and states across the country, which greatly affected the
hospitality industry. This pandemic showed the rapid negative impact on the country tourism and
hotel industry. The findings of the review reveal that COVID-19 has increased cancellations of
hotels and travel bookings resulted in revenue loss and unemployment situations, resulting loss of
substantial revenue to the government and increasing incidence of poverty among others. The
review recommends that provision of alternative service and diversification of service and product
and compensation to business operators in the sector to return back to normal operations.
 INDEX

SR.NO CONTENTS PAGE.NO

1 INTRODUCTION 1-10
1.1 The hospitality Industry and the impact of covid-19
1.2 Financial Impact
1.3 Assess the impact on occupancy and Revpar and create plan to mitigate
1.4 Proactively manage your key stakeholders
1.5 Keep plans under active review
1.6 Cross- industry consumer response to covid-19
2. RATIONALE 11-12
3 OBJECTIVES 13-14
3.1 Systematic Reviews and Meta- Analysis
3.2 Contribution
4. HYPOTHESIS 15
5. RESEARCH METHODOLOGY 16-18
5.1 The Review relied on secondary Research
5.2 Record identify
6. EXPECTED CONTRIBUTION 19-21
7. DATA COLLECTION AND DATA ANALYSIS 22-26
7.1 Serves Design and details
7.2 Characteristics and Representativeness
7.3 Responses to Covid-19 and Pandemic and Lockdown
7.4 Industry Differences in Response to Crises Duration
7.5 Percentage of Source of Employment
7.6 A Research Agenda
8. FINDING AND CONCLUSION 27-28
9. RECOMMANDATION 29-32
10. ANNEXURE 33-35
11. BIBLIOGRAPHY 36
 INTRODUCTION

The hospitality Industry & the impact of COVID-19

On December 8, 2019, the government of Wuhan, China, announced that health authorities were
treating dozens of new virus cases, identified as corona virus disease 2019. Since then, COVID-19,
a new strain of SARS (SARS-CoV-2), has grown into a global pandemic and spreading across
many countries. A highly transmissible respiratory disease, COVID-19 spreads through contact
with other infected individuals, with symptoms such as fever, cough, and breathing problems .
Transmission can also occur from asymptomatic individuals, with up to 40% of infected persons
remaining asymptomatic. Other factors that facilitate infection include speed and efficiency of
COVID-19 transmission; airborne transmission close contact between infected and non-infected
individuals; vulnerability of immune compromised individuals with specific underlying health
conditions hypertension, diabetes, cardiovascular disease, respiratory problems); susceptibility of
persons over 65; and contact with persons who have travelled to locations with a high number of
cases .

Critical global responses to control the spreading of the COVID-19 pandemic have included travel
restrictions, shelter-in-place and social distancing orders. Most countries around the world have
imposed partial or complete border closures, with travel bans affecting the majority of the world’s
population [6]. With millions suddenly unemployed, uncertainty over economic recovery, and
global fears of continuing COVID-19 spread and its future waves, the hospitality industry was
among the first industries affected, and it will be among the last industries to recover .

On 20 January 2020, the United States reported its first COVID-19 confirmed case . In February
and through March 2020, the pandemic began to exact unprecedented economic and social
consequences. Since public health concerns started to escalate in mid-February 2020, U.S. hotels
have lost room revenues. As of 3 June 2020, six out of ten hotel rooms remain empty across the
country . Since August 2020, almost half of the hotel industry employees are still not working, and
five out of ten rooms are empty.

The present study focuses on understanding the current research on the hospitality industry’s topic
in the face of the COVID-19 pandemic. A systematic review of the contemporary literature is
considered to identify and classify research that focuses on the hospitality industry in the time of
COVID-19. The systematic review’s primary purpose is to identify, summarize, and analyze the
findings of all relevant individual studies that are addressing predefined research questions.

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To explore the impact of corona virus disease 2019 (COVID-19) on small businesses, we conducted
a survey of more than 5,800 small businesses between March 28 and April 4, 2020. Several themes
emerged. First, mass layoffs and closures had already occurred—just a few weeks into the crisis.
Second, the risk of closure was negatively associated with the expected length of the crisis.
Moreover, businesses had widely varying beliefs about the likely duration of COVID-related
disruptions. Third, many small businesses are financially fragile: The median business with more
than $10,000 in monthly expenses had only about 2 wk of cash on hand at the time of the survey.
Fourth, the majority of businesses planned to seek funding through the Corona virus Aid, Relief,
and Economic Security (CARES) Act. However, many anticipated problems with accessing the
program, such as bureaucratic hassles and difficulties establishing eligibility. Using experimental
variation, we also assess take-up rates and business resilience effects for loans relative to grants-
based programs.

Although no study used a systematic literature review to investigate the hospitality industry in the
face of the COVID-19 pandemic, conducting the systematic review is common in the context of
hospitality. For example, Yu et al. conducted a comprehensive review of abusive supervision in
hospitality and tourism. Gorska-Warsewicz and Kulykovets conducted a systematic literature
review and selected 26 studies to analyze hotel brand loyalty. The study used the Joanna Briggs
Institute’s critical appraisal checklist to address the risk of bias among the included records. Sharma
et al. used a systematic review and analyzed 403 published papers in 13 established hospitality
journals to address green hospitality practices. The study proposed a unified conceptual framework
based on discovering seven research areas under eco-innovative procedures. Chi et al. discussed
applying artificial intelligence in the hospitality industry, specifically service delivery. The study
reviewed 63 publications and identified seven major themes.

Regarding the COVID-19 pandemic, many researchers used a systematic literature review to
summarize and evaluate the results of all relevant studies. For example, de Pablo et al. presented a
systematic review of physical and mental health outcomes in health care workers exposed to
COVID-19. The study reviewed 115 grey literature publications and published papers in Web of
Science until 15th April 2020. Luo et al. conducted a systematic review using Google Scholar,
PubMed, Embase, and WHO COVID-19 databases on the psychological and mental impact of
COVID-19 among the general population, healthcare workers, and patients with higher COVID-19
risk. The study selected sixty-two studies with 162,639 participants from seventeen countries.

For the present study, the preferred reporting items for systematic reviews and meta-analyses
(PRISMA) are considered for ensuring reliable and meaningful results of the systematic literature
review studies. The PRISMA protocol consists of 27 items that help researchers prepare and report
2
scientific evidence accurately and reliably, which improves the quality of research . This review is
structured as follows: the methodology section discusses inclusion and exclusion criteria and the
risk of bias; the results, research approaches used, and discussion sections provide outputs of the
literature search and describes the status of the hospitality industry at the time of COVID-19.

As the effects of COVID-19 spread across the entire world, the primary focus for governments and
businesses is the safety of their people. Whilst this focus will continue, the implications for
economic growth and corporate profits have to lead to a sharp sell-off in equity markets across the
globe. We are proud to see that our hospitality and leisure clients, being the first ones that
experienced the extreme bad weather conditions, are moving quickly and remain focussed to
understand and quantify the operational and financial impact for their business. The impact is huge,
and not yet predictable, on both revenue and supply chains. Decisions being taken to shut down
hotels, restaurants, theme parks, cinemas, not to mention the entire disruptive effect of the travel
ecosystem, all have a significant impact on worldwide tourism. As a team, Operators and Investors
are trying to mitigate the cash and working capital issues, and stay in close contact with their
stakeholders.

We are proud to see that this sector shows its maturity level: in working together, showing their true
hospitality commitments in helping out our society where they can. For example by making their
venue available for hospital beds and hospital employees. The situation we are in also brings new
business models and opportunities, in defining for instance new delivery concepts, human capital
sharing platforms, initiatives in promoting the “satiation or holistic concept” and the use of the less
productive time to work on activities that were normally pushed forward like asset counts, security
plans, defining standard operating procedures, social media plans etc. The good news is that our
colleagues in Asia already see a pickup in this sector, although only at the starting point. This gives
hope for the sector at this stage in time. Stay positive, stay focused and stay alert on your financial
situation.

The emergence of corona virus disease 2019 (COVID-19) pandemic has led to a common practice
of wearing masks among health-care workers (HCWs). HCWs need to be vigilant and prepared to
incorporate infection control measures as per the recommended guidelines. Thus, training and
supporting HCWs regarding infection control practices including the use of masks is vital.

Masks and respirators are commonly recommended by health-care organizations to protect HCWs
from acquiring respiratory infections. [1] Although government and individual organizations may
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release somewhat different guidelines for the use of masks, actual clinical practice may vary quite a
bit. Adherence with face mask and respirator use is traditionally low as compared to other personal
protective equipment despite expert recommendations. In a systematic review by Gammon et al.,
the mean compliance rate for masks was reported as 30% (range: 4%–55%), while suboptimal
compliance was not only reported during routine patient care but also during outbreaks and
pandemics.[2]
Mere formulation of guidelines for use of masks in health-care settings does not ensure that those
would be followed. To ensure the rational use of face masks and respirators by HCWs during this
COVID-19 pandemic, they need to be continuously supervised and monitored to assure adherence.
We assessed the compliance of HCWs toward rational and recommended use of masks/respirator in
health-care settings in the context of the ongoing COVID19 pandemic; the novelty of this study is
its observational approach to collect comprehensive data for the rational use of face mask.

A hospital-based no participatory covert observational study was done over a period of 1 month
among all the HCWs including faculty members, resident doctors, nursing officers, hospital
attendants, housekeeping staff, security guards, administrative, and other staff in a tertiary care
setting. The risk classification of area was adapted from the Kayak alp scheme of the Ministry of
Health and Family Welfare including (i) very high-risk areas (screening, isolation, trauma, and
emergency area); (ii) high-risk areas (operation theatres, intensive care units, microbiology
laboratories, and labour rooms); (iii) moderate-risk areas and (iv) low-risk areas(administrative
area, library, and staff Rooms Simple random sampling with a lottery method was used to select
areas which were further divided into three duty shifts: “morning,” “evening,” and “night”.
Observations were made by two trained investigators (SS and TS) using a validated structured
checklist, as recommended by the “WHO guidelines on the use of masks in the context of COVID-
19.”Prior to observation, it was ensured that in a particular area, a minimum of five persons were
present to be part of the study, if not, it was replaced by the next randomly selected area. Each area
was observed for 1 h.
Data quality was assured by the weekly review of data forms for completeness and accuracy by
Hospital Infection Control Team (HICT) (MK and PKG). Data were entered using the data
validation feature of MS Excel 2013 to maintain the data quality and exported to IBM SPSS
Statistics for Windows, version 23 (IBM Corp., Armonk, N.Y., USA) for the analysis. All variables
were analyzed using frequency and proportion. Week-wise appropriate usage of mask was analyzed
using Chi-square statistics. P < 0.05 was considered to be statistically significant. Field notes were
also additionally taken. Noncompliant HCWs were immediately corrected by the investigators.
Ethical committee clearance was obtained before the start of the study by HICT with reference
4
letter number-XXX/IEC/20/191 dated April 11, 2020. Rational use of a face mask was defined as
wearing a specific type of face mask according to our institute's infection control policy which was
prepared considering the WHO and national guidelines for the use of masks. [4] The correct manner
of mask use was defined as the use of medical masks/respirators in health-care settings as per the
training conducted by HICT for preparedness of infection control as per the WHO guidelines. [4]
Understand the impact on Cash, Working Capital and Profitability
Operational impact and mitigation

 Have an extended cash flow forecast for the next six months. Be realistic and have Base and
Downside scenarios to understand critical cash points and any breaches of lending
covenants.

 For operators: manage your payments to suppliers.

 Minimize all discretionary operational and capital expenditure. Reconsider or postpone

maintenance and other capital expenditure where possible to conserve cash.

 Put in place an advanced revenue management system and pricing models to respond to
market developments quickly.

 Financial impact

 If your forecasts highlight a funding requirement, assess the equity or debt funding sources
available.

 Be transparent towards existing lenders and involve them in the mitigating procedures and
continuity plans.

 There may be alternative lenders that can move quickly to provide short term funding.
However, these may have a higher interest charge and fee structure.

 Ensure you apply for the tax refunds and other financial relief measures.

What should you be focused on, and what should you be doing…
Assess the impact on Occupancy and Rev PAR and create a plan to mitigate

 For investors: know how your operators are affected and identify the type of contracts that are
applicable (lease or management).

 Talk to your operators to discuss their expectations about the impact on performance.
5
  For operators: assess the impact on Occupancy and Rev PAR and create a plan to mitigate risk.

 Understand if the loss will be permanent or just delayed. For investors, understand the impact
on the operating fees.

Proactively manage your key stakeholders

 Talk to your suppliers, funders, project developers and contractors to manage expectations and
maintain confidence.

 Open the discussion with suppliers on discounts of supplies, rent etc.

 If you are going to breach covenants, speak to your lender to seek a waiver where this is
clearly a short term issue that will not impact viability.

 Focus on HR, talent and communications on providing clarity for your people, and on
maintaining engagement & morale in this difficult time.

 Offer your guest different options for cancellation to retain the customer in long term.

Keep plans under active review

 This is a dynamic and fast-moving environment. Ensure that you keep abreast of changes to
the situation and impacts these may have.

 Be prepared to quickly respond to the changes outside of your normal operating and business
processes.

 A separate governance structure may be required to allow decisions to be swiftly made,

communicated and implemented.

 Use this downtime to re-evaluate your business, train your employees and try to develop new
products to become more flexible, look for new opportunities.

COVID-19 has affected every sector across the globe, and the hotel industry is among the hardest
hit. Our research suggests that recovery to pre-COVID-19 levels could take until 2023—or later.
Investors are providing similar views of hotel companies’ prospects, as seen in the
underperformance of US lodging real estate investment trusts (REITs). Like so many industries,
hospitality will also see both subtle and substantial shifts in the post-pandemic era. Some are
already apparent today.

6
In this article, we will examine a set of recovery scenarios for US hotels, including differing return
and recovery timelines for hotels ranging from luxury to economy segment. On the consumer side,
we will look at what guests say will make them feel safe when travelling, including contactless
check-ins and check-outs, and an added emphasis on hygiene. And we will review the factors
affecting the initial return of travel in the domestic business and leisure segments.

(Cross Industry Consumer Response to Covid-19)

Travel restrictions owing to COVID-19 continue to impact hospitality, travel and tourism sectors
within India and around the world. In order to gauge the impact of the pandemic on the hospitality
sector in India, JLL performed an in-depth survey with key hotel operators. The outcomes of the
survey have been insightfully captured in the paper title ‘Impact of COVID-19 on Indian
Hospitality Industry’ that highlights the effects of the pandemic on development and opening of
new hotels, as well as the support required for the sustenance of the sector.

7
The paper outlines key insights on COVID-19 impact on India’s hospitality industry. It puts forth
key findings in the most realistic manner for the target groups’ easy understanding:

 60% of the operators surveyed believe that it will take 13 to 24 months for their portfolio to
bounce back to 2019 RevPAR levels
 53% of the total leading hotel operators have shut down more than 80% of their inventory
during the nation-wide lockdown period
 Over 60% of respondents have up to 10% of their total hotels serving as quarantine facilities
predominantly in key markets, with some of these hotels providing rooms for the “Vande
Bharat Mission”
 53% of the respondents believe that key business cities are likely to witness an early pick-up
in room nights demand

The hospitality industry has taken a massive hit around the globe with occupancy rates dropping by
59% in US hotels alone. Significant declines are also forecasted in average daily rate (ADR),
occupancy, demand, and revenue per available room (Rev PAR) for 2020.

Current forecasts predict a deep economic contraction in the first half of the year, followed by a
bounce-back in the latter half. However, there could also be a prolonged economic uncertainty that
would resist a sharp bounce-back. As hotels counter this economic crisis, there will be a dire need
to assess the business continuity and operational challenges, both for the short and long term, and
understand the impact on Cash, Working Capital, and Profitability.

Unexpected occurrences of infections in the form of outbreaks are no longer exceptional. The world
is encountering infection outbreaks of different types, with coverage, at times, having global
ramifications. Going through the archives, one can see that there have been deadly outbreaks that
have changed the course of human history. The plague that peaked from 1347 to1351, for example,
affected the landscape of Europe and the world, wiping out 17% of the then 450 million global
populations [1] The Spanish flu and subsequent outbreaks of different extents have offered
worrying warnings to public health authorities and health systems in the globe. Evidently, advances
in technology and science have improved global health systems, including, for example, artificial
intelligence (AI), which can predict the location of the next outbreak, development effective drugs,
the design of new molecules that could halt viral replication, and so on [2].Yet, threats of emerging
and re-emerging infections have not shown much decline – rather, they have become more
common. In the past few decades, the world has continued to witness and be threatened by infection
outbreaks of varying severity in terms of consequence and geographical coverage [2].With the
8
frequent occurrence of emerging and re-emerging infection outbreaks of different scales, predicting
what would be the next one became rather elusive [3]. Since the world was hard hit by the Spanish
flu, there have been a number of outbreaks, including Ebola, Zika, dengue, Middle East respiratory
syndrome (MERS), severe acute respiratory syndrome (SARS), and influenza, as well as the
looming spectra of rising antimicrobial resistance (AMR) in specific geographical settings. These
infections have already threatened the health, social and economic mainstays of the countries
affected by the outbreak [2]. Now, COVID-19 is rocking the globe with more threats, more
uncertainties and mounting consequences.

The global communities wake up in December 2019 to an outbreak of a disease named novel
Coronavirus disease 2019 (Abbreviated as COVID-19). The disease was described as an infectious
disease that is caused by severe acute respiratory syndrome corona virus. The COVID-19 disease
has spread to about 196 countries and territories in every continent across the globe. Since then,
there has been concerted effort to curtail the further spread of the infection which is believed to be
transmitted by human-to-human. The disease has greatly slowed down economic activities across
the world, with many countries coming under partial or total lockdown. The pandemic has not only
brought entire socio-economic structures into a halt but has challenged the globalization and global
operations of enterprises. Paradoxically, potential impacts and alternative way outs are yet volatile.
However, for a speedy recovery and recover of the economy, employment and business functions a
sustainable and fresh beginning is necessary in most of the worsened economic sectors.
Conventionally, an infection used to attack the vulnerable groups with food, health care insecurity

in their lifestyle and they normally used to be the poor of the society. Ironically, COVID -
19infections first attacked the international travellers and the pandemic was caused through the
travel and thus has confronted mainly the affluent social class globally.

The Covid-19 pandemic has resulted in mass production shutdowns and supply chain disruptions
causing global ripple effects across all economic sectors in a manner that was never expected. It is
projected that the spread of the disease will have serious humanitarian challenges to the countries of
the world and especially Africa and Ethiopia in particular. Economically, the effects have already
been felt as demand for Africa’s raw materials and commodities in global market has declined and
Africa’s access to industrial components and manufactured goods from other regions of the world
has been hampered. This is causing further uncertainty in a continent already grappling with
widespread geopolitical and economic instability [4].

Some of the measures and policy put in place by the Ethiopian government in its effort to restrict
the further spread of covid-19 include social distancing, staying at home policy and other policy

9
declined by state emergency for five month in which workers are expected to work from their
individual houses and work place and public gatherings of all kind were banned. This policy
imposed limitations in spending and declining consumptions. Many factories have responded by
shutting down or cutting down production and output, while in other instances, staff works from
home and other work place to limit physical contact. This has the potential of worsening the poverty
and unemployment challenges in Ethiopia [5].

Tourism is a reason for most of the human mobility in the modern world. According to the World
Tourism Organization (2020), the international tourism has indicated continues growth for the tenth
consecutive year reporting 1.5 billion international tourist arrivals in 2019 and estimated 1.8 billion
of international tourist arrivals by 2030 )people are forecasted to be [3]. The tourism industry is fast
becoming a major source of employment contributing greatly to the GDPs of many countries of the
world. Although Ethiopia has not taking advantage of the great potentials in the tourism industry
over the years, the sector is gradually contributing to the country’s GDP and economic development
in recent times. For example, Ethiopia In 2018, tourist arrival was arrivals 849,000. Arrivals of
Ethiopia increased from 115,000 in 1999 to 849,000 in 2018 growing at an average annual rate of
11.56 %( MoCT, 2019).

10
 RATIONALE

Advisory for Rational use of Remdesivir for COVID-19 Treatment MOHFW, AIIMS and ICMR
have jointly issued treatment guidelines for management of Covid19 patients in the form of a
guidance/ algorithm [AM1] on 23.4.2021 available This guidance/ algorithm is easy to understand,
practice and is widely followed. But this guidance/ algorithm does not prevent misuse/ overuse of
Remdesivir. The purpose of this document is to stop to irrational use/ over prescription of this
reserve/ experimental/ emergency use authorisation drug Remdesivir. For this reason, Joint
Monitoring Group under Chairmanship of DGHS took into consideration findings of the following
studies to issue this advisory: A. The ‘Adaptive Covid – 19 Treatment [GM1] Trial’ found that
Remdesivir is useful in cases of Covid – 19 with SpO2 < 94% on room air (moderate to severe
cases) if it is administered within 7 to 10 days of illness. Remdesivir led to a shorter median time
from randomization to recovery (10 days, vs. 15 days with placebo) and may have reduced the time
to hospital discharge (12 days vs. 17 days) but did not show a mortality benefit

.1 B. The ‘Solidarity Trial’ conducted by WHO in 30 countries from March 2020 at 405 hospitals;
11330 adults underwent randomization; 2750 were assigned to receive Remdesivir. The interim
results of the ‘WHO Solidarity trial’ published on December .2020 showed that Remdesivir had
little or no effect on hospitalized patients with COVID-19, as indicated by overall mortality,
initiation of ventilation, and duration of hospital stay.

2 In view of the above:

1. Remdesivir is to be used only in select moderate/ severe hospitalised Covid - 19 patients on

supplemental oxygen as it is a reserve drug approved under Emergency Use Authorization only
based on limited scientific evidence globally.

2. It is not indicated in mild Covid – 19 patients who are in home care/ Covid Care Centres.

3. Physicians/ Doctors are advised to exercise extreme caution in using this reserve/ experimental/
emergency use authorisation drug Remdesivir to stop it’s misuse as this is only an experimental
drug with potential to harm, has relatively high cost and has limited availability. Further, following
additional steps are recommended to stop misuse of Remdesivir: Remdesivir must be advised by
senior faculty members/ specialists[GM1] directly involved in patient’s care.

If Remdesivir has to be advised/ ordered during odd hours, it should be done by the duty doctor
after telephonic consultation with a senior faculty member/ specialist/ unit in - charge. Advise/
11
order for Remdesivir must be written and bear the name, signature and stamp of the concerned
doctor.

Every hospital needs to set up Special Drug Committee (SDC) which must review use of
Remdesivir in their hospital periodically. [GM2] It would be preferable to have a Pharmacology
Professor/ faculty as a member of the SDC[AM3] wherever available. The Special Drug
Committee should share their findings with the clinicians periodically to ensure rational and
judicious use of Remdesivir. o Remdesivir should be procured and provided by the hospitals only;
the patient’s attendants/ relatives should not be asked to procure Remdesivir from retail market.

12
 OBJECTIVE

 With 90 countries in lockdown, four billion people are now sheltering at home from the
global contagion of COVID-19. It’s a protective measure, but it brings another deadly
danger.
As more countries report infection and lockdown, more domestic violence help lines and
shelters across the world are reporting rising calls for help. In Argentina, Canada, France,
Germany, Spain, the United Kingdom , and the United States, government authorities,
women’s rights activists and civil society partners have flagged increasing reports of
domestic violence during the crisis, and heightened demand for emergency shelter . Help
lines in Singapore and Cyprus have registered an increase in calls by more than 30 per cent
In Australia, 40 per cent of frontline workers in a New South Wales survey reported
increased requests for help with violence that was escalating in intensity .
 Confinement is fostering the tension and strain created by security, health, and money
worries. And it is increasing isolation for women with violent partners, separating them
from the people and resources that can best help them. It’s a perfect storm for controlling,
violent behaviour behind closed doors. And in parallel, as health systems are stretching to
breaking point, domestic violence shelters are also reaching capacity, a service deficit made
worse when centres are repurposed for additional COVID-response.

 Even before COVID-19 existed, domestic violence was already one of the greatest human
rights violations. In the previous 12 months, 243 million women and girls (aged 15-49)
across the world have been subjected to sexual or physical violence by an intimate partner.
As the COVID-19 pandemic continues, this number is likely to grow with multiple impacts
on women’s wellbeing, their sexual and reproductive health, their mental health, and their
ability to participate and lead in the recovery of our societies and economy.

 Wide under-reporting of domestic and other forms of violence has previously made response
and data gathering a challenge, with less than 40 per cent of women who experience
violence seeking help of any sort or reporting the crime. Less than 10 per cent of those
women seeking help go to the police.

 The current circumstances make reporting even harder, including limitations on women’s
and girls’ access to phones and help lines and disrupted public services like police, justice
and social services.

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 These disruptions may also be compromising the care and support that survivors need, like
clinical management of rape, and mental health and psycho-social support. They also fuel
impunity for the perpetrators. In many countries the law is not on women’s side; 1 in 4
countries have no laws specifically protecting women from domestic violence.

 If not dealt with, this shadow pandemic will also add to the economic impact of COVID-19.
The global cost of violence against women had previously been estimated at approximately
USD 1.5 trillion. That figure can only be rising as violence increases now, and continues in
the aftermath of the pandemic.

 The increase in violence against women must be dealt with urgently with measures
embedded in economic support and stimulus packages that meet the gravity and scale of the
challenge and reflect the needs of women who face multiple forms of discrimination.

 The Secretary-General has called for all governments to make the prevention and redress of
violence against women a key part of their national response plans for COVID-19.

 Grassroots and women’s organizations and communities have played a critical role in
preventing and responding to previous crises and need to be supported strongly in their
current frontline role including with funding that remains in the longer-term. Help lines,
psychosocial support and online counselling should be boosted, using technology-based
solutions such as SMS, online tools and networks to expand social support, and to reach
women with no access to phones or internet.

 Police and justice services must mobilize to ensure that incidents of violence against women
and girls are given high priority with no impunity for perpetrators.

 The private sector also has an important role to play, sharing information, alerting staff to
the facts and the dangers of domestic violence and encouraging positive steps like sharing
care responsibilities at home.

 COVID-19 is already testing us in ways most of us have never previously experienced,

providing emotional and economic shocks that we are struggling to rise above.

 The violence that is emerging now as a dark feature of this pandemic is a mirror and a
challenge to our values, our resilience and shared humanity. We must not only survive the
corona virus, but emerge renewed, with women as a powerful force at the centre of
recovery.

14
 HYPOTHESES

Review of Literature and Hypothesis Development Fear of the Economic Crisis and Mental Health
Fear has many implications. Its purpose may include it as a strategy to attain a goal. The fear of the
unknown is a driving force to take advantage of the insecurities of the other party. The factor fear
has not only been considered as a strategy to motivate employees in corporate settings, but it is also
used by political parties to set their agendas . Fear arises from an unplanned situation; in some
cases, we can predict the outcome, and in other cases, the results may stay unrevealed. Sudden
changes in the socio-structural circumstances lead to anxiety and fear among people. Research
reveals that these fluctuations create angst among the masses and compel people to take harsh
decisions such as self-harm and suicide [19]. Research indicates that the economic crisis includes
unemployment, financial sufferings of employees, and job insecurity Giorgi also explained the
economic crisis as a macro stressor including multiple factors of an employee’s economic life,
including the fear of job loss and job insecurity. The literature also considers the fear of economic
crisis as an innovative construct and defines it as a perception of the employee about the
organization that something such as downsizing will take place in the organization soon.

A study revealed that the primary reason for suicide was the pressure that there are no jobs in the
market and unemployment. Prolonged economic crisis leads to financial hardships among the
people working or trying to find work. These sufferings cause psychological distress and fear of job
loss among the employees. The economic crisis has a significant impact on working people [23].
This perception of crisis may shape stress, anxiety, and turnover, and absenteeism may significantly
affect the employees’ health [24]. Stress theory explains individuals and families’ reactions and
how they react when they face stress . Although the economic crisis affects everyone, people have a
different response and handle stress in varied ways. The economic crisis due to COVID-19 has
raised challenges for the economies to reach back on the track of progress [16]. Every country has
been affected by this disease, and not only developmental programs have been at a halt, but people
are also struggling mentally and financially. Roca and Voydan off and Donnelly in their research
proved that the economic crisis had a direct and negative impact on the mental health of employees.
Previous research also illustrated that employees’ mental health is adversely affected by the
economic crisis prevailing in the country [28]. The study conducted by Voydan off also highlighted
that income loss, lack of finances, and unemployment also causes depression and affect the
employees’ mental health. J. Open Innov. Technol. Mark. Complex. 2021, 7, 30 4 of 17 2.2. Non-
Employability and Mental Health Perceived non-employability is a susceptible issue for the
employees. If employees perceive that other organizations are laying off their employees due to the
prevailing situation, they become even more sensitive.
15
 RESEARCH METHODOLOGY

The review relied substantially on secondary (desk) research to identify existing literature on covid-
19 through web-based generic search engines and its impact on global economy and tourism in
Ethiopia in particular. Relevant online materials, especially newspapers, broad cast media and blogs
were used. Interview was also carried out through social media chat with some individual key
players in the tourism and hospitality sector in Ethiopia. The data generated were analyzed using
content analysis.

The literature review follows Preferred Reporting Items for Systematic Reviews and Meta-Analyses
(PRISMA) guidelines and contains two main features: developing research questions and
determining search strategy. The following research questions have guided this review:

RQ1. What aspects of the hospitality industry at the time of the COVID-19 pandemic have been
studied?

RQ2. What research methodologies have been used to investigate the impact of COVID-19 on the
hospitality industry?

In order to address the above questions, a search strategy was developed to list and review all
relevant scientific papers by (a) defining keywords and identifying all relevant materials, (b)
filtering the identified records, and (c) addressing the risk of any bias . One of the main steps in a
systematic review is developing specific keywords. Herein, our objective was to target all critical
segments of the hospitality industry (e.g., hotels, restaurants) and the broadly defined tourism
industry.

Web of Science, Science Direct, and Google Scholar were used as database search tools. Keywords
were used to discover relevant articles and identify 175 articles with relevant content. Because this
topic is rapidly evolving, it is important to mention that article discovery was finished at the end of
August 2020. After developing the main database and identifying all relevant papers, a formal
screening process based on specific exclusion and inclusion criteria was followed. Because of the
very timely issue of the COVID-19 pandemic, we included documents in the forms of peer-
reviewed academic publications, grey literature, and pre-print articles. However, we excluded
secondary sources that were not free or open access, letters, newspaper articles, viewpoints,
presentations, anecdotes, and posters.

The screening of the titles, abstracts, conclusions, and keywords in the identified records after
removing duplication (n = 168) resulted in excluding articles (n = 115) because of not enough

16
relating to the topic. The remaining articles (n = 53) were read in full against the eligibility
principle, and three articles were excluded for not addressing the research questions.

Selection bias in a systematic review can occur by the erroneous application of inclusion/exclusion
criteria and/or the specification of included papers’ dimensions. To address the first type of bias,
two researchers (MD and WK) independently reviewed the title, abstract, and conclusions of the
identified records to select articles for the full-text review. Subsequently, the two researchers
compared their selected articles to reach a consensus. After reading the full text of the selected
papers, the authors decided whether to include the article—which was considered and included
upon reaching an agreement. Disagreements were resolved by the input of the other two authors
(S.S. and Y.A.). To address the second type of bias, two researchers (MD and WK) independently
specified the included papers’ classifications and subsequently compared the results, resolving
disagreements by consultation with the other authors (S.S. and Y.A.).

The results suggest that the pandemic had already caused massive dislocation among small
businesses just several weeks after its onset and prior to the availability of government aid through
the Corona virus Aid, Relief, and Economic Security (CARES) Act. Across the full sample, 43% of
businesses had temporarily closed, and nearly all of these closures were due to COVID-19.
Respondents that had temporarily closed largely pointed to reductions in demand and employee
health concerns as the reasons for closure, with disruptions in the supply chain being less of a
factor. On average, the businesses reported having reduced their active employment by 39% since
January. The decline was particularly sharp in the Mid-Atlantic region (which includes New York
City), where 54% of firms were closed and employment was down by 47%. Impacts also varied
across industries, with retail, arts and entertainment, personal services, food services, and
hospitality businesses all reporting employment declines exceeding 50%; in contrast, finance,
professional services, and real estate-related businesses experienced less disruption, as these
industries were better able to move to remote production.

17
(Record Indentify Through Database)

18
 EXPECTED CONTRIBUTION

India is a large market for travel and tourism. It offers a diverse portfolio of niche tourism products
- cruises, adventure, medical, wellness, sports, MICE, eco-tourism, film, rural and religious tourism.
India has been recognized as a destination for spiritual tourism for domestic and international
tourists. In his Independence speech from Red Fort, Prime Minister Mr. Narendra Modi urged
people to visit 15 domestic tourist destinations in India by 2022 to promote tourism. India ranked 34
in the Travel & Tourism Competitiveness Report 2019 published by the World Economic Forum.
In WTTC’s Economic Impact 2019 report, India’s Travel & Tourism GDP contribution grew by
4.9%, which was the third highest after China and Philippines. Additionally, the report also
highlights that between 2014-2019, India witnessed the strongest growth in the number of jobs
created (6.36 million), followed by China (5.47 million) and the Philippines (2.53 million).
The Ministry of Tourism has created a policy for development and promotion of caravan and
caravan camping parks. On January 25, 2021, Union Tourism and Culture Minister Mr. Prahlad
Singh Patel announced plan to develop an international-level infrastructure in Kargil (Ladakh) to
promote adventure tourism and winter sports.
The Ministry of Road Transport and Highways has introduced a new scheme called ‘All India
Tourist Vehicles Authorisation and Permit Rules, 2021’, in which a tourist vehicle operator can
register online for All India Tourist Authorisation/Permit. This permit will be issued within 30 days
of submitting the application.
The tourism & hospitality sector’s direct contribution to GDP is expected to reach Rs. 12.68 trillion
(US$ 194.69 billion) in 2028. The Federation of Associations in Indian Tourism and Hospitality
(FAITH) Chairman Mr. Nakul Anand, recently spoke at a conference on the India Tourism Vision
Day stating that Indian tourism is estimated to contribute 9-10% to India's GDP on a direct and
indirect basis.
In FY20, 39 million jobs were created in the tourism sector in India; this accounted for 8.0% of the
total employment in the country. International Tourists arrival is expected to reach 30.5 billion by
2028. e-Visa facility was offered to 171 countries as of March 2021.
During 2019, foreign tourist arrivals (FTAs) in India stood at 10.89 million, achieving a growth rate
of 3.20% y-o-y. During 2019, FEEs from tourism increased 4.8% y-o-y to Rs. 1,94,881 crore (US$
29.96 billion). In 2019, arrivals through e-Tourist Visa increased by 23.6% y-o-y to 2.9 million. In
2020, FTAs decreased by 75.5% YoY to 2.68 million and arrivals through e-Tourist Visa (Jan-Nov)
decreased by 67.2% YoY to 0.84 million.

19
Under the Swadesh Darshan scheme, 77 projects have been sanctioned of worth Rs. 6,035.70 crore
(US$ 863.60 million). In Union Budget 2020-21, the Government has allotted Rs. 1,200 crore (US$
171.70 million) for the development of tourist circuits under Swadesh Darshan for Northeast.
The Ministry of Tourism launched the NIDHI portal to understand the geographical spread of the
hospitality sector, its size, structure and existing capacity in the country. NIDHI will serve as a
common data repository for the Ministry of Tourism, State Departments of Tourism and Industry;
this will enable the Central and State Governments to deliver better support and services including
policies and strategies for the tourism sector. As of December 31, 2020, 34,399 accommodation
units have been registered on the portal.
The launch of several branding and marketing initiatives by the Government of India such as
‘Incredible India!’ and ‘Athiti Devo Bhava’ has provided a focused impetus to growth. The Indian
Government has also released a fresh category of visa - the medical visa or M-visa, to encourage
medical tourism in the country. The Government is working to achieve 1% share in world's
international tourist arrivals by 2020 and 2% share by 2025.
Amid the relaxation provided by the government after the COVID lockdown, the Indian
Association of Tour Operators (IATO) has urged the government to finalise a roadmap for
resumption of international flights and facilitate e-visas and tourist visas. The Indian Railway
Catering and Tourism Corporation (IRCTC) runs a series of Bharat Darshan tourist trains aimed at
taking people to various pilgrimages across the country.
Subsequently in November end, India introduced a graded relaxation of its visa and travel
restrictions for more categories of foreign nationals and Indian nationals.
Post the pandemic crisis, the government plans to tap into regional tourism by opening doors for
South Asian country tourists.
The Government is also making serious efforts to boost investment in the tourism sector. In the
hotel and tourism sector, 100% FDI (Foreign Direct Investment) is allowed through the automatic
route. A five-year tax holiday has been offered for 2-, 3- and 4-star category hotels located around
UNESCO World Heritage sites (except Delhi and Mumbai).
Government is planning to boost the tourism in India by leveraging on the lighthouses in the
country. 71 lighthouses have been identified in India which will be developed as tourist spots. The
lighthouses will feature museums, amphi-theatres, open air theatres, cafeterias, children’s parks,
eco-friendly cottages and landscaping according to its capacity.
The Government of India also announced to develop 17 iconic tourist sites in India into world-class
destinations as per Union Budget 2019-20. Ministry of Tourism launched Dekho Apna Desh
webinar in April 2020 to provide information on the many destinations and the sheer depth and

20
expanse of the culture and heritage of Incredible India. Until May 25, 2021, 86 webinars have been
conducted under the series.
On November 4, 2020, the Union Minister of State (IC) for Tourism & Culture Mr. Prahlad Singh
Patel inaugurated the “Tourist Facilitation Centre” facility constructed under the project
“Development of Guruvayur, Kerala” (under the PRASHAD Scheme of the Ministry of Tourism).
In May 2021, the Union Minister of State (IC) for Tourism & Culture Mr. Prahlad Singh Patel
participated in the G20 tourism ministers' meeting to collaborate with member countries in
protecting tourism businesses, jobs and taking initiatives to frame policy guidelines to support the
sustainable and resilient recovery of travel and tourism.
The Ministry of Tourism developed an initiative called SAATHI (System for Assessment,
Awareness & Training for Hospitality Industry) by partnering with the Quality Council of India
(QCI) in October 2020. The initiative will effectively implement guidelines/SOPs issued with
reference to COVID-19 for safe operations of hotels, restaurants, B&Bs and other units.
Ministry of Tourism has introduced the Incredible India Tourist Facilitator (IITF) and Incredible
India Tourist Guide (IITG) Certification Programme, aimed at creating an online learning platform
of well-trained tourist facilitators and guides across the country. The IITF concept is aimed to
promote micro-tourism, i.e., tourism in less explored areas of the country.
As per the Federation of Hotel & Restaurant Associations of India (FHRAI), in FY21, the Indian
hotel industry has taken a hit of >Rs. 1.30 lakh crore (US$ 17.81 billion) in revenue due to impact
of the COVID-19 pandemic.

 Airline Tourism and Hospitality Management are among the most vivid divisions of hospitality
that offers jobs to thousands of people all across the world. It is a wide and booming industry
and it facilitates trade, International travel, and globalization.
 The candidates learn how to respect, show hospitality towards the guests so that they are happy
and in turn give them more business.

 Your conversational skills are honed once you opt for this course.

 Professionals get an opportunity to travel to different exotic destinations and meet people of
dissimilar cultures.

 The demand for Airline hotel management professionals is increasing with each passing day in
India as well as abroad. There are several popular chains of hotels and restaurants that hire the
candidates directly once they are done with the course. The major chains in the hotel industry
that are hiring students who have done Airline Hotel Management are the Taj hotel, Oberoi
Hotel, ITC group, and Hilton group to name a few.
21
 DATA COLLECTION AND DATA ANALYSIS

In addition to its impact on public health, corona virus disease 2019 (COVID-19) has caused a
major economic shock. In this paper, we explore the impact of COVID-19 on the small business
landscape in the United States, focusing on three questions. First, how did small businesses adjust
to the economic disruptions resulting from COVID-19? Second, how long did businesses expect the
crisis to last, and how do expectations affect their decisions? Third, how might alternative policy
proposals impact business and employment resilience?

To explore, we surveyed more than 5,800 small businesses that are members of Align able, a
network of 4.6 million small businesses. The survey was conducted between March 28 and April 4,
2020. The timing of the survey allows us to understand expectations of business owners at a critical
point in time when both the progression of COVID-19 and the government’s response were quite
uncertain.

The results suggest that the pandemic had already caused massive dislocation among small
businesses just several weeks after its onset and prior to the availability of government aid through
the Corona virus Aid, Relief, and Economic Security (CARES) Act. Across the full sample, 43% of
businesses had temporarily closed, and nearly all of these closures were due to COVID-19.
Respondents that had temporarily closed largely pointed to reductions in demand and employee
health concerns as the reasons for closure, with disruptions in the supply chain being less of a
factor. On average, the businesses reported having reduced their active employment by 39% since
January. The decline was particularly sharp in the Mid-Atlantic region (which includes New York
City), where 54% of firms were closed and employment was down by 47%. Impacts also varied
across industries, with retail, arts and entertainment, personal services, food services, and
hospitality businesses all reporting employment declines exceeding 50%; in contrast, finance,
professional services, and real estate-related businesses experienced less disruption, as these
industries were better able to move to remote production.

Our results also highlight the financial fragility of many businesses. The median firm with monthly
expenses over $10,000 had only enough cash on hand to last roughly 2 wk. Three-quarters of
respondents only had enough cash on hand to last 2 mo or less.* Not surprisingly, firms with more
cash on hand were more optimistic that they would remain open by the end of the year.

Our survey also elicited businesses’ beliefs about the evolution of the crisis, allowing us to study
the role of beliefs and expectations in decisions. The median business owner expected the
22
dislocation to last well into midsummer, as 50% of respondents believed that the crisis would last at
least until the middle of June. However, beliefs about the likely duration of the crisis varied widely.
This raises the possibility that some firms were making mistakes in their forecasts of how long the
crisis will last.†

The crisis duration plays a central role in the total potential impact. For a crisis lasting 4 mo instead
of 1 mo, only 47% of businesses expected to be open in December compared to 72% under the
shorter duration. There is also considerable heterogeneity in how sensitive businesses are to the
crisis. In-person industries like personal services or retail reported worse prospects for riding out the
pandemic than professional services or other sectors with minimal need for face-to-face contact.

Lastly, our analysis explores variants of stimulus packages that were being discussed at the time of
the survey. The results show that over 70% of respondents anticipated taking advantage of aid when
asked about a program that resembles the Paycheck Protection Program (PPP) that is part of the
CARES Act. Moreover, they expected this funding to influence other business decisions—including
layoff decisions and staying in business altogether. At the same time, many businesses were
reluctant to apply for funding through the CARES Act because of concerns about administrative
complexity and eligibility. A large number of respondents also anticipated problems with accessing
the aid, citing potential issues such as bureaucratic hassles and difficulties establishing eligibility.

Our survey was constructed to allow for a counterfactual evaluation of a straight loan policy, which
is a stylized representation of traditional Small Business Administration disaster relief programs.
While the more generous PPP program does improve take-up and business outcomes, traditional
loans with speedy delivery and sufficient liquidity are also found to meaningfully shift business
owners’ expectations about survival. When compared to a straight loan without forgiveness
provisions, the CARES Act had modestly greater take-up, but at much higher cost to the
government. Because the majority of business owners would have taken up aid in the form of less
generous loans, our results suggest that liquidity provision was paramount for these owners.

Overall, our paper contributes to our understanding of the economic impact of COVID-19 on the
small business ecosystem. The fate of the 48% of American workers who work in small businesses
is closely tied to the resilience of the small business ecosystem to the massive economic disruption
caused by the pandemic. Our survey was conducted during a period of substantial policy
uncertainty and before any federal response had been enacted. Our results provide a unique
snapshot into business decisions and expectations at that time, while offering insight for policy

23
designed to aid the recovery. Our results highlight the role the length of the crisis will play in
determining its ultimate impact, which policy makers should consider as they contemplate the scale
of the required interventions. We estimate that closures alone might lead to 32.7 million job losses
if the crisis lasts for 4 mo and 35.1 million job losses if the crisis lasts for 6 mo. While some of
these workers will surely find new jobs, these projections suggest that the scale of job dislocation
could be larger than anything America has experienced since the Great Depression and larger than
the impact of the 1918 influenza epidemic (6⇓–8). Another important take-away of our work is that,
during liquidity crunches with significant cash flow disruptions, the form of cash injection (e.g.,
grant vs. loan) may be less important than making sure that funding is rapidly available with little
administrative complexity.

The rest of the paper proceeds as follows. Survey Design and Details discusses the survey
design. Firm Characteristics and Representativeness discusses the characteristics of the firms
that responded to the survey and their representativeness. In Responses to the COVID-19
Pandemic and Lockdown, we explore the current and expected impacts of COVID-19 on these
businesses. In Anticipated Response to CARES Act Programs, we present results from a module of
the survey that experimentally varies policy proposals, allowing us to explore responses to policies
such as the recently passed CARES Act as well as alternative policies. Industry Differences in
Response to Crisis Duration considers survival rate differences across industries, and how
survival depends on the duration of the crisis.

The survey included a total of 43 questions, with basic information about firm characteristics
(including firm size and industry), questions about the current response to the COVID-19 crisis, and
beliefs about the future course of the crisis. Some questions were only displayed based on skip
logic, so most participants responded to fewer questions. The survey also includes an experimental
module that randomized scenarios between respondents to understand how different federal policies
might impact these firms’ behaviour and survival as the crisis unfolds. Specifically, we
experimentally varied some of the descriptions of potential policies across the sample to shed light
on the potential impact of policy initiatives that, at the time, were very uncertain. We will discuss
that module more thoroughly in Anticipated Response to CARES Act Programs. A further
experimental module included between-respondent randomization which explored decisions under
different hypothetical durations of the crisis.

The restaurant industry also seems particularly vulnerable to a long crisis. Restaurateurs believed
that they had a 74% chance of survival if the crisis lasts 1 mo, but if the crisis lasts 4 mo, they gave

24
themselves a 29% chance of survival. Under a 6-mo crisis, they expected to survive with only a
19% probability. Likewise, the chance of survival for firms in tourism and lodging drops to 25% by
the 6-mo mark. Meanwhile, banking and finance, real estate, and professional services reported they
will be able to weather extended disruptions far better than these more exposed sectors.

Industry Differences in Response to Crisis Duration

COVID-19 disruptions do not affect all businesses equally. Some are deemed essential and
remained open, while others were required to close. Some businesses could shift employees to
remote work, while others were ill equipped for the transition. In this section, we explore the cross-
industry variation in its effects.

Our results suggest that disparities will be larger if the pandemic ends up lasting for several months.
Specifically, we asked businesses the following: “We want to understand how the duration of the
COVID-19 disruptions might change your answers. Suppose that most COVID-19 disruptions
continue for X months, what is the likelihood of your business remaining operational by Dec. 31,
2020? Please provide your best guess.” We randomize the duration (X) to be 1 mo, 4 mo, or 6 mo,
and offer respondents a five-point scale ranging from extremely unlikely to extremely likely. As
before, we transform this answer into a binary outcome of likely or unlikely to remain open for ease
of exposition.

displays the responses to this question by industry. When firms are told to expect a 1-mo crisis, the
expectation of remaining open by the end of the 2020 hovers above 68% across all industries, with
the exception of arts and entertainment, personal services, and tourism and lodging. In those
industries, the expectation of remaining open drops to 66%, 57%, and 63%, respectively. When
firms are told to expect a 6-mo crisis, the average expectation of remaining open falls to 39%, and
there is significant heterogeneity between sectors. The expected survival probability for firms in
Arts and Entertainment drops precipitously to 45% under a 4-mo crisis, and 35% if the crisis lasts 6
mo. The expected probability of being open for Personal Services firms falls to 19% if the crisis
lasts 6 mo. The restaurant industry also seems particularly vulnerable to a long crisis. Restaurateurs
believed that they had a 74% chance of survival if the crisis lasts 1 mo, but if the crisis lasts 4 mo,
they gave themselves a 29% chance of survival. Under a 6-mo crisis, they expected to survive with
only a 19% probability. Likewise, the chance of survival for firms in tourism and lodging drops to
25% by the 6-mo mark. Meanwhile, banking and finance, real estate, and professional services
reported they will be able to weather extended disruptions far better than these more exposed
sectors.

25
In using the results in around closure probabilities as a function of crisis duration, we examine
how employment separations might evolve due to firm closure. Building on our estimates of the
impact of crisis duration on job loss, estimates the impact of COVID-19 on aggregate job loss from
small business closures and how businesses expected this to vary with crisis duration. Specifically,
we begin with the number of workers who are projected to lose their jobs from small firm closures.
We then multiply the initial employment level (based on the 2017 Economic Census), at the
employment size level, by the survey-based estimate of the share of firms that will be closed in
December depending on the length of the crisis. The first row shows that there were 5.9 million
workers in firms with fewer than five employees in 2017. In our survey, 43% of those smaller firms
expected to be closed in December even if the crisis lasted for only 1 mo. Next, we multiplied 0.43
times 5.9 million workers to project 1.6 million separations due to firm closings (in the absence of
additional aid beyond what was expected at the time of the survey). These smaller firms are
extremely fragile, but, since they represent a relatively small share of employment, their closures
add only modestly to overall job losses. Firms with over 50 employees are more optimistic about
their survival, even if the crisis lasts for several months. Yet, even among these firms, 54%
expected to be closed in December if the crisis lasts at least 4 mo. Those closures would create 14.6
million separations. This figure may be an overestimate, because this firm size category is large,
and the closure rates may be lower for larger firms. Taken altogether, the closures are projected to
create 32.7 million job losses if the crisis lasts for 4 mo and 35.1 million job losses if the crisis lasts
for 6 mo. Moreover, these job losses look only at business closures and do not account for the
reduction in the number of workers by firms that remain open or job losses among workers who are
employed by larger firms. These results suggest that the damage to our economy and its network of
small businesses will be far larger if the crisis lasts for many months. This suggests large potential

The Percentage of Source of Employment

26
 FINDINGS AND CONCLUSION
 COVID-19 is having an unprecedented impact on the Ethiopian hotel industry.
 The full fallout is unknown, as the ultimate scale of the outbreak is yet to be determined.
 Travel restrictions and social distancing policies have had a dramatic effect on the industry.
 Hotel occupancy in the Ethiopia has dropped to 43% and revenue per available room has
declined by 30.5% for the week ending March 14, according to Smith Travel Research
(STR).
 Due to Covid-19 it has effected many jobs all around the world.
 The World Travel and Tourism Council (WTTC) in 2020 estimates that more than 50
million jobs in the travel and tourism sector could be at risk globally.
 The hotels and hospitality sector is a major revenue earner, with potential of creating
thousands of jobs annually.
 The hotels and hospital subsector of the tourism industry have also had their own share of
the challenges from the covid-19 lockdown policy of the government of Ethiopia.
 With government announcement of “stay-at-home policy” and “social distancing”
movement restriction, most restaurant businesses were greatly affected.
 This led to rapid shutdowns in cities and states to control the spread of the covid-19 disease,
which threw many restaurants and hotels across the country into sudden shock.
 Many hotels have recorded decline in bookings due to the health scare, while restaurants in
major towns in the country are now restricted to offering only delivery services.
 Since most restaurants operate with fresh food products, which are difficult to keep in stock
as demand fluctuates, they are bound to incur losses.
 Hotels across the globe perceived booking cancellations worth billions of dollars, and the
hotel industry required a $150bn bailout [10].
 Resorts and hotels that were booked by excited vacationers and corporate conference-goers
before the present covid-19 pandemic are receiving calls to postpone plans or cancel entirely
their earlier proposed events.
 This has made most of the hotels and restaurants to embark on temporary suspension of
normal operations which puts the estimated loss of jobs to 24.3 million globally, and 3.9
million in the US alone due to the decline in hotel occupancy during the pandemic period
[10]. The economic impact of the covid-19 pandemic on the hotel industry was enormous.
 The impact of Covid-19 will make it extremely difficult for many of the tourism industry’s
players to continue paying staff with a sharp drop in sales and income, resulting in job loss.

27
 Many hotels are already closing down because of low patronage and inability to meet up
with payment of worker’s salary and electricity bills.
 Presently, this unprecedented public health crisis has become a catastrophic economic crisis
to the entire globe and consequently the tourism, hotel and event sector.
 The recovery has to be gradual parallel to the recovery of other sectors, combatting the
outbreak and regaining economic performances.
 Thus the measures proposed are to be implemented incrementally in response to the
evolving conditions.
 Therefore, ensuring the safety of the guests and the staff has become a top concern of the
hospitality industry stakeholders.
 At the same time, to recover business losses and to rebuild the positive image in the mind-
set of the guests it is essential to initiate strong marketing and promotional campaigns both
locally and internationally.
 Further, promoting flexible services’ would be another strategic tool to attract potential
customers.
 Hence, offering flexible prices, cancellation policies, flexible work environment etc.; would
be beneficial in achieving long term sustainability of the hospitality business industry.
 This review has examined assess the impact of COVID-19 pandemic on tourism and hotel
sector development in Ethiopia.
 The finding of the review reveals that Ethiopia as a country would be more affected by the
present covid-19 pandemic which is decline the international arrival that loss the revenue.
 This outbreak and spread of covid-19 disease show the rapid negative impact on the country
tourism and hotel industry.
 Some of the impacts of covid-19 on tourism and hotel include increased cancellations of
hotels and travel bookings and increased cancellation and rescheduling of events in the
entertainment industry, resulting in billion dollar revenue loss and millions of job loss.
 It is feared that the volume of revenue loss may affect the ability of most of the industries
and businesses in the hospitality& tourism sector to return back to normal operations after
the covid-19 pandemic without appreciable financial support from the government.
 All the three sectors (Hospitality, Aviation And Tourism) are dependent on each other and
due to covid-19 these all sectors has to face huge problem and losses.

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 SUGGESTION AND RECOMMENDATION

Based on the findings of this review, the following recommendations are made: There is no
doubt, that this pandemic situation has brought lot of negative impacts to the Ethiopia
Hospitality sector.

 According to me maintaining the safety and security of employees and guests is clearly the
highest priority. That includes setting up a secure remote working environment.

 Should empower local and national healthcare industry.

 While there will inevitably be some loss of productivity as employees work away from the
office, companies need to ensure that employees are engaged and productive in the new
operating environment.

 Availability of cash: keeping cash on hand via liquidity management strategies, such as
maximizing one-time revenue opportunities, realigning and reducing costs, employing
working capital crisis management techniques and deferring capital expenditures.

 Further, promoting flexible rates and allowing guests to move a booking to a new date is
another key strategy to promote hotel business in compensation for emergency
cancellations. Further, making some timely-modifications to existing hotel policies are also
vital, such as flexible cancellation policies, flexible rates for all services, ensuring strict
hygiene policies should be some of the key areas of concerns.

 At the same time, it is also recommended to promote flexi-services instead of promoting

value-added services. Because of the pandemic situation people are very much concern
about their health and safety. Thus, taking some additional time for cleaning the entire hotel
is essential. These strategies will positively impact on ensuring hygienically clean safety and
secure environment for guest stay.

 Practicing E-marketing and Electronic transaction strategy with suppliers to prevent the
spread of the pandemic and safe the frustration of customers and employees.

 A digital resource platform with social media profiles, electronic signatures, has been
created to provide different options for any individual, business or institutional user to join
this initiative.

 In addition, hotel companies need to have plans in place to quickly recover once the worst of
the pandemic has passed. In the face of potential hotel closures, companies will have to
assess their employee retention and operational policies.

Empowering local and national health care industry

 The world, with respect to the special attention of World Tourism Organization (UNWTO),
has already lunched several practices to save the essentials of tourism industry at present.
The special campaign named “Travel Tomorrow “has become the common thread that runs

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 through the World Tourism Organization‘s response to the current crisis, highlighting the
enduring values of tourism.”By staying home today, we can travel tomorrow”.

 Announcements and advices carried out from global institutional structures such as
UNWTO and WTTC in order to recover the industry level globally

 Knowledge sharing and collaboration with necessary stakeholders locally and globally
Hoteliers, travel agents and other service providers should be continuously keep in touch
with key customer base during the outbreak (check their safety maintaining a strong linkage)

 Responsible and ethical use of social media and mass media

 Destination rebranding is very much essential after the situation highlighting the positive
elements during the outbreak

 The domestic travel market will significantly grow compared to the international tourism
market to release the home bound stress of the community as an immediate effect

 The government‘s attempt to invite indigenous medical practitioners to explore alternative

medical solutions to this global pandemic, specify the value of this fact.

 Finally, it is recommended to initiate collaborative strategies among the public and private
sector. Specially, government could initiate tax reduction schemes (for certain period of
time) for both micro and macro level business owners could think of introducing interest-
free capital loan schemes and job guarantees for permanent carder employees.

 More researches should be carried out with the support of academia to see the indirect
effects of the outbreak the pandemic in the country.

A research agenda

Findings presented above suggest several directions for imminent research efforts. Due to the
crucial role the vaccines play in ending the pandemic-induced recession in our industry, we are in
urgent need of behavioural and attitudinal research that focuses on individuals’ vaccination
intentions and the factors that can influence their attitudes toward the COVID-19 vaccines and their
vaccination intentions. Figuring out whether limited availability of COVID-19 vaccines or the
perceived safety of those vaccines are influencing customers’ dine-out and travel intentions is
critical. Findings of these studies can provide important insight that can help hospitality marketing
and management practitioners guide their hospitality operations during and post COVID-19
pandemic.

Longitudinal data collected by the editorial team suggested that customers still consider the
following safety precautions to be the most important: visible sanitizing efforts, implementing
social distancing, limiting the number of customers served, employee temperature checks, and
employee training of health and safety protocols (Gursoy et al., 2021b). The longitudinal data also
suggested that customers’ safety precaution expectations are evolving over time. For example, in
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recent months, a significantly larger percentage of customers expect other customers to take more
safety precautions compared to in the earlier months. Findings also suggested that technology
integration and adoption trend will sustain – customers expect business to provide various
technology solutions to minimize human-to-human contact, such as self-check-in/check-out and
keyless entry, contactless payment options, digital menus that can be viewed on personal mobile
devices, etc. Since the longitudinal data consistently suggest that customers are willing to pay more
for increased safety precautions, it is worth examining the effects of these evolving expectations on
customers’ attitudes and behaviours and whether customers are indeed willing to pay for those
safety precautions and by how much more.

During the pandemic, businesses have significantly modified their operations to overcome the
challenges presented by the pandemic. Businesses are expected to continue to be flexible in the
post-COVID-19 business environment. Operational changes needed to survive in the post-COVID-
19 environment are likely to be a top item on the research agenda of hospitality marketing and
management scholars since hospitality businesses are going to navigate uncharted waters post-
COVID-19. Hospitality scholars will need to shift their research focus to address the uncertainties
associated with the new normal and evolving customers’ expectations, such as changes in
customers’ priorities, needs, and wants. The scholar will also need to investigate changes in
employees’ priorities, needs, and wants, and their expectations in the post-COVID-19 environment.

While using existing knowledge and theories may be beneficial in studying these issues, it is crucial
to develop new knowledge, conceptual frameworks, and theories that can be used to investigate
hospitality marketing and management issues in the post-COVID-19 business environment. Such
new knowledge and theories will enable the hospitality scholars to generate urgently needed insight
and guidance to the industry to address ever-evolving needs and wants of the customers and
employees. The editorial team of the Journal of Hospitality Marketing & Management welcomes
studies that promote new ideas, models, approaches, and paradigms that contribute to the
development of knowledge and theory of hospitality marketing and management in the post-
COVID-19 business environment. It is crucial that studies submitted to the journal makes
significant theoretical and/or practical contribution to the hospitality theory and practice in the post-
COVID-19 environment. Furthermore, studies submitted to the Journal of Hospitality Marketing &
Management must offer something new and original, make an important contribution to the field,
develop/propose a better/more efficient way of solving a problem, have good science and a sound
methodology, offer sound conceptual and theoretical framework, and provide sound theoretical and
practical implications.

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The Journal of Hospitality Marketing & Management owes its success to the devoted engagement
of a large number of authors who publish their cutting-edge research in the Journal and the editorial
board members. As the Editor-in-Chief of the Journal, I am grateful to the referees who review and
provide critical and constructive comments to the authors of hundreds of papers submitted every
year. I am also thankful to the outstanding scholars who submit their best work and entrust us to
judge their high caliber research. I am also thankful to the editorial staff at Taylor and Francis for
their unconditional support over the year.

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 ANNEXURE

1. If you are staying in a five star hotel , you are an

a) Extra high budgeted tourist
b) Guest of the hotel
c) Middle budgeted tourist
d) Guest of the company that has invited you
2. A Dharamshala is suitable for
a) Those business man who can stay in graded hotels
b) Low income families
c) Only rich merchants
d) All the above
3. What is the main feature of a time share establishment
a) It is a private property

b) Its rooms / resources are shared by guests / tourists according to specified time
c).It is a facility of one star grade
d)..None of these
4. In a single bedroom , the number of glasses given to the guests is
a) 1
b) 2
c) 4
d) None of these
5. Where is hotel Ashok located in New Delhi
a) Jor Bagh
b) Chanakya puri
c) Sunder Nagar
d) New Friends Colony
6. The guest enters into a large hotel from its
a) Lobby
b) Front Office
c) Recept
d) Restaurant
7. Cocktails are mixed only by expect cocktail makers or experienced bar tenders. In
fact, they are proud of their skills. Why is that so ?
a) Cocktails are difficult to make
33
 b) It is important to mix different liquors and fruit juices in a correct proportion the
guest should not digest on add cocktail and become sick
c) They are at the forefront of the sales departments in the bar and so, they feel proud of
their cocktail making skills.
d) They know how to make ready mixtures in style and hence are proud of their skills
8. Which one of the following is not available in the in‐flight menu.
a) Beer
b) Red wine
c) White wine
d) Cigarettes
9. What is a motel
a) A small hotel
b) A small hotel on the highway where motorists check in
c) A large hotel with packing facilities
d) A hotel with a restaurant
10. Which one of the following is a heritage hotel
a) Maurya Sheraton, Delhi
b) Juhu Centaur, Mumbai
c) Rambagh Palace, Jaipur
d) Leela Kem peinsky , Mumbai
11. What is Corona virus?
a) It is a large family of viruses.
b) It belongs to the family of Nido virus.
c) Both A and B are correct
d) Only A is correct.

12.The first case of novel corona virus was identified in

a) Beijing
b) Shanghai
c) Wuhan, Hubei
d) Tianjin

13.Mild Symptoms of Novel corona virus are:

a) Fever
b) Cough
34
 c) Shortness of breath
d) All the above

14.From where corona virus got its name?

e) Due to their crown-like projections.

f) Due to their leaf-like projections.
g) Due to their surface structure of bricks.
h) None of the above

35
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https://images.app.goo.gl/5mgJtZWHbrmM13W79

https://images.app.goo.gl/hBWx1DF3hmRrMeoQ8

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