商務(wù)英語文章-文庫吧資料
2025-04-13 21:14本頁面
【正文】 the United States, Holiday Inn pursued a strategy that segmented the market into different types of travelers and created a unique type of lodging for each group. Under names like Holiday Inn Express, Holiday Inn Select, Sunspree Resorts, and Crowne Plaza, the pany offered different acmodations and amenities at different prices to suit the diverse needs of business and leisure travelers. Combined with a campaign to bring all of the franchises back up to a high standard of quality, the strategy quickly began to pay off.Even so, the top brass at Holiday Inn Worldwide knows that the greatest growth potential is not in the saturated . market but in the evolving markets of Europe, Asia, and Latin America. With increasing tourism and business development in these regions, the demand for fortable, consistent, and affordable acmodations is booming . Holiday Inn needs a strategy for tapping this vast potential. Would the strategies that fueled Holiday Inn’s turnaround in the United States bring similar results internationally? Largescale construction of new hotels will play a major role, so what kinds of hotels should they be? How can the pany best meet the needs of a wide variety of international travelers? Should Holiday Inn expand through franchises or by openingpanyowned hotels? Should the same type of promotion be used for the entire global market or should it be localized to each geographic area? These are questions that Raymond Lewis faces daily as vice president of marketing. If you were Lewis, how would you answer them?Meeting Business Challenges at Holiday Inn WorldwidePart of Raymond Lewis’s job is to monitor and predict changes in the everevolving global market . Among the trends he has observed is t
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