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            討論一下你喜歡的商業類型英語作文

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            2021-12-31

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              英語指英、美等民族的語言。素材范文網今天為大家精心準備了討論一下你喜歡的商業類型英語作文,希望對大家有所幫助!

              討論一下你喜歡的商業類型英語作文

              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類型英語作文

              Gentlemen:

              Thisistoinformyouthatweareunabletomakedeliveryontheabovereferencedpurchaseorderonthedateindicated.

              Weshouldhaveourmerchandisereadytoshipwithin10daysoftheoriginaldeliverydateandwehopethatyoucanholdoffuntilthattime.

              Wedidwanttoinformyouofthisdelayassoonwewereadvisedinordertogiveyouasmuchtimeaspossibletomakealternatearrangements,ifnecessary.Wecanassureyou,however,thatifyourorderremainsinforcewewillexpeditedeliverytoyouassoonaswehavereceivedthemerchandise.

              Pleaseacceptourapologyforthisdelayandthankyouforyourunderstanding.

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