There has been a disastrous impact of COVID-19 on the travel and tourism industry across the world and Australia is no exception (Kaine, 2020). Almost 3.1% of the GDP of Australia was derived from Tourism, the travel and tourism industry also comprise 8.2% of the export earnings of the nation (Farzanegan, Gholipour, Feizi, Nunkoo & Andargoli, 2020). The economic sector of Australia has been severely affected due to the grounding of planes, closing down of tourist venues, quarantining of cruise ships, and banning of all other non-essential international as well as domestic travel. Covid-19 is being called as the greatest crisis in the history of international travel (Farzanegan, Gholipour, Feizi, Nunkoo & Andargoli, 2020). It has set off an unmatched crisis in the tourism economy and has given a major shock to the tourism sector (Chinazzi et al, 2020). The impact of COVID-19 has been estimated by the revised OECD that due to COVID-19, there is a 60% decrease in international tourism in the year 2020, which could increase to 80% if the recovery is further delayed till December (Zheng, Goh & Wen, 2020). In OECD countries, Domestic tourism makes up around 75% of the economy of the tourism sector and is anticipated to show a quick recovery (Chinazzi et al, 2020). It provides major opportunities for steering recovery specifically in countries such as Australia, where the tourism sector is responsible for many jobs and businesses (Chowdhary & Prakash, 2010).
The government has been introducing some measures and stimulus packages to provide benefits to the workers and businesses in the travel and tourism sector (Folinas, & Metaxas, 2020). The industry and the government are initiating the following efforts:
Such actions are required and much needed to reopen the tourism industry and successfully run the businesses and economy (Haywood, 2020). Much more efforts are essential for working in a more coordinated manner as the activities are very interdependent in the tourism sector (Chowdhary & Prakash, 2010). It requires both the government as well as the travel and tourism industry to continually reinforce and coordinate their efforts to support the businesses specifically the small ones and the workers who are dependent on their incomes for livelihood. The sensitive destinations must be given enough attention for their recovery (Wen, Wang, Kozak, Liu & Hou, 2020). The measure set up by the government today will help to shape the future of the tourism industry (Deale, 2016). The businesses and government must consider the long term results of the current crisis and stay ahead with the technologies, support the transition of low carbon and put efforts to build a more sustainable economy by promoting the required structural transformation (Niewiadomski, 2020). The crisis must be seen as an opportunity to rethink the future of the tourism industry (Deale, 2016).
Some countries are opening up or planning to open their border. However, there is less probability of the world coming back to the normal anytime soon (Haywood, 2020). Hence, the coronavirus pandemic has brought a very hard time for the companies that are into the tourism, hospitality, and travel sectors and whose incomes depend on the holidaymakers (Gao & Ren, 2020). Amidst this pandemic, the innovators are continually working towards finding solutions and have been bringing in more innovative and creative responses for their businesses (Folinas, & Metaxas, 2020). Some businesses are trying to restore the routine of how once traveling took place while others are trying to push the boundaries and bringing in some travel trends to deal with the current situation (Haywood, 2020).
The idea of my start-up is to help the people get an experience of dining out while maintaining social distancing from other diners. The hospitality industry has been severely affected by the coronavirus pandemic. The pandemic has caused the closing down of the hotels as well as restaurants for a long period (Gao & Ren, 2020). Both businesses are required to resume their work by following some safety measures and are using some unique ideas for maintaining social distancing.
The start-up is also built on the same idea of maintaining social distancing norms while providing the customers a great dining experience which they were missing out on due to the threat of spreading of coronavirus (Niewiadomski, 2020). The hotel rooms can be used as spaces for private dining which will help and allow the people to go out and eat while at the same time preventing them from physically contacting other diners (Gao & Ren, 2020). The concept behind this is to get a full room with a table instead of getting a table in a restaurant. The food and drinks can be ordered by the customers using the phone so that they can be served with the food in their rooms only and they don’t have to leave their room (Nepal, 2020).
This way the people will be given the facility to enjoy leisure time with their family and friends safely and practicing precautions. The rooms will be allowed to accommodate 2-12 people and the dining will take place in shifts which will last for two and a half hours and the facility will also be given if the customers need to stay overnight by paying an extra fee.
Two partners/businessmen (Decrease in risk/risk sharing, shared investment and inputs, more profits)
Local suppliers (to source the material)
Management of business
Advertising and word of mouth
Providing different cuisine
Set with an oceanic view
The soothing and comfortable dining experience
Special authentic cuisine
Night-out facility and dining for all
Financial- local products (transportation and purchase costs),
Human- Owners, and staff (they need to develop a good relationship with customers) (Prideaux, Thompson & Pabel, 2020).
Word of mouth
Trip advisor websites
All are cost-effective methods
A website with an online menu
Driven by value
Locally sourced produce (Polyzos, Samitas & Spyridou, 2020).
Maintenance of property- wages, rents, electricity, and water.
Tourists during peak season
The Business Model Canvas is an instinctive and anticipatory structure for new as well as existing businesses. It is a method or a tool to form strategies and forecast the activities to be pursued in the future to develop a blueprint for the business to follow. The existing business may use the business canvas to analyze their business and then make efforts to bring in the required changes and implement them in the future. It is an innovative method and a collaborative process that helps and empowers the business members to define the issues in the business and form solutions for solving those issues by discussing them (Frederick, Kuratko & O'Connor, 2015).
Alexander Osterwalder was the first person to propose the business model canvas and then gradually, many practitioners developed it all around the world (Polyzos, Samitas & Spyridou, 2020). The Business Model Canvas fragments the business into nine different building blocks.
Following are the nine building blocks of Business Model Canvas:
Business Model Canvas for the start-up:
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Chowdhary, N., & Prakash, M. (2010). Should I, should I not?. Journal of Teaching in Travel & Tourism, 10(2), 192-207.
Deale, C. S. (2016). Entrepreneurship education in hospitality and tourism: Insights from entrepreneurs. Journal of Teaching in Travel & Tourism, 16(1), 20-39.
Farzanegan, M. R., Gholipour, H. F., Feizi, M., Nunkoo, R., & Andargoli, A. E. (2020). International tourism and outbreak of Coronavirus (COVID-19): A Cross-country analysis. Journal of Travel Research, 0047287520931593.
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Nepal, S. K. (2020). Travel and tourism after COVID-19–business as usual or opportunity to reset?. Tourism Geographies, 1-5.
Niewiadomski, P. (2020). COVID-19: from temporary de-globalisation to a re-discovery of tourism?. Tourism Geographies, 1-6.
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Wen, J., Wang, W., Kozak, M., Liu, X., & Hou, H. (2020). Many brains are better than one: The importance of interdisciplinary studies on COVID-19 in and beyond tourism. Tourism Recreation Research, 1-4.
Zheng, Y., Goh, E., & Wen, J. (2020). The effects of misleading media reports about COVID-19 on Chinese tourists’ mental health: a perspective article. Anatolia, 31(2), 337-340.
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