Syfte: Syftet med denna studie är att belysa hur den kris som Covid-19 pandemin skapat harpåverkat hotell och resebyråers digitala taktiska respektive planerade strategiska marknadsföring,samt den krishantering som tillämpats av företagen under denna pandemin och de lärdomar dedragit av denna kris.Teori: Den teoretiska referensramen för denna studie innefattar marknadsförings-, krishanteringsoch organisationsteori. Inom marknadsföring har SCRM samt RACE marketing planningframework modellerna tillämpats och inom krishantering har krisprocessen och kriskurvanmodellerna. Vad gäller organisationsteori har fokus varit på organisatoriskt lärande och teoriernasingle-, double- och triple-loop learning samt learning in crisis.Metod: Studien omfattar en kvalitativ undersökning av två hotell och två resebyråer grundad på ensemistrukturerad intervjumetod.Slutsatser: Covid-19 pandemin har tvingat respondenterna att vara flexibla och att göra kortsiktigaanpassningar av sina marknadsföringsmetoder. Den taktiska marknadsföringen har skett genom enökad användning av digitala kanaler som lyhört anpassats till kundernas behov av hälsa ochsäkerhet. Det var ännu för tidigt för att bedöma eventuella förändringar i den strategiskamarknadsföringen men några respondenter förväntade sig ett större fokus på värde begrepp somhälsa och trygghet. Samtliga respondenter har i praktiken ägnat sig åt krishantering och de flestarespondenterna hade någon form av förberedda krisplaner, som dock inte varit anpassade till en såomfattande och djup kris som den förevarande. Samtliga respondenter verkar ha fått en större insikti vikten av att ha en effektiv och tät intern och extern kriskommunikation. Den yttre situationen harskapat ett stort tryck på respondenterna och har givit dem lärdomar som de möjligen inte hade fåttunder normala omständigheter, inklusive att på ett flexibelt och lättrörligt sätt anpassa sig till nyaoch föränderliga situationer. Även om Covid-19 pandemin framkallat mycket stress och ångest såhar den även haft positiva effekter som kan ge upphov till mer varaktiga förändringar. / Purpose: The purpose of this study is to shed some light on how some hotels and travel agenciesin the Swedish tourism and hospitality industry have adapted to and managed the effects of theCovid-19 pandemic, particularly in terms of strategic and tactical digital marketing as well as crisismanagement, and the lessons learned from this crisis.Theory: The theoretical foundations for this paper include digital marketing theories, crisismanagement and organizational theory. In marketing theory, the SCRM and the RACE marketingplanning framework models have been applied and in terms of crisis management, the crisismanagement process as well as the crisis curve models have been applied. In terms oforganizational theory, focus has been on organizational learning and the theories single-, doubleand triple-loop learning as well as learning in crisis.Method: This study is a qualitative study of two hotels and two travel agencies based on semistructured interviews.Conclusions: This study demonstrates that the Covid-19 pandemic has forced the respondents tobe flexible and to make short-term adjustments to their marketing tactics. The tactical marketinghas included an increased use of digital channels and an adaptation of their marketing to theircustomers' needs for health and safety. It was too early to assess any changes in strategicmarketing, but some respondents planned to place a greater focus on value concepts such ashealth and safety. In practice, all respondents were engaged in crisis management and most of therespondents had some form of prepared crisis plans, which, however, were not adapted to such anextensive and protracted crisis as the Covid-19 pandemic. All respondents seemed to have gainedgreater insight into the importance of having effective and frequent internal and external crisiscommunication. The external situation has put a great deal of pressure on the respondents and hasgiven them lessons that they might not have acquired under normal circumstances, including acapacity to adapt flexibly and easily to new and changing situations. Although the Covid-19pandemic has caused a lot of stress and anxiety, it has also had positive effects that could triggerchanges in their longer term strategic marketing.

Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2007.

Relationship marketing has received much attention and widespread publicity over the past ten years and has moved to the forefront of research and practice. It provides companies with a management tool to establish economically profitable relationships, networks and interactions with different, but equally important stakeholder markets. The marketing concept as reflected in the four P's of the marketing mix was prominent in marketing practice and thinking until the mid-1980s, when reference to customer relationships and relationship building began to appear in the literature and became the focus of much research. The marketing concept, although still relevant, was expanded to include the dimension of relationships. The shift fiom transactional to relationship-based marketing has many implications for product and service based business. Marketing can no longer be viewed as a separate function to which an organisation can assign responsibility for the customer while the rest of the organisation gets on with their tasks. Rather, the relationship-based view of marketing places the responsibility for marketing (as defined broadly) on everyone in the organisation. In other words, it is the responsibility of every employee within the organisation to satisfy the needs of customers. A relationship marketing orientation can therefore create a competitive edge for an organisation and can also have a positive impact on organisational performance. In a highly competitive, global environment organisations are focussing more attention on building sustainable, competitive advantages by developing and maintaining close, cooperative relationships with a limited set of suppliers, customers and channel members. Through these relationships, organisations create value by differentiating their offering and/or lowering their costs. The term "relationship marketing" is therefore applied to a number of different marketing activities ranging from consumer frequency marketing programs to selling activities directed towards building partnerships with key customers. The focus of this study is to investigate the mutually beneficial nature of establishing long term relationships in supplier markets, customer markets, internal markets, recruitment markets, internal markets and influence markets. The different principles which are important to improve and professionally manage the relationships in the markets listed above, are identified and discussed. These principles were tested in travel agencies in the Western Cape province to determine their current and ideal application in a travel and tourism environment. The calculation of effect sizes were based on the difference between the current and ideal application of the principles within travel agencies in the Western Cape. / Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2007

Relationship marketing has received much attention and widespread publicity over the past ten years and has moved to the forefront of research and practice. It provides companies with a management tool to establish economically profitable relationships, networks and interactions with different, but equally important stakeholder markets. The marketing concept as reflected in the four P's of the marketing mix was prominent in marketing practice and thinking until the mid-1980s, when reference to customer relationships and relationship building began to appear in the literature and became the focus of much research. The marketing concept, although still relevant, was expanded to include the dimension of relationships. The shift fiom transactional to relationship-based marketing has many implications for product and service based business. Marketing can no longer be viewed as a separate function to which an organisation can assign responsibility for the customer while the rest of the organisation gets on with their tasks. Rather, the relationship-based view of marketing places the responsibility for marketing (as defined broadly) on everyone in the organisation. In other words, it is the responsibility of every employee within the organisation to satisfy the needs of customers. A relationship marketing orientation can therefore create a competitive edge for an organisation and can also have a positive impact on organisational performance. In a highly competitive, global environment organisations are focussing more attention on building sustainable, competitive advantages by developing and maintaining close, cooperative relationships with a limited set of suppliers, customers and channel members. Through these relationships, organisations create value by differentiating their offering and/or lowering their costs. The term "relationship marketing" is therefore applied to a number of different marketing activities ranging from consumer frequency marketing programs to selling activities directed towards building partnerships with key customers. The focus of this study is to investigate the mutually beneficial nature of establishing long term relationships in supplier markets, customer markets, internal markets, recruitment markets, internal markets and influence markets. The different principles which are important to improve and professionally manage the relationships in the markets listed above, are identified and discussed. These principles were tested in travel agencies in the Western Cape province to determine their current and ideal application in a travel and tourism environment. The calculation of effect sizes were based on the difference between the current and ideal application of the principles within travel agencies in the Western Cape. / Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2007