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2005–2006学年第2学期 旅游英语 试题

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Part I Reading Comprehension (10 points)

Directions: Reading the following passage and choose the correct answers

The ways in which products are put together, that is product formulation, are the most important

responses marketing managers make to what they know of their customers' needs and interests.

Product decisions, with all their implications for the management of service operations and

profitability, reflect all aspects of an organization's management policies, including long-term

growth strategy, investment, and personnel policy. They largely determine the corporate image an

organization creates in the minds of its existing and prospective customers.

To a great extent, the design of products determines what prices can be charged, what forms of

promotion are needed, and what distribution channels are used. For all these reasons,

customer-related product decisions are the basis of marketing strategy and tactics. As the most

important of the four P's in the marketing mix (product, price, promotion and place), product

formulation requires careful consideration in any branch of marketing. Because of the particular

nature and characteristics of travel and tourism, the subject is especially complex in the tourism

industry.

Any visit to a tourism destination comprises a mix of several different components, including

travel, accommodation, attractions and other facilities, such as catering and entertainment.

Sometimes all the components are purchased from a commercial supplier, e.g. when a customer

buys an inclusive holiday from a tour operator, or asks a travel agent to put the components together

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for a business trip. Sometimes customers supply most of the components themselves, e.g. when a

visitor drives his own car to stay with friends at a destination.

Conveniently known as a "components' view", the conceptualization of travel and tourism

products as a group of components or elements brought together in a 'bundle' selected to satisfy

needs, is a vital requirement for marketing managers. It is central to this view that the components

of the bundle may be designed, altered and fitted together in ways calculated to match identified

customer needs.

As far as the tourist is concerned, the product covers the complete experience from the time he

leaves home to the time he returns to it. Thus the tourist product is to be considered as an amalgam

of three main components of attractions, facilities at the destination, and accessibility of the

destination. In other words, the tourist product is not an airline seat or a hotel bed, or relaxing on a

sunny beach, but rather an amalgam of many components, or package. Airline seats and hotel beds,

etc. are merely elements or components of a total tourist product which is a composite product.

Without detracting in any way from the general validity and relevance of this overall view of

tourism products, it has to be recognized that airlines, hotels, attractions, car rental and other

producer organizations in the industry, generally take a much narrower view of the products they

sell. They focus primarily on their own services. Many large hotel groups and transport operators

employ product managers in their marketing teams and handle product formulation and

development entirely in terms of the operations they control. Hotels refer to 'conference products',

for example, or 'leisure products'; airlines to 'business class products'; and so on. For this reason, the

overall product concept sets the context in which tourism marketing is conducted but it has only

limited value in guiding the practical product design decisions that managers of individual producer

organizations have to make. A components' view of products still holds good, however, because it is

in the nature of service products that they can be divided into a series of specific service operations

or elements, which combine to make up the particular products customers buy.

It is usually highly instructive to analyze any service producer's operations in terms of the full

sequence of contacts between customer and operator, from the time that they make initial inquiries,

until they have used the product and left the premises. Even for a product such as that provided by a

museum, there is ample scope to analyze all the stages of a visit and potential points of contact that

occur from the moment the customer is in sight of the entrance until he leaves the building, say two

hours later. Putting the components' view in slightly different terms, individual service producers

designing products must define service concept in terms of the bundles of goods and services sold to

the customer and the relative importance of each component to the customer.

To bring the two distinctive aspects of tourist products together — the overall view and that of

individual producer organizations — it is possible to consider them as two different dimensions.

The overall view is a horizontal dimension in the sense that a series of individual product

components are included in it, and customers, or tour operators acting as manufacturers, can make

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their selection to produce the total experience. By contrast, the producers' view is a vertical

dimension of specific service operations organized around the identified needs and wants of target

segments of customers. Producers typically have regard for their interactions with other

organizations on the horizontal dimensions, but their principal concern is with the vertical

dimension of their own operations.

From the standpoint of a potential customer considering any form of tourist visit, the product

may be defined as a bundle or package of tangible and intangible components, based on activity at a

destination. The package is perceived by the tourist as the experience available at a price, and may

include destination attractions and environment, destination facilities and services, accessibility of

the destination, images of the destination, and price to the customer.

Destination attractions and environment that largely determine customers' choice and influence

prospective buyers' motivations include natural attractions, built attractions, cultural attractions and

social attractions. Combined, these aspects of a destination comprises what is generically, if loosely,

known as its environment. The number of visitors the environment can accommodate in a typical

range of activities on a typical busy day without damage to its elements and without undermining its

attractiveness to visitors is known as its capacity.

Destination facilities and services are elements within the destination, or linked to it, which

make it possible for visitors to stay and in other ways enjoy and participate in the attractions. These

include accommodation units, restaurants, transport at the destination, sports activities, retail outlets,

and other facilities and services.

Accessibility of the destination refers to the elements that affect the cost, speed and the

convenience with which a traveler may reach a destination, including infrastructure, equipment,

operational factors and government regulations.

The attitudes and images customers have towards products strongly influence their buying

decisions. Destination images are not necessarily grounded in experience or facts, but they are

powerful motivators in travel and tourism. Images and the expectations of travel experiences are

closely linked in prospective customers' mind.

Any visit to a destination carries a price, which is the sum of what it costs for travel,

accommodation, and participation in a selected range of services at the available attractions.

Because most destinations offer a range of products, and appeal to a range of segments, price in the

travel and tourism industry covers a very wide range. Visitors traveling thousands of miles and

using luxury hotels, for example, pay a very different price in New York than students sharing

campus-style accommodation with friends. Yet the two groups may buy adjacent seats in a

Broadway theater. Price varies by season, by choice of activities, and internationally by exchange

rates as well as by distance traveled, transport mode, and choice of facilities and services.

With a little thought it will be clear that the elements comprising the five product components,

although they are combined and integrated in the visitor's experience, are in fact capable of

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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 to visitors. Many changes in destination attractions

are not planned, and in northern Europe the decline in popularity of traditional seaside resorts since

the 1960s has been largely the result of changes in the accessibility of competing destinations in the

sunnier south of the Continent. Changes in the product components often occur in spite of, and not

because of, the wishes of governments and destination planners. They occur because travel and

tourism, especially at the international level, is a relatively free market, with customers able to

pursue new attractions as they become available. Changes in exchange rates, which alter the prices

of destinations, are certainly not planned by the tourism industry, but have a massive effect on

visitor numbers, as the movements between the UK and the USA since 1978 have demonstrated. It

is in the promotional field of images and perceptions that some of the most interesting changes

occur, and these are marketing decisions. The classic recent example of planned image engineering

may be found in the "I Love New York" campaign, which, based on extensive preliminary market

research, created a significant improvement to the "Big Apple's" appeal in the early 1980s.

The view of the product taken by customers, whether or not they buy an inclusive package from

a tour operator or travel wholesaler, is essentially the same view or standpoint as that adopted by

tour operators. Tour operators act on behalf of the interests of tens or hundreds of thousands of

customers, and their brochures are a practical illustration of blending the five product components.

The overall view is also the standpoint of national, regional and local tourist organizations,

whose responsibilities usually include the coordination and presentation of the product components

in their areas. This responsibility is an important one even if the destination tourist organizations are

engaged only in liaison and joint marketing, and not in the sale of specific product offers to

travelers.

In considering the product, we should note that there is no natural or automatic harmony

between components, such as attractions and accommodation, and they are seldom under any one

organization's control. Even within component sectors such as accommodation there will usually be

many different organizations, each with different, perhaps conflicting, objectives and interests.

Indeed it is the diversity or fragmentation of overall control, and the relative freedom of producer

organizations to act according to their perceived self-interests, at least in the short term, which

makes it difficult for national, regional and even local tourist organizations 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

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coordination and recognition of mutual interests between all the components 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, e.g. between attractions and accommodation,

or between transport and accommodation. But in order to design their product offers around specific

service operations, there are internal dimensions of products for marketers to consider; these are

common to all forms of consumer marketing and part of widely accepted marketing theory.

Marketing managers need to think about the product on three levels:

The core product, which is the essential service or benefit designed to satisfy the identified

needs of target customer segments.

The tangible product, which is the specific offer for sale stating what a customer will receive for

his money.

The augmented product, which comprises all the forms of added value producers may build into

their tangible product offers to make them more attractive to their intended customers.

The following example of an inclusive weekend break in a hotel will help to explain what the

three levels mean in practice. The product offer is a package comprising two night's accommodation

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 comprises 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 self-fulfillment 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

competitors, and to achieve better delivery of the sought benefits. But all its competitors are aiming

at the same basic customer needs and offering virtually identical benefits. Customers' core needs

usually tend not to change very quickly, although a hotel'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 comprises 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, air-conditioning and swimming pool are all within the formal product and the name of

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the hotel is also included. In the case of hotel products generally, there is often very little to choose

between competitors' tangible product offers, and price may become a principal reason for choice.

Blindfolded and led to any one of, say, twenty competitors' 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 comprises 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 follow-up 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

competitors. In the example under discussion there may be up to twenty 'add ons', some fairly trivial,

such as a complimentary 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 'position' the product occupies in customers' minds.

In the case of a hotel group this will be closely related to the corporate image and branding of the

group. In the example under discussion, the augmented elements would be purpose-designed and

developed around the core product benefits in ways calculated to increase the appeal to the target

segment'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 P's in the marketing mix?

A. product B. price C. promotion D. people

2. According to the overall view, the tourism product is to be considered as an amalgam of the

following elements except _______.

A. attractions B. facilities at the destination

C. tourists D. accessibility of the destination

3. Which of the following is not considered part of the destination facilities?

A. Hotels B. Restaurants C. Sports activities D. Schools

4. The carrying capacity of a destination is defined as _______.

A. the number of visitors the environment can accommodate in a typical range of activities on

a typical busy day without damage to its elements and without undermining its

attractiveness to its visitors.

B. the number of travelers the destination can put up for its daily activities without damage to

its facilities.

C. the number of tourists a destination can contain in a typical range of daily activities without

damage to its surroundings.

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D. the number of people a park can hold in a typical busy day for its entertainment activities

without damage to its installations and without harming its image.

5. The Big Apple refers to _________.

A. New York B. Washington, D. C. C. Los Angeles D. Boston

6. Which of the following is not one of the three levels on which marketing managers need to think

about the tourism product?

A. The core product B. The tangible product

C. The intangible product D. The augmented product

7. Accessibility of a destination refers to the elements that affect the cost, speed, and the

convenience with which a tourist may _____ a destination.

A. stay in B. get to C. leave D. contact

8. The core product is _______.

A. tangible B. intangible C. physical D. invisible

9. The design of tourism products largely determines the following except ______.

A. the price B. the form of distribution

C. the distribution channel D. the customers' 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 tourists' expectations

C. the add-on values and the real values

D. the tangible product and the follow-up activities

Part II Terms Used in Tourism Industry (30 points)

Directions: Spell out the following initials and acronyms

1. LBO

2. MBO

3. CRS

4. ROI

5. EDI

6. ERP

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7. CNTA

8. CEO

9. ADR

10. POS

Directions: Define the following terms

1. synergy

2. Delphi Analysis

3. Intellectual Property

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4. Seven-S Framework

5. mission statement

Part III Questions and Answers (20 points)

Directions: Give a brief answer to each of the following questions

1. What is the significance of the Airline Deregulation Act of 1978 to the American tourism

industry?

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2. What are the differences between GDP and GNP?

3. What are the key management functions?

4. How does yield management work in hotel management?

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Part IV Translation (30 points)

Directions: Translate the following passage into Chinese.

According to advance figures from the U.S. Bureau of Economic Analysis, the national economy (as

measured by gross domestic product) contracted at an inflation-adjusted 0.4 percent annual rate in

the third quarter—the first quarter of negative growth in more than eight years. Most economists

predict an even larger contraction in the fourth quarter of 2001. If there is negative growth in the

fourth quarter of 2001, then the economy officially will be in a recession. Within the restaurant

industry, the employment picture also looks bleak. On a seasonally adjusted basis,

eating-and-drinking places cut 42,000 jobs in October, which followed a 43,000 job reduction in

September. This marks the worst restaurant-industry employment performance on record for those

two months.

11

Directions: Translate the following passage into English.

管理从19世纪末才开始形成一门科学，但是管理的概念和实践已经存在了数千年。纵观管理

思想发展的全部历史，大致可以划分为4个阶段：第一阶段为早期的管理思想，产生于19世

纪末以前；第二阶段为古典的管理思想，产生于19世纪末到1930年之间，以泰勒（Frederick

W. Taylor）与法约尔（Henri Fayol）等人的思想为代表；第三阶段为中期的管理思想，产生于

1930年到1945年之间，以梅奥（Elton Mayo）与巴纳德（Chester I. Barnard）等人的思想为

代表；第四阶段为现代管理思想，产生于1945年以后。这一时期管理领域非常活跃，出现了

一系列管理学派，每一学派都有自己的代表人物。

12

Part V Writing (10 points)

Directions: Choose one from the given topics and make a comment of about 200 words

1. An Effective Leader

2. An Ideal Decision Making Process

3. The Importance of People Skills

4. The Future Trends of Tourism

旅游英语试卷（A）参考答案

Part I Reading Comprehension (10 points)

1. D 2. C 3. D 4. A 5. A 6. C 7. B 8. B 9. D 10. A

Part II Terms Used in Tourism Industry (30 points)

Directions: Spell out the following initials and acronyms (10 points)

11. LBO: leveraged buy out

12. MBO: mananagment by objectives

13. CRS: computer reservation system

14. ROI: return on investment

15. EDI: electronic data interchange

16. ERP: enterprise resource planning

17. CNTA: China National Tourism Administration

18. CEO: chief executive officer

19. ADR: average daily rate

20. POS: point of sale

Directions: Define the following terms (20 points)

6. synergy: In the business world, it is the concept that the combination of

two or more different businesses, activities, or processes will create an

overall value that is greater than the sum of individual parts.

7. Delphi Analysis: It is a forecasting technique in which a panel of experts

makes predictions about the future regarding a particular issue. Each panel

member makes an individual projection or forecast, and each of the

projections is assembled into a composite report, which is then reviewed by

the entire group.

8. Intellectual Property: It is a collective term used to refer to ideas or works

in the classes of industrial property or copyright. Industrial property means

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legal rights in the form of patents, technological inventions, trademarks,

industrial designs, and appellations of origin. Copyright means legal rights

in the form of literary works, musical works, and artistic works, and in

films, books, and performance of performing arts in live form and in any

recorded format, including photographs, television or other visual medium.

9. Seven-S Framework: It is a framework developed by McKinsey & Co.

consultants to assist understanding the interrelated strategic elements that

determine a company‟s success or failure. Seven S refers to strategy,

structure, staff, super-ordinated goals, skills, style, and system.

10. mission statement: It is a short statement of the central purposes, strategies

and values of a company.

Part III Questions and Answers (20 points)

Directions: Give a brief answer to each of the following questions

5. What is the significance of the Airline Deregulation Act of 1978 to the

American tourism industry?

The Airline Deregulation Act was a piece of US legislation signed into

law on October 28, 1978. The main purpose of the act was to remove

government control from commercial aviation and expose the passenger

airline industry to market forces. It makes the American tourism industry

more competitive and more market oriented.

6. What are the differences between GDP and GNP?

GDP refers to gross domestic product while GNP refers to gross national

product. GNP), in economics, is a quantitative measure of a nation's total

economic activity, generally assessed yearly or quarterly. GNP equals the

gross domestic product plus income earned by domestic residents

through foreign investments minus the income earned by foreign

investors in the domestic market. GDP is the monetary value of all of a

nation's goods and services produced within a nation's borders and within

a particular period of time, such as a year, while gross national product

covers all goods and services produced by the residents regardless of

where they were working.

7. What are the key management functions?

They are planning, organizing and staffing, leading, and controlling.

Planning is analyzing a situation, determining the goals that will be

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pursued in the future, and deciding in advance the actions that will be

taken to achieve these goals.

The second major management function, organizing and staffing

includes the efforts of managers to assemble the human, financial,

physical, and information resources needed to complete the job and to

group and coordinate employees, tasks, and resources for maximum

success.

The leading function focuses on the manager‟s efforts to stimulate

high performance among employees. This activity involves directing,

motivating, and communicating with employees, both as individuals and

in groups.

As a result, the fourth function, controlling, emphasizes evaluation

and change.

8. How does yield management work in hotel management?

Yield management, also known as revenue management, is the process of

understanding, anticipating and reacting to consumer behaviour in order

to maximize revenue. Yield management is being practiced in airlines

industry for the last 20 years and also in the hotels internationally for

about 10 years. It basically applies to all retail sectors where capacity is

fixed and enables the vendors like hotels to price the product differently

for different market segments, purchase patterns and distribution

channels. The basic objective is to increase the revenue and the

contribution by charging a higher price from certain market segments,

distribution channels, purchase patterns like length of advance booking

etc. This is now being practiced very widely by all the hotel chains and

progressive independent hotels for marketing of hotel room inventories.

The strategy is designed to dramatically increase revenues, maximise

profits, greatly improve the effectiveness of market segmentation, open

new market segments and strengthen product portfolio strategies. The

strategy and the implementation is dependent on having a good data

about past purchases of different segments, occupancy levels in different

parts of the year/parts of the week, occupancy achieved through different

segments etc. There are sophisticated computer softwares and models

available from the vendors, which are being used by all the practitioners.

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Part IV Translation (30 points)

Directions: Translate the following passage into Chinese.

According to advance figures from the U.S. Bureau of Economic Analysis, the

national economy (as measured by gross domestic product) contracted at an

inflation-adjusted 0.4 percent annual rate in the third quarter—the first quarter

of negative growth in more than eight years. Most economists predict an even

larger contraction in the fourth quarter of 2001. If there is negative growth in

the fourth quarter of 2001, then the economy officially will be in a recession.

Within the restaurant industry, the employment picture also looks bleak. On a

seasonally adjusted basis, eating-and-drinking places cut 42,000 jobs in

October, which followed a 43,000 job reduction in September. This marks the

worst restaurant-industry employment performance on record for those two

months.

根据美经济分析局先期发布的数字，国民经济在第三季度（按国内经济总

产值计算）根据通货膨胀修正后的年增长率收缩了0.4百分点。这是连续8

年来首个负增长季度。大多数经济学家预计2001年第四季度将会出现更大

的紧缩。如果2001年第四季度出现负增长，国民经济将正式进入衰退期。

在餐饮业内部，就业形势也日显暗淡。根据季度修正数据，餐饮场所在10

月份削减42000工作岗位，9月份已经削减了43000个工作岗位。这是餐

饮业有史以来就业表现最差的两个月。

Directions: Translate the following passage into English.

管理从19世纪末才开始形成一门科学，但是管理的概念和实践已经存在了

数千年。纵观管理思想发展的全部历史，大致可以划分为4个阶段：第一

阶段为早期的管理思想，产生于19世纪末以前；第二阶段为古典的管理思

想，产生于19世纪末到1930年之间，以泰勒（Frederick W. Taylor）与法

约尔（Henri Fayol）等人的思想为代表；第三阶段为中期的管理思想，产

生于1930年到1945年之间，以梅奥（Elton Mayo）与巴纳德（Chester I.

Barnard）等人的思想为代表；第四阶段为现代管理思想，产生于1945年

以后。这一时期管理领域非常活跃，出现了一系列管理学派，每一学派都

有自己的代表人物。

Management became a branch of scientific study at the end of the 19

th

century,

but the basic concept and practice of management have existed for thousands of

years. The history of the development of management ideas can roughly be

divided into four periods. The first period is the early management thinking

started before the end of the 19 century. The second is the classic period from

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th

the end of the 19

th

century to 1930 represented by Frederick W. Taylor and

Henri Fayol and others. The third is the middle period from 1930 to 1945

represented by Elton Mayo and Chester I. Barnard. The fourth is the modern

period after 1945. This period has witnessed vigorous development

management thinking, which resulted in the emergence of many schools of

management thinkers, each with its own representative figures.

Part V Writing (10 points)

Directions: Choose one from the given topics and make a comment of about

200 words

5. An Effective Leader

6. An Ideal Decision Making Process

7. The Importance of People Skills

8. The future Trends of Tourism

考 试 试 卷

课程 课程类别

必修[ ]选修[√]

考试方式

开卷[ ]闭卷[√]

试卷类别(A、B、„)

[ B ] 共13页

教

师

填

写

考

生

填

写

2004–2005学年第2学期 旅游英语 试题

授课教师

考试时间 年 月 日 姓 名：

学院 专业 级

姓名 学号

试题号

成 绩

一

二

三

四

五

六

七

八

九

十

总 分

Part I Reading Comprehension (10 points)

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