PurposeThis opinion piece outlines the actions taken by the New Zealand government and tourism sectors in response to Covid-19 and to explore the potential lessons for resilience building in tourism for other destinations.Design/methodology/approachThe analysis integrates descriptions of the Covid-19 outbreak and tourism-related policy responses in New Zealand, taken from prominent medical, governmental and journalistic accounts.FindingsThe resilience of the economy and domestic tourism was a major New Zealand policy priority, but this was seen by the Ardern administration as best achieved by first ensuring the health and well-being of the populace, as quickly and comprehensively as possible. This, in turn, required proactive, nationally coordinated measures designed to minimize the spread of Covid-19 including: lockdowns, preventive social-distancing and mask mandates, a four-level graduated strategy for ensuring national Covid-19 recovery (which later morphed into the “traffic light” system) and closely following the medical and epidemiological advice of experts in the related academic sciences. As a result of these, the negative impact on health, the overall economy and the tourism sector was substantially minimized, when compared with many other similar nations during the 2020–2022 period.Originality/valueThe New Zealand experience holds important lessons for preserving and rebuilding the hospitality and tourism industry in the aftermath of Covid-19, and during future similar pandemics.
The most important job and the biggest challenge in contemporary management in service industries, is making the customers satisfied. It can be argued that the difficulty faced by managers committed to customer satisfaction, is designing specific customer satisfaction strategies. This task becomes a challenge due to the lack of studies done to measure customer satisfaction in hospitality industry, which result in the lack of understanding of the governing factors and the level of customer satisfaction. In Bandarawela Hotel the significant differences between the satisfaction of domestic and foreign tourists and the dominant dissatisfaction of domestic tourists have been recognized. The reasons for dissatisfaction were studied using the mixed methodology of the research. The factors affecting their satisfaction were recognized to be in two categories; tangible and intangible. As the significant findings, some features of the hotel that exists due to the Colonial concept were recognized as the main factors that contribute to the domestic tourists' dissatisfaction.
The most important job and the biggest challenge in contemporary management in service industries, is making the customers satisfied. It can be argued that the difficulty faced by managers committed to customer satisfaction, is designing specific customer satisfaction strategies. This task becomes a challenge due to the lack of studies done to measure customer satisfaction in hospitality industry, which result in the lack of understanding of the governing factors and the level of customer satisfaction. In Bandarawela Hotel the significant differences between the satisfaction of domestic and foreign tourists and the dominant dissatisfaction of domestic tourists have been recognized. The reasons for dissatisfaction were studied using the mixed methodology of the research. The factors affecting their satisfaction were recognized to be in two categories; tangible and intangible. As the significant findings, some features of the hotel that exists due to the Colonial concept were recognized as the main factors that contribute to the domestic tourists' dissatisfaction.
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