Abstract:
During the crisis due to the COVID-19 pandemic that has hit Indonesia, almost all
business sectors have experienced a significant decline in sales and revenue. The
COVID-19 pandemic has brought new challenges that have never happened before,
causing all hotels in the world to experience a drastic decline in revenue due to the
reduction in the number of tourists and travel restrictions. However, one of the
leading hotel chains in Indonesia, Horison Hotels Group, has shown its resilience
to survive the COVID-19 pandemic. Therefore, this research aims to learn on how
Horison Hotels Group conducts crisis management in its operations in the period
before, during, and after the crisis. In addition, the research also aims to learn how
Horison Hotels Group adopted the principles of sustainability, digitalization and
technology, and eco-tourism after the COVID-19 pandemic subsided. The method
used in this research is a qualitative case study method with Horison Hotels Group
across Indonesia as the research object. The interview technique used in this study
is a semi-structured that allows researchers to be more flexible to explore more indepth
information. The results of this research show that by reducing operational
costs, adopting “saving energy” strategy, reduction in room prices, promotions on
social media, and providing delivery services from hotel restaurants were crucial
in sustaining operations and helping hotels survive successfully during and after
the crisis. Moreover, the study reveals varied impacts where the group adopted
digitalization to increase sales and develop ecotourism. However, in terms of
adopting sustainability principles, no significant changes were seen. Despite
effective crisis management, the study highlights opportunities for improvement in
preventive measures and future planning strategies.
