GMs’ Responses to the Events of September 11, 2001
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Hotel managers’ actions after 9–11 included modifying marketing activities, reducing employees’ hours, and either postponing capital improvements (for lack of cash flow) or accelerating planned upgrades while business is slow.
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2002-02-01
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hospitality industry; 9/11; hotel performance; terrorism; recession; lodging industry
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Required Publisher Statement: © Cornell University. Reprinted with permission. All rights reserved.
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