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　　FacingBusinessChallengesatHolidayInnWorldwide

　　SendingInvitationsAcrosstheGlobe

　　Inthe1960safamilyvacationintheUnitedStatesusuallymeantloadingthekidsintothestationwagonanddrivingoffdownthehighwaytowardatouristdestination.Andwhenwearyvacationersneededtorestforthenight,theyoftenlookedforthefamiliargreensignswith“HolidayInn”writteninscriptandacolorfulstarforemphasis.AllacrosstheUnitedStates,thissignwelcomedtravelerstoHollidayInnhotelswithpromisesofquality,comfort,andvalue.

　　By1968HolidayInnwassowellknownintheUnitedStatesthatitbeganopeningfranchisesinEurope.In1973thecompanyopeneditsfirstAsianhotelinJapan,andin1984itbecamethefirstU.S.-basedhoteltoopenforbusinessinChina.For25yearsHolidayInnenjoyedgreatsuccessintheEuropeanandAsianmarkets,opening600hotelsandearningareputationasupscale,professional,andwellrun.

　　However,inthe1980sHolidayInn’sfortuneswerebeginningtofadeintheUnitedStates.Manyofthefranchiseswereoutdatedandsubstandard.Familyvacationerswerebeingreplacedbybusinesstravelersasthehotelindustry’sbreadandbutter,andaggressivecompetitorswithsuperiormarketingstrategiesweretargetingthisgrowingsegment.Inaddition,overbuildinghadsetoffawaveofpricediscounting.Asaresult,bothHolidayInn’sshareofthelodgingmarketanditsimagetookanosedive.

　　Butinthe1990sthisiconoftheU.S.highwaywasbroughtbacktolifeafterbeingpurchasedbyBassPLC,aBritishconglomerate.BassmovedquicklytomakeHolidayInnWorldwidetheleadinghotelchain,notjustintheUnitedStatesbutaroundtheglobe.IntheUnitedStates,HolidayInnpursuedastrategythatsegmentedthemarketintodifferenttypesoftravelersandcreatedauniquetypeoflodgingforeachgroup.UndernameslikeHolidayInnExpress,HolidayInnSelect,SunspreeResorts,andCrownePlaza,thecompanyoffereddifferentaccommodationsandamenitiesatdifferentpricestosuitthediverseneedsofbusinessandleisuretravelers.Combinedwithacampaigntobringallofthefranchisesbackuptoahighstandardofquality,thestrategyquicklybegantopayoff.

　　Evenso,thetopbrassatHolidayInnWorldwideknowsthatthegreatestgrowthpotentialisnotinthesaturatedU.S.marketbutintheevolvingmarketsofEurope,Asia,andLatinAmerica.Withincreasingtourismandbusinessdevelopmentintheseregions,thedemandforcomfortable,consistent,andaffordableaccommodationsisbooming.HolidayInnneedsastrategyfortappingthisvastpotential.WouldthestrategiesthatfueledHolidayInn’sturnaroundintheUnitedStatesbringsimilarresultsinternationally?Large-scaleconstructionofnewhotelswillplayamajorrole,sowhatkindsofhotelsshouldtheybe?Howcanthecompanybestmeettheneedsofawidevarietyofinternationaltravelers?ShouldHolidayInnexpandthroughfranchisesorbyopeningcompany-ownedhotels?Shouldthesametypeofpromotionbeusedfortheentireglobalmarketorshoulditbelocalizedtoeachgeographicarea?ThesearequestionsthatRaymondLewisfacesdailyasvicepresidentofmarketing.IfyouwereLewis,howwouldyouanswerthem?

　　MeetingBusinessChallengesatHolidayInnWorldwide

　　PartofRaymondLewis’sjobistomonitorandpredictchangesintheever-evolvingglobalmarket.Amongthetrendshehasobservedistheincreasingsimilaritybetweentheneedsanddesiresexpressedbyconsumersandbusinessesaroundtheworldincertainproductcategoriessuchaslodging.Ontheotherhand,Lewisknowsthatvariouscountriesandculturesapproachpurchasesdifferently,andthatpeopleofvariousculturesresponddifferentlytoproductpromotion.Hischallenge,then,istofigureouthowtosatisfyboththesimilarandthediverseneedsofeachnewmarket.

　　Lewisalsoknowsthatalltravelers,regardlessofwheretheyarefromorwheretheyaregoing,sharemanyofthesamedesires,fears,andexpectationswhentheyaretraveling.Theymaynotspeakthesamelanguageorlivethesameliveswhileathome,butwhenthey’reontheroad,alltravelersare(1)awayfromhomeandoutoftheirpersonalcomfortzones,(2)indifferentandoftenunfamiliarsurroundings,and(3)subjecttothesamehasslesandhardships.Therefore,HolidayInnfocusesondeliveringaconsistentproductaroundtheworld.Thisway,whetherthehotelisinSouthKorea,India,BuenosAires,orIsrael,travelersknowthattheywillalwaysreceiveacomfortableroomatafairprice.

　　Inaddition,thestrategyofsegmentingthemarketbytypesoftravelersthatprovedsosuccessfulintheUnitedStatesalsoworksabroad,butinadifferentway.SegmentationinthehotelindustryisarelativelynewconceptinEurope,andinAsiaitisvirtuallynonexistent.ThisislargelybecauseinmanyofthedevelopingnationsofAsia,travelhasonlyrecentlybecomeanoptionforthemajorityofpeople.Asaresult,noteverytypeofHolidayInnhotelwillbesuccessfulineverycountry.Thecompanymustknoweachmarketverywellbeforeitdecideswhichtypeofhoteltoopen.Doestheareadrawmainlytouristsorbusinesstravelers?Howlongdovisitorsusuallystay?Dopeoplefromsurroundingareastraveloften?Whattypesofaccommodationsdocompetitorsofferinthearea?Byknowingtheanswerstoquestionslikethese,HolidayInnisabletodecidewhichtypeofhotelwillbestservetheneedsoftravelerstothearea.Forexample,thecompanyopenedaSunSpreeResortinArequipa,Peru,closetoMachuPichu,apopularinternationaltouristdestination.HolidayInn’smanagementteamfeelsthatSunspreehasagreatchanceforsuccessinthislocationbecausethehotelcaterstotourists.

　　Inthesameway,HolidayInnmanagementexpectsamixofbusinessandleisuretravelerstovisitSeoul,SouthKorea.Therefore,thenewHolidayInnSeoulappealstoabroadrangeoftravelersbyofferingabusinesscenter,banquetfacilities,fourrestaurants,afitnesscenter,andagiftshop.

　　JustasinitsearlydaysofexpansionintheUnitedStates,HolidayInnisaccomplishingitsinternationalexpansionthroughamixofwhollyownedfacilitiesandfranchises,dependingontheavailabilityofresourcesandpotentialforprofitineachlocalmarket.AlthoughfranchisingagreementsplacelessriskonHolidayInnWorldwide,theyalsorequirethecompanytogiveupmorecontrolthanitwouldbyopeningwhollyownedfacilities.However,franchisesmustadheretostrictqualitystandardsiftheyintendtooperateunderHolidayInn’sfamousname.

　　Lewisandhisteamalsorecognizethateventhoughtravelershavesimilarexpectationsforthequalityandvaluetheygetinahotel,sometimestheyliketostayinplacesthatdon’tfeellikehotelchains.Therefore,thecompanyhasopenedhotelsinEurope,Australia,andSouthAfricathathaveastyleandcharacteruniquetotheirlocations.Inthisway,HolidayInnisabletotailoritsglobalproducttolocalmarkets.

　　Nonetheless,HolidayInn’spromotionstrategyisdecidedlyglobal,regardlessofwhichmarketsitenters.Lewisbasesthestrategyontwothemes:“Welcome”and“Staywithsomebodyyouknow.”Althoughtheadcopyistranslatedwhennecessary,eventhevisualformatisthesamefromcountrytocountry.Ofcourse,culturaldifferencesmustbeaccommodatedfromtimetotime.Forexample,travelersinBritainpreferredanadthatfocusedonafriendlydoorman,whereasU.S.andGermantravelerspreferredamoresentimentaladshowingabusinesswomanreceivingafaxofadrawingfromherchild.

　　TheinspirationforthisglobalstrategycametoLewis,notsurprisingly,whilehewastraveling.WhenboardingaplaneatDullesAirportoutsideofWashington,D.C.,hepassedagroupofRussianteenagersgatheredaroundaguitarplayersinging“PufftheMagicDragon,”afolksongthatwaspopularintheUnitedStatesafewdecadesago.ThisconnectionbetweencultureshelpedconvinceLewisthattheworld’speoplewerealikeinmanyways,particularlyinthefieldofpleasureandbusinesstravel.

　　ItremainstobeseenhowsuccessfulHolidayInn’sglobalstrategywillbeinthelongrun.Thecompanyisofftoaflyingstart.However,competitorssuchasMarriottandChoiceHotelsaremovingquicklytomakesureHolidayInndoesn’toutpacetheminthehotnewglobalmarkets.Butonethingissure,LewisandtherestofthemanagementteamarenotcontentwithHolidayInnbeingaleadinghotelchainintheUnitedStates.TheywantHolidayInntobetheleaderaroundtheworld.

　　討論一下你喜歡的商業(yè)類型英語作文

　　FacingBusinessChallengesatHolidayInnWorldwide

　　SendingInvitationsAcrosstheGlobe

　　Inthe1960safamilyvacationintheUnitedStatesusuallymeantloadingthekidsintothestationwagonanddrivingoffdownthehighwaytowardatouristdestination.Andwhenwearyvacationersneededtorestforthenight,theyoftenlookedforthefamiliargreensignswith“HolidayInn”writteninscriptandacolorfulstarforemphasis.AllacrosstheUnitedStates,thissignwelcomedtravelerstoHollidayInnhotelswithpromisesofquality,comfort,andvalue.

　　By1968HolidayInnwassowellknownintheUnitedStatesthatitbeganopeningfranchisesinEurope.In1973thecompanyopeneditsfirstAsianhotelinJapan,andin1984itbecamethefirstU.S.-basedhoteltoopenforbusinessinChina.For25yearsHolidayInnenjoyedgreatsuccessintheEuropeanandAsianmarkets,opening600hotelsandearningareputationasupscale,professional,andwellrun.

　　However,inthe1980sHolidayInn’sfortuneswerebeginningtofadeintheUnitedStates.Manyofthefranchiseswereoutdatedandsubstandard.Familyvacationerswerebeingreplacedbybusinesstravelersasthehotelindustry’sbreadandbutter,andaggressivecompetitorswithsuperiormarketingstrategiesweretargetingthisgrowingsegment.Inaddition,overbuildinghadsetoffawaveofpricediscounting.Asaresult,bothHolidayInn’sshareofthelodgingmarketanditsimagetookanosedive.

　　Butinthe1990sthisiconoftheU.S.highwaywasbroughtbacktolifeafterbeingpurchasedbyBassPLC,aBritishconglomerate.BassmovedquicklytomakeHolidayInnWorldwidetheleadinghotelchain,notjustintheUnitedStatesbutaroundtheglobe.IntheUnitedStates,HolidayInnpursuedastrategythatsegmentedthemarketintodifferenttypesoftravelersandcreatedauniquetypeoflodgingforeachgroup.UndernameslikeHolidayInnExpress,HolidayInnSelect,SunspreeResorts,andCrownePlaza,thecompanyoffereddifferentaccommodationsandamenitiesatdifferentpricestosuitthediverseneedsofbusinessandleisuretravelers.Combinedwithacampaigntobringallofthefranchisesbackuptoahighstandardofquality,thestrategyquicklybegantopayoff.

　　Evenso,thetopbrassatHolidayInnWorldwideknowsthatthegreatestgrowthpotentialisnotinthesaturatedU.S.marketbutintheevolvingmarketsofEurope,Asia,andLatinAmerica.Withincreasingtourismandbusinessdevelopmentintheseregions,thedemandforcomfortable,consistent,andaffordableaccommodationsisbooming.HolidayInnneedsastrategyfortappingthisvastpotential.WouldthestrategiesthatfueledHolidayInn’sturnaroundintheUnitedStatesbringsimilarresultsinternationally?Large-scaleconstructionofnewhotelswillplayamajorrole,sowhatkindsofhotelsshouldtheybe?Howcanthecompanybestmeettheneedsofawidevarietyofinternationaltravelers?ShouldHolidayInnexpandthroughfranchisesorbyopeningcompany-ownedhotels?Shouldthesametypeofpromotionbeusedfortheentireglobalmarketorshoulditbelocalizedtoeachgeographicarea?ThesearequestionsthatRaymondLewisfacesdailyasvicepresidentofmarketing.IfyouwereLewis,howwouldyouanswerthem?

　　MeetingBusinessChallengesatHolidayInnWorldwide

　　PartofRaymondLewis’sjobistomonitorandpredictchangesintheever-evolvingglobalmarket.Amongthetrendshehasobservedistheincreasingsimilaritybetweentheneedsanddesiresexpressedbyconsumersandbusinessesaroundtheworldincertainproductcategoriessuchaslodging.Ontheotherhand,Lewisknowsthatvariouscountriesandculturesapproachpurchasesdifferently,andthatpeopleofvariousculturesresponddifferentlytoproductpromotion.Hischallenge,then,istofigureouthowtosatisfyboththesimilarandthediverseneedsofeachnewmarket.

　　Lewisalsoknowsthatalltravelers,regardlessofwheretheyarefromorwheretheyaregoing,sharemanyofthesamedesires,fears,andexpectationswhentheyaretraveling.Theymaynotspeakthesamelanguageorlivethesameliveswhileathome,butwhenthey’reontheroad,alltravelersare(1)awayfromhomeandoutoftheirpersonalcomfortzones,(2)indifferentandoftenunfamiliarsurroundings,and(3)subjecttothesamehasslesandhardships.Therefore,HolidayInnfocusesondeliveringaconsistentproductaroundtheworld.Thisway,whetherthehotelisinSouthKorea,India,BuenosAires,orIsrael,travelersknowthattheywillalwaysreceiveacomfortableroomatafairprice.

　　Inaddition,thestrategyofsegmentingthemarketbytypesoftravelersthatprovedsosuccessfulintheUnitedStatesalsoworksabroad,butinadifferentway.SegmentationinthehotelindustryisarelativelynewconceptinEurope,andinAsiaitisvirtuallynonexistent.ThisislargelybecauseinmanyofthedevelopingnationsofAsia,travelhasonlyrecentlybecomeanoptionforthemajorityofpeople.Asaresult,noteverytypeofHolidayInnhotelwillbesuccessfulineverycountry.Thecompanymustknoweachmarketverywellbeforeitdecideswhichtypeofhoteltoopen.Doestheareadrawmainlytouristsorbusinesstravelers?Howlongdovisitorsusuallystay?Dopeoplefromsurroundingareastraveloften?Whattypesofaccommodationsdocompetitorsofferinthearea?Byknowingtheanswerstoquestionslikethese,HolidayInnisabletodecidewhichtypeofhotelwillbestservetheneedsoftravelerstothearea.Forexample,thecompanyopenedaSunSpreeResortinArequipa,Peru,closetoMachuPichu,apopularinternationaltouristdestination.HolidayInn’smanagementteamfeelsthatSunspreehasagreatchanceforsuccessinthislocationbecausethehotelcaterstotourists.

　　Inthesameway,HolidayInnmanagementexpectsamixofbusinessandleisuretravelerstovisitSeoul,SouthKorea.Therefore,thenewHolidayInnSeoulappealstoabroadrangeoftravelersbyofferingabusinesscenter,banquetfacilities,fourrestaurants,afitnesscenter,andagiftshop.

　　JustasinitsearlydaysofexpansionintheUnitedStates,HolidayInnisaccomplishingitsinternationalexpansionthroughamixofwhollyownedfacilitiesandfranchises,dependingontheavailabilityofresourcesandpotentialforprofitineachlocalmarket.AlthoughfranchisingagreementsplacelessriskonHolidayInnWorldwide,theyalsorequirethecompanytogiveupmorecontrolthanitwouldbyopeningwhollyownedfacilities.However,franchisesmustadheretostrictqualitystandardsiftheyintendtooperateunderHolidayInn’sfamousname.

　　Lewisandhisteamalsorecognizethateventhoughtravelershavesimilarexpectationsforthequalityandvaluetheygetinahotel,sometimestheyliketostayinplacesthatdon’tfeellikehotelchains.Therefore,thecompanyhasopenedhotelsinEurope,Australia,andSouthAfricathathaveastyleandcharacteruniquetotheirlocations.Inthisway,HolidayInnisabletotailoritsglobalproducttolocalmarkets.

　　Nonetheless,HolidayInn’spromotionstrategyisdecidedlyglobal,regardlessofwhichmarketsitenters.Lewisbasesthestrategyontwothemes:“Welcome”and“Staywithsomebodyyouknow.”Althoughtheadcopyistranslatedwhennecessary,eventhevisualformatisthesamefromcountrytocountry.Ofcourse,culturaldifferencesmustbeaccommodatedfromtimetotime.Forexample,travelersinBritainpreferredanadthatfocusedonafriendlydoorman,whereasU.S.andGermantravelerspreferredamoresentimentaladshowingabusinesswomanreceivingafaxofadrawingfromherchild.

　　TheinspirationforthisglobalstrategycametoLewis,notsurprisingly,whilehewastraveling.WhenboardingaplaneatDullesAirportoutsideofWashington,D.C.,hepassedagroupofRussianteenagersgatheredaroundaguitarplayersinging“PufftheMagicDragon,”afolksongthatwaspopularintheUnitedStatesafewdecadesago.ThisconnectionbetweencultureshelpedconvinceLewisthattheworld’speoplewerealikeinmanyways,particularlyinthefieldofpleasureandbusinesstravel.

　　ItremainstobeseenhowsuccessfulHolidayInn’sglobalstrategywillbeinthelongrun.Thecompanyisofftoaflyingstart.However,competitorssuchasMarriottandChoiceHotelsaremovingquicklytomakesureHolidayInndoesn’toutpacetheminthehotnewglobalmarkets.Butonethingissure,LewisandtherestofthemanagementteamarenotcontentwithHolidayInnbeingaleadinghotelchainintheUnitedStates.TheywantHolidayInntobetheleaderaroundtheworld.

　　討論一下你喜歡的商業(yè)類型英語作文

　　Gentlemen：

　　Thisistoinformyouthatweareunabletomakedeliveryontheabovereferencedpurchaseorderonthedateindicated.

　　Weshouldhaveourmerchandisereadytoshipwithin10daysoftheoriginaldeliverydateandwehopethatyoucanholdoffuntilthattime.

　　Wedidwanttoinformyouofthisdelayassoonwewereadvisedinordertogiveyouasmuchtimeaspossibletomakealternatearrangements，ifnecessary.Wecanassureyou，however，thatifyourorderremainsinforcewewillexpeditedeliverytoyouassoonaswehavereceivedthemerchandise.

　　Pleaseacceptourapologyforthisdelayandthankyouforyourunderstanding.

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