【正文】 It is a framework developed by McKinsey amp?？v觀管理思想發(fā)展的全部歷史，大致可以劃分為 4個階段：第一階段為早期的管理思想，產(chǎn)生于 19世紀(jì)末以前；第二階段為古典 的管理思想，產(chǎn)生于 19世紀(jì)末到 1930年之間，以泰勒（ Frederick W. Taylor）與法約爾（ Henri Fayol）等人的思想為代表；第三階段為中期的管理思想，產(chǎn)生于1930年到 1945年之間，以梅奧（ Elton Mayo）與巴納德（ Chester I. Barnard）等人的思想為代表；第四階段為現(xiàn)代管理思想，產(chǎn)生于 1945年以后。 buying decision 10. The augmented product is the difference between _________. A. the formal offer and the actual total experience of the tourists B. the contractual essentials and the totality of tourists39。s needs. There is, inevitably, an area of overlap between the tangible and augmented elements of the product, which cannot be defined with any precision. 1. Which of the following is not included in the four P39。 the product occupies in customers39。, some fairly trivial, such as a plimentary box of chocolates on arrival, and some significant, such as entrance tickets to local attractions or entertainments. Some of the added benefits are tangible as indicated, but some are intangible, such as the quality of service provided and the friendliness of staff at reception, in bars and so on. Also intangible is the image or 39。 premises, most hotel customers would not easily recognize the identity of their surroundings. The brochure description of the tangible product forms the basic contract of sale, which would be legally enforceable in most countries. Both tangible and intangible, augmentation is harder to define with precision. It prises the difference between the contractual essentials of the tangible product and the totality of all the benefits and services experienced in relation to the product by the customer from the moment of first contact in considering a booking to any followup contact after delivery and consumption of the product. The augmented product also expresses the idea of value added over and above the formal offer. It represents a vital opportunity for producers to differentiate their own products from those of petitors. In the example under discussion there may be up to twenty 39。s ability to identify and better satisfy such needs can change considerable. Since customer perceptions are never precisely understood, there is ample scope for improvement in this area. Tangible product prises the formal offer of the product as set out in a brochure, stating exactly what is to be provided at a specified time at a specified price. In the example under discussion, the tangible product is two nights and two breakfasts at a particular location, using rooms of a defined standard, with bathroom, TV, telephone, etc. The provision(if any) of elevators, coffee shops, airconditioning and swimming pool are all within the formal product and the name of 6 the hotel is also included. In the case of hotel products generally, there is often very little to choose between petitors39。s acmodation and two breakfasts, which may be taken at any one of a chain of hotels located in several different destinations. Because of the bedroom design and facilities available at the hotels, the package is designed to appeal to professional couples with young children. The product is offered for sale at an inclusive price through a brochure, which is distributed at each of the hotels in the chain and through travel agents. The example reveals the three product levels. Core product is intangible but prises the essential need or benefit as perceived and sought by the customer, expressed in words and pictures designed to motivate purchase. In the example under discussion, the core product may be defined as relaxation, rest, fun and selffulfillment in a family context. It should be noted that the core product reflects characteristics of the target customer segments, not the hotel. The hotel may, and does aim to, design its core product better than its petitors, and to achieve better delivery of the sought benefits. But all its petitors are aiming at the same basic customer needs and offering virtually identical benefits. Customers39。s control. Even within ponent sectors such as acmodation there will usually be many different anizations, each with different, perhaps conflicting, objectives and interests. Indeed it is the diversity or fragmentation of overall control, and the relative freedom of producer anizations to act according to their perceived selfinterests, at least in the short term, which makes it difficult for national, regional and even local tourist anizations to exert much coordinating influence, either in marketing or in planning. Part of this fragmentation simply reflects the fact that most developed destinations offer a wide range of tourism products and deal with a wide range of segments. In the long term, however, the future success of a destination must involve 5 coordination and recognition of mutual interests between all the ponents of the overall tourism product. The overall view of tourism products is highly relevant to the marketing decisions taken by individual producers, especially in establishing the interrelationships and scope for cooperation between suppliers in different sectors of the industry, . between attractions and acmodation, or between transport and acmodation. But in order to design their product offers around specific service operations, there are internal dimensions of products for marketers to consider。s experience, are in fact capable of 4 extensive and more or less independent variation over time. Some of these variations are planned, as in the case of the Disney World developments in previously unused areas around Orlando, Florida, where massive engineering works have transformed the natural environment and created a major tourist destination. By contrast, in New York, London, or Paris, the city environments have not been much altered for travel and tourism purposes, although there have been massive planned changes in the services and facilities available