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This case study provides in-depth, practical knowledge to develop business strategies for the management program. After reading this case study, the students will be able to learn about the challenges and problems that service firms face during a crisis, the drastic changes in the market environment due to a crisis and the analysis tools that can be used when analyzing the shifted market environment. By analyzing this case study, students will be trained for the decision-making that arises in the process of crisis management in the hotel industry.

Nam Nghi Resort, situated on the picturesque Phu Quoc Island in Vietnam, experienced the tumultuous period of the COVID-19 pandemic. Before the pandemic, Nam Nghi was a thriving five-star resort, deeply rooted in Vietnamese culture and renowned for its luxurious amenities and breathtaking location. However, the onset of COVID-19 brought unprecedented challenges to the hospitality industry, leading to a sharp decline in tourism and revenue. Despite the adversity, Nam Nghi implemented risk management practices successfully and displayed resilience and adaptability. Through rigorous cost minimization, strategic facility upgrades and targeted marketing efforts, Nam Nghi managed to navigate the crisis and gradually rebuild its business as travel restrictions eased. As the industry began to show signs of recovery, the general manager faced new challenges in restoring the resort’s prepandemic vitality. The challenge remained of understanding changing consumer values and market dynamics.

This case study can be used as class material for Master of Business Administration (MBA) students. In particular, MBA students in the hospitality industry such as hotels, resorts, travel agencies and restaurants are the target audience.

Teaching notes are available for educators only.

CSS 12: Tourism and hospitality.

As China has pressed ahead with rural revitalization in recent years, its rural financial sector has also developed rapidly and the financial environment has been greatly improved. But compared with urban areas, the rural financial sector makes rather limited contributions to rural economic development for a variety of reasons, including single types of service providers, narrow coverage, and lack of services and products. The underdevelopment of the rural financial system is closely related to the characteristics of its target customers and the economic system. The deficient rural financial credit system, the low level of IT application, the difficulty in data collection and integration, and the insufficient collateral of farmers pose high costs and huge risks for financial institutions when providing credit and other financial services.

In the present case, fintech and financial innovation complement each other: The application of fintech makes innovation possible, and the need for financial development fuels the development of fintech. Leveraging fintech and new business models, MYbank has overcome the main obstacles in the development of rural finance to provide convenient financial services for farmers and rural MSEs. Fintech is the abbreviation of “financial technology.” It can be understood as the combination of finance and technology for easier understanding, but it is more than that. Fintech refers to the innovation of traditional financial products and services with various technologies to improve efficiency and reduce operating costs. The emergence and development of fintech have led to the creation of new business models, applications, and processes, which have triggered major changes in financial markets, financial institutions, and the ways financial services are delivered, and are reshaping the financial landscapes of countries and even the world.

There are three major problems in the development of rural finance: difficult access to data, difficult risk management, and difficult market penetration. In order to gradually remove the obstacles and guarantee sustainable business development, MYbank has created three new business models with the power of fintech: digital inclusive finance at the county level, industrial finance, and platform finance. With these models, MYbank is searching for a “Chinese solution” to the worldwide problem of rural inclusive finance.

This case studies the growth of OYO Hotels (OYO) to illustrate the operational processes necessary to succeed in the service sector. The case allows for a discussion of employee- and customer-management systems, tech-driven solutions, and profit drivers. The material unfolds OYO's growth and its solution for making economy hotels discoverable and bookable online.

The case raises a series of questions around OYO's business model, its ability to translate across global markets, and growth potential. It has been successfully taught in a second-year MBA class on the management of service operations.