Although small and medium enterprises (SMEs) are widely regarded as vital engines of economic development in both developed and developing nations, they remain acutely exposed to the disruptive effects of crises such as global health emergencies. This paper examines the significance of strategic planning as a management tool for hospitality sector SMEs navigating the operational challenges posed by the COVID-19 pandemic in Lusaka, Zambia. The specific objective of the study was to investigate how SMEs in the hospitality sector, in Lusaka, Zambia, conducted strategic planning in a pandemic situation A qualitative methodology was adopted, with data gathered through semi-structured interviews. Thematic analysis was used to interpret the data, revealing three principal themes: adaptive planning, crisis response and resilience, and employee safety and health. The study found that rather than relying on traditional long-term planning models, SMEs transitioned toward more agile and responsive planning practices, adjusting their strategies on a daily or weekly basis in response to shifting market conditions, customer needs, and government health directives. Strategic planning emerged as a key enabler of operational continuity, financial discipline, customer engagement, and regulatory compliance during the crisis. The paper proposes an adaptive planning framework grounded in the study context and makes theoretical contributions to adaptive theory, the resource-based theory (RBT), and situational leadership theory as applied in crisis settings. The findings carry practical implications for SME practitioners, government agencies, and institutions providing business development support to small and medium enterprises.
DR NATHAN MUSONDA2 ANGELA CHITAMYA1* (Sun,) studied this question.