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中英文外文翻译
外文文献
Hotel industry
(
文档含
英文原文和中文翻译
)
People
have been making a living by providing rooms for
travelers ever since
the
first
lodging
houses
were
built
to
accommodate
travelers
in
ancient
times.
Today, hotels offer far more than just
a room for travel increased.
Motels,
resort
hotels, and convention hotels
have been developed to cater to the varied needs
of
today
’
s
traveling
public.
At
the
same
time,
hotel
chains
have
established
themselves as
the dominant force in the industry.
Motels
in
the
United
States
evolved
from
the
roadside
tourist
cabins
and
tourist
courts
that
were
first
introduced
in
the
early
1990s
in
response
to
the
increase
in
travel.
As
the
automobile
began
to
replace
the
train
as
the
primary
means of travel in
the United States, there was an increased demand
for roadside
accommodations. The first
motels began to appear in the 1920s and were
usually
one-storey buildings, with an
average of twenty-five units or rooms.
Motels really came of age during the
1950s. Two main factors contributed to
the
boom
in
motel
construction.
One
was
the
development
of
the
interstate
highway system, beginning in 1956. The
other was the first time, added a number
of services. Restaurant swimming pools,
and in-room television became standard
features.
The next step in
the development of the motel industry was the move
away
from
highway
locations
into
the
downtown
sections
of
large
cities.
With
the
increase in air travel, motor hotels
also began to move out to the airports.
A
resort
hotel
is
one
that
people
visit
for
relaxation,
recreation,
and
entertainment.
The idea of the resort hotel
was born
in
the
18
th
and
19
th
century
Europe. Splendid hotels were built
along the French Riviera in the Swiss Alps, and
at various mineral springs throughout
the continent. The resort hotel in the United
States
developed
with
the
expansion
of
the
railroads
in
the
second
half
of
the
1
nineteenth century. All catered
exclusively to the rich and to the upper middle
class.
Families stayed for two or three
months and returned to the same hotels year after
year.
With
the
rise
in
mass
tourism,
resort
hotels
have
been
established
in
greet
numbers at
destinations throughout the world. Some of these
luxury resort hotels
have survived, but
today they are heavily outnumbered by resort
hotels that cater to
ordinary
people
who
stay
from
days
to
weeks.
With
increased
leisure
time
and
higher
wages, many people now take at least one vacation
away from home each
year.
The
jet
airport
has
opened
up
areas
of
the
world
that
were
previously
inaccessible
to
the
vacationer.
Resort
hotel
construction
boomed
in
tropical
area
such as the Caribbean and Hawaii.
A
convention
hotel
is
one
that
caters
to
large
group
gatherings.
The
rise
of
convention
hotels
has
been
one
of
the
developments
in
the
hotel
industry,
and
conventioneers
now
account
for
almost
20
percent
of
all
hotel
guests.
Many
downtown hotels saw occupancy levels
drop during the 1950s and early 1960s as
motels captured a larger segment of the
market. In response, some hotels began to
add facilities for conventions or other
group gatherings as a means of survival. At
first,
conventions
were
scheduled
for
off-peak
periods,
but
as
the
volume
of
convention business increased, they
began to be scheduled year-round.
The
business of large hotels that cater exclusively to
convention groups began
going up in the
major cities in the later 1960s. They all feature
a wide variety of
restaurants,
banquet rooms,
meeting
rooms,
and
convention and
exhibition
halls.
Resort
hotels,
motels
and
airport
hotels
have
also
begun
to
offer
convention
facilities.
The arrival of the jet age led to the
second major hotel building period of the
twentieth century, lasting from 1958 to
1974. In the early part of this period, the
hotel chains
’
major goals in planning new properties were
economy, efficiency, and
standardization
of
design.
A
Sheraton
hotel
in
Miami,
for
example,
might
be
almost identical to one nearly 3,000
miles away in Los Angeles. By the late 1960s,
however,
there
was
a
reaction
against
this
uniformity
of
design
and
new
hotel
architecture was born.
The opening of the Hyatt marked a return to the
grandeur of
the old luxury hotels.
Scenic elevators, fountains, waterfalls, trees,
huge sculptures,
and bars and cafes are
included in the lobby so that it was no longer
just a place for
2
registration and checkout; it also
became
the main eating, drinking, and
meeting
area. The success of the
Atlanta Hyatt Regency led to the building of
similar atrium
hotels in cities and
combine commercial, office, and hotel facilities
with sports and
recreational
facilities.
The small country inn is a
type of lodging place that has survived by
offering
increased
service
and
facilities.
In
fact,
many
turn
away
from
such
modern
conveniences as in-room television,
radios, and telephones. Instead, they offer the
attraction of old world charm and
coziness in a scenic or historic setting.
Guests
might expect to find
working fireplaces in their rooms, handmade quilts
on their
beds,
and
antique
furniture
throughout
the
inn.
Many
of
the
inns
are
direct
descendants of the
old inns and taverns that flourished along
stagecoach routes 200
years ago. The
smaller country inns, sometimes with as few as
three or four rooms,
are
usually
run
by
friendly
couples
who
pride
themselves
on
the
comfort
and
cleanliness of their accommodations and
the quality of the food that they serve.
Some of the larger chain hotels (e.g.
Holiday Inns) use the name inn. Motor
inns, however, should not be confused
with country inns. The chains use the name
to
suggest
a
feeling
of
warmth
and
friendliness,
though
their
properties
quite
different from the more intimate
country inns.
For centuries, the hotel
business could well business could well be
described
as
a
cottage
industry,
because
each
hotel
was
a
privately-owned,
independent
enterprise.
Occasionally,
a
well-know
hotel
would
successfully
produce
a
few
namesakes
under
the
same
management,
but
such
examples
were
few.
The
first
notable exception was
the Caesar Ritz group. E. M. Statler was the first
to point
out the economic and financial
advantages of operating several large hotels under
a
single management. Despite
Statler
’
s success, the chain
concept was slow to catch
on in the
period between the two world wars. Later on,
Conrad Hilton, in particular,
became
the
originator
contributing
to
the
growth
of
the
hotel
management
company. Kemmons
Welson and Wallace Johnson, founders of Holiday
Inn, fully
enriched the chain concept
by franchising the Holiday Inn name and
establishing a
national reservation
network.
The
chains
have
expanded
in
a
number
of
ways.
One
is
through
direct
investment. It means that the
headquarters corporation itself puts up the
necessary
fund to build and operate a
new hotel or to buy and renovate an old one.
Another is
3
by
establishing management contracts with the actual
owner of the hotel, whereby
the chain
actually takes over an empty building and operates
it according to its own
operating
procedures
for
a
fee
or
for
a percentage of the profits.
This
method is
frequently used when the chain expends
into a foreign country. A somewhat similar
method
is
the
joint
venture,
a
partnership
in
which
both
the
chain
and
local
investors
put
up
part
of
the
capital
that
is
necessary
for
new
construction
or
the
purchase of an existing
building. Yet another way widely used is
franchising. It is a
leasing
arrangement that requires the hotel operator to
pay a fee for the use of the
plans,
manuals of procedure and advertising materials. In
return, the hotel operator
is granted a
license to operate a business under the name of
the parent corporation.
The franchise
operator puts up the capital, but he gets a
standardized product with
a
predictable
sales
potential.
He
can
of
course
also
get
a
lot
of
help
from
the
licensing
corporation
in
establishing
his
operation
and
then
in
solving
problems
that
arise
after
it
has
opened.
Some
franchise
operations
are
also
joint
ventures,
with
both
the
corporation
and
the
individual
owner
supplying
part
of
the
initial
capital.
There are many important competitive
advantages that the hotel chains have
over
the
individually
operated
hotels.
The
first
is
the
resources
and
money
on
advertising and public-relations
professionals at chains
’
headquarters, who prepare
publicity
campaigns for the chain as a whole.
A
second
advantage
comes
from
the
standardization
of
equipment
and
operating
procedures.
The
chains
publish
detailed
manuals
that
specify
standardized
procedures
to
be
followed
even
in
such
tasks
as
making
beds
and
setting tables. Even when the different
hotels in the chain are not tightly controlled
by
a
central
office,
it
is
customary
to
have
an
inspection
system
in
order
to
guarantee the overall
standards.
The most important and most
obvious advantage is the increased efficiency in
making and controlling reservations. A
guest at one hotel, for instance, can receive
confirmation of a room at another
within a few minutes. When a chain is owned by
an airline, the traveler can make his
reservations for flights and for hotel rooms at
the
same
time
and
place.
Hotel
chains
also
make
it
easy
to
reserve
a
room
by
telephone
in
key
market
cities.
Many
of
the
chains
are,
in
fact,
referral
systems
rather
than
corporate
owned
groups.
In
a
referral
system,
the
operators
of
4
individual
hotels
or
motels
pay
a
fee
to
a
group
that
has
joined
together
in
a
reservation
system.
In
most
cases,
the
establishment
is
inspected
by
the
headquarters staff of
the chain to ensure that it meets the
chain
’
s standards, it can
use
the
name
and
advertising
symbol,
the
logo
for
the
group.
In
that
case,
the
individual operation has
become a chain member.
Still
another
advantage
for
the
chains
is
in
increased
sales
potential
for
convention.
As
it
is
now
a
commonly
accepted
idea
that
conventions
should
combine
business
and
pleasure,
the
practice
of
changing
locations
every
year
is
very
attractive to many
sponsoring groups. In this way, the sponsoring
group can hold
its meeting in one
location one year and another the next, while at
the time with the
assurance of very
similar service and costs.
Another
strong point of the chain system comes from the
superior planning
and design of hotels.
The benefits begin here even before the location
is selected,
because the chains have
access to expensive market research data on site
selection
and size of the hotel. The
large chains hire architects and interior
decorators who
specialize in hotel
work. Many chains often hire consultants to advise
them.
The
chains can either
use their expert knowledge directly to build their
own hotels or
pass
it
along
to
others
when
they
participate
in
a
joint
venture,
a
management
leasing
arrangement, or a franchising operation.
Chains management also increases the
efficiency of the total organization in
other ways. For example, it permits
very large bulk purchases for many kinds of
equipment and supplies. The accounting
and auditing systems of the chains can be
centralized. A centralized personnel
office for managerial and technical positions
throughout the chain also provides an
advantage in securing competent people. In
the
different
hotels,
management
trainees
can
obtain
experience
in
all
the
wide
variety of skills that
go into the operation of a hotel. Later, when they
have gained
the
necessary
expertise
in
several
areas,
these
same
people
may
return
to
the
headquarters to direct
and train others.
Today,
there
comes
very
intensified
competition
in
the
hotel
industry.
After
decades
of
mixed
fortunes
they
would
now
face
a
decade
when
there
is
slow
expansion,
or
even
no
growth,
but
with
growing
competition.
The
increased
competition
could
rise
from
up-market
self
catering,
time
sharing,
home
5
entertainment
and
other
areas,
as
well
as
from
producers
of
a
whole
variety
of
consumer products and
services. Hoteliers must ensure that they obtain
their share
of
market.
In
order
to
do
so,
they
should
listen
to
the
market
more
intense
competition.
As
market
keep
on
changing,
it
is
wise
to
redefine
markets
accordingly.
Unless
customers
’
points of view
are constantly considered and their demands are
best satisfied, there is a danger that
present guests and customers may-drift away to
competitor and new customers will not
be attracted. Furthermore, it is essential to
decide the advantages and weakness of
one
’
s products, and at the
same time bear
in mind the different
sources of business and the strength and weakness
of one
’
s
competitors. The last point on
competitors is that time and money should be spent
in selecting the source of business
that they are best suited for and where they have
the least competition.
How
to
choose
the
best suitable
market
and
sources of
business?
First,
one
should try to get as
much information as possible on the hotel.
Then, a series of
objectively prepared league tables that
grade the hotels advantages and limitations
should
be
made.
The
information
required
may
include
the
following:
broad
background information, facilities of
the hotel, details of competitive hotels, guests
information,
activity
levels,
employees
and
their
selling
abilities,
specific
information on local communities,
industry, event, communications and catchment
area, and advantage and limitation list
of both one
’
s hotel and
competitors.
After gathering the
information, another series of league tables is
required to
show the
hotel
’
s position relative to
its competitors. The aim of league tables is to
put the competition into visible and to
show for some sources of business where is
more
competition
and
for
others
less.
By
linking
these
finding
to
the
respective
advantages
and
disadvantages
of
both
sides,
answers
are
provided
on
where
to
focus
one
’
s sales and market
effort.
Specifically, the relevant
information and league tables may include:
1.
Make a list of
one
’
s hotel about its
competitive advantages.
The list will
vary depending on the source of
business.
2.
Calculate
one
’
s
market
share
of
total
competitive
capacity
and
its
main
competitors
’
share.
3.
Consider various tariffs and charges
that may occur in the hotel.
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