When do you want to activate your Crisis Management Team?
I want your help to provide me with Two Different answers for the below case study:
1- Read the Case Study SAGE RISK MANAGEMENT
2- Reply to the questions in the attached Identify Potential risks
3- Read the attached feasible Hotel Crisis Management Plan.
A- Select a hospitality organization based on the facts and specific circumstances of the organization: for the first assignment write about Four Seasons hotels and for the second one write about SIX SENSES HOTELS.
B- write a feasible Hotel Crisis Management Plan that includes at least the following aspects:
1- INTRODUCTION
Risk Analysis (Risk identification or Vulnerabilities)
The development of a Crisis Management Plan should start with an assessment of the potential vulnerabilities, risks, and threats facing a hospitality operator and the evaluation of the crisis preparedness at the corporate, regional, or local level.
2- SWOT (Internal and external landscape) and PESTLE analysis.
Risk evaluation (qualitative/quantitative)
Risk treatments (Acceptance. Reduction, Outsourcing, Avoidance)
3- CRISIS PLAN
Crisis Management Team (CMT)
– Members. Who is in the CMT
– Role responsibilities description.
– Command Centre Location (corporate, regional or local level)
– Contact information
4- Crisis Management Activation
When do you want to activate your Crisis Management Team?
What events at what scale are the triggers?
Who confirms that there is a crisis?
What are the first procedures and the first steps taken?
5- Definition of a Crisis
Definition of your crisis level/alert level/escalation level/early warning system.
5- Information Handling
How do you want to collect, evaluate, and report incidents, monitoring of (social) media, prepare reports, and support decision-making, internally, toward stakeholders?
Who is responsible? In what form is the information distributed?
Are there considerations or procedures for handling classified information?
6- Crisis communication
How do you want to handle the media?
Who are the spokespersons?
How do you observe media reception and social networks?
Location for press conferences?
Who can help (communication advisors, call centers)?
The appearance of internet presence (black site, creation of FAQ)?
7- (*) Since communication is a key element in Crisis Management, a separate Crisis Communication Plan addressing these issues should be developed.
8- Responses to specific types of emergencies or Special Plans (e.g. Contingency Plans, Evacuation Plans) E.g. for the handling of pandemics, storms, strikes, dangerous goods incidents, etc. (Summarize at least 1 type of emergency).
Requirements: N/A
Summary:
Select a hospitality organization and based on the facts and specific circumstances of the organization write a feasible Hotel Crisis Management Plan that includes at least the following aspects:
CRISIS MANAGEMENT PLAN STRUCTURE (CMP)
INTRODUCTION
· Risk Analysis (Risk identification or Vulnerabilities)
The development of a Crisis Management Plan should start with an assessment of the potential vulnerabilities, risks, and threats facing a hospitality operator and the evaluation of the crisis preparedness at the corporate, regional or local level.
SWOT (Internal and external landscape) and PESTLE analysis.
· Risk evaluation (qualitative / quantitative)
· Risk treatments (Aceptance. Reduction, Outsourcing, Avoidance)
CRISIS PLAN
· Crisis Management Team (CMT)
Members. Who is in the CMT
Role responsibilities description.
Command Centre Location (corporate, regional or local level)
· Contact information
· Crisis Management Activation
When do you want to activate your Crisis Management Team?
What events at what scale are the triggers?
Who confirms that there is a crisis?
What are the first procedures and the first steps taken?
· Definition of a Crisis
Definition of your crisis level/alert level/escalation level/early warning system.
· Information Handling
• How do you want to collect, evaluate, and report incidents, monitoring of (social) media, prepare reports, support decision making, internally, towards stakeholders?
• Who is responsible? In what form is the information distributed?
• Are there considerations or procedures for handling classified information?
· Crisis communication
How do you want to handle the media?
Who are the spokespersons?
How do you observe media reception and social networks?
Location for press conferences?
Who can help (communication advisors, call centers)?
Appearance of internet presence (black site, creation of FAQ)?
(*) Since communication is a key element in Crisis Management, a separate Crisis Communication Plan addressing these issues should be developed.
· Responses to specific types of emergencies or Special Plans (e.g. Contingency Plans, Evacuation Plans) E.g. for handling of pandemic, storm, strike, dangerous goods incidents, etc. (Summarize at least 1 type of emergency)
Read the case study and Identify potential risks for a small to medium size hospitality business like Chalet Matsuzaka (read in Moodle) and answer the following questions:
What were some challenges and initial risks faced by Faye and Mike when opening their business?
What are the potential risks for a business like Chalet Matsuzaka?
What can be done to understand, analyse, mitigate and respond to these risks?
Chalet Matsuzaka: Crisis Mitigation Case Author: Laird R. Smith & Laura Guerrero Online Pub Date: January 03, 2022 | Original Pub. Date: 2020 Subject: Risk Management, Strategic Management & Planning, Small & Medium-Sized Enterprises Level: | Type: Indirect case | Length: 4145 Copyright: © 2020 NeilsonJournals Publishing Organization: Chalet Matsuzaka | Organization size: Small| Medium Region: Northern America, Eastern Asia, Northern Europe, Western Europe | State: Industry: Accommodation| Accommodation and food service activities Originally Published in: Smith, L. R. & Guerrero, L. ( 2020). Chalet Matsuzaka: Crisis Mitigation Journal of International Business Education, 15( 1). JIBE15-0CS5. Publisher: NeilsonJournals Publishing DOI: https://dx.doi.org/10.4135/9781529790740 | Online ISBN: 9781529790740
© 2020 NeilsonJournals Publishing This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes. 2022 SAGE Publications Ltd. All Rights Reserved. The case studies on SAGE Business Cases are designed and optimized for online learning. Please refer to the online version of this case to fully experience any video, data embeds, spreadsheets, slides, or other resources that may be included. This content may only be distributed for use within Les Roches Marbella. https://dx.doi.org/10.4135/9781529790740 SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 2 of 11Chalet Matsuzaka: Crisis Mitigation
Abstract Faye Davison and Mike Jones, both from Great Britain, met when they were expatriates in Japan. They wanted to open a Japanese-themed hotel in the French Alps. Faye and Mike faced several obstacles as France is not an easy place for entrepreneurs. They eventually bought land and built a four-star hotel. Chalet Matsuzaka had four floors, a large reception area, ten bedrooms, a Japanese spa with massage services, a gourmet restaurant, and a meeting room. In February 2020, after having been in business since 2006, Faye wondered what sorts of risks should she and Mike expect. The corona virus was ravaging China and was already spreading beyond China’s borders. 1 Brexit had been decided but not finalized. 2 How would these events or others impact their business? How could they ensure that even if something happened, Chalet Matsuzaka could continue to be successful? Case Keywords: Hospitality industry, small business, cultural differences, risk assessment. In February 2020, after having been in business since 2006, Faye wondered what sorts of risks should she and Mike expect. The corona virus was ravaging China, and it was already spreading beyond China’s borders.3 Brexit had been decided but not finalized. 4 How would these events or other unexpected ones impact their business? How could they ensure that even if something happened, Chalet Matsuzaka could continue to be successful? 1. Overview Faye Davison and Mike Jones, both from Great Britain, met when they were expatriate engineers at the Nissan Design Centre in Atsugi, Japan. Both were active skiers and had frequently travelled to the mountain resorts in the Nagano prefecture to ski and enjoy the hot-spring spas (known as onsen in Japanese). Because Faye and Mike loved these vacations, they wanted to open a Japanese-themed hotel in the French Alps region that they had often visited as tourists. They especially liked the village La Rosiere 1850, in the Savoyard sector (department) of France. For a map of France showing the region, please see Exhibits A and B. SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 3 of 11Chalet Matsuzaka: Crisis Mitigation
Exhibit A: Overview of location of La Rosire 1850 in France SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 4 of 11Chalet Matsuzaka: Crisis Mitigation
Exhibit B: Map of La Rosiere 1850: the hotel Chalet Matsuzaka is above the Les Eucherts section in the lÕAverne subdivision 2. Doing Business in the European Union and in France First, we will discuss certain aspects of doing business in the European Union (EU) and in France, in particular, where the case takes place. Citizens of EU can establish a business in any of the EU countries. In 2008, the European Small Business Act (SBA) was passed to help small and medium-sized enterprises (SMEs) in the EU. By reducing bureaucracy, the EU hoped to improve the business environment for entrepreneurs. This legislation included easier access to loans from EU financial institutions and loan guarantees. It also established guidance rules for member nations: (1) to complete the licensing and registration of new businesses more quickly through one government agency, (2) to boost education in entrepreneurship in early secondary schools, and (3) to promote media attention to entrepreneurship.1 Within the EU, there were some differences between countries. France was ranked 25th in the world in terms of ease of starting a business. This may sound good, but it is worth considering that only a few other European nations were ranked behind France. This suggests that France may have unnecessary obstacles and delays that are not common in other European countries. Some difficulties that business owners faced included waiting up to 70 days to have electricity connected, waiting up to two months to have an internet connection, having problems getting credit (France ranks 90th in the world), and other restrictions that varied by local laws. 5 Although Faye and Mike opened the hotel in 2006, which was before the SBA was passed, they were able to find out which permits they needed and got them approved. They felt fortunate to have a few close contacts in La Rosiere 1850 (such as Faye’s brother-in-law) to advise and encourage them as they dealt with bureaucratic obstacles. The SBA did have an impact on the business, however. Although they only had one part-time employee, they had to follow the SBA requirements for terms of employment, changes to employment contracts, and employee consultation requirements. In the EU, employees had the right to have (1) an explanation if they had been released for other than economic reasons, (2) a guaranteed minimum vacation with pay (usually SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 5 of 11Chalet Matsuzaka: Crisis Mitigation
5 weeks), (3) a minimum of four months of parental leave, and (4) their old job or an equivalent when they returned from parental leave. 3. British Citizens Living in France An aspect of opening a business in France is that Faye and Mike were British and therefore, foreigners. Even though they had lived for many years in France, Faye and Mike still had to deal with the liability of foreignness (the intrinsic disadvantage faced by foreign firms and individuals in host countries because of their non-native status). 6 As British, they knew they would have to adapt to be accepted in La Rosiere 1850. In 2017, the number of British citizens living in France was estimated to be 151,800. Of those, over 57,000 were employed. 7 Most of them were self-employed. Many British citizens in France provided services to English-speaking tourists or other expatriates and worked in bars and restaurants, bed & breakfasts, camping sites, real estate services, and small construction projects. Some owned small businesses, which rarely had much operating capital and could be easily impacted by adverse economic conditions. Faye and Mike had considerable international experience, having worked and lived for some years in both Japan and France. Both of them spoke English and French, and Mike also spoke Japanese. This international experience worked in their favour. Faye and Mike could have begun a business anywhere in the EU (the biggest number of British citizens living abroad were in Spain), but they chose to set up a hotel in France. The biggest motivation was that they wanted to live where they had often visited as tourists. It was also appealing because Faye’s sister lived there with her French husband. They also chose France because they knew the language and culture (which they had gotten to know much better while working there as managers in the automotive industry). Yet, they were still near their friends and family in Great Britain. Starting with a general idea, Faye and Mike identified the elements for their project and created a simple business plan. Their target customer was the Japanese tourist in France looking for a taste of home. Faye and Mike had been scouting sites in the Tarentaise Valley in the French Alps where they could build their hotel. Faye’s sister and her husband, who was from the village of La Rosiere 1850, told them of some soon-to-be available land in Les Eucherts, a zone of the village with a wonderful view of the valley. La Rosiere 1850 is a small village high in the French Alps in the Tarentaise Valley (the 1850 refers to the town’s elevation in meters and was eventually added to the town’s name). The French Alps have some of the highest mountains in Europe. 8 The Alps are known for its ski resorts and natural parks. 9 The views from La Rosiere 1850 across a valley are spectacular, and overlook several famous ski resorts, including Tignes and Les Arcs. 10 La Rosiere 1850 was developed as a ski resort in the 1950s and was later connected via ski lifts with an Italian village, La Thuile. La Rosiere 1850 is considerably smaller than its well-known sister town, Val d’Isere (site of the 1992 Winter Olympics and annual World Cup ski competitions). In 2020, La Rosiere 1850 had about 700 residents. The village was dedicated to ski tourism, and nearly all the local businesses catered to tourists. These included restaurants, bars, shops offering ski apparel and equipment, and several hotels. In 2020, the village-resort had just over 12,000 beds in 1,436 establishments (hotels, tourist residences, apartments, and chalets). 11 The village-resort was planned to grow to 15,000 beds by 2025. 4. Overcoming the Challenges Before they could start their business, Faye and Mike had to request permission from the village council to buy the land and then get authorization to build a hotel. As with many small villages, nearly all the residents of La Rosiere 1850 knew each other. Although EU law prohibits discrimination against EU citizens from other EU member nations, 12 local residents might have a better opportunity to buy the land because they already knew the members of the village council, and they might more easily petition for the land. Faye and Mike knew that they needed to present a compelling business plan that set them apart from anyone else seeking to buy the property. SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 6 of 11Chalet Matsuzaka: Crisis Mitigation
Speaking in almost flawless French, Faye and Mike presented their business plan to the village council. They identified their niche market, and then provided details of their experience in Japan. Faye and Mike described the size of the hotel and the type of accommodations they planned to offer. Their plan specified the expected costs of building the chalet and the expected costs of purchasing the furniture and equipment (highlighting the special accommodations for Japanese guests). The plan also included the expected start-up expenses and a 36-month profit-and-loss projection. For their competitive analysis, Faye and Mike had researched the tourist services in La Rosiere 1850 and those in neighbouring towns. They found that no other business in the area offered accommodations specifically for Japanese tourists. Faye and Mike also explained how they intended to promote their chalet in the Japanese tourism media. The village council approved their request based on the standing of the hotel (as a four-star lodging) and the plan to attract a niche market. Faye and Mike then bought the land and got permits for building the hotel. Although Faye and Mike had saved over €0.8M, considerably more capital was needed to complete the project within the 15-month period Faye and Mike had set. Initially, they tried to use the same business plan that they presented to the village council to secure the additional funding from banks. Faye and Mike visited over 20 banks with their business plan, but the banks were more interested in payback risk, rather than the niche market plan. Once they focused on payback risk, they were able to find two banks to lend them the capital. These banks provided €1.5M to build Chalet Matsuzaka, the outside hot pool (rotenburo) and inside hot bath (ofuro), and to buy the rooms and lobby furnishings and equipment for the kitchen. As Faye described it, “In the end, I believe it was both our perseverance and professionalism that got us the loan.” 5. Chalet Matsuzaka Following the approval of the land purchase by the village council, the building of Chalet Matsuzaka began in 2005. Faye and Mike oversaw all the building process themselves. Although they faced cultural and language challenges, they did not feel comfortable leaving the construction supervision to the architect who received a percentage of building costs and had little incentive to control them. Faye and Mike could compare contractor quotes with her brother-in-law, who had recently managed a large construction project for his own hotel in the village; this helped in negotiations with the contractors. If a quoted price seemed unreasonable and the contractor would not reduce it, Faye and Mike looked for contractors outside of the region. Construction of the hotel was completed in 2006. The chalet had four floors, a large reception area, ten bedrooms for up to 28 guests, a Japanese spa with massage services, a gourmet restaurant, and an internet-connected meeting room. All bedrooms offered sweeping views of the valley below. There were three types of bedrooms: two Hayashi (forest) rooms, where the furniture, curtains, bamboo parquet floor and tatami rugs were outfitted in a Japanese Washitsu style; five Savoyard rooms (from the Savoy; a style of rustic wood furniture typical for this region), which had larger living space and could be configured for up to four beds; and three Mansarde rooms (attic rooms that had sloping, beamed ceilings that follow the contour of the roof) which also offered flexible sleeping arrangements—guests could place from two to four beds in these rooms. Chalet Matsuzaka was designated by the French Tourist Development Agency (ATOUT France) 13 as a four-star hotel. This rating required hotels to provide a wide range of facilities and services for their guests, including a spa (which offered massages, facial treatments, and the open-air hot bath, or rotenburo). Every five years, an independent auditor (mystery guest) verified that the hotel deserved to keep this rating. Chalet Matsuzaka provided consistent high-quality service (as reflected in many traveller reviews, where guests raved about the hotel and its owners). As noted on its website, it had won several awards: the 2016 Guest Review Award from Booking.com, the 2014 Travellers Choice from Trip Advisor, and a certification from Famille Plus. 14 SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 7 of 11Chalet Matsuzaka: Crisis Mitigation
Exhibit C: Chalet Matsuzaka 6. Operations Faye and Mike took care of all aspects of running and maintaining the hotel, doing much of the work themselves and only hiring part-time help as needed. Day-to-day activities included making beds, cleaning rooms, and ensuring that everything worked (including internet services). Faye or Mike had to be available at the front desk for guests checking in or out and to respond to the needs of their guests. Also, Mike had to perform regular maintenance on the heating system and the water heaters. During the snowy season, he had to clear the driveways and sidewalks. The restaurant operated six days of the week; Faye did the cooking. But at least one more person was needed to help in cleaning rooms, making beds and be a general assistant (to help run the front desk, to attend to the guests’ needs, and to help in the restaurant). Chalet Matsuzaka’s “family restaurant” served complete meals (table d’hote, meals at a fixed price as compared to separately priced items, a la carte) that they called “home-cooking”, a blend of Japanese home-cooking and European cuisine. The food was “healthy based”, not overly rich, which Faye and Mike felt was more appealing to their guests after a full day of skiing. Nearly all reviews on Trip Advisor.com, Booking.com, and Expedia.com praised the meals. For the longer term, Faye and Mike were concerned about the expenses they would incur when the rooms had to be re-outfitted; when the kitchen appliances had to be reconditioned or purchased new; when the lobby and its furniture had to be refurbished or replaced. Also, it would be very costly to repair or replace the central heating system and water heaters when it became necessary. Although these were part of the regular maintenance costs, several items could fail or wear out at the same time. So, they had to keep additional funds for this purpose. SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 8 of 11Chalet Matsuzaka: Crisis Mitigation
7. Marketing Strategy Businesses in several European countries had sought to attract Japanese tourists, but had not understood this market well until recently (the value of Japanese tourists to the hospitality industry had long been a priority, as noted by European tour operators). 15 Outbound Japanese tourism (as opposed to domestic) had been growing over recent years, and France was among the top ten destinations. 16 Ahmed and Krohn (1993) described Japanese cultural aspects that swayed the behaviour of Japanese tourists, notably that they enjoy traveling with other Japanese people, that they generally shunned adventurous activities, and that they often preferred destinations that offered Japanese food, service and amenities. 17 These preferences would be easily accommodated at Chalet Matsuzaka, though the hotel was not advertised on Japanese websites. However, English- and French-speaking visitors to travel websites could find easily find Chalet Matsuzaka, which had its own website and was featured prominently on several travel websites. Chalet Matsuzaka was also advertised on OVNI (a Japanese-French newspaper, which translated the ad into Japanese). In addition, Chalet Matsuzaka benefitted from interviews with various European media, including an article in 2016 in The Times (of London). Faye noted, “most of the Japanese side of the marketing has been from word of mouth. We also have a large part of our clientele who are ‘Japan lovers’, being people who want to go to Japan, people who have been to Japan, and people who work with Japan.” Guests at Chalet Matsuzaka came from several countries (including Japan), but most of them were from the UK, France, the US, and Canada. Visitors mainly spoke English or French. Faye and Mike could communicate in both languages, and Mike was also fluent in Japanese. 8. FayeÕs Reflections on Chalet Matsuzaka Faye noted the challenges she and Mike tackled and their successes, and many intangible rewards they had gained in the years since Chalet Matsuzaka was built: “We are very proud of Matsuzaka. It wasn’t easy! We feel that we have a good (and deserved) commercial reputation. We’ve built a rapport with the locals and have mutual respect. We now have other competitors (three other 4-star hotels were built recently) which is a new challenge. We are taking a short term hit on sales but as our e-reputation is good, we are starting to see the results of that coming back to us. I was just recently elected to the town council and therefore am in the throes of a new investment in the resort.” Faye and Mike felt they had done well, even if the occupancy rate (having all hotel rooms occupied) had been lower than they had originally projected in their business plan. The projected rate was 80%, but the yearly average had been closer to 50%. Faye and Mike were able to have about six months of the year free because their guests came primarily for the ski season (from mid-November to mid-April). Being in a rural yet picturesque setting, they believed they had a “fantastic quality of life” living where they expected to eventually retire. Faye also considered what she and Mike might have done differently: “With hindsight, it’s been a difficult road and one which we wouldn’t have necessarily taken if we’d had all the information up front. That said, nobody has [that advantage], and the fact that we were able to step out of industry and work for ourselves, is the greatest achievement. That was our original objective – to be masters of our own destiny.” In February 2020, after having been in business since 2006, Faye wondered what sorts of risks should she and Mike expect. The corona virus and Brexit were two major events at this time. How would these events or other unexpected ones impact their business? How could they ensure that even if something happened, Chalet Matsuzaka could continue to be successful? References Ahmed, Z. and Krohn, F. (1993), “Understanding the unique consumer behaviour of Japanese tourists”, Journal of Travel and Tourism Marketing 1(3), pp. 73–86. SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 9 of 11Chalet Matsuzaka: Crisis Mitigation
Around 120 million tourists visit the Alps every year making the impact of tourism on Alpine nature considerable. New waves of “mass tourism” threaten to destroy pristine wildlife areas – the very thing that attracts tourists in the first place. Retrieved from https://wwf.panda.org/knowledge_hub/where_we_work/alps/problems/tourism/ Atout France: France Tourism Development Agency (n.d.), Atout France. Retrieved from http://www.atout-france.fr/content/about-us Brexit timeline (n.d.), Center for European Reform. Retrieved from https://www.cer.eu/brexit-timeline Chalet Matsuzaka. Retrieved from http://www.chaletmatsuzaka.com/ Handbook on European Non-discrimination Law (2011), European Union agency for Fundamental Rights, European Court of Human Rights – Council of Europe, Impremerie Centrale, Luxembourg. p. 58–59. Retrieved from https://fra.europa.eu/sites/default/files/fra_uploads/1510-FRA-CASE-LAW-HANDBOOK_EN.pdf Dace, R. (1995). “Japanese tourism: how a knowledge of Japanese buyer behaviour and culture can be of assistance to British hoteliers in seeking to develop this valuable market,” Journal of Vacation Marketing 1 (3), pp. 281–288. “Japanese Travel Market (2018)”, MarketScan Japan 2018 – NBTCMagazine. Retrieved from https://nbtcmagazine.maglr.com/marketscan-japan/japanese-travel-market La capacite dÕaccueil touristique en Savoie Mont Blanc (n.d.), Savoie Mont Blanc L’Agence. Retrieved December 29, 2020 from https://pro.savoie-mont-blanc.com/Observatoire/Nos-donnees-brutes/Capacites-d-accueil La Rosiere (n.d.), “France Montagnes – Guide des Stations”. Retrieved December 29, 2020, from https://www.france-montagnes.com/station/la-rosiere Most Desired Outbound Travel Destinations Among Japanese 2019 (n.d.), Statista Research Department. Retrieved December 29, 2020, from https://www.statista.com/statistics/938971/japan-most-desired-overseas-travel-destinations/ Muccari, R. , Chow, D. , and Murphy, J. (2020, March 10), “Coronavirus timeline: Tracking the critical moments of Covid-19”, NBC News. Retrieved from https://www.nbcnewsxom/health/health-news/coronavirus-timelme-tracking-critical-moments-covid-19-n1154341 Newsom, S. (2016, April 10), “The secret to affordable French ski chalets”, The Times. Retrieved from https://www.thetimes.co.uk/article/bargains-sans-frontieres-n9k5zrkr7. “Not to be Overlooked – Japanese Outbound Tourists to Europe” (2013, August 23), Euromonitor International. https://blog.euromonitor.com/not-to-be-overlooked-japanese-outbound-tourists-to-europe/ Rawle, E. (2017, October 06), “How many British citizens live in France?” Retrieved from https://www.completefrance.com/home/news/how-many-british-citizens-live-in-france-1-5204789 Taiwan the Top Overseas Destination for Japanese Travelers (2019, November 7), Nippon.com Retrieved December 29, 2020, from https://www.nippon.com/en/japan-data/h00576/taiwan-the-top-overseas-destination-for-japanese-travelers.html#:~:text=The%20most%20visited%20overseas%20destination,%2C%20and%20Hawaii%20(Oahu). Top 10 challenges of doing business in France (2018, July 30), TMF Group. Retrieved from https://www.tmf-group.com/en/news-insights/articles/2018/july/france-top-10-challenges/ “Visit the French Alps” (2013, March 19), Explore France. Retrieved from http://ee.france.fr/en/discover/visit-french-alps Zaheer, S. (1995), “Overcoming the Liability of Foreignness”, The Academy of Management Journal, 38(2): pp. 341–363. Notes 1. Muccari, R., Chow, D. and Murphy, J. (2020, March 10), Coronavirus timeline: Tracking the critical moments of Covid-19. NBC News. Retrieved from https://www.nbcnews.com/health/health-news/coronavirus-timeline-tracking-critical-moments-covid-19-n1154341 2. Brexit timeline (n.d.), Center for European Reform. Retrieved from https://www.cer.eu/brexit-timeline 3. https://www.nbcnews.com/health/health-news/coronavirus-timeline-tracking-critical-moments-covid-19-n1154341 SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 10 of 11Chalet Matsuzaka: Crisis Mitigation
4. https://www.cer.eu/brexit-timeline 5. Top 10 challenges of doing business in France (2018, July 30). TMF Group. Retrieved from https://www.tmf-group.com/en/news-insights/articles/2018/july/france-top-10-challenges/ 6. Zaheer, S. (1995), “Overcoming the Liability of Foreignness”, The Academy of Management Journal, 38(2), pp. 341–363. 7. Rawle, E. (2017, October 06), “How many British citizens live in France?” Retrieved from https://www.completefrance.com/home/news/how-many-british-citizens-live-in-france-1-5204789 8. Visit the French Alps (2013, March 19), “Explore France”. Retrieved from http://ee.france.fr/en/discover/visit-french-alps 9. http://ee.france.fr/en/discover/visit-french-alps 10. Newsom, S. (2016, April 10), “The secret to affordable French ski chalets”, The Times. Retrieved from https://www.thetimes.co.uk/article/bargains-sans-frontieres-n9k5zrkr7. 11. La Rosiere (n.d.), “France Montagnes – Guide des Stations”. Retrieved December 29, 2020, from https://www.france-montagnes.com/station/la-rosiere 12. Handbook on European Non-discrimination Law (2011), European Union agency for Fundamental Rights, European Court of Human Rights – Council of Europe, Impremerie Centrale, Luxembourg. p. 58–59. Retrieved from https://fra.europa.eu/sites/default/files/fra_uploads/1510-FRA-CASE-LAW-HANDBOOK_EN.pdf 13. Atout France: France Tourism Development Agency (n.d.), Atout France. Retrieved from http://www.atout-france.fr/content/about-us 14. http://www.chaletmatsuzaka.com/ 15. “Not to be Overlooked – Japanese Outbound Tourists to Europe” (2013, August 23), Euromonitor International. https://blog.euromonitor.com/not-to-be-overlooked-japanese-outbound-tourists-to-europe/ 16. Taiwan the Top Overseas Destination for Japanese Travelers (2019, November 7). Nippon.com https://www.nippon.com/en/japan-data/h00576/taiwan-the-top-overseas-destination-for-japanese-travelers.html#:~:text=The%20most%20visited%20overseas%20destination,%2C%20and%20Hawaii%20(Oahu); “Japanese Travel Market” (2018), MarketScan Japan 2018 – NBTC Magazine. Retrieved from https://nbtcmagazine.maglr.com/marketscan-japan/japanese-travel-market; Dace, R. (1995), “Japanese tourism: how a knowledge of Japanese buyer behaviour and culture can be of assistance to British hoteliers in seeking to develop this valuable market”, Journal of Vacation Marketing 1(3): pp. 281–288. 17. Ahmed, Z. and Krohn, F. (1993), “Understanding the unique consumer behaviour of Japanese tourists”, Journal of Travel and Tourism Marketing 1(3): pp. 73–86. https://dx.doi.org/10.4135/9781529790740 SAGE© 2020 NeilsonJournals PublishingSAGE Business CasesPage 11 of 11Chalet Matsuzaka: Crisis Mitigation
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