ADDIS ABABA UNIVERSITY

SCHOOL OF GRADUATE STUDIES

COLLEGE OF DEVELOPMENT STUDIES
TOURISM DEVELOPMENT AND MANAGEMENT PROGRAM

ASSESEMENT OF E-MARKETING AND CRISIS MANAGEMENT PRACTICES OF

STAR-RATED HOTELS IN ADDIS ABABA AMID COVID-19 AND ONGOING
INTERNAL CONFLICT

A THESIS SUBMITTED TO ADDIS ABABA UNIVERSITY, CENTER FOR

ENVIRONMENT AND DEVELOPMENT STUDIES, TOURISM DEVELOPMENT AND
MANAGEMENT PROGRAM IN PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR MASTERS OF ARTS IN TOURISM DEVELOPMENT AND MANAGEMENT.

BY: BINIYAM ALEMU

ADVISOR: SHIFERAW MULETA (Ph.D.)

ADDIS ABABA UNIVERSITY

ADDIS ABABA, ETHIOPIA
JUNE, 2022
 ADDIS ABABA UNIVERSITY
SCHOOL OF GRADUATE STUDIES
COLLEGE OF DEVELOPMENT STUDIES
This is to certify that the thesis prepared by Biniyam Alemu entitled: ―Assessment of e-
marketing and practices of crisis management in the case of star-rated hotels in Addis Ababa
amid covid-19 and on-going internal conflictand submitted in partial fulfillment of the
requirements for the Degree of Master of Arts in Tourism Development and Management
complies with the regulations of the University and meets the accepted standard concerning
originality and quality.

BINIYAM ALEMU NIGUSE

Approved by:

Thesis Advisor Signature Date

__________________ __________ _________

Internal Examiner Signature Date

_________________ ____________ _________

External Examiner Signature Date

_________________ ____________ _________

DECLARATION
I, Biniyam Alemu, hereby declare that this thesis entitled “Assessment of e-marketing and
practices of crisis management in the case of star-rated hotels in Addis Ababa amid
covid-19 and on-going internal conflict” is a product of my original research work. I
gravely assert that this thesis is not submitted to any other institution anywhere for the award
of any academic degree, diploma, or certificate. The views of the research participants have
been duly acknowledged in this research. To the best of my knowledge, I have fully admitted
the materials and pieces of information used in the study. All the research procedures do
confirm the expected standards and regulations of Addis Ababa University.

Name: Biniyam Alemu Niguse

Signature: ___________
Date of Submission: June 2022
Program in Tourism Development and Management, Addis Ababa University

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Acknowledgments
“…this is the day that the Lord has made; let us rejoice and be glad in it".

Psalm 118:24

This thesis work is a great lesson in my life as it is where I experienced walking through fire
and water. But I didn't give up as the supreme power of almighty God was with me. My
complete help was from God and I relied on his hand which helped me in all aspects up to the
accomplishment of this work. Thank you, God! I extend my deepest gratitude of all to my
mother Mesarat Girma and my father Alemu Niguse, who was my source of encouragement
and motivation in all aspects of the work. They felt all the feelings throughout my study. My
brothers Gedion Alemu, Abel Alemu, and Eyob Alemu have equally suffered my pain and
words can't express my gratitude. Thank you, my family.
This thesis work is not a simple work of mine. It could not happen without the contributions
of some individuals. Above all, I would like to express my thankfulness to my advisor,
Shiferaw Muleta (Ph.D.) without whom the work could not have been accomplished. He
guided me throughout the whole work starting from the early stage of writing concept notes,
proposal writing, defense, instrument construction, fieldwork, analysis, and compilation of
the document. I am grateful for his genuine support in all aspects. His friendly approach and
compassionate understanding have helped me to stick to my work. I could not forget his
technical, academic, and holistic support throughout my work.
Financial support was one of the major assistance, I couldn't bypass without mentioning. In
this regard, I would like to express my deepest thanks to Jimma University which gave me
study leave with full payment of my salary. In addition, I would like to express my deep
appreciation to Addis Ababa University for covering my research costs which were difficult
to be covered by myself. Finally, I am indebted special thanks to individuals who contributed
their knowledge, experience, and moral support for the success of my work. Abreham (MA
candidate at wollega University) Demeke kibru (MA), Lecturer at Jimma University,
Sintayew (Ph.D.), lecturer at Meda Welabu University, for their continuous support to
improve the quality of my research work. They did an invaluable thing for me. Last but not
least, I'm greatly indebted to my friends Mr. Yadunael Atenafu, Mr. Henok Alemayo, Mr.
Ebisa Tilahun, Mr. Dame Gudeta, and Mr. Seid tesfaye, Mr. Hailu Tadala, Mr. Girma
Handeno, Mr. Johnson and Mr. Dasalegn wondimagegn (Auditor).

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 Table of Contents

Title Pages

DECLARATION ..................................................................................................................................... i
Acknowledgments................................................................................................................................... ii
Table of Contents ................................................................................................................................... iii
List of Acronyms and Abbreviation....................................................................................................... iv
Abstract ................................................................................................................................................... v
CHAPTER ONE ..................................................................................................................................... 1
INTRODUCTION .................................................................................................................................. 1
1. BACKGROUND OF THE STUDY ............................................................................................... 1
1.2 Statement of the problem .............................................................................................................. 3
1.3 Research questions ........................................................................................................................ 5
1.4 Objective of the study ................................................................................................................... 6
General objective ............................................................................................................................ 6
Specific objective ............................................................................................................................ 6
1.5 The significance of the study ........................................................................................................ 6
1.6 Scope of the study ......................................................................................................................... 7
1.7 Limitation of the study .................................................................................................................. 8
1.8 Operational definitions.................................................................................................................. 8
1.9 Organization of the Thesis ............................................................................................................ 9
CHAPTER TWO .................................................................................................................................. 10
REVIEW OF RELATED LITERATURE ............................................................................................ 10
Introduction ....................................................................................................................................... 10
2. Overview of E-marketing ............................................................................................................. 10
2.1. E-marketing in the hospitality and tourism industry .................................................................. 11
2.2 E-marketing strategies............................................................................................................. 12
2.3 E-marketing mix dimension .................................................................................................... 13
2.3.1 E-pricing .............................................................................................................................. 13
2.3.2 E-product.............................................................................................................................. 14
2.3.3 E-promotion ......................................................................................................................... 15
2.3.4 E-place ................................................................................................................................. 16
2.4 Challenges of practicing electronic marketing in hospitality industry ........................................ 16
2.5 Current crises in the hospitality industry .................................................................................... 17

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 2.5.1 COVID 19 pandemic crisis in the hospitality industry ............................................................ 17
2.5.2 Internal political crisis in the hospitality industry ................................................................ 18
2.6 Practices of Crisis Management .................................................................................................. 19
2.6.1 Marketing in Times of Crisis ............................................................................................... 19
2.6.2 Workforce in Times of Crisis............................................................................................... 20
2.6.3 Cost control in Times of Crisis ............................................................................................ 20
2.6.4 Organizational support in times of crisis ............................................................................. 21
2.7 Review of Empirical literature .................................................................................................... 21
2.8 Conceptual framework of the study ............................................................................................ 24
CHAPTER THREE .............................................................................................................................. 25
RESEARCH DESIGN AND METHODOLOGY ................................................................................ 25
3.1 Description of the study area ...................................................................................................... 25
3.2 Research design and approach .................................................................................................... 26
3.3 Target Population and subjects of the Study ............................................................................... 26
3.4 Sample Size and Sampling Techniques ...................................................................................... 27
3.5 Data Sources and Types .............................................................................................................. 28
3.6 Data collection method and instrument ...................................................................................... 28
3.6.1 Survey questionnaires development ..................................................................................... 28
3.6.2 Interview .............................................................................................................................. 28
3.7 Data collection procedures .......................................................................................................... 29
3.8 Scale Validations and Reliability Test ........................................................................................ 29
3.9 Data analysis and presentations .................................................................................................. 31
3.10 Data Quality Assurance ............................................................................................................ 31
3.11 Ethical consideration ................................................................................................................. 31
CHAPTER FOUR................................................................................................................................. 32
DATA PRESENTATION, AND RESULTS ........................................................................................ 32
4.1 Response Rate ............................................................................................................................. 32
4.2 Demographic Characteristics of Sample Respondents ............................................................... 32
4.2.1Age, Gender, Educational, and working experience distribution of respondents ................. 32
4.2.2 Firm characteristics of the sampled star-rated hotels ........................................................... 34
4.3 Awareness of marketing managers of the star-rated hotels on the usage of ICT implements .... 35
4.3.1 Awareness of usage of social media .................................................................................... 35
4.3.2 Communication techniques with potential customers.......................................................... 36
4.3.3 Methods used to establish an affiliation with potential customers in star-rated hotels ........ 36
4.3.4Dissemination of respondents in terms of E-marketing information .................................... 37
4.4 The application of electronic marketing mix in star-rated hotels................................................ 38

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 4.4.1 Descriptive statistics of E-price in star-rated hotels ............................................................. 38
4.4.2 Descriptive statistics of E-product in star-rated hotels......................................................... 40
4.4.3 Descriptive statistics of E-promotion in star-rated hotels .................................................... 42
4.4.4 Descriptive statistics of E-place in star-rated hotels ............................................................ 43
4.4.5 Summary of descriptive statistics for e-marketing mix elements ........................................ 45
4.5 Health and political crisis................................................................................................................ 46
4.6 Descriptive Statistics for crisis management practices in star-rated hotels ................................ 47
4.6.1 Descriptive statistics of the customer-oriented market in star-rated hotels.......................... 47
4.6.2 Descriptive statistics of the workforce in star-rated hotels .................................................. 48
4.6.3 Descriptive statistics of cost control in star-rated hotels ...................................................... 49
4.6.4 Descriptive statistics of organizational support in star-rated hotels ..................................... 50
4.6.5 Summary of descriptive statistics for crisis management practices ..................................... 51
4.7 Challenges of practising e-marketing in star rated hotels ............................................................... 52
CHAPTER FIVE .................................................................................................................................. 55
CONCLUSION AND RECOMMENDATIONS.................................................................................. 55
5.1 Conclusion .................................................................................................................................. 55
5.2 Recommendations ....................................................................................................................... 57
Reference .............................................................................................................................................. 59
Appendix 1 ............................................................................................................................................ 64
Appendix 2 ............................................................................................................................................ 71
Appendix 3 ............................................................................................................................................ 72

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List of Tables
Title Pages
Table 3.2Results from Scale Validations and Reliability Test ................................................................... 30
Table 4.1: Response Rate of Respondents .................................................................................................. 32
Table 4.2 Educational, gender, and work experience distribution .............................................................. 33
Table 4.3 Firm characteristics of the sampled star-rated hotels .................................................................. 34
Table 4.4 distribution of awareness of usage of social media..................................................................... 35
Table 4.5 distribution of communication techniques with potential customers .......................................... 36
Table 4.6 distribution of techniques of star-rated hotels used to establish affiliation ................................. 37
Table 4.7 Distribution of respondents in terms of E-marketing information .............................................. 37
Table 4.8 Descriptive statistics of the items measuring of E-price dimension ........................................... 39
Table 4.9 Descriptive statistics of the items measuring of E-product dimension ....................................... 40
Table 4.10 Descriptive statistics of the items measuring of E-promotion dimension................................. 42
Table 4.11 Descriptive statistics of the items measuring of E-place dimension ......................................... 43
Table 4.12: summary of descriptive statistics for e-marketing mix elements ............................................. 45
Table 4.13Descriptive statistics of the items measuring customer-oriented market dimension ................. 47
Table 4.15 Descriptive statistics of the items measuring of cost control dimension. ................................. 49
Table 4.16 Descriptive statistics of the items measuring of cost control dimension. ................................. 50
Table 4.17 Descriptive Statistics for practice of crisis management .......................................................... 51

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List of Acronyms and Abbreviation
AAHA= Addis Ababa hotel association

AU- Africa union

B2B- Business to business

B2C- Business to consumer

B2G- Business to government

COVID 19= Corona virus disease of 2019

E-learning= electronic learning

E-mail= electronic mail

E-marketing= electronic marketing

E-payments= electronic payments

E-place= electronic place

E-price= electronic price

E-product= electronic product

E-promotion= electronic promotion

E-transaction= electronic transaction

E-service= electronic service

F&B= food and beverage

FDRE= federal democratic republic of Ethiopia

HRM= human resource management

ICT- Information communication technology

IT- Information technology

LDC= least developed country

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ISA- Internet society of Africa

MICE= meeting, incentive, convention, exhibition

MoCT-Ministry of culture and tourism

NGO- Non- governmental organization

SEO- Search engine optimization

SME- Small and medium enterprise

SMME- Small micro medium enterprise

SPSS- Statistical Package for Social Sciences

TELECOM= telecommunication

UNECA- United nation economic commission for Africa

WTI- World tourism institute

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 Abstract
The emergence of digital technology mainly has shifted the business practice in the world;
this recent development has been playing an increasing role in the hospitality and tourism
industry as well. Among others, star-rated hotels often apply various marketing and crisis
management activities. However, there is hardly any study conducted on assessment of E-
marketing and practice of crisis management strategy among Addis Ababa star-rated hotels.
The purpose of this study is to assess E-marketing and crisis management practices among
star-rated hotels in Addis Ababa amid COVID 19 and on-going internal conflicts. The
research employed through mixed approach. Data (n=125) are collected from purposely
selected marketing managers of star-rated hotels. Both primary and secondary sources of
information were used. The analysis is followed by using a descriptive analysis for
quantitative data and thematic analysis for qualitative data. The empirical findings show that
star-rated hotels practice E-product, E-price, E-promotion and E-place in their business
since internet marketing plays a vital role in the business by providing access to global
consumer markets as well as growing their market share during the current crisis. Based on
the result, workforce reduction was a dominant component of crisis management, followed by
cost control, organizational support, and customer-oriented market respectively. The e-
marketing practices among star-rated hotels in Addis Ababa are challenged by poor
infrastructure, Shortage of ICTs facilities and skills, Limited financial resources, speed and
intermittency of internet connection, monopoly of telecom service by the state and absence of
adequate room for private telecommunication service providers. The study also
recommended that star-rated hotels in Addis Ababa could adopt a hybrid of e-marketing and
practice of crisis management activities in order to remain profitable and the concerned body
should give top priority for factors that hinders practice of electronic marketing during the
course of COVID 19 and ongoing internal conflicts.
Keywords: Addis Ababa, challenges, crisis management, E-marketing, practice, and star-
rated hotels.

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 CHAPTER ONE
INTRODUCTION

1. BACKGROUND OF THE STUDY

The hotel industry is a diverse service industry that provides quality service to potential clients.
The hotel industry includes a variety of services such as lodging, restaurants, cafés, and catering.
Because international travellers account for the majority of the sector's consumers, the hotel
industry, particularly classified hotels in a developing country like Ethiopia, is intimately
connected to tourism (Henok, 2015). The provision of tourism information and products via the
internet is the key area where technological innovation has had the most profound impact on the
tourism and hotel sectors (Daria, 2016:9). Although like many all-inclusive expressions, internet
marketing can mean different things to different people; it is an all-encompassing term for
promoting items and/or services online (Ward, 2016). E-marketing, on the other hand, is the
most often used term to describe online marketing.

Electronic marketing (also known as E-Marketing) is the process of producing, providing, and
conveying value to customers, as well as managing customer relationships, to fulfil marketing
objectives using information and communication technologies (Batini, 2015). The purpose of e-
marketing is to interact with target markets as cost-effectively as possible via the internet and
other forms of electronic communication, as well as to allow collaboration with associates with
whom you portion mutual importance. As a result, it is safe to say that e-marketing entails
consumer interactions and value delivery through the use of the Internet and other ICT tools
(WTI, 2008: 1).Many African countries are aiming to boost broadband availability and develop
E-marketing platforms so that citizens and small and medium businesses can benefit from the
internet economy, according to the Internet Society of Africa (ISA, 2017). E-Marketing is being
implemented by Ethiopian SMEs, particularly those in the hotel industry.

E-marketing is marketing that makes use of information technology to make existing marketing
activities more efficient. The effectiveness of a hotel's business in addressing basic consumer
requirements and desires is dependent on the utilization of an E-marketing mix.

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The modern hotel industry's business model and philosophy always focus on the end-user and
client of its products and services. As a result, the hotel's attitude and activities revolve around
the marketing notion (Batini, 2015).

According to the ministry of culture and tourism 2019, the country has been striving to
rejuvenate the country's tourism industry by restructuring relevant bodies and implementing new
processes. Addis Ababa has a lot of potential for conference tourism because it is the
headquarters of the African Union (AU) and the United Nations Economic Commission for
Africa (UNECA), as well as having the city's largest number of diplomatic missions (ESTMP,
2015). Because of these rapidly evolving trends and potentials, a lot of hotels and other tourism-
related businesses have begun to include E-marketing applications into their overall operations to
boost their marketing promotion and customer communication efforts.

Currently, a hotel's profitability is severely harmed by internal and external crises that hurt the
business. The COVID-19 outbreak is one of the natural catastrophes that influence the hotel
sector, and it has many long-term consequences that have effects throughout the community.
COVID-19 is an infectious disease caused by severe acute respiratory syndrome, and it has
severely hindered economic activity around the world, with several countries being placed on
partial or total lockdown. The pandemic has not only brought entire socio-economic institutions
to a halt, but it has also posed a threat to globalization and enterprise global operations (Ozili P
&Arun T, 2020). Apart from that, tourism crises are frequently caused by external forces and can
lead to the aggravation of other crises, such as socio-political, economic, cultural, and
technology crises ( Kukanja, et al, 2020).

To reduce the impact of the corona pandemic and other socio-political conflicts, and to help the
hospitality business slowly recover from this man-made and natural disaster, digital technology
and practice of crisis management should be implemented across the board. So, in this study, the
researcher intends to assessing of e-marketing and practices of crisis management in the case of
star-rated hotels in Addis Ababa amid covid-19 and on-going internal conflict.

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1.2 Statement of the problem
During crisis scenarios such as the COVID 19 pandemic and contemporary wars and political
instability, the hotel sector can utilize e-marketing to promote and expand its borders by setting a
goal and practice of crisis management achieving high business performance. Electronic
marketing is one of the fastest-growing forms of digital marketing in both developed and
developing countries (Kalu et al., & Nwadighoha, 2017). Unfortunately, the significance of
digital technology has never been more apparent than during the global economic shutdown
triggered by the pandemic disaster in 2020 (De' et al., 2020). When governments mandated
social distance measures to prevent the virus's spread around the globe, it boosted the use of
digital technology for virtual schooling and remote jobs (Brynjolfson et al., 2020; Prasad et al.,
2020;).

Apart from considering the use of electronic marketing, the hotel sector faced both internal and
external impediments to fully integrating digital technology into its operations. Low-speed
Internet connections, cyber-crime, many consumers hesitant to purchase items over the internet,
digital marketing education, high cost of production, overregulation of business by government,
and high illiteracy of digital marketing applications are the major challenges of digital marketing
in developing countries compared to developed countries (Arjinder & Gurveen 2017). The same
is true for Ethiopia the implementations and practices of E-marketing among star-rated hotels.

There are studies conducted on the application of e-marketing for crisis management in the hotel
and tourism business area worldwide. For instance, Rezaeinejad I., (2021) studied the impact of
online marketing strategies on improving the status of businesses in the COVID-19 era among
Iranian profit-oriented business companies, Surabaya (2020) studied on e-marketing adoption as
an alternate solution for micro, small, and medium enterprises (MSME) combats the covid-19,
Furthermore, Pereraa et.al.., (2021), investigated the impact of digital marketing techniques on
domestic travel destination choices during the post-COVID 19 waves. Ashraful et al.., (2020)
investigated the influence of e-commerce on the food service industry's sustainability during
Covid-19. But, still E-marketing application is in its infancy stage and its acceptance level by the
SMEs firms still limited (Saffuet al., 2008). This have had necessitate the need for assessing E-
marketing and practice of crisis management in star rated hotels during the crisis of COVID 19
and ongoing conflicts in another African country like Ethiopia.

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Finally, in the tourism and hospitality sector, there is no in relation toassessing of E-marketing
and practice of crisis management on tourism firms like star rated hotels in Addis Ababa during
the crisis of COVID 19 and on-going internal conflicts, except to the best knowledge of the
researchers a few studies were conducted. Eyerusalem Melaku (2018) conducted a study on
effect of e-marketing on customer satisfaction a case of selected four star hotels in Addis Ababa.
Accordingly, customization, privacy, convenience and security have found to be significant
factors of e-satisfaction in the hotel industry and global accessibility of web pages was found to
be statistically insignificant. Unlikely, her study mainly focused on the effect of e-marketing on
customer satisfaction among four star hotels only but its incapable of including all-star rated
hotel and the practice of crisis management. Yidersal Mengistu (2021) studied in evaluating the
influence of e-marketing on the hotel performance in star and star related hotels in Bahir Dar
city. The study confirmed that website marketing, social network marketing, email marketing
employed in a great extent, and mobile phone marketing employed in a moderate extent.But the
problem here is that the researcher couldn‘t include e-marketing mix elements and practice of
crisis management

Moreover, Seifu Dasalegn (2018) studied on practice of social media marketing. The result of the
study shows that, the hotel‘s practice in social media sites was revealed at an infant stage and
immature. As the study assessed, practices of Star rated hotels was ineffective. Poor internet
connection and lack of skills were the main challenges encountered. Beside to this, Yemane
Reda (2018) conducted a research on practice of E-marketing for tourism business development
in Ethiopia. The findings reveal that some of the dimensions of E-marketing mix have positive
association on performance of tour operating firms. Nonetheless, not all of the dimensions of E-
marketing have effects on firm performance. Unlikely the researcher couldn‘t study the practice
of crisis management together with e-marketing. The study of Wegene and Anthony (2012)
conducted a research on researching the adoption of ICT a case study of small hotels in Addis
Ababa. Moreover, other researchers also conducted their study on factors affecting the adoption
of information and communication technologies with particular reference of small hotels and
tour operators in Addis Ababa.

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In tourism and hospitality sector, there is hardly any research in relation to application of E-
marketing and practice of crisis management in star rated hotels in Addis Ababa amid COVID
19 and internal ongoing conflicts. Hence, it is imperative to conduct the application of E-
marketing and practice of crisis management amid COVID-19 and on-going conflicts that have
hampered inbound tourists to Ethiopia. E-marketing and practice of crisis management makes a
significant contribution to the worldwide market and the long-term success of hotel businesses.
However, its practice as a marketing strategy among star-rated hotels has not been properly
examined with the practice of crisis management.
Given the current situation in Ethiopia, this includes the lingering impacts of the COVID-19
pandemic, which has had a detrimental impact on tourism and the hotel industry in general, as
well as the negative effects of on-going wars on hotel business. One viable area in this regard is
the practice of E-Marketing and crisis management to reach out to potential clients in Ethiopia's
hotel business. This study, therefore, fills in the current research gap in the study area. For filling
this gap the researcher conducted on assessment of e-marketing and practice of crisis
management amid COVID 19 and internal conflicts among star-rated hotels in Addis Ababa. The
study's unique feature is that the research topic is both original and timely. Apart from the
academic value of exploring practice of E-marketing and crisis management in times of crisis in
the hotel industry, it also provided an evidence-based recommendation to hoteliers in Addis
Ababa for a sustainable hotel business climate.

1.3 Research questions

1. How the application of e-marketing mix is practiced during the crisis outbreaks.
2. How the practice of crisis management is practiced during the crisis outbreaks.
3. What are challenges that affect the practice of electronic marketing in star rated hotels?

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1.4 Objective of the study
General objective
The general objective of the research was to assess e-marketing and crisis management practices
in case of star-rated hotels in Addis Ababa amid COVID 19 and on-going internal conflicts.

Specific objective
 To assess the current E-marketing practices amid an unprecedented crisis.
 To assess the current practice of crisis management during an extraordinary crisis.
 To investigate challenges that affect the electronic marketing practices in star rated
hotels.

1.5 The significance of the study

Nowadays, electronic marketing has a significant impact on corporate performance, particularly
in the hotel industry. The study is the first of its type on the practice of e-marketing and crisis
management technique for Addis Ababa's star-rated hotels in the aftermath of COVID 19 and the
on-going political situation. As a result, it was assessing the practice of using e-marketing and
crisis management to promote hotels in Addis Ababa and it will provide recommendations on
how digital technology might become more important in the future while coping with natural and
man-made disasters. The outcomes of the study will be critical in helping hotel managers,
marketing managers, and owners make crisis management decisions. The study also benefits
numerous small and medium businesses by raising knowledge of how E-marketing and crisis
management approach to assist tourism businesses to survive in difficult times.

The study also aids policymakers in the country in comprehending the role of electronic
marketing and practice of crisis management in the hotel and tourism industries to make strategic
business decisions. It also serves as a resource for Addis Ababa University's College of
Development Studies, as it is the only paper available on the topic of using electronic marketing
as a crisis management approach. Furthermore, the study's findings will utilize as a foundation or
reference for others who wanted to do further research into the practice of E-marketing and crisis
management approach.

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Finally, by going through all of the study's ups and downs, the study aids the researcher in
developing skills, knowledge, and experience in conducting such research, and it serves as partial
fulfilment of the requirements for Addis Ababa University's Masters of Art in Tourism
Development and Management.

1.6 Scope of the study

 Conceptual scope: This research looks at how star-rated hotels in Addis Ababa are
practicing E-marketing and crisis management amid COVID 19 and the on-going
political turmoil. Conceptually the study focused solely on electronic product, pricing,
promotion, and place of E-marketing mix elements, and practice of crisis management.
Furthermore, this study focuses just on star-rated hotels in Addis Ababa, rather than any
other type of hotel.
 Geographical scope: This investigation was delimited to Addis Ababa in terms of
geography. This is due to two major factors. One was due to the researcher's inability to
undertake a country-wide study due to a lack of time, money, and experience. The second
reason is that, except for South Africa, most African countries only have internet
infrastructure in their major cities, and usage is limited to metropolitan areas due to a lack
of knowledge and infrastructure (Hossain, 2020).
 Methodological scope: Methodologically, the researcher selected the mixed research
approach that enables the researcher to mingle qualitative and quantitative data. Besides,
the data would be collected from marketing managers of star-rated hotels from March up
to May 2022.
 Unit of observation: Based on the unit of analysis, the study only concentrated on star
rated hotels in Addis Ababa. Thus, in this study, organization was the unit of analysis.

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1.7 Limitation of the study
The study is limited to Addis Ababa's star-rated hotels. As a result, the outcome primarily
reflects the practice of E-marketing mix, and it may not accurately reflect the practice of the
entire enlarged marketing mix in general. Aside from that, the findings of the study were limited
to star-rated hotels in Addis Ababa and were unable to include all-star-rated hotels in Ethiopia.
Moreover, various obstacles were experienced by the researcher while completing this
investigation. For example, there was a scarcity of well-documented resources on the research
topic, as well as current information on E-marketing and practice of crisis management in both
written and non-written media. The researcher was forced to use kinds of literature conducted
and published outside Ethiopia to nourish and complete this study due to the lack of empirical
and theoretical pieces of literature done in the country with indigenous knowledge in the area of
E-marketing and practice of crisis management.

Furthermore, the researcher encountered methodological challenges due to the difficulty in

locating research publications on the application of E-marketing to small and medium tourism
businesses in Ethiopia. Aside from this, the information acquired by a questionnaire may not be
filled out completely, correctly, or accurately by the respondents, and the development of
coronavirus (COVID 19) has harmed the harmonious relationship between the respondent and
the researcher.

1.8 Operational definitions

 E-marketing; E-marketing is the use of information technology in the process of
creating, communicating, and delivering value to customers, and also can be used to
maintain the relationship with customers for mutual benefit (Salehi et al., 2012).
 E-Product: Symbolic consumption in marketing plans could likely promote customers to
purchase a product or service which could reinforce their identities (Wanrudee, T. &
Xiaobing, L. 2018).
 E=Price-: The Internet has provided new tools and methods of pricing to be used by the
different companies including online method of payment; it has been affected by the
Internet (Haddad and Mahfouz, 2006).

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  E=Promotion: information flowing to the other party by using numerous tools contained
in the electronic communication such as advertising, personal selling, stimulating sales,
etc. (Rajshree, 2012).
 E-Distribution: The place where promotion takes place affects the quality of marketing
and thus brand loyalty. Masri & Tan (2020).
 Crisis management: Crisis management refers to the actions and communications that
organizations do regularly to reduce the likelihood of a crisis, mitigate the impact of a
crisis, and restore order after a crisis (Bundy et al., 2017).

1.9 Organization of the Thesis

The paper was divided into five sections. The first chapter covers the study's background,
problem statement, and research question, objectives, and study limitations. It gives a quick
overview of the research project. The second chapter contains definitions for the most significant
concepts. The research design is designated in the third chapter. The chapter goes into detail on
the study's sample, the measuring instrument utilized, the data collection procedure, and the
method of data analysis. The fourth chapter contains reports on the empirical analyses' findings.
The chapter then moves on to a discussion of the descriptive statistics for the variables in
question. The outcomes of the investigation are described in greater depth in Chapter five, and
current literature is incorporated into the discussion where appropriate. The chapter finishes with
recommendations and discusses the implications for future studies.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

Introduction
The hotel business is a multifaceted sector since its product and service elements are interrelated
and complex. A hotel is a type of company that provides guests with lodging, meals, and
beverages for short periods. Guests can book their rooms in advance or on the spot. To put it
another way, hotels provide amenities to match the needs of today's travellers (Prakesh, 2009).
Unlikely due to uncertain times, the hospitality and tourist business is confronted with a slew of
issues, including natural disasters, socio-political turmoil, and many forms of human pandemics.
The preparedness of hotels to survive before and after a catastrophe is known as crisis
management (Israeli et al., 2011). Simultaneously, it provides organizations with important tools
that might assist them in minimizing negative consequences and minimizing a potential collapse
(Benaben et al., 2016). The tourism sector persistently mitigates these challenges and enhances
the capacity to survive through these types of crises by utilizing crisis management, often known
as E-marketing (the purpose of the study). Electronic marketing, often known as digital
marketing, is the interchange of products and services from the seller to the customer via
electronic devices and processes, according to (Füsun 2015). Purposively the hotel industry must
be equipped with digital technologies to improve customer service.

2. Overview of E-marketing
From the aforementioned definitions of the term "e-marketing," it is clear that there is agreement
on the definition of "electronic marketing" as "the process of advertising goods and services
through the use of all electronic technology." E-marketing has been regarded as one of the most
important components of marketing practice, involving the use of the internet and other
interactive technologies to develop and mediate the interaction between a company and its
customers. Elisabeta (2014), defined e-marketing as the use of both web and smart innovations to
create a link between businesses and their customers, rather than digital marketing. Furthermore,
they stated that e-marketing focuses on providing clients with an IT-enabled or interactive
relationship. Moreover, according to Nizam (2015), E-marketing is the marketing of goods and
services over the internet. Customers are increasingly turning to the internet to make purchases
of items and services.

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E-marketing has progressed to the point where it is now required of businesses to use it to remain
competitive. Customers' demands and choices altered rapidly as a result of the widespread use of
the internet, which is why e-marketing has been adopted by today's advertising firms and sectors.
Companies utilize e-marketing to sell their products or services all over the world (Samreen &
Maria 2017).

In the modern area, the role of E-marketing is indispensable in solving the on-going problems
which are faced by the hospitality and tourism industry. E-marketing uses the internet as a
platform that allows companies to adapt to customer needs, reduce transaction costs, and allow
customers to move anytime and anywhere without worrying about place and time (Hanum &
Sinarasri, 2017). With the existence of e-marketing, the market segmentation is getting wider,
because the marketing reach is getting wider. E-marketing does not limit the extent of marketing
reach because all consumers around the world can access it easily. With a faster and easier time
cycle, marketing strategies can be developed more quickly. Information that can be obtained
quickly and easily can improve the company's strategy to be further improved. So that marketing
can be done more transparently.

In the hospitality and tourism industry, the usage of digital technology has multidimensional
benefits during the unprecedented crisis in every department of hotel premises. The hotel
premises are a need full of digital technology in their every overall operation whether at the back
office or front office service. The integration between the company's marketing strategy and the
internet marketing strategy has an impact on minimizing operational costs (Wirdiyanti, 2019).

2.1. E-marketing in the hospitality and tourism industry

E-marketing is a new trend in marketing that the hotel business desperately needs. The hotel
industry's traditional marketing strategy is no longer doing well; instead, e-marketing is grabbing
the lead. The travel industry continues to be one of the more successful e-commerce sectors. The
hotel business is well-positioned to capitalize on the full potential of e-commerce while avoiding
many of its hazards because it does not require fulfilment or online payments. The essence of
marketing in the hotel industry is in the definition that marketing is analysing, organizing,
planning, and controlling potential sources of customers, from the standpoint of satisfying the
needs and requirements of the chosen group of guests, and on this basis realizing a profit
(Unkovic, S., Zecevic, B. 2011).

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The rapid expansion of Internet technology, as well as the marketing options afforded by current
digital technology, has allowed for drastic changes in traditional marketing operations, as well as
the emergence of new types of marketing, such as Internet marketing. Because of the fierce
competition in the competitive tourist market, any serious hotelier, regardless of capacity,
season, or market position, must develop specific Internet marketing activities when defining
marketing concepts to retain existing users of products and services and attract new ones.

Moreover, the hospitality and tourism industry is highly exposed to e-commerce for the sake of
selling and buying tourist commodities. This covers activities such as e-tailing, online banking,
and shopping, all of which include transactions in which buyers buy and shoppers shop. Some
argue that e-commerce encompasses all online transactions, such as responding to an inquiry or
searching via an online catalog. E-commerce does not contain the marketing and back-office
administrative activities that are necessary to run a firm (Chaffey, 2009).
The hotel and tourism sector is a valuable portion of the global commercial sector because it has
experienced essential growth in recent years. This massive change forced managers to consider
the effects of technology on the tourism and hospitality industries, particularly the Internet.
Camison (2000), information technology (IT) has a huge impact since hospitality information
systems are built on it, and by using that information to keep hospitality loyalty; they get a
considerable edge over competitors. Based on a competitive advantage Tourism enterprises like
the star-rated hotel in Addis Ababa were highly benefited from the era of E-commerce
technology to sell and buy guest products during adverse conditions such as COVID 19 and
internal conflicts (the central idea of the research).

2.2 E-marketing strategies

E-marketing is traditional marketing that makes use of information technology to make existing
marketing operations more efficient (Strauss et al, 2008). 'E-marketing is the use of a wide range
of information technology to: translate marketing strategies into more value for the customer
(more efficient segmentation, targeting, differentiation, and positioning strategy), more efficient
planning and implementation of the concept, distribution, promotion, and pricing of goods,
services, and ideas, and the creation of exchange that will satisfy individual consumers as well as
the goals of organized consumer groups (Strauss, J. 2003).

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Because of the Internet's constant and easy access to information, individuals and organizations
have greater influence than ever before. Individuals and organizations have more power than
ever before if the information is power. People, for example, use online search engines to
compare product features and prices, and they read product reviews on websites written by other
consumers (Strauss et al, 2008). The marketing mix is historically coordinated for over-the-
counter products so that efficient product, pricing, promotion, place, process, and people,
strategies may be established.
The way businesses sell their goods and services is changing as a result of the internet.
Consumers now use the Internet to investigate products and services and make purchases.
Businesses today require an internet strategy to attract and retain such clients. Because E-
marketing strategies is a strategy that helps the hospitality industry by reducing unconditional
problems from their marketing activity and assist the small tourism firms like star-rated hotels to
survive in adverse conditions with the application of E-marketing elements (the focus of the
study).

2.3 E-marketing mix dimension

2.3.1 E-pricing
Price is considered the main pillar of marketing. There are numerous traditional methods of
pricing such as loyalty programs, deduction, promotional prices, participation forms (Farzamnia
et al., 2009) credit and payment methods (Sumaida'ie, 2012). The Internet has provided new
tools and methods of pricing to be used by the different companies. Regarding the process of
bargaining, it has been affected by the Internet since controlling bargaining has moved from
service providers to service buyers so that the pricing process has been greatly changed (Haddad
and Mahfouz, 2006).

It can be noted that the customers using the Internet have become competent in determining their
need of products and to decide which price is suitable for them (Sigala and Dipl, 2001). Due to
constantly changing customer needs online prices, it caused a variety of purchasing behaviour
and price changes. The organization is necessary to combine and apply complex pricing
methods, principles, and strategies; in particular, to those that are considering new, it is including
dynamic pricing. The internet is dominated by harsh competition thus it requires heavy fixed
costs on advertising to attract and retain customers online.

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According to world studies, up to 40% of the internet revenue is allocated to e-marketing. John
G.D (2017) has found that a temporary price promotion can be beneficial since it can result in
uplift sales and maintain the product's normal price despite the high cost. However, price
promotion might seem lighter to the non-buyer. They may get reassured that the brand quality
might be less quality which results in price promotion, another form of advertising. This after-
effect could affect brand loyalty. Even the loyalty could be light and short in duration. Leandro,
A.G., Juan, M.S., Jonny, M.R. (2018) found out that the price sensitivity could result in various
effects of promotion depending on the nature and type of store format. This can be the result of
different levels of economic development in regions. When the marketing mix is customized to
specific market characteristics, it can only be effective.

2.3.2 E-product
The World Wide Web has facilitated the process of providing the various products including
physical products, information, services, or a mix of them to strengthen the relations with
customers (Farzamnia et al., 2009). By utilizing e-marketing, traditional patterns of services can
be underpinned by electronic ones and the process of gaining information at any time can be
easily exercised and with one click only (Sumaida'ie, 2012). Azahari et, al. (2018) only
concentrate on some of the distinctive abilities in the online setting and identifies e-marketing
products as a product in a virtual environment and can be divided into a natural; Physical
Product, which is an intangible product for instance household appliances, books, cars, mobile
phone, etc., these products has no possibilities to test them when buying online.
Digital Products- goods existing only in cyberspace include software, e-books, pictures, audio,
and video e-products. Services – this product cannot be separated from the service provider, it is
intangible, they are used and supplied at the same time when two parts; the service provider and
the user, are present. These services include traveling, distance learning, virtual games, and so
on. Technology allows the customer to save money; time and this, in turn, contributes to a higher
value of goods on the internet. In this challenging market, the organization is required to provide
the most complete information about the product on the website. Symbolic consumption in
marketing plans could likely promote customers to purchase a product or service which could
reinforce their identities (Wanrudee, T. & Xiaobing, L. 2018). Aron O. and Nima H. (2015)
found out that when there is a complementary promotion and a customer-centred approach will
improve product success probability.

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Rather than apply one in isolation, combined with the management of the brand and relationship
with the customer, new product success is likely to achieve (Masri & Tan 2020).

2.3.3 E-promotion
In the field of marketing, marketing communication is evolving and changing, there is a rise in
new tools, theories, techniques, technological changes, and cultural dynamics all combine to
create an impact on the way marketers are communicating their message to the targeted
audience. This involves all the information flowing to the other party by using numerous tools
contained in the electronic communication such as advertising, personal selling, stimulating
sales, etc.. (Rajshree, 2012). The Internet doesn't only focus on advertising but also on
establishing close relations with customers to gain their trust (Sumaida'ie, 2012). Promotion has
been greatly affected by e-marketing compared to the other elements of the marketing mix and
therefore it has been called Direct Marketing due to its ability to communicate and respond
immediately to current and expected customers (Haddad and Mahfouz, 2006).

Symbolic consumption in marketing plans could likely promote customers to purchase a product
or service which could reinforce their identities (Wanrudee, T. & Xiaobing, L., 2018). Masri and
Tan (2020), found out when there is a complementary promotion and a customer-centered
approach will improve product success probability. Rather than apply one in isolation,
combining with the management of brand and relationship with a customer, new product success
is likely to achieve. Promotion online is directed to consumers themselves and the impact of the
sales promotion can therefore be easily measured based on the level of interaction on the
website.

For instance, most online service providers like the software producer organization often give
free samples to the consumer for test over a specified period after which they are required to pay
for the product or service if they so wish to continue using the service. The organization also
uses contests for a product or gift to keep their customers or fans based excited and interacting
on the website. It could also be sweet talks where there is no contest but a thing of chance
thereby making the website stakeholders more excited over time (Azahari et, al. 2018).

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2.3.4 E-place
The place where promotion takes place affects the quality of marketing and thus brand loyalty.
Masri & Tan (2020). A good place improves the credibility of the store's image and stimulates
consumption growth (Chen, 2018). The corporate image would promote customer satisfaction.
Masri and Tan (2020), Place is an important attribute to the organization and could display brand
loyalty despite any degree of a marketing effort from another brand to initiate a brand shift. In e-
marketing similarly to traditional marketing there are the same channels intermediaries-
wholesalers, to buy the product from manufacturers and sell to the retailer. The retailers purchase
products from wholesalers and sell them online directly to customers. Brokers help to conduct a
transaction between buyers and sellers and agents help to conduct e-transactions, but unlike
brokers, they represent either buyer or seller.

The website is used by the customers for various purposes, including gaining information,
completing procurement processes, and making direct communication (Molenaar, 2012). The
website also helps tourist service providers in gaining the information necessary for researching
the market. The internet, i.e. virtual space, allows transforming the mediation process efficiently,
and inefficiently acting agents are removed from the distribution channel, and functions are
transferred to other intermediaries. The discussion on place or distribution channel strategy will
include substantially new elements including remote hosting. It is utilizing a technology called
remote merchant hosting; the portal can be hosting a mirror image of the site. Seller rents the
space in these shopping sections and the portal takes the purchase order and forwards the
purchase order to the sellers.

2.4 Challenges of practicing electronic marketing in hospitality industry

According to various literatures adoption and practices of digital marketing faced different
challenges as the hotels attempt to implement and practice social media. Christine, (2012)
express the digital marketing like a ―double aged sword‖ which can cut both ways, that is, it can
build and destroy brand reputation at the same time also. O‘Connor (2008) argues that
Credibility and reliability are among the most argued challenges of social media. In addition to
that, according to competeinc (2006) more than half of their surveyed respondents find the
information generated by consumers credible, which is arguably not that high percentage. Hence
social media sites are not viewed as credible and trustworthy as more traditional information
sources, such as official tourism websites or airline sites.

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Breed (2011) assert that positive comments that are made on social media are likely to increase
customers' purchase intentions regarding the purchase a product or service in tourism, because
such comments serve to reduce the risks involved in making the purchase. However the research
conducted by the University of Kentucky shows that negative comments that are placed on social
media sites might lead to a decrease in customers' purchase intentions relating to the product(s)
and service(s) in question (University of Kentucky, 2011). It is understood from the literatures
that social media marketing has challenges faced by the user tourism business organization alike
to a good opportunity for developing countries to organize and develop the tourism offer and its
promotion over the internet.

2.5 Current crises in the hospitality industry

The hotel industry is intrinsically vulnerable to disaster and crisis conditions since it relies on an
atmosphere of safety, security, and favourable perceptions. Distress, fear, anxiety, trauma, and
panic are the complete opposites of the satisfaction, pleasure, relaxation, and stability that are
commonly sought in the tourist experience (Santana, 2003). Natural disasters, such as
epidemics, are examples of crises. Epidemic outbreaks might reduce visitor arrivals because
tourists prioritize safety when planning their travels (U & So, 2020). Among the great crisis that
impact the hospitality industry is COVID 19 and internal conflict is well-known in our case.

2.5.1 COVID 19 pandemic crisis in the hospitality industry

Covid-19 has caused several damage to the global hotel industry. The hotel industry has not been
spared. The COVID 19 pandemic has moreover infected and/or killed some guests, customers,
employees, suppliers, distributors, and other hotel stakeholders. As a result of the risks, some
hotel employees fear reporting to work (Stergiou & Fermaki, 2021). The covid-19 pandemic has
exposed hotels to reputation risks and damages. Reputation risk which is defined as "the threat of
economic damage from angry, frightened and/or disappointed stakeholders" is common during
crises (Kossovsky, 2018). COVID-19 plunged a knife into the collective heart of the global hotel
industry and in one fell swoop destroyed demand, sending revenue and profit to historically low
levels. This global pandemic is the most harrowing event to ever besiege the hospitality industry.
As stridently as room sales have plummeted, the crash in food and beverage (F&B) is even
louder.

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All revenue centres have had to come to grips with the dire consequences that accompany a
business-volume slump of this magnitude. In particular, F&B revenue per available room
plummeted by 66.5% — an even deeper decline than the 64.4% recorded in B revenue per
available room (David 2020). Moreover, regarding the impact of COVID-19 on hotel consumer
behaviour the longitudinal study conducted by the editorial team of the Journal of Hospitality
Marketing & Management suggests that reopening the sit-down restaurants and easing travel
restrictions will not bring customers back immediately (Gursoy et al., 2020). A large portion of
individuals (over 50%) is not willing to dine in at a restaurant immediately. The same is true for
staying at hotels. Most customers (over 50%) are not willing to travel to a destination and stay at
a hotel any time soon.

Covid-19 has interfered with service delivery in hotels. For example, wearing face masks hides
the service provider's smile meant to accompany the service. The smile is a hotelier's greatest
asset (Andrews, 2010) and is known to win guests. Abolishment of buffets in the hotels has on
the other hand caused dissatisfaction among most customers who appreciate variety and self-
service. The covid-19 pandemic has led to a loss of business among hotels. Customer demand
has dropped due to the poor economy and recession that has reduced disposable incomes among
the traveling public, loss of consumer confidence, general fear of travel (Gursoy & Chi, 2020),
and travel restrictions to countries greatly affected by the pandemic. Lastly, Covid-19 has led to
business closures among hotels. Nan (2020) observed that due to covid-19, hospitality facilities
including hotels in China had to shut down operations. Furthermore, based on this view the hotel
sector should be adopting E-commerce technology and crisis management (the focus of the
study) to sustain their business during adverse situations.

2.5.2 Internal political crisis in the hospitality industry

The hospitality sector is a sector that highly depends on the issue of safety and security. Among
the socio-political problems the hotel industry is highly affected by internal conflicts with one
country currently what we seeing in Ethiopia. On-going internal conflict and terrorism's impact
on visitors can be extensive, and varied levels of terrorism dangers influence their choice of
vacation packages (Walters et al., 2019). Natural disasters, war, and terrorism, sanitary
difficulties, economic and other types of crises are the most common in the hospitality and
tourism industry (Seraphin, 2019).

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During the crisis, the most successful hoteliers lowered their revenues by lowering their prices
and lowering their occupancy rates (Alonso-Almeida & Bremser, 2013). The intangibility of the
products offered the impossibility of storage of the products - production at the time of
consumption, high-cost allocation; high cost and fluctuation of labor, decisive seasonality, and
vulnerability to crises are all characteristics of the hotel industry as a sub-sector of the tourism
industry (Andris, 2016). In our homeland, the effect of the political crisis in the hospitality and
tourism industry is still lingering and the best option is to rebuild the image of the country and
enhance the profitability of the service sector the impact of digital technology is indispensable in
promoting the sector and peaceful existence in another side. In Ethiopia, the role of the star-rated
hotel is indispensable unfortunately due to the lingering effect of COVID 19 and internal conflict
they contribute a minimum value, due to this the star-rated hotel in Addis Ababa should
effectively use the E-commerce technology and crisis management strategy for eradicating and
surviving in this adverse condition (the focus of the study).

2.6 Practices of Crisis Management

2.6.1 Marketing in Times of Crisis
Every organization has a variety of positions available, and marketing is only one of them. It aids
in the identification and fulfilment of consumer requests by supplying things that are both
valuable and readily available (Baubion, C. 2013). Many firms consider marketing to be the most
crucial part. Effective products and services, which are based on efficient marketing, are
essential for a company's survival. Marketing operations can be tailored to situations involving a
crisis or tragedy since corporations rely on the effectiveness of their marketing efforts to forward
their cause.

This is because marketing is widely recognized as an important component of crisis

communication, particularly throughout the long-term recovery phase following a disaster or
tragedy. In a crisis, any firm that looks to be hesitating in its reaction or fails to rapidly reassure
its various internal and external stakeholders‘ risks catastrophic harm to its image, critical
connections, and continued operations. All brands, according to Rubel et al. (2017), are
vulnerable to a crisis. As a result, marketing aids a company's recovery following a crisis.
Marketers must be aware of not only what is occurring in their sector, but also in the larger
context in which they operate.

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2.6.2 Workforce in Times of Crisis
According to the World Economic Forum Executive Opinion Survey, infectious disease spread
was viewed as a serious global issue by less than 10% of company executives from G20 and
OECD countries in 2019. Companies also did not expect a pandemic to test their public image as
responsible employers. Furthermore, most organizations have not created flexible or remote
working agreements across industries. Most firms nowadays must quickly implement new
measures for their workforces; often with no prior such experience (Arora, R. 2012). Employee
wellbeing – physical, emotional, financial, and social – is at the heart of the employee experience
and is important to an engaged and productive workforce in normal times.

Companies must also aim to enhance the coverage of all employees, including those in jobs that
allow for remote work as well as those who are not mobile (e.g., customer-facing retail and
service workers) (Caudillo-Fuentes, 2010). The crisis offers an opportunity to be there for
employees when they are most in need, making convictions and representing empathy.
Employers may also consider using communications technology to send employees personalized
communications and materials depending on their preferences and concerns. Given that financial
and job insecurity is key sources of stress, businesses should make mental health standards and
tools, such as virtual and behavioural health services, a priority.

2.6.3 Cost control in Times of Crisis

Global governments would not coordinate their efforts to fight the current situation, according to
a 2009 report by the United Governments Organization. The global economy could decrease by
up to 0.4 percent in 2010 if governments' stimulus programs are proven to be less successful and
delayed than they should be. The steep reduction in commodity prices had a disproportionately
negative impact on emerging countries whose economies were reliant on raw material exports.
Aside from the financial system's collapse, a growing number of companies are suffering from a
lack of liquidity and pricing fluctuations. They will be unable to fulfill the obligations they
agreed to before the crisis. The COVID-19 crisis has tested the financial soundness of several
businesses. Unexpected additional costs have arisen as a result of the need to reorganize
operations and the limits that come with crisis management. The problem is figuring out how to
increase corporate spending control while also saving time on routine tasks.

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2.6.4 Organizational support in times of crisis
Any company, whether for-profit, non-profit or government, has faced several challenges as a
result of the growing coronavirus pandemic. Employees and supervisors feel worried, tense, and
apprehensive in general during a crisis, but these effects are magnified by the persistent prospect
of dismissal or compensation cutbacks (Chatrakul Na Ayudhya, Prouska, & Beauregard, 2019).
Furthermore, the economic crisis has resulted in a reduction in working hours, changes in
workplace and working conditions, an increase in stress, fewer employment possibilities for
workers, income cuts, feelings of insecurity, and deterioration in wellbeing (Eurofound, 2013).
As a result, HRM must be aware of employee feelings and take swift action. Employees who
work from home have fewer informal relationships and suffer from poor mental health as a result
(Smith, 2020). Employee emotions must be recognized, especially during a crisis,
notwithstanding the importance of mental health. HRM can improve employee quality of life in
general, and perceived organizational support can reduce the health risks linked with work
(Mariappanadar, 2020). Many countries were battling with questions of acceptable employment,
as well as discrepancies in working hours, salaries, and workplace conditions, even before the
epidemic (Connell, Burgess, & Hannif, 2007). This affects job quality, which is an important
part of the HRM program because it affects both business and the economy (Connell, Burgess &
Hannif, 2007).

2.7 Review of Empirical literature

Several related investigations are being carried out by various researchers in various parts of the
world. However, there is no research on the practice of E-marketing and crisis management
approach among star-rated hotels in Addis Ababa that has been undertaken Ethiopia. For
example, during the worldwide lockdown, Saha A. et al. (2020) researched digital marketing; the
study was done to analyse client perceptions of various internet commercials. Throughout the
lockdown, a variety of product categories were advertised on various digital platforms, including
television, mobile phones, emails, the internet, social media, games, and so on. Although he
believed that digital marketing was the most viable option during such times, they argued that the
effectiveness of such promotions on buyers isn't the best, and after comparing various categories
of products, he concluded that digital marketing is most effective for food and healthcare
products. Digital technology's position in the hospitality sector is more viable than anything that
is done in operational areas.

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Moreover, Among these, the study of (Ahmad, 2014) role of e-marketing on the development of
internet user‘s attitude toward tourist site in Saudi Arabia; to measure the attitudes of the users
the researcher were used the seven e-marketing mix (electronic service, price, promotion,
website, the accuracy of the information, payment, and personalization) on the attitudes of
Internet users (knowledge, feelings, and practice). To remain competitive, hotels should embrace
information technology (IT) to improve the quality of their services and raise client satisfaction.
Hotels, on the other hand, are at a higher risk of IT failure due to the widespread use of IT-
assisted hotel operations and administration. For instance, Rezaeinejad I. (2021) studied the
impact of online marketing strategies on improving the status of businesses in the COVID-19 era
among Iranian profit-oriented business companies. He stated that the judicious application of e-
commerce technology can assist Iranian businesses in increasing trade efficiency, increasing
active involvement in global trade, and strengthening the country's position on regional and
worldwide markets. Although many E-marketing businesses collect cost and usage statistics for
their websites, few of them fully get how vital E-marketing applications are for a hotel's survival
in a forced crisis. The electronic marketing mix elements have the potential to have an impact on
the hotel business during on-going internal conflicts and COVID 19.
Furthermore, Pereraa et.al (2021), investigated the impact of digital marketing techniques on
domestic travel destination choices during the post-COVID 19 waves. During the post-COVID
19 waves, it was observed that digital marketing methods like social media marketing, e-mail
marketing, SEO, website design, and paid advertising have a significant positive impact on
domestic tourism destination choices in Sri Lanka. In the hospitality and tourism industry, the
use of digital technology has a greater impact on the survival of the image of destinations. A
tourism destination directly or indirectly benefited from the era of digital technology for ensuring
and retaining its potential customers. Melnychenko S.et.al. (2021) did another study on
digitization as a technique for tourist revival in the post-covid-19 European Union. He concluded
that digital technologies are critical for tourism recuperation, especially when the European
Union's external borders were opened during the outbreak. The main digital technologies that
can help tourism recover post-COVID-19 are online booking platforms, automation of check-in
at hotels and airports, interactive web maps, self-bag-drops at airports, virtual boarding queues,
and contactless technologies (sensors, facial recognition, and voice-controlled, contactless
payments).

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E-marketing in developing countries are highly dependent on various differences of Internet
access, availability, affordability and other measures as the ‗Internet haves‘ and ‗Internet have
not‘(Wilson, 1987). According to Assefa and Wubalem, (2007) ICT can be an extremely
powerful enabler in efforts to bring positive and sustainable socio-economic and political
development to countries around the globe. Conducting old businesses in new ways and
embracing new business opportunities has now become part of any economic transformation.
Nonetheless, Ethiopia, traced as the low in network readiness index and in Internet users/internet
penetration in the continent. But, the government‘s effort to improve the ICT infrastructure is
encouraging. According to Belaynew (2012) E-commerce in Ethiopia is still characterized by a
low penetration and high cost of Internet services, lack of suitable legal and regulatory
framework for E-commerce, monopoly of gov‘t on the telecom sector are the main impediments
to adopt E-business in the country.
Hence, researchers like (Lishan, 2009/10;&Wondwossen, 2005)conducted their studies on the
challenges of telecommunications to the productivity of public and private enterprises and on the
roles of banking sector in E-marketing and E-commerce in Ethiopia respectively. The
researchers forwarded the following challenges: Low level of internet penetration and poorly
developed telecommunication infrastructure, Internet and online payments impede smooth
development and improvements in E-commerce in Ethiopia.
The hotel industry practices crisis management techniques that survive their business during the
current crisis of COVID 19 outbreak and ongoing internal conflicts. According to Radwan
(2017), branded suppliers of luxury services should be especially cautious about pricing and
compromising the quality of their services, since this practice may have a long-term impact on
their image and market position. Similarly, Kossyva et al. (2015) proposed that competition
might be an effective business strategy for SMEs since it allows them to expand and enhance
their competitive portfolio, allowing them to become even more competitive in the long run. In
reviewing the literature, only four quantitative studies that utilized a holistic (multidimensional)
approach to investigate CMPs in tourism firms were identified. Presented studies refer to the
response of the tourism industry to the GFC and COVID-19.

The practice of electronic marketing and crisis management in hospitality and tourism is
undoubted worldwide in general, and specifically in Ethiopia during any adverse situation such
as the COVID 19 pandemic and political crisis, and helps the sector by creating a chain between

23 | P a g e
customers and service providers, promoting products and services, lowering costs, ensuring
safety and security, and a variety of other benefits. Based on the above review the researcher fills
the existing conceptual and empirical gap in the study area. As a result, the researcher focused on
assessing E-marketing and practice of crisis management technique for the performance of star-
rated hotels to present market position on the web during the COVID 19 and political crisis.

2.8 Conceptual framework of the study

From the above different contexts that are the conceptual and empirical literature, there are
various concepts, and thoughts on the problems under research by different scholars are available
evident to the application of E-marketing and crisis management amid COVID 19 and internal
conflict among star rated hotel in Addis Ababa. Therefore, practice of application of E-marketing
there are four types of dimensions is suggested i.e., in the literature reviewed above, E-product,
E-price, E-place, and E-promotion, while the practice of crisis management it has four
dimensions such as coast control, organizational support, workforce, and customer-oriented
marketing. Based on this the conceptual framework 2.1 presented below has served as a
reference for the study.

Figure 2.1 conceptual framework of the study worked out by the researcher

Crisis management
practices by star rated hotels
 Customer-oriented
marketing
Star rated hotels  cost control
in Addis Ababa  workforce
during COVID 19  organizational
support
and Ongoing
internal conflicts
Practice of E- Challenges of e-marketing
marketing mix in hospitality industry:
 Unreliable, erratic, and
E-product poor internet
E-price connection
 lack of skilled and
E-promotion trained digital
E-place marketing experts
 Lack of support from
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 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
The methodologies of the study are outlined and elaborated in this chapter. It covers the research
topic, research methodology, research design, sample tactics, data collection sources, data
collection procedures, reliability analysis, data analysis, and presentation methods, as well as
ethical considerations.

3.1 Description of the study area

This research was undertaken among Addis Ababa's star-rated hotels; there are numerous reasons
for their presence in the city. First, Ethiopia's capital and home to several international
organizations are Addis Ababa. Addis Ababa, Africa's diplomatic capital, is home to many
international institutions, notably the headquarters of the African Union (AU) and the United
Nations Economic Commission for Africa (UNECA). It is Ethiopia's most important business
and cultural centres, and its location in the country's heartland is a major reason for its presence
there. Second, the star-rated hotels are located in Addis Ababa because they have a big chance of
attracting international potential consumers owing to their excellent service and easily accessible
due to their infrastructural facilities. Because of its location and reputation, a large number of
people travel to the city in search of work and services.

Addis Ababa, Ethiopia's capital, is one of Africa's fastest-growing cities, with a population of
over four million people, accounting for almost a quarter of the country's total urban population
and more than ten times that of Adama, Ethiopia's second-largest city (MoUDHC, 2015). As a
result, international organizations and embassies are catered to by the majority of high-end and
franchised hotels. According to the Addis Ababa municipal culture, art, and tourist bureau
(Addis Ababa city culture, art, and tourist bureau, 2020), Addis Ababa has the majority of the
country's star-rated hotels registered with the ministry of culture and tourism. The primary
sources of demand for Addis Ababa hotels are diplomatic, assistance, and non-governmental
organizations (NGOs), as well as meetings, incentives, conferences, and exhibitions (AAHA,
2020). The star rating of hotels in Addis Ababa was determined in two rounds: the first in 2014,
and the second four years later in 2018. Accordingly, the city has a total of 138 hotels ranging
from one to five stars.

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3.2 Research design and approach
The study sought to illustrate E-marketing and practice of crisis management strategy among
star-rated hotels in Addis Ababa during COVID-19 and internal conflict. As a result, because
data were collected only once, a cross-sectional research methodology was used in this study. In
this study, descriptive research designs were used for data analysis: The practice of an E-
marketing mix and crisis management technique among star-rated hotels is best described using
a descriptive research design. The researcher was employing a combined research technique
(both quantitative and qualitative) in this study, which were help to overcome the constraints of
using only one method (quantitative or qualitative). According to Creswell (2003), mixed design
is less well documented than either quantitative or qualitative techniques since it entails
collecting and evaluating numerous types of data in one study. According to Creswell (2003), all
approaches have limits, and researchers believed that biases inherent in one method could negate
or cancel biases in other ways. As a result, mixed design triangulates data sources to get a
trustworthy outcome. As a result, the mixed research strategy sits in the middle of the continuum,
assuming that combining the two yields a more comprehensive understanding of the research
problem. Consequently, for the present study, the researcher was collecting both arithmetical and
textual data in conjunction, meaning a mixed research approach.

3.3 Target Population and subjects of the Study

This research was undertaken at Addis Ababa's star-rated hotels. As a result, the study's
populations were star-rated hotels in Addis Ababa, as determined by the Ministry of Culture and
Tourism in 2018. In 2018, there were 138 hotels in Addis Ababa with a star rating. For a variety
of reasons, the subjects of this study were marketing managers of these 138-star-rated hotels in
Addis Ababa. To begin, the researcher chooses marketing managers above other hotel employees
since marketing managers are responsible for marketing practice in their hotels and thus be able
to provide sufficient information. Second, they have a high level of market integration with other
customers and business owners during marketing promotions, and they are operationally fit in
terms of marketing concerns. Aside from that, the researcher selects some marketing managers
for interviews because of having enough data on the study area. As a result, the star-rated hotels
in Addis Ababa constituted the study's unit of analysis.

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3.4 Sample Size and Sampling Techniques
Some researchers, such as Cvent (2019) and others, propose adopting the census approach to get
enough respondents to have a high degree of statistical confidence in the survey results for a
population of fewer than 1000 individuals. As a result, because the city's total number of star-
rated hotels is just 138, the researcher used a census sample technique. That is, all 138 marketing
managers at each hotel were examined for this study because the amount is manageable. As a
result, the researcher distributed the questionnaire to marketing managers of 138 star-rated hotels
through both a hard copy and via e-mail depending on their preference. Finally, a total of 125
complete responses were obtained, which resulted in a response rate of 90%. The remaining 7
respondents were unable to fill the questionnaire and return on time, perhaps due to their busy
schedules, and the lasting 6 hotels are closed due to COVID 19 effect and other purposes. Aside
from that, for qualitative data analysis, interviews were performed with 12 marketing managers
based on judgmental sampling (a total of 12 respondents).The reason why to use purposive
sampling is a researcher believes some respondents may be more knowledgeable than other
marketing staff and requires an expert to use their judgment in selecting cases with that purpose
in mind. Hence the data presentation, results, and discussion were based on 125 respondents for
quantitative and 12 respondents for qualitative.
Table 3.1.Number of star-rated hotels in Addis Ababa by star-rate category
Star rated Number of hotels
Five star 8
Four-star 21
Three-star 34
Two-star 33
One star 42
Total 138
Source; Addis Ababa city culture, art and tourism bureaux

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3.5 Data Sources and Types
The study's data was collected from both primary and secondary sources. The researcher collects
a primary data from marketing managers of star rated hotel in Addis Ababa. Primary data
sources were used to provide relevant data for this study on the existing practice of E-marketing
and crisis management in star-rated hotels in Addis Ababa during frequent crises. By assessing
both published and unpublished works, secondary data were obtained from secondary sources
such as the MoCT, the Addis Ababa city culture, and tourism bureau, the Addis Ababa hotel
association, and other materials such as books, existing journals, and the internet. These sources
should also provide the researcher with pertinent information on the practice of e-marketing and
crisis management in Addis Ababa, particularly in the context of COVID 19 and internal conflict
among star-rated hotels.

3.6 Data collection method and instrument

The necessary data for the study was collected from the primary and secondary sources of data.
The major primary data collecting tool for this study was a survey questionnaire and in-depth
interview written in English and translated into Amharic, a widely spoken language in
metropolitan regions such as Addis Ababa, Ethiopia's capital, where nearly star rated hotel is
based.

3.6.1 Survey questionnaires development

Questionnaires were distributed to marketing managers to collect quantitative data on the
reaction, learning, and practice of E-marketing practices like E-product, E-price, E-promotion,
and E-place, as well as crisis management practices like customer-oriented marketing,
workforce, cost-control, and organizational support. The questionnaires consisted solely of
multiple responses and grid questions with a Likert ordinal scale ranging from one to five. The
questionnaire was designed and analysed using a modified version of a questionnaire developed
by Yemane Reda (2018) and King Meng Sam (2013), as well as measuring items for crisis
management practice taken from Marko (2020) and Radwan (2017).

3.6.2 Interview
There were 12 semi-structured interviews with marketing managers of star-rated hotels. In this
study, the mixed analysis method of concurrent explanatory design was applied (Creswell et al.,
2003). The data collected during the second stage of the qualitative data collecting and analysis
process is attempted to be purged using quantitative analysis results (Ivankova et al., 2006).

28 | P a g e
The quantitative results are intended to gain a more descriptive identification based on the in-
depth information obtained during the interviews (Rossman & Wilson, 1985). Other primary
data was gathered through interviews with marketing managers of the selected star-rated hotel to
have a better understanding of the success of using E-marketing as a crisis management
approach in the research area.The use of interviews with marketing managers is justified
because; the marketing managers have the capacity of ensuring the practice and usefulness of
marketing through the means of digitalization of their system in the overall operation. Such
interviews entail the use of a series of semi-structured questions and recording procedures based
on the interviewee's willingness.

3.7 Data collection procedures

The first draft of the questionnaire was sent to my thesis supervisor to seek feedback before the
real data-gathering procedure begins. After the comments, the questionnaire was duplicated, and
pilot tests were undertaken with a few selected marketing managers in star-rated hotels. The pilot
test was used to assess the questionnaire's accuracy as well as any unexpected issues such as
missing data or data inconsistency, as well as to understand respondent concepts on questions,
assess the nature of respondents, and estimate the time required to complete a single
questionnaire. Finally, after making modifications and comments based on the information
gained from the pilot-test results, the actual data collection procedure began. A support letter for
the star-rated hotel in Addis Ababa was also being distributed. As a result, they were all willing
to engage in the study, and the researcher distributed the questionnaire after receiving their
consent. The respondents were contacted by the researcher directly during their working hours.
In two months, the data collection was completed. Finally, the researcher was encouraged and
request that the respondents complete and return the surveys on the spot.

3.8 Scale Validations and Reliability Test

Consistency is the essence of reliability. It depicts how the scale's various components are all
measuring the same basic concept (Pallant, 2010). Internal consistency is measured using
Cronbach's alpha coefficient, with a value of > 0.07 being the best. According to Hair, et al.,
(2010), if α is larger than 0.7, it indicates high dependability, whereas if α is smaller than 0.3, it
indicates low reliability.

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As previously stated, eight dimensions were utilized to assess the practice of electronic
marketing and crisis management approach in star-rated hotels, each with its own set of items.
The factorability of the items is demonstrated by the Kaiser-Meyer-Olkin (KMO) values, which
are above the suggested 0.6 value (Hair et al.,2010), and Bartlett's Test of Sphericity (p0.001 in
all cases). The alpha coefficient for E-price is 0.840, E-product is 0.897, and E-promotion is
0.882, for E-place is 0.885, customer-oriented is 0.843, the workforce is 0.748, cost control is
0.768, and organizational support is 0.882, as shown in the table above. This demonstrates that
the data collected from respondents (marketing managers) of star-rated hotels in Addis Ababa is
reliable and consistent with the scale.

Table 3.2Results from Scale Validations and Reliability Test

Dimension Cronbach’s N of Items Approx. Chi- KMO
Alpha Square
Electronic price 0.840 5 242.47 0.813
Electronic product 0.897 6 411.21 0.892
Electronic promotion 0.882 5 338.59 0.827
Electronic place 0.885 5 338.80 0.847
Customer-oriented 0.843 4 199.15 0.802
marketing
Workforce 0.748 4 118.60 0.722
Cost control 0.768 4 133.05 0.756
Organizational support 0.882 5 506.57 0.726
Source: Extracted by the researcher (May 2022)

Furthermore, doing a reliability test by combining all of the E-marketing mix parameters yields a
more dependable alpha coefficient of 0.979. For instance, the KMO value for each dimension
such as E-price (0.813), E-product (0.892), E-promotion (0,827), E-place (0.847), customer-
oriented market (0.802), workforce (0.722), cost control (0.756) and organizational support
(0.726) respectively and Bartlett's test of sphericity was statistically significant (X2= 4206.204,
df =703, p0.000), thus indicating that the collected data from the respondents for 39 items of the
eight dimension are valid and factorable. Generally, the dimensions used to measure the E-
marketing mix and practices of crisis management strategy in the star-rated hotel are very
consistent, reliable, and valid.

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3.9 Data analysis and presentations
The Statistical Package for Social Sciences (SPSS) software was utilized because of its capacity
to process quantitative/numerical data with the connection of qualitative response. The
respondent's personal information, such as gender, age, religion, educational status, and prior
experience with digital technology in the hotel business, was covered in the first section. The
second segment looked at practice of E-marketing and crisis management is currently being used
in times of crisis. To analyse the data in both sections, the researcher used descriptive statistics
such as frequency, percentage, mean and standard deviation. In addition, thematic analyses were
used to analyse and evaluate the data gathered through in-depth interviews.

3.10 Data Quality Assurance

A researcher was collect data for the study using a standardized questionnaire, and the researcher
verified and evaluates the concept. Data quality was ensured by data collectors being closely
supervised. The information would be exchanged between data collectors and supervisors. The
researcher was examining all obtained data daily for completeness, and consistency. Any
ambiguous information was clarified by communicating with the data collectors as needed.

3.11 Ethical consideration

An authorized communication document from Addis Ababa University's Centre of Development
Studies must be requested beforehand when obtaining data for the project. The letter was
subsequently delivered to a star-rated hotel in Addis Ababa that may be impacted by the study.
Respondents were being told about the study's purpose and nature, and they would be asked to
offer their informed consent to participate or not. Apart from that, some briefings were written
on the heading of each questionnaire, stating that the respondent's information will be kept
strictly confidential and used only for academic purposes and that the entire study process will be
monitored to ensure that it adheres to acceptable professional ethics. A statement further
specifies that the questionnaire should not contain any personal information or references.
Participants were able to fill out the questionnaire more safely as a result of this, as any biased
responses or unauthentic data provided by respondents were avoided. The researcher collects
data and analysed the study using the responses. Findings were presented completely and
honestly, without distorting or deceiving others about the nature of the work. It is not permitted
to fabricate data to justify a particular conclusion. Finally, a copy of the final report was sent to
the universities.

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 CHAPTER FOUR
DATA PRESENTATION, AND RESULTS

This chapter describes the analysis and interpretation of the collected data about practice of the
E-marketing mix and crisis management by taking star-rated hotels in Addis Ababa as a case
study. This chapter consists of different topics such as response rate, the demographic
characteristics of respondents, descriptive statistics on the application of E-marketing, and
challenges of e-marketing. Finally, the chapter presents the practice of crisis management in star
rated hotels.

4.1 Response Rate

The researcher distributed 138 questionnaires to marketing managers in star-rated hotels. Out of
138 respondents, 125 were completed and returned, with a response rate 90%.

Table 4.1: Response Rate of Respondents

Respondents
Description
Target Population 138
Questionnaires distributed 138
Questionnaires returned 125
Response rate (%) 90%

Source: Field survey, 2022

4.2 Demographic Characteristics of Sample Respondents

4.2.1Age, Gender, Educational, and working experience distribution of respondents

To find out the general background of marketing managers at star-rated hotels, the respondents
were asked their age is described below. The maximum age of the respondents is 67 years old
and the minimum is 22 years old. The mean score of the respondent's age on average is 34.06
years old. This implies that most of the marketing managers in star-rated hotels are economically
productive and active. As depicted in table 4.2 below the majority of the respondent's gender are
males 80 (64%) and the remaining 45(36%) are female respondents.

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The result indicates that male marketing managers are slightly higher than females and dominate
the star-rated hotels in Addis Ababa.

Table 4.2 Educational, gender, and work experience distribution

Dimension
Age Minimum Maximum Mean
22.0 67.0 34.06
category Frequency Percent
Gender Male 80 64.0%
Female 45 36.0%
Total 125 100.0
Education Diploma 10 8.0%
Degree 78 62.4%
Masters and above 37 29.6%
Total 125 100.0
Minimum Maximum Mean
Experience in the 1.0 40.0 9.73
hotel in general
Experience in the 1.0 25.0 6.37
star rated hotel.
Experience in the 1.0 13.0 3.56
marketing
managerial
position
Source: Field Survey (May 2022)
The hotel sector requires common understanding among the employees. Hence, education is a
basic parameter for any cooperative activities in general and particularly for hospitality and
tourism industry development. Concerning the educational background of the sampled
respondents, 8 % (10) of them were Diploma holders, 62.4% (78) were BA degrees, and 29.6%
(37) earned master's degrees. The marketing managerial position in star-rated hotels is dominated
by BA degree holders followed by master's degrees and diplomas. In general, there is no below
the educational background diploma and no third-degree holder from the sampled respondents in
the star-rated hotels. To sum up, at least a diploma and above educational background is needed
to manage marketing operations in star-rated hotels, because the industry should be operated by
educated professionals in the sector. Table 4.2above also summarizes the respondents‘
experience in terms of experience in the hotel industry in general, the maximum experience of
respondents is 40 years and the minimum experience is one year.

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The mean score of respondents' work experience in the hotel industry is 9.73 years. As per the
above result, most of the respondents have enough experience in how to deal with adverse
conditions in the hotel industry. With regards to work experience in star-rated hotels, in
particular, respondents had a mean score of (m=6.37) a year, implying that respondents have an
average experience age of 6.37 years. The respondents have a maximum experience age of 25
years and a minimum experience age of one year. From the result, the majority of the
respondents have experience working in star-rated hotels and they are capable of knowing or
having the modern working environment of the hotel sector. In terms of marketing management
experience in star-rated hotels, respondents had a mean score of (m=3.56), implying that
respondents have an average experience age of 3.56 years. The respondents have a maximum
experience age of 13 years and a minimum experience age of one year. The above result showed
that the majority of the respondents have the experience to understand the notion of managing
marketing practices in star-rated hotels amid a crisis.

4.2.2 Firm characteristics of the sampled star-rated hotels

Table 4.3 Firm characteristics of the sampled star-rated hotels
Firm characteristics Frequency Percent
Kindly, indicate the star of your hotel one star 35 28.0%
two-star 30 24.0%
three-star 33 26.4%
four-star 20 16.0%
five star 7 5.6%
Total 125 100.0
Does your hotel have its website? Yes Frequency Percent
125 100%
When have been the webpage is designed N Minimum maximum Mean Std.
deviation

125 1 20 7.60 3.80

Valid N (listwise) 125

Source: Field Survey (May 2022)

Table 4.3 above indicates that out of the total 125 hotels in the city, the majorities are one-star
hotels (35 or 28%) and the second-largest numbers of hotels are three-star hotels (33 or 26.00%).
Two-star rated hotels are 30 in number and they cover 24% of the total number of hotels in the
city.

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The other percentage is covered by four and five stars which are 20 (16%) and 7(5.6%) in
number respectively. This indicates that from the list of the star-rated hotels in the city, the
practice of the application of E-marketing is headed by the hotels that have one and three stars.
Moreover, all-star rated hotels in Addis Ababa have a website.
This indicates that star-rated hotels in Addis Ababa know the essentiality of digital technology in
their everyday business operation and the website enables them to work uninterruptedly during
COVID 19 outbreak and ongoing internal crisis. Furthermore, with regards to the establishment
year of their webpage, the minimum age of website design is 1 and the maximum age is 23. The
overall mean of the webpage's year of establishment is 7.06. From the above result, the
researcher shows that the majority of the star-rated hotels designed their webpage before the
occurrences of COVID 19 and the ongoing internal civil war; this indicates how many websites
are for running the hotel business during a crisis.

4.3 Awareness of marketing managers of the star-rated hotels on the usage of ICT
implements
4.3.1 Awareness of usage of social media
As depicted in table 4.4 among the sampled star-rated hotels in Addis Ababa responded 116
(92.8%) uses Facebook to communicate and promote their products and service to their potential
customers, 66 (52.8%) star-rated hotels used Twitter, 57 (45.6%) star rated hotels used Viber, 44
(35.2%) star rated hotels used Whatsapp, 96 (76.8%) star rated hotels used Instagram, and 45
(36%) star rated hotels used telegram and 14 (11.2%) star rated hotels used other social media
like youtube account. From the result, the researcher shows that the awareness and use of social
media for promoting hotel products and services among star-rated hotels in Addis Ababa is
encouraging and appreciable.

Table 4.4 distribution of awareness of usage of social media

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 Frequency Percentage Frequency Percentage
Social media usage Yes Yes No No
Facebook 116 92.8% 9 7.%%
Twitter 66 52.8% 59 47.2%
Viber 57 45.6% 68 54.4%
Whatsup 44 35.2% 81 64.8%
Instagram 96 76.8% 29 23.2%
Telegram 45 36% 80 64%
Others 14 11.2% 111 88.8%
Source: Field Survey (May 2022)

4.3.2 Communication techniques with potential customers

About star-rated hotels communication techniques with potential customers are presented. In
table 4.5, among the sampled star-rated hotels 123(98.4%) conduct their communication with
clients through email, 116 (92.8%) through a direct phone call, 94(75.2%) through the website,
62(49.6%) through social media platform, 37(29.6%) through SMS, 5(4%) through other media
account like Skype and postal service. From this response, the researcher shows that most star-
rated hotels depend on their marketing channel on digital technology because the traditional way
of communication may soon be ineffective in the hotel sector.

Table 4.5 distribution of communication techniques with potential customers

Frequency Percentage Frequency Percentage
Communication technique Yes Yes No No
Conversation on phone 116 92.8% 9 7.%%
Website 94 75.2% 31 24.8%
SMS 37 29.6% 87 69.6%
Email 123 98.4% 2 1.6%
Social media platform 62 49.6% 63 50.4%
Others 5 4% 120 96%

Source: Field Survey (May 2022)

4.3.3 Methods used to establish an affiliation with potential customers in star-rated hotels
As we get from the table 4.6, among the sampled respondents 105 (84%) number of star-rated
hotels establish a relationship after clients search their website, clients contact by themselves 97
(77.6)%, word of mouth covers 88 (70.4%), through the suggestion of customers 45 (36%), and
9(7.2)%, the relationship is established through participation in the business event in different
countries. From this response simply understand that having an online market platform and
effective website is very imperative to the business of star-rated hotels.

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Moreover, word-of-mouth marketing is nowadays becoming an outstanding marketing
promotional tool in the study area.

Table 4.6 distribution of techniques of star-rated hotels used to establish affiliation

Frequency Percentage Frequency Percentage

Yes Yes No No
Customer contact first 97 77.6% 28 22.4%
Suggestion of 45 36% 80 64%
customers 88 70.4% 37 29.6%
Word of mouth 105 84% 20 16%
Website 9 7.2% 116 92.8%
Others
Source: Field Survey (May 2022)

4.3.4Dissemination of respondents in terms of E-marketing information

According to the result presented in the table 4.7, among the sampled star-rated hotels, 59.2%
(74) of respondents are heard about e-marketing from social media, 44.8% (56) heard about e-
marketing from mass media, 42.4% (53) heard from business partners, 24% (30) heard from
customers, 18.4% (23) read from pamphlets and 6.8% (8) from others like formal and informal
education and training. From the study result, we can understand that social media and mass
media are very vital to delivering information to the business of star-rated hotels.

Table 4.7 Distribution of respondents in terms of E-marketing information

Frequency Percentage Frequency Percentage

Yes Yes No No
Heard from social media 74 59.2% 51 40.8%
Learned from pamphlets 23 18.4% 102 81.6%
Received from customer 30 24% 95 7.6%
Heard from mass media 56 44.8% 68 54.4%
heard from a business 53 42.4% 72 57.6%
partner 8 6.4% 117 93.6%
Others
Source: Field Survey (May 2022)

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4.4 The application of electronic marketing mix in star-rated hotels
To assess the practice of E-marketing mix during the crisis in star-rated hotels a five-point Likert
scale was used. The analysis of the study was done using descriptive statistics or through using
central tendency, from these the researcher used the mean scores of each variable. Finally, the
interpretation is made by using the grand mean of each independent dimension to achieve the
partial research objectives of the study. For our report on the finding, we have employed the
criteria by (Ghazi, 2016). Accordingly, Range from1.00 to 1.80 implies Strongly disagree, from
1.81 to 2.6 as Disagree, from 2.61 to 3.4 means Neutral, from 3.41 to 4.20 as Agree, and finally
from 4.21 to 5 as Strongly agree.

4.4.1 Descriptive statistics of E-price in star-rated hotels

This section discussed the practice of the pricing system of E-marketing mix components as
assessed by marketing managers of star-rated hotels in Addis Ababa. The result of the analysis
was depicted in table 4.8. As indicated in Table 4.8 below, there was a high response rate in
connection with the statement which specified that we enter any desired price for the desired
product and our hotel website will provide the necessary information in light of the current
problem with a mean response of (M=3.58 and SD of 1.15). There was also a low moderate
response rate in connection with the statement which specified that our electronic payment
system will be visible and easily available to our customers with a mean response of (M=3.36
and SD of 1.14). In general, the researcher confirmed that respondents have agreed on the
practice of pricing strategies with a total mean response of (M=3.48 and SD =0.90). This showed
that the pricing system was an important dimension of the electronic marketing mix used for
retaining potential customers and technology at all levels; it had at least some input as a strategy
during ongoing internal conflicts and COVID 19 outbreaks in star-rated hotels in Addis Ababa.

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Table 4.8 Descriptive statistics of the items measuring of E-price dimension
Std.
Deviatio
Electronic price N Mean n
Due to the current conditions, our hotel has reduced the overnight price 125 3.46 1.118
In our hotel, we have introduced an online paying system to our 125 3.47 1.168
customers than the usual traditional paying system amid COVID-19
Despite the ongoing internal crises, our electronic payment system will 125 3.36 1.146
be visible and easily available to our customers.
In the face of extraordinary crises, electronic payment methods are 125 3.54 1.235
safer and more reliable than traditional payment systems.
We enter any desired price for the desired product, and our hotel 125 3.58 1.152
website will provide the necessary information in light of the current
problem.
Grand mean 125 3.48 0.90
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022)
As per the response gained from most marketing managers of star-rated hotels with regards to
the online payment system:

During the current crisis, we are doing our best to provide alerting services for clients by
categorizing online payment modes into separate methods, making them feel more
comfortable about the payment process. Furthermore, we stated that we are collaborating
with banks to enable a simple payment process via POS devices and that our website is open
and free to all customers. Furthermore, customers can complete any process, such as
selecting a preference, making a reservation, and completing secure payment instructions, at
any time and from any location that is convenient for them. In addition, our star-rated hotel
has introduced different types of payment methods for our customers, such as Expedia and
booking.com, in the current situation.
Additionally, the above interview response is supported by another response:

Before the crisis, our online pricing system had little use other than as a platform; however,
following the COVID 19 pandemic and internal ongoing conflicts, we implemented our most
reliable and secure form of payment in our hotel for customers, giving our customers a higher
level of credibility and trust in our method of payment than before.

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According to the interview responses, electronic marketing about online payment systems in
star-rated hotels is encouraging since digital technology has easily helped star-rated hotels in
Addis Ababa.

4.4.2 Descriptive statistics of E-product in star-rated hotels

This section discussed the practice of hotel delivery service of E-marketing components as
assessed by marketing managers of star-rated hotels in Addis Ababa. The result of the analysis
was depicted in table 4.9. As shown in the below table 4.9, there was a high response rate in
connection with the statement which specified that during the COVID epidemic and internal
crisis, all-important order and room confirmation details are delivered to customers through
email within 24 hours with a mean response of (M =3.86 and SD =0.99). There was also a low
moderate response rate in connection with the statement which specified that our hotel now
offers a wider range of hotel products and services than previously due to COVID 19 and a
continuous internal crisis with a mean response of (M = 3.48 & SD = 1.00).In general, it could
be understood that respondents have highly agreed with a total mean response of (M =3.65 and
SD =0.78). From the analysis, the researcher shows that the star-rated hotel had provided
different products which are highly consistent, well-coordinated, and well-integrated during
COVID 19 and ongoing internal crisis in star-rated hotels.

Table 4.9 Descriptive statistics of the items measuring of E-product dimension

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 Std.
Devia
Electronic product N Mean tion
Our hotel now offers a wider range of hotel products and services than 125 3.48 1.00
previously due to COVID 19 and a continuous internal crisis.
Despite the current crisis, our hotel website allows customers to closely 125 3.63 0.90
examine a product image from many viewpoints.
During the COVID epidemic and internal crisis, all-important order and 125 3.86 0.99
room confirmation details are delivered to customers through email
within 24 hours.
Our hotel now offers room order cancellations and returns are accepted 125 3.64 0.96
within three days more than before due to the current situation.
In our hotel, we have introduced an easier and more accessible online 125 3.63 0.93
system, for potential clients to follow their service order status than pre-
COVID era
Due to the current health and political situations, we have put in place an 125 3.66 0.96
online system that ensures uninterrupted service delivery
Grand mean 3.65 0.78
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022)

As per the response gained from most marketing managers of star-rated hotels with regards to
the hotel delivery system:

Due to the current situation, we have introduced new types of service delivery systems at our
hotel. For example, before the eruption of COVID 19 and internal civil wars, our delivery
system was not very good, but now, with the support of our website and social media
accounts, we can provide exceptional outdoor service. Furthermore, at our hotel, we offer a
variety of digital products, such as e-booking and various types of pictures and videos, all of
which are used to promote products and services, ranging from storing all significant demand
and room confirmation information to receiving online room invalidation for our potential
clients. This means that our hotel has implemented an online system or website to provide
uninterrupted service delivery during internal conflicts and COVID 19 outbreaks.
During the adverse unstable political circumstances and the occurrence of COVID 19, most star-
rated hotels in Addis Ababa practiced providing online service in their complete commercial
activity, based on interview responses regarding the hotel service delivery system.

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4.4.3 Descriptive statistics of E-promotion in star-rated hotels
Table 4.10 Descriptive statistics of the items measuring of E-promotion dimension
Std.
Deviat
Electronic promotion N Mean ion
Over times of crisis, in our hotel, the use of online advertising increases 125 3.62 1.04
customer retention.
In times of crisis, in our hotel newsletters and e-mails delivered to 125 3.46 .92
devoted clients are more crucial than before.
As a result of the current conditions, in our hotel, an online promotion 125 3.71 .97
that incorporates words or video clips about our product and services
that are very appealing will notify others customers.

In our hotel online advertisement improves our hotel brand image than 125 3.87 .95
in the pre-crisis era.
In our hotel, online advertisement of our products and services lowers 125 3.74 .95
the cost of promotion instead of brochures amid the current crisis.
Grand mean 125 3.68 0.79
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022)

As shown above there was a higher response rate in connection with the statement which
specified that our hotel online advertisement improves our hotel brand image than in the pre-
crisis era with a mean response of (M =3.87 & SD =0.95). There was also a low response rate in
connection with the statement which specified that in times of crisis, our hotel newsletters and e-
mails delivered to devoted clients are more crucial than before with a mean response of (M =
3.46.and SD = 0.92). Generally, the researcher has summarized that respondents highly agreed
with a total mean response of (M =3.68 & SD = 0.79). This indicated that respondents agreed on
the practice of E-promotion. This means that E-promotion would enhance hotels' ability and
would promote their survival, growth, & development. The online advertisement was related to
promoting and marketing hotel products and services and the star-rated hotels in Addis Ababa
have been continuously changing their systems to promote improvements and provide value for
their customers during this current crisis. As per the response gained from most marketing
managers of star-rated hotels with regards to online promotion:

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 Our web advertising gives us a significant advantage in terms of enhancing hotel profitability,
marketing our hotel brand, and keeping guests in difficult circumstances. Our hotel products,
such as various types of room service, accommodation service, conference hall, alcoholic and
non-alcoholic drinks, gym, and services used for events, as well as any other product and
service, are promoted online through our hotel social media accounts, such as Facebook,
Instagram, Twitter, and our well-designed website, during this current crisis.
The importance and practice of online advertisement in star-rated hotels are also supported by
another response:

Furthermore, before the outbreak of the corona pandemic in Ethiopia, our advertising
strategy was largely driven by traditional promotional tools such as brochures, business
events, and word-of-mouth. However, today's circumstances prevent us from using such
traditional methods of advertising, so our electronic marketing platforms (online advertising)
are extremely important and widely used for promoting various types of products and
services. This demonstrates how important online advertising is for promoting our hotel's
brand image and increasing profitability during COVID 19 outbreaks and ongoing conflicts.
According to interview responses on internet marketing, the majority of star-rated hotels in
Addis Ababa used online advertisements during their entire commercial activity amid the
insecure political situation and the outbreak of COVID 19.

4.4.4 Descriptive statistics of E-place in star-rated hotels

In table 4.11 shown below, there was a high response rate in connection with the statement
which specified that our hotel website provides straight information about our service and is easy
to use for customers amid crisis with a mean response of (M =3.59 & SD =1.20). There was also
a low response rate in connection with the statement which specified our hotel merchandise
goods available through search engines' shopping pages as a result of the crisis with a mean
response of (M = 3.29 and SD =1.34). Generally, the researcher has summarized that
respondents agreed with a total mean response of (M =3.46& SD = 1.00). This result showed that
the star-rated hotels in Addis Ababa have practiced and used their website with clear sense of
purpose and direction that survive during ongoing internal conflicts and the COVID 19
pandemic.

Table 4.11 Descriptive statistics of the items measuring of E-place dimension

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 Std.
Deviatio
Electronic place N Mean n
Our hotel website link reached from other websites more easily than 125 3.46 1.11
before due to the present situation.

Our hotel merchandise goods are available through search engines' 125 3.29 1.34
shopping pages as a result of the crisis.
Considering the current situation, our hotel website provides a cost- 125 3.54 1.18
effective way to boost profitability amid the Corona pandemic.
Our hotel website provides straight information about our service and 125 3.59 1.20
is easy to use for customers amid crises.
Our webpage eliminates the need for an intermediary between our 125 3.46 1.13
hotel and the ingredient supplier during the current situation.
Grand mean 125 3.46 1.00

Valid N (listwise) 125

Source: Extracted by the researcher (May 2022)
The response of most marketing managers of star-rated hotels supported that:

Better Search Engine Optimization, appealing presentation of images and content, and simple
navigation all contribute to a better user experience, which aids in increased hotel bookings
through booking.com and Expedia, which is also beneficial to our hotel, as it generates more
revenue during the ongoing internal crisis and COVID 19 pandemic. Furthermore, our hotels'
websites or web presence allows management to reach out to potential and repeat customers
on a personal level. Aside from that, our hotel website is easily accessible, available at all
times, and more trustworthy when it comes to delivering and supplying information about our
hotel's goods and services in these trying times.
Aside from this, the above interview response is supported by another response:

Because of the current circumstances, our hotel website is more organized and delivers
information on the general premises of our hotel than it was previously because our website
is now accessed by a much larger number of foreign and national guests than it was
previously. This means that before arriving at our hotel, our visitors must be aware of how to
protect them from the COVID 19 pandemic and must complete all activities, from reservation
to departure, through an internet platform.

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Most star-rated hotels in Addis Ababa used their effective website in their complete economic
activity under adverse unstable political conditions and the outbreak of COVID 19, according to
interview responses on online distribution or website.

4.4.5 Summary of descriptive statistics for e-marketing mix elements

Below table 4.12 illustrated the descriptive analysis summary result of the application of E-
marketing mix mean and standard deviation. The result indicated that the majority of the
respondents agreed with the E-promotion more than others with a mean value of (M =3.68 and
SD=0.79). This implies that the majority of the respondents agreed with the measures of E-
promotion items. It showed that star-rated hotels in Addis Ababa had implemented more online
advertisements. The finding also revealed that next to the E-promotion, the mean score of E-
product with a mean value of (M =3.65, and SD=0.78). This result indicates that the majority of
the respondents agreed that there is diverse delivery of hotel products and services during a
crisis. Besides, the result indicates that the majority of the respondents agreed with E-price with
a mean value of (M =3.48, and SD=0.90). This implies that there is a good practice of online
payment systems in star-rated hotels. This means there is high trust in online payment and their
online payment process is easily accessible and functional for customers. Also, most of the
respondents agreed with E-place with a mean value of (M =3.46 and SD=1.00). Based on the
result, the E-promotion was a dominant application of electronic marketing in star-rated hotels in
Addis Ababa, followed by E-product, E-price, and E-place respectively. Then, finally, the
application of the E-marketing mix variable in the star-rated hotels fulfills the average cut-off
point (from 3.41 to 4.20). This means most of the respondents were said agreed.

Table 4.12: summary of descriptive statistics for e-marketing mix elements

Descriptive Statistics
N Mean Std. Deviation
E-price 125 3.48 0.90
E-product 125 3.65 0.78
E-promotion 125 3.68 0.79
E-place 125 3.46 1.00
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022)

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According to the above quantitative and qualitative data, the Star-rated hotels in Addis Ababa
were very responsive and adaptable to new and innovative technologies. Respondents from the
star-rated hotels also confirmed that electronic marketing was an important innovation and a
good alternative opportunity to promote their hotel's products and services to customers at a low
cost and to reach wider area coverage of potential customers.

4.5 Health and political crisis

Covid-19 has caused several damages to the global hotel industry. The hotel industry has not
been spared. The COVID 19 pandemic has moreover infected and/or killed some guests,
customers, employees, suppliers, distributors, and other hotel stakeholders. The covid-19
pandemic has exposed hotels to reputation risks and damages. Reputation risk which is defined
as "the threat of economic damage from angry, frightened and/or disappointed stakeholders" is
common during crises (Kossovsky, 2018). All revenue centres have had to come to grips with
the dire consequences that accompany a business-volume slump of this magnitude. Covid-19 has
interfered with service delivery in hotels. For example, wearing face masks hides the service
provider's smile meant to accompany the service. The smile is a hotelier's greatest asset
(Andrews, 2010) and is known to win guests. Abolishment of buffets in the hotels has on the
other hand caused dissatisfaction among most customers who appreciate variety and self-service.
The covid-19 pandemic has led to a loss of business among hotels. Lastly, Covid-19 has led to
business closures among hotels.

The hospitality sector is a sector that highly depends on the issue of safety and security. Among
the socio-political problems the hotel industry is highly affected by internal conflicts with one
country currently what we seeing in Ethiopia. During the crisis, the most successful hoteliers
lowered their revenues by lowering their prices and lowering their occupancy rates (Alonso-
Almeida & Bremser, 2013). In our homeland, the effect of the political crisis in the hospitality
and tourism industry is still lingering and the best option is to rebuild the image of the country
and enhance the profitability of the service sector the impact of digital technology is
indispensable in promoting the sector and peaceful existence in another side.

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4.6 Descriptive Statistics for crisis management practices in star-rated hotels

4.6.1 Descriptive statistics of the customer-oriented market in star-rated hotels

This section discussed the practice of customer-oriented market of crisis management
components as assessed by marketing managers of star-rated hotels in Addis Ababa. The result
of the analysis was depicted in table 4.13.

Table 4.13Descriptive statistics of the items measuring customer-oriented market dimension

Std.
Customer-oriented market N Mean Deviation
Due to the current situation, our hotel has implemented new 125 3.43 1.22
electronic marketing and promotional techniques.
During the ongoing internal crisis, our hotel increased its 125 3.36 1.14
marketing budget to develop a recovery marketing plan.
Our hotel has offered new segments that had never been 125 3.32 1.12
approached previously amid a crisis.
Due to COVID 19 and internal tensions, in our hotel, we have 125 3.45 1.08
changed our marketing and promotion strategy toward the most
promising markets targeting the local market
Grand mean 125 3.38 0.95
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022

The average agreement to the above statements ranges from the smallest mean of 3.32 (our hotel
has offered new segments that had never been approached previously amid a crisis) to the largest
mean of 3.45 (due to COVID 19 and internal tensions, in our hotel, we have changed our
marketing and promotion strategy towards most promising markets like targeting on the local
market). Overall, management of customer-oriented market during crisis management as
perceived by the sampled respondents is computed to the level M=3.38, this indicates that the
respondents have a moderate response of rating to the practice and management of customer
oriented market and moderate practice of managing market which is oriented on potential
customers during the ongoing internal crisis and COVID 19 pandemic in star-rated hotels.

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4.6.2 Descriptive statistics of the workforce in star-rated hotels
This section discussed the practice of workforce of crisis management components as assessed
by marketing managers of star-rated hotels in Addis Ababa. The result of the analysis was
depicted in table 4.14.
Table 4.14 Descriptive statistics of the items measuring workforce dimension
Std.
Workforce N Mean Deviation
Throughout a crisis, our hotel reduced wages and pay rates 125 3.36 1.39
across the board.
Considering the current situation, our hotel introduced staff to 125 3.67 1.43
take additional duties that are not in their job descriptions
Our hotel has made adjustments to its organizational structure 125 3.49 1.42
during the COVID 19 crisis.
Despite COVID 19 and persistent internal disputes, our hotel 125 3.52 1.34
has replaced highly paid personnel with new low-paid
employees.
Grand mean 125 3.58 1.10
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022

The average agreement to the above statements ranges from the smallest mean of 3.36
(throughout a crisis, our hotel reduced wage and pay rates across the board) to the largest mean
of 3.67 (considering the current situation, our hotel introduced staff to take additional duties that
are not in their job descriptions). Overall, management of the workforce during crisis
management as perceived by the sampled respondents is computed to the level M=3.58, this
indicates that the respondents have an agreed level of rating to the practice and management of
workforce reduction and an agreed performance of managing human supply during the ongoing
internal crisis and COVID 19 pandemic in star-rated hotels.

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4.6.3 Descriptive statistics of cost control in star-rated hotels
This section discussed the practice of cost control of crisis management components as assessed
by marketing managers of star-rated hotels in Addis Ababa. The result of the analysis was
depicted in table 4.15.

Table 4.15 Descriptive statistics of the items measuring of cost control dimension.

Cost control N Mean Std. Deviation

Our hotel has focused on reducing operational costs in 125 3.35 1.18
every activity due to the existing situation.
Amid an internal crisis, our hotels have been negotiated 125 3.65 1.49
with suppliers to reduce the cost of catering staff.

Our hotel has introduced new packages to boost income (for 125 3.43 1.24
example, business packages, incentive packages, and so
on...)
Amid the current crisis, our hotel has canceled all planned 125 3.57 1.38
hotel investments.
Grand mean 125 3.53 1.04
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022)

The average agreement to the above statements ranges from the smallest mean of 3.35 (our hotel
has focused on reducing operational costs in every activity due to the existing situation) to the
largest mean of 3.65 (amid an internal crisis, our hotels have been negotiated with suppliers to
reduce the cost of catering staff). Overall, management of cost control during crisis management
as perceived by the sampled respondents is computed to the level M=3.53, this indicates that the
respondents have an agreed level of rating for the practice and management of cost control
during the ongoing internal crisis and COVID 19 pandemic in star-rated hotels.

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4.6.4 Descriptive statistics of organizational support in star-rated hotels
This section discussed the practice of organizational support of crisis management components
as assessed by marketing managers of star-rated hotels in Addis Ababa. The result of the analysis
was depicted in table 4.16.

Table 4.16 Descriptive statistics of the items measuring of cost control dimension.
Std.
Organizational support N Mean Deviation
Collaborating with other tourism service providers to figure out how 125 3.59 1.02
to get out of the problem.

Working with government bodies such as the MoCT, AAHA, and 125 3.54 1.14
MICE organizers to mitigate the impacts of the crisis.
Domestic tourism is promoted by the tourism stakeholders to boost 125 3.47 1.14
our company's performance during a period of crisis

Our hotel participates in a variety of programs that help to improve 125 3.62 .98
Ethiopia's image as a tourist destination.
During the crisis, the government provided technical and financial 125 3.37 1.10
assistance to our hotel.
Grand mean 125 3.51 0.89
Valid N (listwise) 125
Source: Extracted by the researcher (May 2022)

The average agreement to the above statements ranges from the smallest mean of 3.37 (during
the crisis, the government has provided technical and financial assistance to our hotel) to the
largest mean of 3.62 (our hotel participates in a variety of programs that help to improve
Ethiopia's image as a tourist destination). Overall, management of organizational support during
crisis management as perceived by the sampled respondents is computed to the level M=3.51,
this indicates that the respondents have an agreed level of rating for the practice and management
of organizational support during ongoing internal crisis and COVID 19 pandemic in star-rated
hotels.

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4.6.5 Summary of descriptive statistics for crisis management practices
Table 4.17 Descriptive Statistics for practice of crisis management
Dimension Grand Mean Std. Deviation N Valid N (listwise)
Customer-oriented market 3.38 0.95 125 125
Workforce 3.58 1.10 125
Cost control 3.53 1.04 125
Organizational support 3.51 0.89 125
Source: Extracted by the researcher (May 2022)

The above table 4.17 illustrated the descriptive analysis summary result of the practice of crisis
management mean and standard deviation. Accordingly, the result indicates that the customer-
oriented market was a mean value of (M =3.38, and SD=0.95), the workforce was a mean value
of (M =3.58, and SD=1.10), cost control was a mean value of (M = 3.53 and SD=1.04) and the
organizational support was a mean value of (M =3.51 and SD=0.89). The result indicated that the
majority of the respondents agreed with the workforce dimension more than others with a mean
value of (M =3.58, and SD=1.10). The finding also revealed that next to the workforce the mean
score of cost control with a mean value of (M = 3.53 and SD=1.04). Besides, the result indicates
that the majority of the respondents agreed with organizational support with a mean value of (M
=3.51 and SD=0.89). Based on the result, the workforce was a dominant component of the
practice of crisis management, followed by cost control, organizational support, and customer-
oriented market respectively. Generally, the practice of crisis management variable in the star-
rated hotels fulfills the average cut-off point (3.41 to 4.20).

To understand the practice of crisis management, the researcher interviewed marketing managers
of star-rated hotels. Interview discussions with marketing managers of star-rated hotels supported
the quantitative results. According to most marketing managers of star-rated hotels, the practice
of crisis management is as follows:
Our hotel businesses rely on the effectiveness of our crisis management activities to grow.
Our star-rated hotels' effective practice of crisis management will improve cost-effectiveness,
minimize material consumption, boost employee skills, and ensure better labor management.
This means that our crisis management is seen as an important part of our strategy,
especially during the long-term recovery stages of a crisis or tragedy. As a result, the practice
of crisis management at our hotel is favorable and encouraging.

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The above interview response is also supported by:
In our hotel, for example, when crisis management components such as customer-oriented
market, workforce, cost control, and organizational support are highly practiced during
ongoing happening situations, it helps as a strategy to minimize the financial and non-
financial impacts caused by the crisis and ensure the survival of our hotel business through
enhancing its profitability. This suggests that the practice of crisis management in our hotel is
favorable because everyone can easily handle the impact of COVID 19 outbreak and ongoing
internal civil war.
According to the responses obtained from quantitative and qualitative data from marketing
managers of the sampled star-rated hotels, the current practices of crisis management provided
by the star-rated hotels are receiving positive feedback and showing promise in our country.

4.7 Challenges of practising e-marketing in star rated hotels

Different variables often trigger hospitality and tourist crises, which can aggravate other crises
such as sociopolitical, economic, cultural, and technology crises. As a result of the epidemic,
which has thrown the global hotel and tourism industry into disorder, all hotel business
operations have been halted (Marko, 2020). Digital technology applications have an impact on
overcoming the sense of crisis in the hotel industry. For a star-rated hotel, digital marketing can
be extremely beneficial. It can assist any hotel, large or small, in recouping lost revenue and
generating additional revenue. During the data collection procedure, the researcher discovered
that all of the hotels under investigation now provide comprehensive e-marketing services, from
online advertising to reservations and final transactions. During the current crisis, the hotel
industry's traditional marketing strategy is failing, and e-marketing is taking the lead. Web
technologies can now be easily managed by any hotel manager. They can, for example, simply
update their web pages with new material or upload images. However, almost all the respective
marketing managers of star-rated hotels in Addis Ababa have reported that:
The poor networking service provided by Ethio-telecom, the country's sole telecommunication
service provider, is affecting our e-marketing activity, and putting our strategy to address
problems and the hotel's survival at risk during the current ongoing crisis. Frequent network
failure due to various reasons such as poor infrastructure and socio-political problems in the
country is making it difficult to decide whether to visit websites or make online reservations.

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As a result, the study summarized the main issues raised by respondents from star-rated hotels
during the interviews, including the unreliable, erratic, and poor internet connection in the
nation, the lack of skilled and trained experts who are specialized in the use of digital marketing,
the fear of intentionally negative comments being made on their websites with the intention of
harming their business, and the lack of support from marketing managers of star-rated hotels for
the practice of electronic marketing. It was clear from almost all of the star-rated hotels' replies
that the nation's issues with inconsistent and unreliable internet connections made it difficult to
rely on online platforms for chances like digital marketing channels. The majority of marketing
managers at star-rated hotels mentioned the difficulties they have in using the following
electronic marketing tools:
Numerous tourism-related businesses and hotels with high ratings work to address the
issue of intermittent and weak internet connections. ETO, the government's primary
stakeholder, acknowledges the issue and is currently collaborating closely with Ethio-
telecom, the only internet service provider, to address and lessen the challenges faced by
the tourism-related businesses.
The aforementioned issue is the main obstacle preventing hotels from taking advantage of the
creative options provided by internet technology to develop and market their goods and services
to valuable and potential clients throughout the world. Nowadays, relying just on conventional
offline media will make it very tough to compete in the market. Lack of expertise and trained
human resources with a focus on digital marketing platform applications was the other main
obstacle to the usage and deployment of electronic marketing platforms. The majority of the key
informants from star-rated hotels described the following issues with professional and trained
labor in electronic marketing applications:
Electronic marketing is a very creative technique to draw in important and potential
guests, but it has been noted that the acceptance and use of digital marketing platforms
are still in their infancy and immaturity. The lack of skilled labor in the market is the
primary cause of this issue. The association intends to provide its hotel members with
training sessions on digital marketing applications in the future.

Another significant issue raised by the respondents was the potential for online marketing
platforms to harm their hotels' good standing in the industry. As a result, the majority of star-
rated hotels developed strong hesitations about these platforms and practices, which led them to

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restrict their participation nearly all marketing. In an interview, the manager of a rated hotel in
Addis Ababa discussed the hotel's concern over suspicious comments made on the website
platform. Their response is presented below.
We are considering ceasing our use of electronic marketing due to the pressure we have
previously experienced from clients on our profile page. There is no way to establish if
he is a real customer of our company or a fraudulent account.
The lack of strong support from senior management and hotel owners, as noted by the
respondents, was the final key barrier to full adoption and utilization of the digital marketing
tools. The senior managements, according to the respondents, were unsure about the advantages
of adopting and using electronic marketing as a marketing technique. The majority of
interviewees stated that:
Few hotel managers and/or owners fully support the adaptation and practice of
electronic marketing platforms as other common marketing and communication tools.
The majority of Ethiopian tourism business companies, including star-rated hotels, use
only limited digital marketing platforms.
In general Practicing E-marketing among star rated in Addis Ababa is affected by tremendous
challenges. Inadequate communications and power infrastructure, Shortage of ICTs facilities and
ICTs skills, inadequate institutional arrangements, Limited financial resources, Inadequate public
private partnership, speed and intermittency of internet connection, monopoly of telecom service
by the state and absence of adequate room for private telecommunication service providers and
any other economic problems. The overall analysis of quantitative data from survey
questionnaires and qualitative data from interview response results leads to in the way of
answering the research question; how the application of e-marketing mix and crisis management
is practiced during crisis outbreaks. Beside to this the research finding also the major challenges
of electronic marketing in star rated hotels during COVID 19 and on-going internal conflicts.

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 CHAPTER FIVE

CONCLUSION AND RECOMMENDATIONS

Based on the study's findings, this chapter gives the conclusion and recommendations section.
During crisis management, information and communication technology plays a critical role in
the development of the hotel sector around the world, particularly in developing nations like
Ethiopia. Because these hotels are supposed to act as a bridge between the product supplier, the
hotel, potential consumers of the product, and clients, the nature of their operation is heavily
reliant on technology. Thus, during the COVID 19 epidemic and ongoing internal tensions in
Ethiopia, star-rated hotels use the internet to reach out to worldwide clients and markets. The
study aimed to assess practice of electronic marketing and crisis management strategy in star-
rated hotels which is one of the major segments of the tourism industry. To that aim, to address
the thesis's research question, the notion of e-marketing and crisis management was thoroughly
investigated, as well as a review of related literature, reports from various institutions, and
statistical data.

5.1 Conclusion
The empirical data demonstrate that, despite the moderate rise of technology application,
technology plays a significant role. As a result, Ethiopia's digital technology and E-marketing
practices remain immature. Ethiopia is lagging behind the rest of the globe in terms of
information technology and E-marketing development indicators. Despite the benefits, star-rated
hotels in Ethiopia are still lagging in E-marketing of service packages, despite the direction of
expansion of the electronic market quickening growth and entering the international economy as
one of the most essential elements of the current digital economy. Although star-rated hotels
believe that electronic marketing has considerable advantages over traditional marketing, the
government does not appear to be encouraging the industry (star-rated hotels) to use technology.
In the majority of Addis Ababa's star-rated hotels, marketing management is handled by
individuals with a bachelor's degree or higher and a promising track record in the sector. This
suggests that female engagement in the sector is still minimal and that males still hold the
majority of marketing management positions. Furthermore, prior experience aided marketing
managers in assuming a minimal amount of responsibility for their company's survival amid the
current crisis.

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Furthermore, the majority of responses are in the youth and active age groups. Due to the current
situation, the majority of star-rated hotels use E-marketing to advertise products and services to
their clients, and the rate of their use is medium to high. Furthermore, all-star rated hotels in
Addis Ababa have websites, with the majority of them having been designed before the outbreak
of COVID 19 and the internal civil conflict. This indicates that star-rated hotels in Addis Ababa
know the essentiality of digital technology in their everyday business operation and the website
enables them to work uninterruptedly during COVID 19 outbreak and ongoing internal crisis.
The level of social media knowledge among star-rated hotels is apparent. During the present
crisis, star-rated hotels used Facebook, Instagram, Twitter, Viber, and What's App extensively to
promote their products and services. Furthermore, among other strategies, star-rated hotels create
relationships at a high level through word of mouth and website visits. Apart from the internet
and e-mail, telephone calls and website visits are used to contact customers during persistent
internal conflict and the onset of COVID 19. As previously stated, E-marketing enables small
tourism businesses (star-rated hotels) to galvanize their business; thus, the star-rated hotels' first
explorations into E-marketing came from their social media, as well as the mass media, and their
business partners.
According to the study, there has been a good practice of using electronic marketing at star-rated
hotels in Addis Ababa to recover from the negative effects of COVID-19 and internal ongoing
disputes. Pricing strategies in star-rated hotels are encouraging; this revealed that the pricing
system was an important dimension of the electronic marketing mix used for retaining potential
customers as an approach and technology at all levels; it had at least some input as a strategy,
and it could be understood that respondents agreed that the star rated hotel had provided different
electronic products that are highly consistent, well-coordinated, and welcoming. Furthermore,
respondents strongly agreed on the practice of E-promotion, implying that E-promotion would
improve hotels' ability to survive, thrive, and flourish throughout the current disaster. Online
advertising was used to promote and market hotel products and services, and the star-rated hotels
in Addis Ababa have been constantly altering their systems to promote improvements and
provide value to their clients during this current crisis. Furthermore, the star-rated hotels in Addis
Ababa have practiced and utilized their website with a strong sense of purpose and direction that
has allowed them to survive internal conflicts and the COVID 19 pandemic.

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According to the study, there has been a good practice of crisis management at star-rated hotels
in Addis Ababa to recover from the negative effects of COVID-19 and internal ongoing disputes.
Based on the result, the workforce was a dominant component of the practice of crisis
management, followed by cost control, organizational support, and customer-oriented market
respectively. Generally, the practice of crisis management variable in the star-rated hotels fulfills
the average cut-off point among the star rated hotels in Addis Ababa during the current crisis.
Practice of E-marketing among star rated in Addis Ababa is affected by tremendous challenges.
Inadequate communications and power infrastructure, Shortage of ICTs facilities and ICTs skills,
inadequate institutional arrangements, Limited financial resources, Inadequate public private
partnership, speed and intermittency of internet connection, monopoly of telecom service by the
state and absence of adequate room for private telecommunication service providers and any
other economical problems.
To make recommendations on how star-rated hotels in Addis Ababa can use E-marketing and
crisis management strategy; star rated hotels should have a strong online platform and policy on
the use of online marketing, as well as strong relationships with domestic and international peer
businesses (such as tour operators, airlines, and hotels), and should collaborate with the Ministry
of Tourism, the Ministry of Information Technology, the Addis Ababa hotel association,
Ethiopian Tour Organizations, and Tourism Ethiopia during ongoing internal conflict and
COVID 19 outbreaks are some of the suggestions forwarded by the researcher.

5.2 Recommendations
The analysis of this work includes implications for the hotels as far as the practice of crisis
management with different aspects of the e-marketing services is concerned. Therefore, based on
the study results, the researcher would like to forward the following recommendations to the
concerned bodies.
 The star-rated hotels mobilize hotel product and service through their internet marketing
platform.
 During the current crisis, star-rated hotels should use all forms of their online payment and
advertisement, delivery system and their website to achieve greater effects.
 Hotels with a star rating should use and update their social media account, website and
digital promotional materials regularly to keep up with technical and environmental
changes.

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  Hotels have to allocate necessary resource and budget to effective practice the new and
innovative digital marketing platforms.
 Star-rated hotels should develop their relationships with ICT experts to gain a better
understanding of how to undertake online marketing for better practice.
 Working closely with stakeholders ‗government should give training to companies of
tourism enterprises, and star rated hotels to equip them with updated and appropriate
knowledge and skill to develop package service for local communities and contribute to the
country's hotel development.
 Star-rated hotels, should implement online marketing platform to serve as a link between
their service and the customer. As a result, it considerably assists them in reducing their
cost of operation during ongoing internal conflicts and the COVID 19 epidemic.
 The star rated hotels should improve their internet practice and examining the feasibility of
a local/regional mechanism to sell their hotel product and service, to enhance and increase
efficiency and competitiveness to overcome the current crisis.
 Electronic marketing tools demands well-developed ICT infrastructures, therefore the respected
government bodies should work to develop and expand ICT infrastructures to effectively
address the domestic customers.
Future research
Finally, this study looks into the practice of electronic marketing and crisis management in star-
rated hotels. Future studies should be conducted to assess the practice of other electronic
marketing mix elements that were not discovered in this study. Furthermore, this study was
limited to Addis Ababa, and the sample makeup may not be representative of all Ethiopian
hotels. As a result, additional research in other parts of the country is required. Finally, a
comparison study on the practice of online marketing on crisis management practice in the tour
operator and airline industries, which is an important sector in terms of internet marketing, is
advised.

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Appendix 1
ADDIS ABABA UNIVERSITY
COLLEGE OF DEVELOPMENTAL STUDIES
CENTER FOR ENVIRONMENT AND DEVELOPMENT
TOURISM DEVELOPMENT AND MANAGEMENT
PROGRAM

Questionnaires Filled by marketing managers

Dear respondents,
This survey questionnaire is prepared to gather data for a study I am conducting titled the
application of e-marketing as a crisis management strategy amid covid-19 and ongoing
internal conflict: a case study among star-rated hotels in Addis Ababa’ for my Master‘s
thesis in tourism development and management. That is, the purpose of this study is purely
academic. Thus, your opinion and views are valuable to establish a clear picture of the issue
under the study and for its successful completion. The information you provide will be used only
for academic purposes and assessed by the researcher alone. Being cognizant of that, your kind
cooperation in filling in this questionnaire is important for the success of the study. I attest to you
that, your response will be kept strictly confidential and anonymous. Please try to respond to
every question as per the instruction thereof and if you face any problem or confusion, you can
contact the researcher through the address indicated here.

Thanks in advance for your relevant answers and cooperation!!

Biniyam Alemu (researcher)
Address: Phone: 0922057811/0928004855
E-mail: biniyamalemu284@gmail.com

NB:
I. No need to write your name
II. To fill questions with choices (part I and all tables); please checkmark (X) under your choice.
And write your answer clearly in the space provided for open-ended questions.

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Part one: Questions focusing on the respondent's background
1. What is your age in years? ________________

2. Respondent‘s gender. A. Male B. Female

3. What is the highest education level you attained?

A) Diploma. B) 1st degree. C) Masters. D) Ph.D. E) Other if any

4. How many years of experience do you have in the hotel industry? _______________

5. How long have you worked in star-rated hotels in general? ________ Years.

6. How long have you served in a marketing managerial position in star rated hotel? __ Years.

Part two: Questions on internet use and awareness of E-marketing

1. Does your hotel have its website? Yes No

If your answer is yes; when have been the webpage designed? ……year

2. How can you create a relationship with your potential clients or make contact with them? (NB:
more than one answer is possible)

Customers are the ones that contact us first.

Customers request that we contact them, so we do.

Customers reach out to us after hearing about us from others.

After browsing our website/internet, customers contact us.

Please indicate if there is another way to build a relationship...

3. How does your hotel build a relationship with potential customers once you've made contact?
(NB: more than one answer is possible)

Conversation on phone Message sent via SMS

Online/websites/Internet Emails

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 Social Media platforms (Facebook, messenger…...) others

4. Is your hotel on any of the social media platforms listed below, or do you utilize them?

Facebook page Twitter Viber

Whatsup Instagram Telegram:

Any other use of social media.....................................

If you answered yes, how did you first learn about E-marketing?

I learned about it through social media I learned from mass media

I read from pamphlets Business partners informed me

I received feedback from clients and others (please specify……...)

Part- III. The practice of application of E-marketing among star-rated hotels in Addis
Ababa.

Q.1 In light of COVID 19 and ongoing internal conflicts, to what extent do you agree that the
internet has a role in your star-rated hotel's pricing system? Please rate each of the statements in
the table below on a scale of one to five by putting a tick mark under your best choice.

Scale: 1= strongly disagree 2=Disagree 3= moderately agree/ disagree

4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Due to the current conditions, our hotel has reduced the overnight price

In our hotel, we have introduced an online paying system to our customers than
the usual traditional paying system amid COVID-19
Despite the ongoing internal crises, our electronic payment system will be visible
and easily available to our customers.
In the face of extraordinary crises, electronic payment methods are safe and more
reliable than traditional payment systems.
We enter any desired priceon the website for the desired product, and our hotel
website will provide the necessary information in light of the current problem.

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Q.2 To what extent do you agree that the internet helps your star-rated hotel deliver services or
products in the face of COVID 19 and an ongoing internal crisis? Please rate each of the
statements in the table below on a scale of one to five by putting a tick mark under your best
choice. Scale: 1= strongly disagree 2=Disagree 3= moderately agree/ disagree
4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Our hotel now offers a wider range of hotel products and services than previously
due to COVID 19 and a continuous internal crisis.
Despite the current crisis, our hotel website allows customers to closely examine a
product image from many viewpoints.
During the COVID epidemic and internal crisis, all-important order and room
confirmation details are delivered to customers through email within 24 hours.
Our hotel now offered room order cancellations and returns are accepted within
three days than before due to the current situation.
In our hotel, we have introduced an easier and more accessibleonline system, for
potential clients to follow their service order status than pre-COVID era
Due to the current health and political situations, we have put in place an online
system that ensures uninterrupted service delivery
Q.3 In light of COVID 19 and the current internal issue, how important do you think the internet
is in promoting your star-rated hotel? Please rate each of the statements in the table below on a
scale of one to five by putting a tick mark under your best choice.

Scale: 1= strongly disagree 2=Disagree 3= moderately agree/ disagree

4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Over times of crisis, in our hotel, the use of online advertising increases customer
retention.
In times of crisis, in our hotel newsletters and e-mails delivered to devoted clients
are more crucial than before.
As a result of the current conditions, in our hotel, an online promotion that
incorporates words or video clips about our product and services that are very
appealing will notify others customers.
In our hotel online advertisement improves our hotel brand image than in the pre-
crisis era.

Despite COVID 19 and constant internal crisis, our online advertising enhances
customer purchase intent.
In our hotel, online advertisement of our products and services lowers the cost of
promotion instead of brochures amid the current crisis.

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Q.4 To what extent do you believe the internet aids in the distribution of your star-rated hotel
amid COVID 19 and an internal crisis? Please rate each of the statements in the table below on a
scale of one to five by putting a tick mark under your best choice. Scale: 1= strongly disagree
2=Disagree 3= moderately agree/ disagree 4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Our hotel website link reached from other websites more easily than before
due to the present situation.
Our hotel merchandise goods are available through search engines'
shopping pages as a result of the crisis.
Considering the current situation, our hotel website provides a cost-
effective way to boost profitability amid the Corona pandemic.
Our hotel website provides straight information about our service and is
easy to use for customers amid crises.
Our webpage eliminates the need for an intermediary between our hotel
and the ingredient supplier during the current situation.
Part IV: The practice of crisis management in star rated hotel in Addis Ababa.

Q.1 To what extent do you agree that during COVID 19 and ongoing internal tensions, customer-
oriented marketing was used on your star-rated hotel? Please rate each of the statements in the
table below on a scale of one to five by putting a tick mark under your best choice. Scale: 1=
strongly disagree 2=Disagree 3= moderately agree/ disagree 4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Due to the current situation, our hotel implemented fresh marketing and
promotional techniques.
Our hotel now offered steep discounts on room rates and other sales
promotions despite times of trouble.
Throughout the health crisis, our hotel promoted its products and services
through electronic marketing and reliable distribution channels.
During the ongoing internal crisis, our hotel increased its marketing budget
to develop a recovery marketing plan.
Our hotel now offered new segments that had never been approached
previously amid a crisis.
Due to COVID 19 and internal tensions, our hotel changed its marketing
and promotion strategy toward the most promising markets targeting the
local market
Our hotel focused on loyal customers in this crisis time

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Q.2 To what extent do you believe that COVID 19 and continuing internal conflicts were
practiced on your star-rated hotel's workforce? Please rate each of the statements in the table
below on a scale of one to five by putting a tick mark under your best choice. Scale: 1= strongly
disagree 2=Disagree 3= moderately agree/ disagree 4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Throughout a crisis, our hotel reduced employee compensation and pay
rates across the board.
While in an ongoing internal crisis, our hotel laid-off employees to reduce
labor force /operational cost
Considering the current situation, our hotel introduced staff to take
additional duties that are not in their job descriptions
Our hotel made adjustments to its organizational structure during the
COVID 19 crisis.
Despite COVID 19 and persistent internal disputes, our hotel replaces
highly paid personnel with new low-paid employees.
Q.3 To what extent do you agree that your star-rated hotel practiced cost control during COVID
19 and ongoing internal conflicts? Please rate each of the statements in the table below on a scale
of one to five by putting a tick mark under your best choice. Scale: 1= strongly disagree
2=Disagree 3= moderately agree/ disagree 4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Our hotel focused on cost containment and reduced operational costs in
every activity due to the existing situation.
Amid an internal crisis, our hotel negotiated with suppliers to reduce the
cost of catering staff.
Our hotel creating new packages to boost income (for example, business
packages, incentive packages, and so on...) against the backdrop of COVID
19 and a continuous internal turmoil
During a crisis, our hotel closed various non-profitable departments on the
premises.
In our hotel, we used modern internet technologies to cut operating costs
(using online advertisements instead of brochures, etc.) during the COVID
19 crisis.
Especially with the current crisis, our hotel has canceled all planned hotel
investments.
Q.4 To what extent do you agree that your star-rated hotel used organizational assistance during
COVID 19 and ongoing internal conflicts? Please rate each of the statements in the table below
on a scale of one to five by putting a tick mark under your best choice.

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Scale: 1= strongly disagree 2=Disagree 3= moderately agree/ disagree
4= Agree 5=strongly agree

Items/ constructs Rating scale

1 2 3 4 5
Our hotel is working with other tourism service providers to figure out how
to get out of the problem.
Our hotel collaborates with government bodies such as the MoCT, AAHA,
and MICE organizers to negotiate a way out of the crisis.
Domestic tourism is promoted by the government to boost our company's
performance during a period of crisis
Our hotel collaborates on a variety of programs that help to improve
Ethiopia's image as a tourist destination.
During the crisis, the government provided technical and financial
assistance to our hotel.

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Appendix 2
Interview questions for participant

Part one: interview questions for marketing managers in star-rated hotels

1. Do you believe that electronic marketing mix applications have been used in star-rated hotels?

2. How would you describe the current practice of using an electronic marketing mix in the hotel
industry to combat the COVID 19 epidemic and ongoing internal conflicts?

3. Do you believe that practice of crisis management have been used in star-rated hotels?

4. How would you describe the current practice of using crisis management techniques in the
hotel industry to combat the COVID 19 epidemic and ongoing internal conflicts?

5. What are challenges that hampered the practice of electronic marketing in star rated hotels?

6. What advice do you have for hoteliers on how to use E-Marketing effectively as a crisis
management strategy?

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Appendix 3
አ ዱስ አ በ ባ ዩ ኒ ቨ ር ስ ቲየ ሀ ገ ር ሌማትጥና ትኮ ላጅ
የ ቱሪ ዝምሌማትእ ና አ ስ ተዲዯር ትምህ ር ትክ ፌሌ
የ ዴህ ረ ምረ ቃፕሮግራም
ሇ ማር ኬቲን ግስ ራአ ስ ኪያ ጅየ ተዘ ጋጀመጠይቅ

ውዴምሊ ሽሰ ጪዎች፣ ይህ የ ዲሰ ሳ ጥና ትመጠይቅበ ኮ ቪዴ-19

እ ና እ የ ተካ ሄ ዯባ ሇ ውየ ውስ ጥግጭትየ ኤላክ ትሮኒ ክ ግብይትትግበ ራን እ ን ዯቀውስ አ ስ ተዲዯር ስ ትራቴጂበ ሚሌር ዕ ስ እ ያ

ካ ሄ ዯኩሊ ሇ ውትጥና ትመረ ጃሇ መሰ ብሰ ብተዘ ጋጅቷሌ። ጥና ቱበ ቱሪ ዝምሌማትና አ ስ ተዲዯር በ አ ዱስ አ በ ባ ውስ ጥባ ለኮ ከ ብ

ዯረ ጃበ ተሰ ጣቸውሆቴልችመካ ከ ሌየ ሚዯረ ግየ ዴህ ረ -

ምረ ቃጥና ትነ ው፡ ፡ ይኸውምየ ዚህ ጥና ትዓ ሊ ማትምህ ር ታዊብቻነ ው። ስ ሇ ዚህ በ ጥና ቱሥር ያ ሇ ውን ጉዲይግሌጽሇ ማዴረ ግእ

ና በ ተሳ ካ ሁኔ ታእ ን ዱጠና ቀቅየ እ ር ስ ዎአ ስ ተያ የ ትጠቃሚነ ው። የ ቀረ ቡትመረ ጃዎችሇ አ ካ ዲሚክ ዓ ሊ ማየ ሚያ ገ ሇ ግለሲሆ

ን በ ተመራማሪ ውብቻይገ መገ ማለ። ይህ ን ን በ መገ ን ዘ ብ፣ መጠይቁን ሇ መሙሊ ትመሌካ ምትብብር ዎሇ ጥና ቱስ ኬትአ ስ ፇሊ ጊ ነ

ው። በ ተጨማሪ ምየ ምትሰ ጡት ምሊ ሽ በ ጥብቅሚስ ጥራዊእ ና ማን ነ ቶየ ማይታወቅይሆና ሌ። እ ባ ክ ዎን ሇ እ ያ ን ዲን ደጥያ ቄእ ን

ዯመመሪ ያ ውሇ መመሇ ስ ይሞክ ሩ። እ ን ዱዉምማን ኛውምችግር ወይምግራመጋባ ትካ ጋጠመዎትእ ዚህ በ ተጠቀሰ ውአ ዴራሻ ተመራ

ማሪ ውን ማግኘትይችሊ ለ።

ስ ሇ ምትሰ ጡኝምሊ ሽእ ና ትብብር በ ቅዴሚያ አ መሰ ግና ሇ ሁ!!

ቢኒ ያ ምአ ሇ ሙ(ተመራማሪ )

አ ዴራሻ ፡ ስ ሌክ ፡ 0922057811/0928004855

ኢሜሌ፡ biniyamalemu284@gmail.com
ማስ ታወሻ

I. ስ ምዎን መጻ ፌአ ያ ስ ፇሌግም

II. ጥያ ቄዎችን በ ምር ጫዎችሇ መሙሊ ት፣ እ ባ ክ ዎበ መረ ጡትሊ ይ (X)

ምሌክ ትያ ዴር ጉ። እ ን ዱሁምመሌሱን በ ተዘ ጋጀውክ ፌትቦ ታሊ ይይፃ ፈ።

ክ ፌሌአ ን ዴ፡ ግሊ ዊመረ ጃሊ ይየ ሚያ ተኩሩጥያ ቄዎች

72 | P a g e
1. እ ዴሜዎስ ን ትነ ው? _____

2. ጾ ታ. ሀ . ወን ዴሇ . ሴት

3. የ ትምህ ር ትዯረ ጃ

ሀ ) ዱፕልማ. ሇ ) 1 ኛዱግሪ . ሏ) 2ኛዱግሪ መ) ፒኤች.ዱ.መ) ላሊ ካ ሇ

4. በ ሆቴሌኢን ደስ ትሪ ውስ ጥየ ስ ን ትአ መትሌምዴአ ሇ ዎት?___________

5. በ አ ጠቃሊ ይኮ ከ ብዯረ ጃበ ተሰ ጣቸውሆቴሌውስ ጥሇ ምን ያ ህ ሌጊ ዜሰ ር ተዋሌ? ____ ዓ መታት.

6. ኮ ከ ብዯረ ጃበ ተሰ ጣቸውሆቴሌውስ ጥበ ማር ኬቲን ግማኔ ጅመን ትቦ ታሇ ምን ያ ህ ሌጊ ዜአ ገ ሌግሇ ዋሌ? ______

ዓ መታት።

ክ ፌሌሁሇ ት፡ ስ ሇ ኢን ተር ኔ ትአ ጠቃቀምእ ና ስ ሇ ኢ-ማር ኬቲን ግግን ዛ ቤያ ለጥያ ቄዎች

1. ሆቴሌዎየ ዴር ጣቢያ (ዴረ -ገ ጽ) አ ሇ ው?አ ዎአ ይዯሇ ም

መሌስ ዎአ ዎከ ሆነ ; ዴረ -ገ ጹመቼተዘ ጋጀ? ……አ መት

2. ሆቴሌዎእ ን ዳትከ ዯን በ ኞችጋር ግን ኙነ ትመፌጠር ይችሊ ሌ? (ማስ ታወሻ ፡ ከ አ ን ዴበ ሊ ይመሌስ ይቻሊ ሌ)
መጀመሪ ያ እ ኛን የ ሚያ ገ ኙን ዯን በ ኞችና ቸው።

ዯን በ ኞቻችን እ ን ዴና ገ ኛቸውይጠይቃለ፣ ስ ሇ ዚህ እ ና ዯር ጋሇ ን ።

ዯን በ ኞቻችን ከ ላልችስ ሇ እ ኛከ ሰ ሙበ ኋሊ ያ ግኙና ሌ።

የ እ ኛን ዴረ -ገ ጽ/በ በ ይነ መረ ብካ ሰ ሱበ ኋሊ ዯን በ ኞቻችን ያ ግኙና ሌ።

እ ባ ኮ ትን ግን ኙነ ትሇ መፌጠር ላሊ መን ገ ዴካ ሇ ያ መሌክ ቱ...

3.ትስ ስ ር ካ ዯረ ጉበ ኋሊ ሆቴሌዎዯን በ ኞችሉሆኑ ከ ሚችለትጋር እ ን ዳትግን ኙነ ትይፇጥራሌ?(ማስ ታወሻ ፡ ከ አ ን ዴበ ሊ ይመሌስ ይቻሊ ሌ)

በ ስ ሌክ ውይይትበ ኤስ ኤምኤስ የ ተሊ ከ መሌእ ክ ት

የ መስ መር ሊ ይ/ዴረ -ገ ጾ ች/የ በ ይነ መረ ብኢሜይልች

የ ማህ በ ራዊሚዱያ መዴረ ኮ ች (ፋስ ቡክ ፣ ሚሰ ን ጀር ...) ላልች (እ ባ ክ ዎይግሇ ፁ.........)

4.
ከ ዚህ በ ታችከ ተዘ ረ ዘ ሩትየ ማህ በ ራዊሚዱያ መዴረ ኮ ችሆቴሌዎየ ቱን እ የ ተጠቀሙበ ትነ ው(ማስ ታወሻ ፡ ከ አ ን ዴበ ሊ ይመሌ

ስ ይቻሊ ሌ)?

የ ፋስ ቡክ ገ ጽቫ ይበ ር ትዊተር

ዋትሳ ፕኢን ስ ታግራምቴላግራም:

ላሊ ማን ኛውምየ ማህ በ ራዊሚዱያ አ ጠቃቀም ………

73 | P a g e
አ ዎብሇ ውከ መሇ ሱ፣ ስ ሇ ኢ-ማር ኬቲን ግእ ን ዳትተማሩ? (ማስ ታወሻ ፤ ከ አ ን ዴበ ሊ ይመሌስ ይቻሊ ሌ)

ከ ማህ በ ራዊሚዱያ ነ ዉየ ተማር ኩትከ መገ ና ኛብዙሃ ን ነ ው።

ከ በ ራሪ ወር ቀቶችአ ነ በ ብኩየ ን ግዴአ ጋሮችያ ሳ ውቀኛሌ።

ከ ዯን በ ኛዎችግብረ መሌስ ተቀብያ ሇ ሁላልች

ክ ፌሌ- III.በ አ ዱስ አ በ ባ ውስ ጥኮ ከ ብዯረ ጃበ ተሰ ጣቸውሆቴልችመካ ከ ሌኢ-ማር ኬቲን ግን የ መተግበ ር ሌምዴ።

ጥ.1 በ ኮ ቪዴ 19

እ ና በ መካ ሄ ዴሊ ይካ ለየ ውስ ጥግጭቶችአ ን ጻ ር በ ይነ መረ ብበ ኮ ከ ብዯረ ጃበ ተሰ ጠውየ ሆቴሌየ ዋጋአ ሰ ጣጥስ ር ዓ ትውስ ጥሚ

ና እ ን ዲሇ ውእ ስ ከ ምን ዴረ ስ ይስ ማማለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ

አ ን ዴእ ስ ከ አ ምስ ትባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ ር ምሌክ ትያ ዴር ጉ ። ሌኬት፡ 1= በ ጣምአ ሌስ ማማም

2=አ ሌስ ማማም 3= በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ 5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
አ ሁን ባ ሇ ውሁኔ ታሆቴሊ ችን የ አ ዲር ዋጋቀን ሷሌ
በ ሆቴሊ ችን በ ኮ ቪዴ-19
መካ ከ ሌከ ተሇ መዯውባ ህ ሊ ዊየ ክ ፌያ ስ ር ዓ ትሇ ዯን በ ኞቻችን የ መስ መር ሊ ይየ ክ ፌያ ስ ር ዓ ትአ ስ ተዋውቀ
ናሌ
እ የ ተከ ሰ ቱያ ለየ ውስ ጥቀውሶ ችቢኖሩምየ ኤላክ ትሮኒ ክ ክ ፌያ ስ ር ዓ ታችን የ ሚታይእ ና በ ቀሊ ለሇ ዯን በ
ኞቻችን ተዯራሽ ይሆና ሌ።
ያ ሌተሇ መደቀውሶ ችሲኖሩየ ኤላክ ትሮኒ ክ የ ክ ፌያ ዘ ዳዎችከ ባ ህ ሊ ዊየ ክ ፌያ ሥር ዓ ቶችየ በ ሇ ጠተጨባ ጭ
እ ና አ ስ ተማማኝ ና ቸው።
ሇ ተፇሇ ገ ውምር ትማን ኛውን ምዋጋ በ ዴህ ረ -ገ ጽእ ና ስ ገ ባ ሇ ን እ ን ዱሁምየ ሆቴሊ ችን ዴረ -
ገ ጽአ ሁን ካ ሇ ውችግር አ ን ፃ ር አ ስ ፇሊ ጊ ውን መረ ጃያ ቀር ባ ሌ።
ጥ.2 በ ኮ ቪዴ 19

እ ና ቀጣይነ ትባ ሇ ውውስ ጣዊቀውስ ውስ ጥኮ ከ ብዯረ ጃየ ተሰ ጠውሆቴሌዎአ ገ ሌግልቶችን ወይምምር ቶችን እ ን ዱያ ቀር ቡበ ይ

ነ መረ ቡእ ን ዯሚረ ዲዎምን ያ ህ ሌይስ ማማለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎ

ችከ አ ን ዴእ ስ ከ አ ምስ ትባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ ር ምሌክ ትያ ዴር ጉ። ሌኬት፡ 1=

በ ጣምአ ሌስ ማማም 2=አ ሌስ ማማም 3= በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ 5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5

74 | P a g e
ሆቴሊ ችን አ ሁን በ ኮ ቪዴ 19
እ ና ቀጣይነ ትባ ሇ ውየ ውስ ጥቀውስ ምክ ን ያ ትከ ቀዯመውሰ ፊያ ሇ የ ሆቴሌምር ቶችን እ ና አ ገ ሌግልቶችን ያ
ቀር ባ ሌ።
አ ሁን ያ ሇ ውችግር እ ን ዲሇ ሆኖየ ሆቴሊ ችን ዴረ -
ገ ጽዯን በ ኞችከ ብዙአ መሇ ካ ከ ቶችአ ን ጻ ር የ ምር ትምስ ሌን በ ቅር በ ትእ ን ዱመረ ምሩያ ስ ችሊ ቸዋሌ።
በ ኮ ቪዴወረ ር ሺኝእ ና በ ውስ ጥቀውስ ወቅት፣ በ ጣምአ ስ ፇሊ ጊ የ ትዕ ዛ ዝእ ና የ መኝታክ ፌሌማረ ጋገ ጫዝር
ዝሮችበ 24 ሰ አ ትውስ ጥሇ ዯን በ ኞችበ ኢሜሌይዯር ሳ ለ።
ሆቴሊ ችን አ ሁን ባ ሇ ውሁኔ ታምክ ን ያ ትየ መኝታክ ፌሌማዘ ዣእ ን ዱሰ ረ ዝእ ና ተመሊ ሽእ ን ዱዯረ ግሊ ቸውከ
በ ፉቱበ ሦስ ትቀና ትውስ ጥተቀባ ይነ ትአ ግኝቷሌ።
በ ሆቴሊ ችን ከ ቅዴመ-
ኮ ቪዴዘ መን ይሌቅዯን በ ኞችየ አ ገ ሌግልትትእ ዛ ዝሁኔ ታቸውን እ ን ዱከ ተለቀሊ ሌእ ና ይበ ሌጥተዯራሽየ
ሆነ የ ኦ ን ሊ ይን አ ሰ ራር አ ስ ተዋውቀና ሌ
አ ሁን ባ ሇ ውየ ጤና እ ና የ ፖሇ ቲካ ሁኔ ታያ ሌተቋረ ጠአ ገ ሌግልትአ ሰ ጣጥን የ ሚያ ረ ጋግጥየ ኦ ን ሊ ይን አ ሰ
ራር ዘ ር ግተና ሌ።
ጥ.3 ከ ኮ ቪዴ 19

እ ና አ ሁን ካ ሇ ውየ ውስ ጥጉዲይአ ን ፃ ር ፣ ኮ ከ ብዯረ ጃየ ተሰ ጠውን ሆቴሌዎን ሇ ማስ ተዋወቅበ ይነ መረ ብምን ያ ህ ሌአ ስ ፇሊ ጊ

ነ ውብሇ ውያ ስ ባ ለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ አ ን ዴእ ስ ከ አ ምስ ት

ባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ ር ምሌክ ትያ ዴር ጉ። ሌኬት፡ 1= በ ጣምአ ሌስ ማማም 2=አ ሌስ ማማም 3=

በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ 5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
በ ችግር ጊ ዜሁለበ ሆቴሊ ችን የ መስ መር ሊ ይማስ ታወቂያ ዎችን መጠቀምየ ዯን በ ኞችን ቆ ይታይጨምራሌ።
በ ችግር ጊ ዜ፣ በ ሆቴሊ ችን የ ዜና ፣ መጽሄ ቶችእ ና ሇ ታማኝዯን በ ኞችየ ሚሊ ኩኢሜይልችከ በ ፉቱየ በ ሇ ጠወ
ሳ ኝና ቸው።
አ ሁን ባ ሇ ውሁኔ ታምክ ን ያ ትበ ሆቴሊ ችን ውስ ጥስ ሇ ምር ታችን እ ና አ ገ ሌግልታችን ቃሊ ቶችን ወይምየ ቪዱ
ዮክ ሉፖችን ያ ካ ተተየ መስ መር ሊ ይማስ ተዋወቂያ ሇ ላልችዯን በ ኞችያ ሳ ውቃሌ።
በ ሆቴሊ ችን የ መስ መር ሊ ይማስ ታወቂያ ከ ቅዴመቀውስ ዘ መን ይሌቅየ ሆቴሌብራን ዴምስ ሊ ችን ን ያ ሻ ሽሊ ሌ
።
ምን ምእ ን ኳን ኮ ቪዴ 19
እ ና የ ማያ ቋር ጥየ ውስ ጥቀውስ ቢኖር ምየ እ ኛየ መስ መር ሊ ይማስ ታወቂያ የ ዯን በ ኞችን የ ግዢፌሊ ጎ ትያ ሳ
ዴጋሌ።
በ ሆቴሊ ችን የ ምር ቶቻችን እ ና አ ገ ሌግልቶቻችን የ መስ መር ሊ ይማስ ታወቂያ አ ሁን ባ ሇ ውችግር ከ ብሮሹር
ይሌቅየ ማስ ተዋወቂያ ዋጋን ይቀን ሳ ሌ።
ጥ.4 በ ኮ ቪዴ 19

እ ና በ ውስ ጣዊቀውስ ውስ ጥባ ሇ በ ትኮ ከ ብዯረ ጃየ ተሰ ጠውሆቴሌዎስ ር ጭትሊ ይየ በ ይነ መረ ብእ ር ዲታምን ያ ህ ሌነ ውብሇ ውያ

ምና ለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ አ ን ዴእ ስ ከ አ ምስ ትባ ሇ ውሚዛ ን

75 | P a g e
ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ ር ምሌክ ትያ ዴር ጉ። ሌኬት፡ 1= በ ጣምአ ሌስ ማማም 2=አ ሌስ ማማም 3=

በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ 5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
የ ሆቴሊ ችን ዴረ -ገ ጽሉን ክ አ ሁን ባ ሇ ውሁኔ ታከ በ ፉቱበ በ ሇ ጠበ ቀሊ ለከ ላልችዴረ -ገ ጾ ችየ ዯር ሳ ሌ።
በ ችግሩምክ ን ያ ትየ ሆቴሌዎሸ ቀጣሸ ቀጦችበ ፌሇ ጋ የ ግዢገ ፆ ችሊ ይይገ ኛለ።
የ ወቅቱን ሁኔ ታግምትውስ ጥበ ማስ ገ ባ ትየ ሆቴሊ ችን ዴረ -
ገ ጽበ ኮ ሮና ወረ ር ሽኝወቅትትር ፊማነ ትን ሇ ማሳ ዯግወጪቆጣቢመን ገ ዴያ ቀር ባ ሌ።
የ ሆቴሊ ችን ዴረ -
ገ ጽስ ሇ አ ገ ሌግልታችን ቀጥተኛመረ ጃእ ና በ ችግር ጊ ዜሇ ዯን በ ኞችሇ መጠቀምቀሊ ሌነ ው።
የ እ ኛዴረ -
ገ ጽአ ሁን ባ ሇ ውሁኔ ታበ ሆቴሊ ችን እ ና በ ግብዓ ትአ ቅራቢውመካ ከ ሌየ ሶ ስ ተኛወገ ን አ ስ ፇሊ ጊ ነ ትን ያ ስ
ወግዲሌ።
ክ ፌሌአ ራት፡ በ አ ዱስ አ በ ባ ባ ሇ ኮ ከ ብሆቴሌውስ ጥየ ችግር አ ያ ያ ዝሌምዴ።

ጥ.1 በ ኮ ቪዴ 19

እ ና ቀጣይነ ትባ ሇ ውውስ ጣዊውጥረ ትወቅትዯን በ ኛን ያ ማከ ሇ ግብይትኮ ከ ብዯረ ጃየ ተሰ ጠውሆቴሌዎሊ ይጥቅምሊ ይእ ን ዯዋ

ሇ ምን ያ ህ ሌይስ ማማለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ አ ን ዴእ ስ ከ አ ም

ስ ትባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ ር ምሌክ ትያ ዴር ጉ። ሌኬት፡ 1= በ ጣምአ ሌስ ማማም 2=አ ሌስ ማማም

3= በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ 5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
አ ሁን ባ ሇ ውሁኔ ታሆቴሊ ችን አ ዱስ የ ኤላክ ትሮኒ ክ ስ ግብይትእ ና የ ማስ ተዋወቂያ ቴክ ኒ ኮ ችን ተግባ ራዊ
አ ዴር ጓ ሌ።
ሆቴሊ ችን ችግር ቢፇጠር ምበ ክ ፌሌዋጋእ ና በ ላልችየ ሽያ ጭማስ ተዋወቂያ ዎችሊ ይታሊ ቅቅና ሽአ ዴር ጓ ሌ
።
እ የ ተካ ሄ ዯባ ሇ ውየ ውስ ጥቀውስ ውስ ጥሆቴሊ ችን የ ማገ ገ ሚያ ግብይትእ ቅዴሇ ማውጣትየ ግብይትበ ጀቱን
ጨምሯሌ።
ሆቴሊ ችን ቀዯምሲሌበ ችግር ጊ ዜቀር በ ውየ ማያ ውቁአ ዲዱስ አ ሰ ራሮችን አ ቅር ቧሌ።
በ ኮ ቪዴ 19
እ ና በ ውስ ጣዊውጥረ ትምክ ን ያ ት፣ በ ሆቴሊ ችን የ ግብይትእ ና የ ማስ ተዋወቅስ ሌታችን ን ቀይረ ና ሌወዯብ
ዙተስ ፊሰ ጪገ በ ያ ዎችሇ ምሳ ላበ አ ገ ር ውስ ጥገ በ ያ ሊ ይኢሊ ማማዴረ ግ።
ጥ.2 ኮ ቪዴ 19

እ ና ቀጣይየ ውስ ጥግጭቶችኮ ከ ብዯረ ጃበ ተሰ ጣቸውየ ሆቴሌዎየ ሰ ውሃ ይሌሊ ይተጽዕ ኖአ ሳ ዴሯሌብሇ ውያ ምና ለ?እ ባ ኮ ትን

76 | P a g e
ከ ዚህ በ ታችባ ሇ ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ አ ን ዴእ ስ ከ አ ምስ ትባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ

እ ር ስ ዎምር ጫስ ር ምሌክ ትያ ዴር ጉ።

ሌኬት፡ 1= በ ጣምአ ሌስ ማማም 2=አ ሌስ ማማም 3= በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ

5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
በ ችግር ጊ ዜሆቴሊ ችን በ ቦ ር ደውስ ጥያ ሇ ውየ ዯመወዝእ ና የ ክ ፌያ ዋጋቀን ሷሌ።
አ ሁን ያ ሇ ውን ሁኔ ታግምትውስ ጥበ ማስ ገ ባ ትሆቴሊ ችን ሰ ራተኞቻችን ን በ ስ ራመዘ ር ዝራቸውሊ ይያ ሌተካ
ተቱተጨማሪ ስ ራዎችን እ ን ዱሰ ሩአ ስ ተዋውቋሌ
ሆቴሊ ችን በ ኮ ቪዴ 19 ቀውስ ወቅትበ ዴር ጅታዊመዋቅሩሊ ይማስ ተካ ከ ያ አ ዴር ጓ ሌ።
ኮ ቪዴ 19
እ ና የ ማያ ቋር ጥየ ውስ ጥአ ሇ መግባ ባ ቶችቢኖሩም፣ ሆቴሊ ችን ከ ፌተኛዯመወዝየ ሚከ ፇሊ ቸውሰ ራተኞችን
በ አ ዱስ ዝቅተኛዯመወዝተኛሰ ራተኞችተክ ቷሌ።
ጥ.3 ኮ ከ ብዯረ ጃየ ተሰ ጠውሆቴሌዎበ ኮ ቪዴ 19

እ ና በ መካ ሄ ዴሊ ይባ ለየ ውስ ጥግጭቶችወቅትየ ወጪቁጥጥር ትግበ ራን ምን ያ ህ ሌይስ ማማለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ ውሠ

ን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ አ ን ዴእ ስ ከ አ ምስ ትባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ ር ም

ሌክ ትያ ዴር ጉ። ሌኬት፡ 1= በ ጣምአ ሌስ ማማም2=አ ሌስ ማማም3= በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4= እ ስ ማማሇ ሁ

5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
ሆቴሊ ችን ከ ነ ባ ራዊውሁኔ ታጋር ተያ ይዞ በ እ ያ ን ዲን ደእ ን ቅስ ቃሴውስ ጥየ ማስ ኬጃወጪዎችን በ መቀነ ስ
ሊ ይትኩረ ትአ ዴር ጓ ሌ።
በ ውስ ጥችግር ጊ ዜሆቴሊ ችን ከ አ ቅራቢዎችጋር በ መነ ጋገ ር የ ምግብአ ቅር ቦ ትሰ ራተኞችን ወጪሇ መቀነ ስ
ተዯር ገ ዋሌ።
ሆቴሊ ችን ገ ቢን ሇ ማሳ ዯግአ ዲዱስ ፓኬጆችን አ ስ ተዋውቋሌ
(ሇ ምሳ ላየ ን ግዴፓኬጆች፣ የ ማበ ረ ታቻፓኬጆችእ ና የ መሳ ሰ ለት...)
በ ሆቴሊ ችን በ ኮ ቪዴ 19 ቀውስ ወቅትየ ስ ራማስ ኬጃወጪዎችን
(በ ብሮሹር ፊን ታየ መስ መር ሊ ይማስ ታወቂያ ዎችን በ መጠቀምወዘ ተ)
ሇ መቀነ ስ ዘ መና ዊየ ኢን ተር ኔ ትቴክ ኖልጂዎችን ተጠቅመን በ ታሌ።
አ ሁን ባ ሇ ውችግር ውስ ጥሆቴሊ ችን የ ታቀዯውን የ ሆቴሌኢን ቨ ስ ትመን ቶችበ ሙለሰ ር ዟሌ።
ጥ..4 ኮ ከ ብዯረ ጃየ ተሰ ጠውሆቴሌዎበ ኮ ቪዴ 19

እ ና በ መካ ሄ ዴሊ ይባ ለየ ውስ ጥግጭቶችጊ ዜዴር ጅታዊእ ር ዲታን መጠቀሙን ምን ያ ህ ሌይስ ማማለ?እ ባ ኮ ትን ከ ዚህ በ ታችባ ሇ

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ውሠን ጠረ ዥውስ ጥያ ለትን እ ያ ን ዲን ደን መግሇ ጫዎችከ አ ን ዴእ ስ ከ አ ምስ ትባ ሇ ውሚዛ ን ዯረ ጃይስ ጡእ ና በ እ ር ስ ዎምር ጫስ

ር ምሌክ ትያ ዴር ጉ። ሌኬት፡ 1= በ ጣምአ ሌስ ማማም 2=አ ሌስ ማማም 3= በ መጠኑ እ ስ ማማሇ ሁ/አ ሌስ ማማም4=

እ ስ ማማሇ ሁ 5=በ ጽኑ እ ስ ማማሇ ሁ

ዝር ዝር የ ዯረ ጃአ ሰ ጣጥሌ
ኬት
1 2 3 4 5
ሆቴሊ ችን ከ ላልችየ ቱሪ ዝምአ ገ ሌግልትአ ቅራቢዎችጋር በ መተባ በ ር ከ ችግሩእ ን ዳትመውጣትእ ን ዯሚቻ
ሌሇ ማወቅተችሎሌ።
ሆቴሊ ችን የ ችግሩን ተፅ እ ኖሇ መቅረ ፌእ ን ዯ MOCT፣ AAHA እና MICE
ካ ለየ መን ግስ ትአ ካ ሊ ትጋር እ የ ሰ ራነ ው።
በ ችግር ጊ ዜየ ዴር ጅታችን ን አ ፇፃ ፀ ምሇ ማሳ ዯግየ ሀ ገ ር ውስ ጥቱሪ ዝምን በ ቱሪ ዝምባ ሇ ዴር ሻ አ ካ ሊ ትአ
ማከ ኝነ ትያ ስ ተዋውቃሌ።
ሆቴሊ ችን የ ኢትዮጵያ ን የ ቱሪ ስ ትመዲረ ሻ ነ ትገ ፅ ታሇ ማሻ ሻ ሌበ ሚያ ግዙየ ተሇ ያ ዩ ፕሮግራሞችሊ ይይሳ
ተፊሌ።
በ ችግር ጊ ዜመን ግስ ትሇ ሆቴሊ ችን የ ቴክ ኒ ክ እ ና የ ገ ን ዘ ብዴጋፌአ ዴር ጓ ሌ።

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