MNEs also need to make Miller's fifth strategy (i.e., "flexibility") a strategic priority. What this means will vary from industry to industry. For global manufacturers it may involve diversification of suppliers, inventory management, and contingency transportation planning (Sheffi, 2005). For hotel chains like Marriott, flexibility involves attention to business continuity planning (BCP), namely, devising specific guidelines for managing a crisis. BCP may involve everything from mirroring **data** to maximizing guest comfort and convenience and pursuing profits. Nevertheless, as Gunaratna points out, unless there is a "paradigm shift" in the way hotels around the world conceive of and manage this new and rapidly evolving threat, the lives of their guests and employees, their reputations, and indeed their long-term economic viability will be at risk.