Research Paper格式：Outsourcing in the Hotel Industry
Research Paper格式-酒店業外包。本文是一篇留學生Research Paper代寫范文，主要內容是講述外包是我們這個時代增長的行業之一。如今，選定組織活動的外包是公司戰略的一個組成部分。外包已成為現代酒店管理的一個重要方面。不幸的是，在酒店管理文獻中，關于外包或維護酒店部門內部業務流程的先前研究不足。本篇paper試圖對酒店業外包的因素、種類、目標和結果進行批判性分析。下面就來看一下這篇留學生Research Paper寫作格式范文的節選內容。
1.1 Introduction 引言
Outsourcing is one of the growth industries of our time (Winterton 2000). Today, the outsourcing of selected organisational activities is an integral part of corporate strategy (Lankford and Parsa 1999). Outsourcing has become a significant facet of modern hotel management (Sieburg 1992). Unfortunately there is shortage of prior research in the hospitality management literature concerning outsourcing or maintaining internally business processes in hotel sector.
This paper seeks to present critical analysis of factors, varieties, aims and results of outsourcing within hotel industry.
The first chapter will begin with stating the problem which is vital in hospitality industry. It will then continue with the presentation of background literature and the purpose of study. Thirdly, rationale will be explained. Subsequently research questions will be raised. Furthermore a definition of terms will identify the key words within the study and how the writer defines them within it. A number of limitations will indicate specific areas in which the research will not be definitive. Finally a summary of the chapter will be provided indicating the main points discussed.
第一章將首先闡述在酒店業中至關重要的問題。然后將繼續介紹背景文獻和研究目的。第三，將解釋理由。隨后將提出研究問題。此外，術語的定義將確定研究中的關鍵詞以及作者如何在其中定義它們。一些局限性將表明研究不確定的具體領域。最后，將提供本章的摘要，指出討論的要點。
1.2 Statement of the Problem 問題說明
Historically as the kind of contractual relations and commercial activity outsourcing has appeared in 1962 when the successful businessman Ross Perro, whose firm EDS carried out calculations for banks, renting night time on mainframes, has brought ?General Motors? annual economy in 44 % – more than 4 billion dollars (Nureev 2002). Over the last few years, the idea of outsourcing noncore business functions has gained huge popularity (Winterton 2000). Nowadays different types and forms of outsourcing are putting into practice and developing in various businesses.
從歷史上看，合同關系和商業活動外包出現于1962年，當時成功的商人羅斯·佩羅，他的EDS公司為銀行進行計算，租用大型機上的夜間時間，為《通用汽車》帶來了44%的年經濟增長，超過40億美元。在過去幾年中，外包非核心業務功能的想法獲得了巨大的歡迎。如今，不同類型和形式的外包正在各個企業中實施和發展。
Tourism in its turn is a rapidly growing phenomenon and has become one of the largest industries in the world. But also hospitality industry is very unique, and very sensitive to every internal and external changes. And such innovation as outsourcing should have affect the industry in general and the development of hotel sector in particular.
反過來，旅游業是一種快速增長的現象，已成為世界上最大的產業之一。但酒店業也非常獨特，對每一個內部和外部變化都非常敏感。外包等創新應該會影響整個行業，尤其是酒店行業的發展。
As it has been mentioned above, outsourcing within hotel industry has been the subject of minimal literature research. And a question: whether outsourcing will work in hotels and make notable profit still opened for reasoning and conclusions. And if yes or no, how it will be affected by financial crisis which came less than year ago. Just that very case of crisis can cardinally change the relation of business to outsourcing. After all in a crisis situation it is more important not tactical, but the strategic part of the business.
In general, up to now the quantity of questions more than answers. And it is very important to understand, why hotels outsource. And what form for them is most attractive and far-sighted.
如上所述，酒店行業的外包一直是最基本的文獻研究主題。還有一個問題：外包是否會在酒店中起作用并帶來可觀的利潤，這一問題仍有待于推理和結論。如果是或否，它將受到不到一年前的金融危機的影響。正是這一危機案例可以從根本上改變企業與外包的關系。畢竟，在危機情況下，更重要的不是戰術，而是業務的戰略部分。
總的來說，到目前為止，問題的數量多于答案。了解酒店外包的原因非常重要。什么樣的形式對他們來說最具吸引力和遠見。
1.3 Background Literature 背景文獻
According to Lankford and Parsa (1999), outsourcing is defined as the procurement of products or services from sources that are external to the organisation. This leads to allowing outsiders to take responsibilities for some aspects of financial management (Winterton 2000). After definition and explanation of previous authors, it is possible to say that outsourcing is something similar to service and support services though it is differs essentially from them. It is not short-term service, on once, given by one company to another. Outsourcing gives longer support, not single. Outsourcing is transfer of certain processes or functions from one company to another. The Company – “recipient” should specialise in this branch. From here it is possible to create one of outsourcing’s principles: ?I leave to myself only that I can do better than others, I give to the external executor that it does better than others?. Other principles and the most practical types and forms of outsourcing will be considered in second chapter.
根據Lankford和Parsa，外包被定義為從組織外部來源采購產品或服務。這導致允許外部人員承擔財務管理的某些方面的責任。在對前幾位作者進行定義和解釋之后，可以說外包與服務和支持服務類似，但本質上與它們不同。這不是一家公司向另一家公司一次性提供的短期服務。外包提供了更長的支持，而不是單一的支持。外包是將某些流程或職能從一家公司轉移到另一家公司。公司——“接收者”應專門從事該分支機構。從這里可以創建外包的原則之一：“我留給自己的只是我能做得比別人更好，我給外部執行者的是它比別人做得更好”。第二章將討論其他原則以及最實用的外包類型和形式。
Outsourcing has become an important strategic tool in today’s competitive business environment (Zhu, Hsu and Lillie 2001). As any tool of business it has its own advantages and disadvantages.
在當今競爭激烈的商業環境中，外包已成為一種重要的戰略工具。作為任何商業工具，它都有自己的優點和缺點。
Outsourcing offers several advantages, such as enabling existing staff to concentrate on core activities on organisational specialisations, focusing on achieving key strategic objectives, lowering or stabilising overhead costs, and thereby gaining cost advantage over the competition, providing flexibility in response to changing market conditions, and reducing investment in high technology (Kliem, 1999; Quinn 1999 cited Kakabadse, N. and Kakabadse, A. 2000). Thus it is possible to ear-mark three big advantages of outsourcing in general, not only for hotels and hospitality industry. The first advantage – outsourcing allows to pay almost all attention and resources to the core direction of the business and to charge to foreign company noncore functions. Thereby, company will have competitive advantage. Also redistribution and optimisation of human resources of the company will be possible. The second advantage is decreasing of material input. Very often attractions of the foreign executor essentially cheaper than the maintenance of own department for execution of certain job. It is caused by lower price cost of outsourcer’s job since the chosen direction is its specific specialisation. And the third advantage – using outsourcing, companies can get technologies and the decisions of higher quality level which might be absent at the organisation. Besides this there is a possibility of using specialised functions which only experts can perform. Also it is important to remember about transfer of all responsibilities of the assigned functions to outsourcer.
外包提供了一些優勢，例如使現有員工能夠專注于組織專業化的核心活動，專注于實現關鍵戰略目標，降低或穩定間接成本，從而在競爭中獲得成本優勢，提供靈活性以應對不斷變化的市場條件，減少對高科技的投資。因此，我們可以從外包的三大優勢中了解到，這不僅適用于酒店和酒店業。第一個優勢——外包允許將幾乎所有的注意力和資源都放在業務的核心方向上，并向外國公司的非核心職能部門收費。因此，公司將具有競爭優勢。此外，公司人力資源的重新分配和優化也是可能的。第二個優點是減少了材料投入。通常情況下，外國執行者的吸引力基本上比維護自己的部門執行某項工作要便宜。這是由于外包商工作的價格成本較低，因為選擇的方向是其特定的專業化。第三個優勢——通過外包，公司可以獲得組織中可能缺少的更高質量水平的技術和決策。除此之外，還有可能使用只有專家才能執行的專門功能。此外，重要的是要記住將指定職能的所有職責轉移給外包商。
But besides these pluses there are also some disadvantages of outsourcing. Schniederjans and Zuckweiler (2004) introduce very helpful summary of those. They suggested that it is possible to divide this lacks in four groups:
Managerial implications. Such as loss of control over critical functions and suppliers.
Financial implications. Such as failure to realise cost savings.
Operational implications. Such as dependence on suppliers and responsibility for quality of their work.
Human resource implications. Such as lower morale of permanent employees.
但除了這些優點之外，外包也有一些缺點。Schniederjans和Zuckweile介紹了這些內容的非常有用的總結。他們建議，可以將這種缺失分為四組：
管理影響。例如失去對關鍵功能和供應商的控制。
財務影響。例如未能實現成本節約。
運營影響。例如對供應商的依賴和對其工作質量的責任。
人力資源影響。比如長期員工士氣低落。
Thus after confrontation these disadvantages and meaning of the process it is possible to ear-mark one of the most important shortcoming of outsourcing. It is possible to criticise it for loss of workplaces. As the result of such process, the company can release many workplaces, replacing the in-house workers with more professional (or cheaper) from other company. As the result of this, first of all, workers are getting in the worst position because very often there is no labour contract or any guarantees about their future job between them and the employer.
因此，在對抗了這些缺點和過程的意義之后，有可能發現外包最重要的缺點之一。有可能批評它失去了工作場所。由于這樣的過程，公司可以釋放許多工作場所，用其他公司更專業（或更便宜）的員工代替內部員工。因此，首先，工人處于最糟糕的境地，因為他們與雇主之間通常沒有勞動合同或對未來工作的任何保證。
Remembering all the minuses, lacks and disadvantages but aspiring to benefits, pluses and advantages of outsourcing hotels should understand the reasons, right time and business situation when to outsource. According to William and Faramanz (1999), firms should consider outsourcing when it is believed that certain support functions can be completed faster, cheaper, or better by an outside organisation. Tasks that are not core competencies of the hotel – human resources, payroll and benefits, information systems, even food service – are ripe for being contracted out. Moreover, Blake (1997) gave three main reasons for organisations for turning to outsourcing:
記住外包酒店的所有缺點、不足和缺點，但對外包酒店的好處、優點和優點抱有抱負，應該了解外包的原因、合適的時間和業務情況。根據William和Faramanz的說法，當外界認為某些支持功能可以更快、更便宜或更好地完成時，企業應該考慮外包。不屬于酒店核心能力的任務——人力資源、工資和福利、信息系統，甚至食品服務——已經可以外包了。此外，Blake給出了組織轉向外包的三個主要原因：
Where others do it better 比其他人做得更好的地方
To focus on their core business 專注于核心業務
To reduce their cost base. 降低成本基礎
Therefore the hotels should use outsourcing to concentrate on the primary activity, instead of to be engaged in management of dining rooms, cleaners or catching of computer viruses. Another factor to exploit the outsourcing within hotel industry is the situation when the external provider of services is capable to provide economy and/or higher level of services because of specialisation or cheaper labour. Outsourcing can help to save resources of the hotel. One more not very visible objective to use outsourcing within hotels is to study from the service provider.
因此，酒店應該使用外包來專注于主要活動，而不是從事餐廳管理、清潔工或感染電腦病毒。利用酒店業外包的另一個因素是，由于專業化或廉價勞動力，外部服務提供商能夠提供經濟和/或更高水平的服務。外包有助于節省酒店資源。酒店內使用外包的另一個不太明顯的目標是向服務提供商學習。
Consequently, Milgrom and Roberts (1992 cited Lamminmaki 2005) said that understanding hotels’ motivation for outsourcing is important, as organisation is as important as technology, cost, and demand in determining success.
To conclude this part of the chapter, it is useful to remember statement of Kotler (1988): “Entrust others that what they will make easier and more cheaply”.
因此，Milgrom和Roberts表示，了解酒店外包的動機很重要，因為在決定成功的過程中，組織與技術、成本和需求一樣重要。為了結束本章的這一部分，記住科特勒（1988）的一句話是很有用的：“讓別人相信他們會做得更容易、更便宜”。
1.4 Purpose of Study 研究目的
The purpose of this study was to examine factors that influence on hotel sector for outsourcing or maintaining internally business processes. By analysing existing studies related to outsourcing in general, it can be valuable in applying to the outsourcing within hotel sector where there is little research. In additional, there are few management accounting studies concerned with the hotel sector (Collier and Gregory 1995). Furthermore, the research will evaluate advantages and disadvantages of using outsourcing for hotels. This study will critically assess the innovative part of outsourcing for hotels and what type and form of internal business processes is going to be more successful for them.
Specifically, literature will be within the hospitality sector. Moreover, how will outsourcing affect costumers and their needs will be analysed.
Finally, based on the findings of the study, solutions for the hotel sector will be provided.
本研究的目的是考察影響酒店部門外包或維護內部業務流程的因素。通過分析與外包相關的現有研究，在研究較少的酒店行業中應用外包可能很有價值。此外，很少有與酒店行業相關的管理會計研究。此外，本研究將評估酒店外包的利弊。這項研究將批判性地評估酒店外包的創新部分，以及哪種類型和形式的內部業務流程對他們更為成功。
具體而言，文獻將在酒店行業內。此外，還將分析外包將如何影響客戶及其需求。
最后，根據研究結果，將為酒店行業提供解決方案。
1.5 Rationale 根本原因
This research is about outsourcing or internal business processes within hotel industry. And it is significant for several reasons:
這項研究是關于酒店行業內的外包或內部業務流程。它的重要性有幾個原因：
Hospitality industry is one of the fastest developing industries. And In many countries, tourism industry is the leading industry, which stimulates development of other sectors.
酒店業是發展最快的行業之一。在許多國家，旅游業是主導產業，它刺激了其他部門的發展。
Outsourcing – relatively new business idea but it has been used already in numerous sectors of economy including hospitality.
外包——相對較新的商業理念，但它已經在包括酒店業在內的眾多經濟領域得到了應用。
Using outsourcing or internal business processes hotels can cut their production cost.
使用外包或內部業務流程，酒店可以降低生產成本。
There is a high potential to improve quality of hotel’s services.
提高酒店服務質量的潛力很大。
Most of the hotels have to find some new ideas for their development and reduction of risks during the financial crisis period. And outsourcing could be one of them.
在金融危機期間，大多數酒店不得不為其發展和降低風險找到一些新思路。外包可能就是其中之一。
1.6 Research Questions 研究問題
This study aim is to answer following Research Questions: 本研究旨在回答以下研究問題：
What is considered ‘outsourcing process’ within the hotel sector? 酒店行業內的“外包流程”是什么？
To begin with, it is vital for the research to explain and to make it clearer, what is outsourcing in today’s economy. Also it is important to elucidate if this term is innovative method for the business or it is just a new expression of existing already processes within hotel sector.
首先，這項研究必須解釋并使其更清楚，什么是當今經濟中的外包。同樣重要的是，要闡明這個術語是企業的創新方法，還是僅僅是酒店行業現有流程的新表達。
What are the advantages and disadvantages of outsourcing for hotel sector? 酒店行業內的“外包流程”是什么？
As any type of business relationship, outsourcing should have not only advantages and positive moments but also disadvantages and obstacles. To be more objective, it is vital to compare both to be able to make a conclusion whether outsourcing is a big opportunity for the hotels or it will bring more difficulties rather than profitability.
作為任何類型的業務關系，外包不僅應該有優勢和積極的時刻，也應該有劣勢和障礙。更客觀地說，重要的是要比較兩者，才能得出結論，外包對酒店來說是一個巨大的機會，還是會帶來更多的困難而不是盈利能力。
In addition, it is significant to understand the specific type of action of outsourcing within hotels and its the most widespread forms
作為任何類型的業務關系，外包不僅應該有優勢和積極的時刻，也應該有劣勢和障礙。更客觀地說，重要的是要比較兩者，才能得出結論，外包對酒店來說是一個巨大的機會，還是會帶來更多的困難而不是盈利能力。
What are the factors for outsourcing or maintaining internally business processes within hotel sector?酒店行業內外包或維護內部業務流程的因素是什么？
Internal and external factors of using outsourcing for the hotels will be examined. And the research will emphasise specific reasons of starting using outsourcing within hotel industry. Moreover, ‘financial crisis’ as one of the factors will be discussed.
將審查酒店使用外包的內部和外部因素。這項研究將強調酒店業開始使用外包的具體原因。此外，將討論“金融危機”作為因素之一。
What are the main aims of outsourcing within hotel sector?酒店行業外包的主要目的是什么？
And last but not least, it will be achievable to acquire the main aims and results of outsourcing within hotel sector.
Additionally, after analysing the interview and questionnaires, preferred types and the specific benefits from outsourcing for the hotels will be seen.
最后但并非最不重要的是，在酒店行業內實現外包的主要目標和結果是可以實現的。
此外，在分析訪談和問卷后，我們將看到酒店外包的首選類型和具體好處。
1.7 Definition of Terms 術語的定義
Core business: Core business means the commercial activity from which the company derives most of its profits
核心業務：核心業務是指公司從中獲得大部分利潤的商業活動. According to Alexander and Yong (1996), there are four main points to define ‘core’ activities:
核心業務：核心業務是指公司從中獲得大部分利潤的商業活動。根據Alexander和Yong，定義“核心”活動有四個要點：
Activities which traditionally performed in-house;傳統上在內部進行的活動
Activities which critical to business performance;對業務績效至關重要的活動
Activities which create current or potential competitive advantage;創造當前或潛在競爭優勢的活動
Activities which will drive further growth, innovation, or rejuvenation.將推動進一步增長、創新或復興的活動
Financial Crisis: There is no precise definition of “financial crisis,” but a common view is that disruptions in financial markets rise to the level of a crisis when the flow of credit to households and businesses is constrained and the real economy of goods and services is adversely affected .
金融危機：“金融危機”沒有確切的定義，但一種普遍的觀點是，當家庭和企業的信貸流動受到限制，商品和服務的實體經濟受到不利影響時，金融市場的混亂會上升到危機的程度。
Hotel Sector: 酒店行業
Outsourcer:The service provider (outsourcer) is responsible for delivering the contracted services, resolving day-to-day operational problems and managing the request and implementation of routine changes in accordance with the framework of contracts, standards (Kent 1998).
外包商：服務提供商（外包商）負責提供合同服務，解決日常運營問題，并根據合同框架和標準管理日常變更的請求和實施。
Outsourcing: Greaver (1999) defined outsourcing as the act of transferring some of an organization’s recurring internal activities and decision rights to outside providers, as set forth in a contract. Later Beaumont and Sohal (2004) explained outsourcing as having work that was formerly done inside the organisation performed by an external organisation. The vendor (hereafter the outsourcer and outsource are, respectively, referred to as vendor and client) may be an independent entity or a wholly owned subsidiary.
外包：Greaver（1999）將外包定義為將組織的一些經常性內部活動和決策權轉讓給外部供應商的行為，如合同中所述。后來，Beaumont和Sohal將外包解釋為以前在組織內部由外部組織執行的工作。供應商（以下簡稱外包商和外包商，分別稱為供應商和客戶）可以是獨立實體或全資子公司。
1.8 Limitations 限制
This study will limit itself to surveying and interviewing hotels only from two countries – Greece and Russia and most probably will not represent the complete situation of European hotel industry as well as worldwide hotel industry. Moreover it will not represent the whole situation even in both chosen countries for the reason that researcher sampled only those who have agreed to be sampled.
這項研究僅限于調查和采訪希臘和俄羅斯兩個國家的酒店，很可能無法代表歐洲酒店業以及全球酒店業的完整情況。此外，即使在兩個選定的國家，它也不能代表整個情況，因為研究人員只對那些同意接受抽樣的人進行抽樣。
The convenience sampling procedure decreases the generalisation of findings. This study cannot be generalised to populations but may relate to other defined contexts with caution.
方便的抽樣程序減少了調查結果的概括。這項研究不能推廣到人群中，但可以謹慎地與其他定義的環境相關。
For the purpose of this study the mixed approach was used, which include utilisation of both quantitative and qualitative data analysis which are always connected with sensibility, reliability and validity. But on the other hand it has also its advantages such as expansion and collaboration.
為了本研究的目的，采用了混合方法，包括使用定量和定性數據分析，這些數據分析總是與敏感性、可靠性和有效性相關。但另一方面，它也有其優勢，如擴展和協作。
Furthermore, this study will concentrate on outsourcing within hotel sector, but at the same time there may be other factors that influence and affect business processes in the hotels.
此外，本研究將集中于酒店行業內的外包，但同時也可能存在其他影響酒店業務流程的因素。
1.9 Summary 總結
This chapter has introduced the thesis by outlining the topic of this study, the statement of the problem, background literature, purpose of this study, its rationale, presented research questions, definition of the terms and limitations of the study.
本章通過概述本研究的主題、問題陳述、背景文獻、本研究的目的、基本原理、提出的研究問題、研究術語的定義和局限性來介紹論文。
In this first chapter the study’s main focus was identified as examining and understanding the importance of outsourcing within hotel sector. A critical examination of meaning of outsourcing, its advantages and disadvantages should be able to assist in determining how the hotel industry can be affected or altered by using outsourcing process. Finally, this study would determine reasons and forms of outsourcing which are the most recent, available and useful within hotel sector.
在第一章中，研究的主要重點是檢查和理解酒店行業外包的重要性。通過對外包的含義、優勢和劣勢的嚴格審查，應能夠幫助確定外包流程如何影響或改變酒店業。最后，本研究將確定外包的原因和形式，這些外包在酒店行業是最新的、可用的和有用的。
Afterward, Chapter Two will discuss the theoretical framework and conceptual models of factors for outsourcing or maintaining internally business processes within hotel sector. The analysis will be connected with four Research Questions. Finally, next chapter will classify particular insufficiencies in the literature leading to the need of the present study.
隨后，第二章將討論酒店部門內部業務流程外包或維護的理論框架和概念模型。分析將與四個研究問題相聯系。最后，下一章將對導致本研究需要的文獻中的特定不足進行分類。
Chapter 2: Literature Review 文獻綜述
2.1 Introduction 介紹
The purpose of this chapter is to critically analyse the existing literature on outsourcing or maintaining internally business processes within hotel sector. Based on the research questions discussed in the first chapter of the given study, four general areas have been established.
More specifically this chapter will begin with a general description of related texts and then gradually concentrate on the precise areas in which the study has a focus on.
本章的目的是批判性地分析酒店行業內外包或維護內部業務流程的現有文獻。基于給定研究的第一章中討論的研究問題，確定了四個一般領域。
更具體地說，本章將從相關文本的一般描述開始，然后逐漸集中于研究重點關注的精確領域。
The studies in the four major areas provided the theoretical foundation for the research conducted in this study. The areas are:
四個主要領域的研究為本研究的研究提供了理論基礎。這些領域包括：
Consideration and explanation of outsourcing processes within the hotel industry. This area relates to Research Question #1 – What is considered ‘outsourcing process’ within the hotel sector?
考慮并解釋酒店行業的外包流程。該領域涉及研究問題1——酒店行業內的“外包流程”是什么？
Advantages and disadvantages of outsourcing for the hotel industry. This area relates to Research Question #2 – What are the advantages and disadvantages of outsourcing for hotel sector?
酒店業外包的利弊。該領域涉及研究問題2——酒店行業外包的優勢和劣勢是什么？
Factors and motives of using outsourcing processes within hotel industry. This area relates to Research Question #3 – What are the factors for outsourcing or maintaining internally business processes within hotel sector?
酒店業使用外包流程的因素和動機。該領域涉及研究問題3——酒店行業內外包或維護內部業務流程的因素是什么？
Aims and results of outsourcing for hotel sector. This area relates to Research Question #4 – What are the main aims of outsourcing within hotel sector?
酒店行業外包的目標和結果。該領域涉及研究問題4——酒店行業外包的主要目標是什么？
The general areas were supported by the literature are all directly related to this study. The purpose of the literature review for the author was to obtain a greater understanding and depth of knowledge by having critically analysed all areas pertaining to the Research Questions.
These Research Questions are achievable as the researcher has a close and continual contact with the industry and has sufficient access to the information in numerous hotels in Greece and Russia.
文獻支持的一般領域都與本研究直接相關。作者進行文獻綜述的目的是通過對與研究問題相關的所有領域進行批判性分析，獲得更大的理解和知識深度。 這些研究問題是可以實現的，因為研究人員與行業有著密切和持續的聯系，并且能夠在希臘和俄羅斯的眾多酒店充分獲取信息。
2.2 Review of General Area I: Consideration and explanation of outsourcing processes within the hotel industry審查一般領域I：考慮和解釋酒店行業內的外包流程
This section provides the theoretical framework for Research Question # 1.本節為研究問題1提供了理論框架
The hotel industry is one of the formidable business in the world but it does not mean that they are strict in incorporating business strategies in their business. Also, according to Burgess (2007), financial controllers in their turn consider that departmental and general managers do not have enough business skills – and finance skills in particular – to optimise costs and revenues and hence maintain profits. Thus outsourcing practice might be a very useful and successful way in order to help owners of the hotels nowadays as well as in future.
酒店業是世界上令人生畏的行業之一，但這并不意味著他們在將商業戰略納入其業務中時嚴格要求. 此外，根據Burgess，財務總監反過來認為部門和總經理沒有足夠的業務技能，尤其是財務技能，無法優化成本和收入，從而維持利潤。因此，外包實踐可能是一種非常有用和成功的方式，以幫助現在和將來的酒店業主。
According to Kakabadse, N. and Kakabadse, A. (2000), outsourcing practice dates back to eighteenth-century England and has been in continuous use in numerous industry sectors. However, the term ‘outsourcing’ – English neologism has appeared in the American explanatory dictionaries only in the beginning of 80th (Ostrovsy 2009). Since then this expression is strongly located in a business lexicon of the majority of the world languages. Traditionally, outsourcing has concentrated on activities which are remote from the heart or nerve centre of the company (Brown 1997).
根據Kakabadese，N.和Kakabadse，A.的說法，外包實踐可以追溯到18世紀的英國，并在許多行業中持續使用。然而，“外包”一詞——英語新詞僅在80年代初出現在美國解釋性詞典中。從那時起，這個表達就在世界大多數語言的商業詞典中占據了重要位置。傳統上，外包集中于遠離公司心臟或神經中樞的活動。
Greaver (1999) defined outsourcing as the act of transferring some of an organisation’s recurring internal activities and decision rights to outside providers, as set forth in a contract. Consequently, outsourcing it is one of interaction form between two organisations which is determined by the contract. And following this contracts experts of one company accomplish duties of other company.
Greaver將外包定義為將組織的一些經常性內部活動和決策權轉讓給外部供應商的行為，如合同中所述。因此，外包是由合同決定的兩個組織之間的互動形式之一。根據這一合同，一家公司的專家完成另一家公司職責。
‘Out-sourcing’ — can be understood as ‘use of another’s resources’. Moreover, according to Lankford and Parsa (1999) outsourcing is defined as the procurement of products or services from sources that are external to the organisation. In other words outsourcing is a transfer of some functions of the organisation to external highly skilled executors — outsourcers. Also it is refusal of own business process, and acquisition of services in realisation of this business process at specialised organisation.
For the hotels outsourcing is a transfer to the external contractor of some business functions or parts of business processes of the company. The contractor (outsourcer) adapts his universal means and knowledge, considering this specific business of the customer, and uses them in interests of the customer for payment, more often defined in the cost of services, instead of shares of profit.
“外包”——可以理解為“使用他人的資源”。此外，根據Lankford和Parsa，外包被定義為從組織外部來源采購產品或服務。換句話說，外包是將組織的一些職能轉移給外部高技能的執行者——外包商。此外，它還拒絕自己的業務流程，并在專業組織中獲得實現該業務流程的服務。
對于酒店而言，外包是將公司的某些業務職能或部分業務流程轉移給外部承包商。承包商（外包商）考慮到客戶的具體業務，調整其通用手段和知識，并將其用于支付客戶的利益，更常見的定義為服務成本，而不是利潤份額。
According to Beaumont and Sohal (2004), wide variety of business process is now outsourced. The use of outsourcing is becoming more sophisticated; more organisations are outsourcing responsibility for business processes. Glickman et al. (2007) in his turn noted that outsourcing is becoming more widely accepted and the argument for outsourcing versus in-house operations is gaining more support. As a result Beaumont and Sohal (2004) confirmed that today outsourcing is a fashionable management technique.
根據Beaumont和Sohal的說法，各種各樣的業務流程現在都被外包了。外包的使用越來越復雜；越來越多的組織將業務流程外包。Glickman等人反過來指出，外包越來越被廣泛接受，外包與內部運營的爭論也越來越受到支持。因此，Beaumont和Sohal證實，如今外包是一種時髦的管理技術。
Hence, it is possible to mention that the outsourcing market endures rapid growth. The growing demand and supply mutually accelerate each other. Specialised outsourcing companies of cleaning and service of hotels are developing. Outsourcing leads to growth of some professions for hotel sector. More often, it is either low paid and not enough prestigious jobs (such as tidying and cleaning), or very specialised trades where maintenance of necessary professional level of employees or their work-load for the organisation is problematic (an example can be service of computer systems and IT).
因此，可以提到外包市場持續快速增長。不斷增長的需求和供應相互促進。酒店清潔和服務的專業外包公司正在發展。外包導致酒店行業一些職業的增長。更常見的情況是，要么是薪水低，沒有足夠的有聲望的工作（如整理和清潔），要么是非常專業的行業，在這些行業中，維護必要的員工專業水平或他們的組織工作量是有問題的（例如，計算機系統和it服務）。
Consequently, as Glickman et al. (2007) stated, outsourcing has become a widely accepted practice that provides substantial cost-saving benefits for different organisations in general and hotels particular. And hotels will always outsource some activities (the supply of water and electricity) but insource others (Beaumont and Sohal 2004).
因此，正如Glickman等人所述，外包已成為一種被廣泛接受的做法，它為不同的組織，尤其是酒店，提供了可觀的成本節約效益。酒店總是會外包一些活動（供水和供電），但外包其他活動。
Therefore, there is a question: what kind of activities should hotels outsource key business processes or non-core functions?
因此，有一個問題：酒店應該外包什么樣的關鍵業務流程或非核心功能？
As outsourcing is a means of improving the performance of the company (Brown 1997). And the overlay supplier is providing financial expertise which is difficult and expensive to create within a corporate treasury. The overlay provider, by offering the expertise to a broad range of clients, is able to provide it to each client at a lower cost than it would be for them to create their own capability (Winterton 2000). Today outsourcing is considered as the business technology which is transferring to outsourcing companies processes and functions from the in-house business and hence, it is possible to make a conclusion, responsibility for result of performance of these processes as well. So, for how big can be this shifting off responsibility for the hotel sector?
因為外包是提高公司業績的一種手段。覆蓋層供應商正在提供財務專業知識，這在公司財政部內很難創建，成本也很高。覆蓋提供商通過向廣泛的客戶提供專業知識，能夠以比他們創建自己的能力更低的成本將其提供給每個客戶。如今，外包被認為是從內部業務轉移到外包公司流程和職能的業務技術，因此，可以得出結論，對這些流程的執行結果負責。那么，這種轉移酒店業責任的行為能有多大？
The majority of authors consider that core activities should stay in-house, whilst non-core activities can be outsourced, in order to preserve core competencies (Prahalad and Hamel 1990, Bettis et al. 1992, Lacity et al. 1995, Quinn and Hilmer 1994, Rothery and Robertson 1995, Kelley 1995, Peisch 1995, Mullin 1996 cited Kakabadse, N. and Kakabadse, A. 2000). From here it is possible to draw a conclusion that the sense of outsourcing comes to the simple formula: to concentrate all resources to that kind of activity which is the core for the company, and to transfer the other (supporting, accompanying) functions to the reliable and professional partner.
大多數作者認為，核心活動應該留在內部，而非核心活動可以外包，以保持核心競爭力。從這里可以得出一個結論，即外包的意義可以歸結為一個簡單的公式：將所有資源集中到作為公司核心的活動中，并將其他（支持、陪伴）職能轉移給可靠的專業合作伙伴。
But Struebing, (1996) argued that especially relevant is the outsourcing of key business processes and financial functions. Nevertheless, Lankford and Parsa (1999) in their turn stated that focus on core business activities, companies can no longer assume that all organisational services must be provided and managed internally. Competitive advantage may be gained when products or services are produced more effectively and efficiently by outside suppliers. Thus, outsourcing is a direct transfer of non-core business processes of the company to the external organisation – outsourcer, for their further performance within the limits of the signed contract. And there may be big benefit for the company if transferred business processes are the exact specialisation of outsourcer.
但Struebing認為，關鍵業務流程和財務職能的外包尤為重要。盡管如此，Lankford和Parsa反過來表示，專注于核心業務活動，公司不能再假設所有組織服務都必須在內部提供和管理。當外部供應商更有效、更高效地生產產品或服務時，可能會獲得競爭優勢。因此，外包是將公司的非核心業務流程直接轉移給外部組織——外包商，以便在簽訂的合同范圍內進一步履行。如果轉移的業務流程是外包商的專業化，那么可能會給公司帶來巨大的利益。
Consequently, outsourcing is management strategy because of which hotels can optimise in-house processes and, without distracting on minor functions, completely concentrate on core activities. As a matter of fact outsourcing is attraction of external sources with the purpose of the decision of internal problems of the hotel. Outsourcing can also be characterised, as the sale to hotels services for maintenance of their activity, i.e. outsourcer can take on the balance almost all non-core activities of the hotel. As a result of that the client can give all his time only to the core business, thus occurs minimisation of risks concerning to not profile kinds of activities (a corporate meal, IT-service, transportation service, installation works, cleaning etc.).
因此，外包是一種管理策略，因為酒店可以優化內部流程，在不分散次要職能的情況下，完全專注于核心活動。事實上，外包是為了解決酒店內部問題而吸引外部資源。外包也可以被描述為向酒店銷售服務以維持其活動，即外包商可以承擔酒店幾乎所有非核心活動的平衡。因此，客戶可以將所有時間只用于核心業務，從而最大限度地降低了與不描述各種活動（公司餐、IT服務、運輸服務、安裝工程、清潔等）相關的風險。
In hotels, outsourcing has been used for many years for some operational tasks such as cleaning, but only recently (Cline and Warner 2001, Lamminmaki 2006 cited Burgess 2007), has been considered for accounting, following the example of other industries (Burgess 2007).
Holiday Inn for instance created its hotel reservations business as a separate entity based on its relationship with IBM’s ISSC to serve the entire hotel and hospitality market (Venkatraman, 1997).
在酒店，外包多年來一直被用于一些運營任務，如清潔，但直到最近，才被考慮用于會計，效仿其他行業。
例如，假日酒店根據其與IBM的ISSC的關系，將其酒店預訂業務作為一個獨立的實體來創建，以服務于整個酒店和酒店市場。
Other examples of outsourcing within hotel sector could be: cleaning, laundry service, human resource management, employees meal, IT-service and support, marketing, statistics, security service, creating web-sites, organisation of celebrating and conferences via an event company and many others which are not core competences of business, and could very easily and more economically be contracted out to service companies (Winterton 2000).
酒店行業外包的其他例子可能包括：清潔、洗衣服務、人力資源管理、員工用餐、IT服務和支持、營銷、統計、安全服務、創建網站、通過活動公司組織慶祝活動和會議，以及許多其他非核心業務能力的活動，并且可以非常容易且更經濟地外包給服務公司。
Nevertheless, according to Lamminmaki (2006), an activity will tend not to be outsourced if it results in a subcontractor being placed in a position enabling it to (wittingly or otherwise) inflict damage on the reputation of the hotel’s business.
Now it is an appropriate and good point to understand how innovative the outsourcing model is. In general, outsourcing is just the variety of cooperation.
然而，根據Lamminmaki的說法，如果一項活動導致分包商被置于能夠（有意或無意）損害酒店業務聲譽的位置，則該活動將不會被外包。
現在，了解外包模式的創新性是一個恰當而好的觀點。總的來說，外包只是各種各樣的合作。
Outsourcing of the hotel activities is definitely not a new phenomenon. In 1963, for example, Storey (2001 cited Glickman et al. 2007) examined outsourcing in the military (Glickman et al. 2007).
酒店活動外包絕對不是一種新現象。例如，1963年，Storey研究了軍事外包。
From the previous part of the chapter it is possible to mention that benefit of outsourcing consists in more quality and less spend of accomplishment of the transferred function. Higher quality explained by availability of highly paid professionals who have a wide experience in the given problematic. As outsourcer has big amount of works in the specific sphere, he has a possibility to receive solid experience and on its basis to create various workings out for completing the transferred function. When the work is outsourced, the overlay traders are immersed in the market (Winterton 2000). Outsourcer is engaged in this sphere, and not for only one company. Hence, professional specialisation is taking place. And as a result expenses’ decrease and accordingly, the effect of accumulation begins: the bigger and better specialisation – the easier management, easier management – cheaper the whole process. Moreover, Glickman (et al. 2007) noted that outsourcers who provide the same functions to a number of different hotels are able to purchase larger quantities at lower prices. Thus, expenses become lower using outsourcing, than at independent accomplishing of matching function.
從本章的前一部分可以提到，外包的好處在于完成轉移職能的質量更高，花費更少。更高的質量是因為有高薪專業人員，他們在給定的問題上有豐富的經驗。由于外包商在特定領域有大量工作，他有可能獲得扎實的經驗，并在此基礎上為完成轉移的功能創建各種工作。當工作外包時，疊加交易者會沉浸在市場中。外包商從事這一領域，而不僅僅是一家公司。因此，專業化正在發生。因此，費用減少，相應地，積累的效果開始顯現：專業化越大越好——管理越容易，管理越容易——整個過程成本越低。此外，Glickman指出，向多家不同酒店提供相同功能的外包商能夠以更低的價格購買更多的產品。因此，與獨立完成匹配功能相比，使用外包的費用更低。
On the other hand one of the biggest problems of this statement is that using by the hotel highly paid professionals will not allow to achieve this with small money. And it is really not so easy to operate this process. So actually, what kind of innovation is here? There were always contract and subcontract works, there was a specialisation of both workers and enterprises, there was a strict selection of suppliers. And can it be differently with modern development of techniques and business? The settled word ‘outsourcing’ goes today as a new method of work. And this word has become extremely useful.
另一方面，該聲明的最大問題之一是，酒店的高薪專業人員不允許用小錢實現這一目標。操作這個過程真的不是那么容易。那么實際上，這里有什么樣的創新？總是有合同和分包工程，有工人和企業的專業化，有嚴格的供應商選擇。隨著現代技術和商業的發展，情況會有所不同嗎？如今，“外包”一詞已成為一種新的工作方式。這個詞變得非常有用。
Also, it is relevant to know what place outsourcing takes in the quality management. In standards ISO series 9000:2001 this word (not even this but only the verb) ‘outsource’ has been found by researcher just once in point 4.1. That is why it is especially appropriate to remember the statement of Lonsdale and Cox (2000) with the note that it is some kind of substitute for the once fashionable enthusiasms for conglomeration, horizontal integration, vertical integration, and internal integration.
此外，了解外包在質量管理中的地位也很重要。ISO系列9000:2001標準研究人員在第4.1點中只發現了一次“外包”這個詞（甚至不是這個詞，而是動詞）。這就是為什么特別適合記住Lonsdale和Cox的說法，并注意到它是某種程度上取代了曾經流行的對集團化、橫向整合、縱向整合和內部整合的狂熱。
Consequently, considering outsourcing as the business phenomenon of the modern world, it is possible to allocate its pluses and minuses. Also it is possible to separate core services and to understand, by what principles they work and what bring as a result to the hotels: benefit or losses. In addition, it is possible to analyse a situation of loosing work places because of outsourcing processes within the hotel sector, increasing percent of unemployment or, on the contrary, allows hotels to develop and grow faster, increasing their weight in the market.
因此，將外包視為現代世界的商業現象，就有可能對其利弊進行分配。此外，還可以將核心服務分開，并了解它們的工作原理以及給酒店帶來的結果：收益或損失。此外，還可以分析由于酒店行業的外包過程、失業率上升或相反，酒店發展和增長更快，從而增加其在市場中的權重而導致工作場所流失的情況。
2.3 Review of General Area II: Advantages and disadvantages of outsourcing for the hotel industry酒店業外包的利弊
This section provides the theoretical framework for Research Question # 2. 本節為研究問題2提供了理論框架
According to Beaumont and Sohal (2004), outsourcing is used because it supposedly advantages the organisation. The advantages and disadvantages can be categorized as strategic or tactical, long-term or short-term, and tangible or intangible.
The advantages in outsourcing can be operational, strategic, or both. Operational advantages usually provide for short-term trouble avoidance, while strategic advantages offer long-term contributions in maximizing opportunities (Lankford and Parsa 1999). When services are outsourced, it may become easier to handle problem situations because it is possible to go straight to the provider and have them work out the problem instead of having to figure out what went wrong internally (Glickman et al. 2007).
根據Beaumont和Sohal的說法，外包之所以被使用，是因為它理應對組織有利。優勢和劣勢可分為戰略或戰術、長期或短期、有形或無形。
外包的優勢可以是運營上的，也可以是戰略上的，或者兩者兼而有之。運營優勢通常提供短期的故障避免，而戰略優勢提供了最大化機會的長期貢獻。當服務外包時，處理問題可能會變得更容易，因為可以直接去找供應商，讓他們解決問題，而不必在內部找出問題所在。
For hotels, benefits are substantial: reduced costs, expanded services and expertise, improved employee productivity and morale, and a more positive corporate image (Lankford and Parsa 1999). Moreover, the hotel does not enlarge staff, removes from itself cares on personnel recruiting, and saves on social taxes. At the same time if hotel organise his processes in correct way, quality of work of the personnel remains high. Also hotels can leave taxes, administrative costs, worries about replacing equipment, warehousing, maintenance.
Research Paper提出，對于酒店來說，外包的好處是巨大的：降低了成本，擴大了服務和專業知識，提高了員工的生產力和士氣，以及更積極的企業形象。此外，酒店不增加員工，不關心員工招聘，并節省社會稅。同時，如果酒店以正確的方式組織流程，員工的工作質量也會很高。此外，酒店還可以留下稅收、行政費用、更換設備、倉儲、維護等方面的擔憂。本站提供各國各專業Research Paper代寫或指導服務，如有需要可咨詢本平臺。
