The hotel offers a friendly____and personal service.A. airB. gasC. atmosphereD. weather

A. opportunity

B. way

C. access

D. transportation

W: The hotel called, saying that because of the scheduling there, theywon’t be are able to cater for our banquet.

M: I know an Indian restaurant on the high street that offers a specialdiner for groups. The food is excellent, and the room is large enough toaccommodate us.

Q: What does the man suggest they do？

A.T

B.F

C.NM

A.confus

B...with

C.result...from

D.shar

E...with

F.F.keep ...from

e increasing numbers of

Europeans looking to buy new homes and apartments in the coastal regions of Mediterranean Spain. His frequent

contact with property buyers has made him aware of their need for low cost hotel accommodation during the lengthy

period between finding a property to buy and when they actually move into their new home. These would-be property

owners are looking for inexpensive hotels in the same locations as tourists looking for cheap holiday accommodation.

Closer investigation of the market for inexpensive or budget hotel accommodation has convinced Ramon of the

opportunity to offer something really different to his potential customers. He has the advantage of having no

preconceived idea of what his chain of hotels might look like. The overall picture for the budget hotel industry is not

encouraging with the industry suffering from low growth and consequent overcapacity. There are two distinct market

segments in the budget hotel industry; firstly, no-star and one-star hotels, whose average price per room is between

30 and 45 euros. Customers are simply attracted by the low price. The second segment is the service provided by

two-star hotels with an average price of 100 euros a night. These more expensive hotels attract customers by offering

a better sleeping environment than the no-star and one-star hotels. Customers therefore have to choose between low

prices and getting a poor night’s sleep owing to noise and inferior beds or paying more for an untroubled night’s sleep.

Ramon quickly deduced that a hotel chain that can offer a better price/quality combination could be a winner.

The two-star hotels typically offer a full range of services including restaurants, bars and lounges, all of which are

costly to operate. The low price budget hotels offer simple overnight accommodation with cheaply furnished rooms

and staffed by part-time receptionists. Ramon is convinced that considerable cost savings are available through better

room design, construction and furniture and a more effective use of hotel staff. He feels that through offering hotel

franchises under the ‘La Familia Amable’ (‘The Friendly Family’) group name, he could recruit husband and wife teams

to own and operate them. The couples, with suitable training, could offer most of the services provided in a two-star

hotel, and create a friendly, family atmosphere – hence the company name. He is sure he can offer the customer twostar

hotel value at budget prices. He is confident that the value-for-money option he offers would need little marketing

promotion to launch it and achieve rapid growth.

Required:

(a) Provide Ramon with a brief report, using strategic models where appropriate, showing where his proposed

hotel service can add value to the customer’s experience. (12 marks)

The book offers a（)glimpse of the lives of the rich and the famous in that region in t

he late 30s.

A、render

B、professional

C、indifferent

D、indebted

E、regarding

F、concern

G、fascinate

H、pursue

I、favorable

J、the case

Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport Hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney's southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country's high labour-coat structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.

The first of the initiatives was an organisational structure with only three levels of management -- compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many eases to front-line employees. As a result, guest requests are usually me without reference to a supervisor, improving both customer and employee satisfaction.

The hotel recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some "service" experience in order to minimize traditional work practices being introduced into the hotel. Over 7,000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.

A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made team members.

Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility, during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fill in.

The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of "benchmarking". The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH's ability to improve productivity and quality.

The front office team discovered through this project that a high proportion of AHI club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agr

A．management

B．size

C．staff

D．policies

阅读理解：阅读下面的短文，根据文章内容进行判断，正确写“T”错误写“F”。

Feedback from your customers is very important. The more information you have from them, the more competitive you will be in your field. The following techniques will help you know what the customers think of your business.

1. Ask your customers directly and cater to their wishes. This is the simplest way to find out what people want from your service or product. When hotel customers are asked what they want for their breakfast and then the hotel staff are asked what they think the customer wants, the answers are quite different.

2. Be a customer yourself and find out what your customers experience when they use your service. This is one of the most obvious but underused ways for getting feedback. For example, you can act as one of the customers in a wheelchair, and see how you’re treated.

3. Use a focus group. Focus groups are representatives of customers whose job is to provide you with information on their needs and preferences.

4. Use questionnaires and surveys. This is one of the most well-established feedback techniques. When well-conducted, they usually work well.

5. Encourage your front-line staff to build strong relationships with customers. Your front-line staff are the most resourceful and reliable, as well as the least costly, of your customer feedback sources. Their communication with the customers will become important information for improving customer care.

You may deliver the best service in the world. But if it is not what people want, you’re wasting your time. Implement one, two, three or all of the above techniques, and your service and product will improve overnight.

1. Hotel customers and hotel staff think the same about breakfast.{T、F}

2. A good or bad experience of a customer in a wheelchair in your shop shows whether your service is good or not.{T、F}

3. It’s not necessary to know about the customers’ needs and preferences. {T、F}

4. Questionnaires are useful in getting feedback from customers.{T、F}

5. Front-line staff have nothing to do with improving customer service.{T、F}

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B) through its extensive network of partners

C)by providing convenient flight schedules

D)by offering excellent services on board

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C)3,000 bonus Miles D)once in three weeks

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Dear Sirs,

This is to confirm your telex of 16 January, 2009 , asking us to make you firm offers for rice and soybeans CIF Singapore.

We telexed you this morning offering you 300 metric tons of polished rice at $2400 per metric ton, G&F Singapore , for shipment during March/April 2009． This offer is firm, subject to the receipt of your reply before 10 February 2009.

Please note that we have quoted our most favourable price and are unable to entertain any counter offer.

With regard to soybeans, we advise you that the few lots we have at present are under offer elsewhere． If, however, you were to make us a suitable offer, there is a possibility of our supplying them． As you know, of late, it has been a heavy demand for these commodities and this has resulted in increased prices． You may, however, take advantage of the strengthening market if you send an immediate reply.