As the situation with COVID-19 evolves moment by moment across the US, we’re fielding questions and providing responses as quickly as possible. We know how difficult it is right now and we are here for you as a resource and sounding board.
In this series, we’re rounding up the top queries we’ve received and are openly sharing the counsel from our Crisis Comms team. We’ll continue to update the list as new questions [and answers] flow in.
Want to ask us something directly? Email it to us at [email protected] and we’ll work to get you a response ASAP.
Need more resources? Check out our restaurants edition FAQ.
Last updated: 3:23 PM on March 23, 2020
Q: What are some of the steps I need to take for my hotel or tourism board organization, in light of COVID-19’s effects on my business?
A: With a pandemic like COVID-19, we’re entering into uncharted territory as it is a continuously evolving situation that is affecting everyone globally, while also challenging our very perception or pre-existing notions of crisis communications. However, we can still begin to develop crisis comms strategies both in preparation for potential impact, and in response to an incident. We need to be decisive, acting quickly and proactively, develop the following materials, to ensure we are equipped as best as possible for all scenarios.
A core overview and checklist of what every organization should have set-up:
- Developing a Crisis Communications Plan that includes a model for all potential scenarios on how this could affect your brand
- Craft messaging (internal and external)
- Ensure internal processes and guidelines are in place; the crisis comms plan is swiftly implemented; and all team members are trained accordingly, making them fully aware of their roles and have the right channels prepared to funnel queries directly to the crisis comms team to action upon
Q: How do we keep people updated on news about our organization or destination? How do we keep them engaged amidst all this chaos?
A: Share constant news updates if possible, to help you to cut through the clutter and remain relevant; keeping in mind, compassion, goodwill and inspiration is always a positive and relevant approach to adhere to.
By identifying your unique selling points especially, from a human-interest point of view, map-out key points you wish to share with your current fans as well as potential new audiences. By keeping your followers updated, they will become more appreciative of your transparency, and continue to stay engaged and invested in helping you to recover.
Consider sharing news and stories via social media, such as the medium of Instagram TV (IGTV), or perhaps regular e-newsletter updates.
Provide travel inspiration be it with photography or perhaps sharing advice/tips such as DIY home decorating that people can easily replicate at home.
For destinations and tourism boards/national tourism organizations (NTOs), especially, sharing human-interest POVs helps your audience get a firmer sense of what’s happening on-the-ground.
Q: What are some easy-to-implement models I can put in place to stay organized amidst all this uncertainty?
A: Consider a decision tree – A decision tree is the crisis comms model that allows for the most flexibility and nimble response, by outlining the possible scenarios before they happen; thereby rendering uncertain situations potentially more manageable.
A decision tree begins with a predicted scenario and outlines the different recommended actions based on how external forces react to each proactive measure, allowing hospitality brands to be ahead of the curve in the case of both the best- and worst-case scenario(s). The decision tree is a coherent, easy-to-follow playbook that can be easily adjusted as the scenario changes. In times of crisis, models that allow for foresight and flexibility can help give brands peace of mind.
Q: I am being inundated with information; how do I tell what’s real and what’s not?
A: With news organizations working fast and furious to share news quickly, especially during crises, there is a tendency to gloss over the veracity of a source – we have to act as an extra layer of filter and carefully sift through hard and soft facts as well as speculation. It is also important that when citing experts or specialists, we verify their qualifications, especially in this digital age where background information is readily available. Double-checking, triple-checking, is always a good practice when in doubt, and before sharing information.
Q: Should I align myself with other industry partners?
A: Yes, in most scenarios. Let’s do better as a global citizen and see how we can be part of a larger movement to help fight the pandemic, and also to develop co-operative movements that will last, and help each other in the future. With a larger coalition, we can be better prepared for future outbreaks and crises.
Q: From a consumer perspective, I am seeing a lot of cancellations. Are those consumers/customers ever coming back?
A: Yes, the consumers will return, and the travel agent and tour operator community is working to reassure travelers and also advising them on postponing their trips rather than cancelling outright. In addition, in a majority of instances, consumers can have any trip insurance purchased rolled-over as well when they postpone their trips to a later date.
Q: Markets such as Asia look to be approaching a recovery phase and should I move my PR and marketing dollars away from the U.S. and focus on other parts of the world for now?
A: Markets such as Asia are important, but the U.S. market is expected to rebound quickly once the COVID-19 pandemic subsides. According to Oxford Economics, “while the world is likely sinking into a global recession that will result in a more than 10% drop in international travel, the recovery should be fast… Once the situation has stabilized, we expect a rapid recovery since travel demand has proven resilient in bouncing back from downturns in the past. Travel levels are expected to fully recover by 2023.”
The U.S. market is also a vast one and there will be pent-up demand especially among a growing Millennial and Gen Z demographic to spend on travel once we approach the recovery phase.
Q: What do we do next? What do we do after the situation has subsided?
A: It’s also important that during the pre-and-present-crisis phase, that we plan a recovery program for the future, ensuring that it encompasses earned media and PR outreach; paid media; and digital/social.
The Aftermath: “Things may never be the same again” … but you can be prepared
It is quite likely that the COVID-19 crisis will change our businesses and society fundamentally and we should adapt to the situation. We should carefully study what has changed and pivot accordingly (e.g. traditional sales and marketing channels, online retail, etc.).
It is likely that COVID-19 is not a one-off occurrence and we should be doubly prepared for a new wave including using past lessons to reflect upon and develop best practices for the organization.