13. Match the idiomatic expressions (1-5) with their meaning (a-e) and translation (I-V):
|
|
|
Read the text below
The ability of hotels to accommodate different cultures is vital but challenging. Hotels need to be sensitive not only in providing services but also in training staff. In achieving this, hotels also have the opportunity to separate themselves from the competition. Bringing the far corners of the world together is part and parcel of what the hotel sector does. Blending amenities to cater for the needs of the world’s different cultures is central to success for large, international hotel chains.
However,
despite the vast experience that industry players have built up in
this area, the world is becoming increasingly polyglot and hotels are
tracking a moving target.
To
compete, they must pay closer attention to the trends of
globalization. The industry must reflect the requirements of the
global village in many aspects of its operations, including food,
services, amenities, staffing policies and training.
Cultural issues have never before been such a crucial determinant of how a large hotel should operate. For instance, one of the major prospects for the industry is the growth of China – not only as a destination but also as the source of an increasing number of international tourists.
Many hotel chains are expanding into China, investing heavily in new properties and working with Chinese partners to cater to both internal travelers and those arriving from Europe and the USA to see the delights of Beijing and Shanghai for themselves.
InterContinental has stated that it aims to manage as many as 125 hotels in China, though it currently has fewer than 50. Much of this expansion is expected to be through managed operations, rather than direct ownership or franchising, and like many other hotel chain owners the group is having to adjust its strategy to suit the business culture in China, which differs from those of the USA and Europe.
Such cultural differences are also an increasingly important issue for hotel owners outside China, as growing domestic tourism in the country is likely to occur alongside accelerating growth in the number of Chinese tourists visiting foreign countries.
“Some Chinese already travel,” says Wulf van Alkemade, managing director of the Strategic Amenity Alliance (SAA), which brings together partners across the hospitality industry to provide a global amenity supply source for international and regional hotel chains. “The more educated and affluent tend to stay at the Hyatt or the Ritz or another luxury brand. Then there are also more middle-class Chinese travelling abroad and, like many Japanese tourists, they often choose to travel in groups.”
While it is important not to fall into the trap of stereotyping groups from different cultures, it is crucial to look at the basics that cultural diversity might require of a hotel. For instance, it is common sense to provide both bath and shower facilities to Japanese guests, who traditionally like to use both in their regime of personal hygiene. It also makes sense to provide Asian guests with the option of cuisine from their home region …
However, the key in both staff training and the provision of guest amenities is to provide flexibility and choice. Cultural diversity may provide many challenges, but it also presents just as many opportunities for differentiation and synergy.