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The emergence of virtual reality (VR) has the potential to revolutionize various industries, including tourism, as it delivers a simulated environment that closely emulates real-life experiences. Therefore, this study aims to explore how the factors, i.e. enjoyment, emotional involvement, flow state, perceived privacy risk, physical risk and cost, influence the customers’ intention to use VR for tourism.

This study integrates the technology acceptance model, hedonic consumption theory with other factors, including cognitive response, authenticity, perceived privacy risk, perceived physical risk, perceived cost and perceived presence. Partial least squares structural equation modelling approach was used to test the proposed research model.

The finding based on the sample of 252 respondents revealed that authenticity is the most influential factor impacting behavior intention followed by perceived cost, attitude, cognitive response and enjoyment. Also, the study supported the moderating impact of personal innovativeness between attitude and behavioral intention to use VR for tourism.

The findings of the study offers practical implications for service providers, site managers, destination marketers, tourist organizations and policymaker to develop more effective strategies for offering VR services for tourism.

This study enriches the current understanding of VR adoption in context of tourism with empirical evidences.

There are two theoretical concepts that can be taught in this case.The new approach to teaching entrepreneurship is termed “lean start-up” and “hypothesis-driven entrepreneurship.” The business model canvas is a core tool of this approach. This framework defines nine key components of a successful business strategy. These components include defining value propositions; identifying customer segments; identifying channels; maintaining customer relationships; defining key activities, key resources and key partners; understanding the revenue model of the business; and the organization’s cost structure. This is considered to be a rigorous approach to learning about and developing a new venture.The other theoretical approach that can be discussed through this case is the link between uncertainty and entrepreneurial growth. These theories associate the willingness of entrepreneurs to bear the perceived uncertainty associated with entrepreneurial acts as representative of the belief-desire model. There is a need for entrepreneurs to experiment and search for alternative paths forward in order to counter this uncertainty. Systematic search processes to discover relevant information will strengthen this process.

This case is based on primary data collected through interviews with company personnel. The company consented freely to the use of their data in the case. The authors have no connection with the company. The four student coauthors had previously pursued an internship with the company and had worked on the machine learning analysis part.The two faculty coauthors in the case contacted the company after the internship and discussed the opportunity to write the case on the company. One of the faculty then interviewed key personnel in the company, including one of the co-founders.

Xoxoday is a technology company that provides employee rewards and corporate gifting to its customers. The company was started by Sumit Khandelwal, Manoj Agarwal, Abhishek Kumar and Kushal Agarwal. In 2018, the company reinvented itself as an experiential gifting company.The company faced some challenges during the lockdowns imposed due to COVID-19. Khandelwal knew that they had to try something new to achieve higher growth in the future. He wondered if higher usage of technology was the solution. It was necessary for them to carve a new path in these times.

This case study can be used at the undergraduate level in courses relating to entrepreneurship strategy and business models for entrepreneurs.The case can be used to highlight the dilemmas faced by entrepreneurs due to unforeseen crises. This case is relevant for classes that will discuss growth crises and out-of-the-box solutions for unprecedented crisis situations.