Abstract

This case deals with the corporate response to a crisis and the successful evacuation of approximately 900 hotel guests, staff, and family members of staff whowere stranded in the Fairmont New Orleans hotel by Hurricane Katrina. This rescue effort, spearheaded by managers at the sister Fairmont hotel in Dallas, Texas, was completed shortly after 12 a.m. on Friday, September 2, 2005, when the last bus with evacuees pulled into the Dallas Fairmont after making a round trip of more than 1000 miles — and about 64 hours after planning began. This case is particularly significant for lessons that may be derived about crisis management and leadership, and it also raises several interesting ethical issues. The case, which relies on field research plus secondary sources, is appropriate for business ethics and business strategy courses