| Code |
Item |
M |
SD |
| Signal Detection |
|
|
| SD1 |
The hotel formulates and assesses potential disaster origin and probability scenarios during the current COVID-19. |
6.25 |
.942 |
| SD2 |
The hotel must appoint a crisis during the COVID-19 management team (i.e., coordination and communication system. |
6.45 |
.806 |
| SD3 |
The hotel identifies external organizations to assist the hotel during the COVID-19 crisis. |
6.16 |
1.001 |
| PP1 |
The hotel establishes a crisis call center for hotel operations |
6.06 |
1.036 |
| PP2 |
The hotel provides health risk education and training for hotel employees during COVID-19. |
6.57 |
.757 |
| PP3 |
The hotel has scheduled meetings to conduct a sham crisis management drill. |
6.50 |
.834 |
| PP4 |
The hotel carries out scheduled sanitization work in and around the property. |
6.15 |
.958 |
| R1 |
The hotel allocates funds for technological development to detect factors and harmful effects of the COVID-19 pandemic. |
6.56 |
.809 |
| R2 |
The hotel actively applies for financial incentives whenever offered by the government. |
5.88 |
1.133 |
| R3 |
The hotel performs a damage audit/monitoring system for the crisis recovery process. |
5.98 |
1.149 |
| R4 |
The hotel applies media communication in both online and traditional communication methods to broadcast and promote all efforts in making certain the hotel is safe and COVID-19-free. |
6.17 |
.957 |
| L1 |
The hotel’s top management is responsible for evaluating crisis management and planning for future improvements. |
6.46 |
.858 |
| L2 |
The hotel’s top management is responsible for providing training from other agencies in dealing with crises |
6.44 |
.868 |
| L3 |
The hotel’s top management believes fast action during the crisis will reduce the negative impacts. |
6.43 |
.867 |
| L4 |
The hotel provides the resources needed (i.e., materials, people, technology, and information) to prepare for anticipated crises. |
6.39 |
.884 |
| BR1 |
Brand reputation increases the confidence level of product quality. |
6.45 |
.847 |
| BR2 |
The hotel collaborates with new business partners to increase its reputation during COVID-19. |
6.24 |
.904 |
| BR3 |
Reputation will provide the hotel bargaining power in dealing with the trading partners. |
6.36 |
.893 |
| BR4 |
Reputation encourages greater brand loyalty. |
6.42 |
.811 |
| BR5 |
Brand reputation is a barrier for rivals to act efficiently in the four or five-star hotel segment. |
5.86 |
1.150 |
| BR6 |
Brand reputation encourages the hotel to be innovative and creative. |
6.36 |
.851 |
| Pf 1 |
The hotel’s Average Daily Rate (ADR) is a crucial determinant of brand performance. |
5.97 |
1.015 |
| Pf 2 |
The hotel’s Revenue Per Available Room (RevPAR) is a crucial determinant of brand performance. |
6.14 |
1.000 |
| Pf 3 |
The hotel’s market share is vital in understanding brand performance. |
6.27 |
.926 |
| Pf 4 |
The shareholder’s value is vital for the hotel to assess the hotel’s performance |
6.09 |
1.023 |
