Tourism, Security and Safety From Theory to Practice

Table 1
Guests in Israeli Hotels
Total Guests 
Israeli Guests
Percentage
Month
Year
(in thousands)
(in thousands)
of Israeli Guests
September
2000
636.00
336.00
53%
October
2000
437.80
249.90
57%
November
2000
405.20
297.10
73%
December
2000
473.30
377.90
80%
January
2001
417.20
299.00
72%
February
2001
443.40
331.00
75%
March
2001
542.80
414.60
76%
April
2001
461.70
338.90
73%
May
2001
516.40
400.80
78%
June
2001
530.20
430.50
81%
July
2001
619.40
535.10
86%
August
2001
735.50
654.90
89%
September
2001
395.90
347.30
88%
October
2001
459.60
407.60
89%
November
2001
447.40
397.50
89%
December
2001
469.90
405.40
86%
January
2002
388.60
311.30
80%
February
2002
443.00
384.50
87%
March
2002
467.80
402.40
86%
Source:
Israeli Central Bureau of Statistics, 2001, 2002, 2003.
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Israeli Hospitality Crisis Management
315
hospitality industry, as reported by secondary data and the news media, confirms
that the industry is in a deep financial crisis (see a review of performance and yields
in Israeli, 2002). Clearly, the decision to rely on domestic tourism is one tactic or
practice that was publicly declared and yielded limited results. However, there were
other more subtle practices that were (and still are) employed by managers in the
industry in order to cope with the lingering crisis.
As mentioned before, this chapter offers a methodology for studying crisis man-
agement practices in the hospitality industry. In the next section, we present a tool
for studying crisis management practices. Then, in the following section, we illus-
trate how this procedure is employed to study crisis management in the Israeli hos-
pitality industry. In the conclusion, we provide interpretations to the findings and
suggestions for future research.