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Introduction
Hotels undergo Covid-19 as one of the most devastating pandemics (Liu et al., 2021; Sharma et al., 2021). Covid-19’s deaths have exceeded two million cases since it appears in China, and tens of millions of infections are still recorded daily (World Health Organization, 2021). This viral storm cast a shadow over the global economy, the networks of international relations and hotels (Giousmpasoglou et al., 2021; Jiang and Wen, 2020). Covid-19 harms airline flights, cruise lines and hotels. Many hotels have been forced to close or limit capacity.
The impact of revenue management (RM) in demand forecasts absence is under consideration. Owing to the pandemic, flexible practicing of some RM initiatives to generate cash flow is key to hotel business existence. The RM flow is needed despite the hotel market’s low-demand periods due to the pandemic (Guillet and Chu, 2021). The RM concept is considered a complex management philosophy and has many dimensions. RM provides hotel operational and strategic decision-making support (Okumus, 2004). RM is not only considered controlling inventories, but also it integrates many operational tactics to boost profitability. Although the RM has been attracted more research before or during the pandemic, its implementation and the associated benefits in hotels are still fragmented. Perhaps, due to the unique nature of hotels. The hotel environment has distinctive features. It operates without non-stopping. It is characterized by extreme operation, highest turnover rates, physically different shifts, emotionally stressful work, multitasking, erratic job schedules, unpaid vacations and recently obliged to cope with the massive technology trends (Wong and Ko, 2009). Many hotels worldwide are forced to close due to Covid-19 (Karatepe et al., 2021). For example, during the disruption peak of the Covid-19 in Egypt, small hotels were forced to either close or lay off their employees. Many guest reservations, meetings, conferences and daily events were canceled due to lockdown decisions (Sobaih et al., 2021). Therefore, hotels are still lagging in surviving during pandemics. Hotel managers need a strategic tool to cope with the pandemic. Thus, RM practices are suitable for the hotel’s inventory controls and could maximize the overall profit (Viglia and Abrate, 2020). It is used to increase revenues and meet/satisfy customers’ needs. RM has become an essential strategic tool in...