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The purpose of this paper is to examine crisis management practices among gambling-related hospitality business stakeholders (GBSs) during the coronavirus disease 2019 (COVID-19) pandemic.

An online survey was administered to a sample of GBSs resulting in 64 completed surveys. The survey explored the COVID-19 crisis using a three-phase framework: preparedness (prior experience and response plans), response (level of importance and use of crisis practices) and future (confidence in recovery, beliefs about consumer behavior and new strategies). Independent-samples t-tests were conducted to investigate the influence of preparedness variables on crisis management capabilities. Importance-Performance Analysis was used to evaluate GBSs' crisis management capabilities and identify where performance might be improved. Factor analyses were employed to explore groupings of response practices as well as future strategies.

Prior experience had a significant impact on GBSs' crisis management. IPA indicated gaps between the importance GBSs assign to response practices and their corresponding level of use, specifically for those related to marketing and government. Factor analysis revealed response practices did not group according to the questionnaire's four themes, instead, three themes of marketing, efficiency and expenses were revealed. Prevention and hygiene emerged as dominant themes with respect to future strategies.

This is a timely study that investigates crisis management among GBSs during the COVID-19 pandemic. It provides important methodological contributions as well as valuable practical considerations for gambling-related hospitality businesses.

This article analyzes the concepts of experience economy and promotion of authenticity at The Venetian Hotel and Casino in Las Vegas by exploring the resort's tangible and intangible heritage use in design and marketing strategies.

This qualitative study conducts a content analysis of marketing material, historical documents, and site observations.

Visitors' active involvement, combined with The Venetian's use of tangible and intangible heritage, is used in creating an authentic themed experience. In addition, our study suggests that authenticity constitutes a key concept for today's hospitality industry.

This study centers on a single case study, and requires adjustments in order to be replicated. However, The Venetian represents one of the most prominent models followed by the hospitality industry worldwide.

This analysis provides a baseline for comparison among resorts that have theming but do not integrate it in the same way, or in general, to other professionals and academics considering themed experiences.

The manuscript centers on several aspects that are being debated in numerous fields, from business to sociology, such as customers' desire for authentic experiences through the creation of themed attractions.

This research fills a gap in hospitality marketing research into authenticity and themed experience by investigating how The Venetian Hotel and Casino uses the heritage of another, tourism-focused city (Venice) to promote itself. The investigation uncovers how themed attractions in hospitality create an experience-based involvement that centers on the authenticity of the theme (in our case cultural heritage) they replicate.