THREE QUESTIONS TO ASK AFTER A DISASTER By Lucien G. Canton, CEM
Just surviving a disaster or rapidly resuming operations is not always sufficient to guarantee the future of a company. Physical damage is often the easiest problem to deal with following a disaster. But quick repairs alone do not equate to business survival if you cannot produce goods and services or there is no one to buy them. Once the immediate crisis is passed, it is essential to have a business recovery strategy.
A prime example of this is the experience of the Sheraton Hotel following the terrorist attacks in New York City on September 11. Te hotel had not been damaged in the attack and initially enjoyed several days of sustained bookings from stranded travelers and rooms provided to rescue workers. But it soon became apparent that the attacks had dealt a heavy blow to the tourist industry. Room cancellations soared and the outlook for the future was bleak. Te Sheraton needed a new strategy if it was to survive.
Tat strategy took the form of a partnership with Lehman Brothers, the global financial firm. Lehman’s offices were located in World Trade Center Tree and had been severely damaged in the attack. Te firm was desperately seeking an operating location for its 6,500 employees. Owing to a pre-existing relationship and
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The Sheraton Hotel (located in Manhattan) formed a mutually- beneficial partnership with Lehman Brothers in the face of disaster.
aggressive marketing by the Sheraton staff, within a few days Lehman Brothers contracted to use all 665 rooms of the hotel, its lounges and restaurant as office space. Tis relationship continued for several months until Lehman Brothers was able to purchase and renovate a new building and insured the survival of the Sheraton Manhattan hotel.
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The Lehman Brothers offices were located in World Trade Center Three and were severly damaged following the 9/11 terrorist attacks.
TPI Turf News September/October 2016 25
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