[雙語翻譯]綠色酒店外文翻譯--綠色酒店——將綠色價值觀融入酒店服務(wù)

1、7100 英文單詞， 英文單詞，4.1 萬英文字符，中文 萬英文字符，中文 12500 字文獻出處： 文獻出處：Hays D, Ozretic-Do?en ?. Greening hotels-building green values into hotel services[J]. Tourism and hospitality management, 2014, 20(1): 85-102.GREENING HOTELS – BUI

2、LDING GREEN VALUES INTO HOTEL SERVICESDarija Hays; Ðurdana Ozreti?-Do?enAbstractPurpose – The objective of this paper is to enhance knowledge about greening hotel services and the possibilities it provides for succe

3、ssful hotel management as well as for enrichment of hotel guest experiences.Design/Methodology/Approach – The paper is based on a summarized review of previous theoretical contributions and an investigative study of thre

4、e business cases which relies on qualitative methodology. The case studies draw on interviews, archival materials and photographs. A case study approach was adopted to illustrate the differences in the approach used for

5、greening hotel services. Three green hotels that mutually vary in size, categorization, segmentation and targeted market, were analyzed.Findings – The analysis of cases-hotels identifies and describes different and numer

6、ous activities of green marketing management. A proactive and trustworthy implementation of those activities enables green hotels to achieve increasing benefits no matter their size, classification and target audience.Or

7、iginality of the research – The study can help us to understand how environmentally conscious hotel management establishes a suitable setting for greening hotels services. These can serve as a valuable source of informat

8、ion in academic circles and be especially useful to marketing managers in hotels that aim to be green.Keywords : green hotels, environmental management, green servicesINTRODUCTIONGreen hotel management provides several b

9、enefits: long-term cost reduction, ecological sustainability and the satisfaction of needs of a presently growing segment of customers seeking green services. Along with quality brand management and trustworthy marketin

10、g communication, green management contributes to the growth of brand value, the acquisition of a positive image, differentiation from competitors, attraction and loyalty of customers, enriching in that way the hotel’s se

11、rvice offerings. It is inevitable for strategically positioning to consider emotional and functional elements of hotel brands, to gather and motivate participation of all employees around green initiatives, and to start

12、partnerships with the local community.Green marketing attempts in the 1990s present that green enterprise can’t give short- term results and fast profit (Peattie and Crane 2005), which indicates that hotels must invest i

13、n sustainable technology, continuously building credibility and brand value. Numerous surveys carried out in the developing and developed worlds show a high level of environmental concern among the majority of population

14、 (Hartmann and Apaolaza-Ibañez 2006, 674). Marketing professionals have the challenge to transform this awareness into action. Although individuals can express their concerns for ecological problems, these problems

15、may not have a big impact on their day-to-day lives and won’t motivate them to purchase eco-friendly products. Han, Hsu and Sheu (2010) advise marketing professionals in hotels to find new ways of researching environment

16、al concerns, which can have a positive and long-term impact on consumers’ attitudes towards the green trust. A successful green brand must be consistent, competent, honest and responsible. Brand management is a helpful t

17、ool to form and shape attitudes as well as to transform rational purchasing reasons into emotional preferences (Travis 2000, as cited in Pickett-Baker and Ozaki 2008, 282).Consumers like companies that care about the env

18、ironment and they are generally ready to pay more for their products - however, the market share of this products is still quite small (D'Astous and Mathieu 2008). Subsequent to some former findings, Laroche, Bergero

19、n and Barbaro-Forleo (2001) explored characteristics of consumers who are ready to pay more for green brands. They came to the realization that those consumers think companies don’t act responsibly towards many existing

20、ecological problems. Although ecological problems worry them, most consumers are not willing to carry out the extra cost (D'Souza, Taghian, Lamb and Peretiatkos 2006, 147). Profits from green product sales are lower

21、than anticipated; respectively chances that consumers will pay a premium price for green brands are lower than one would expect (Rex and Baumann 2006).Forte and Lamont (1998) emphasize that consumers make more and more d

22、ecisions based on the company’s role in the society. Green positioning implies interactive communication and differentiation through ecological features. Research (Hartmann, Apaolaza-Ibañez and Forcado-Sainz 2005) s

23、hows that functional positioning leads to cognitive perceptions of the brand as ecologically safe, while emotional positioning influences the interconnection between the consumer and the brand.Green brands should aim to

24、communicate one key benefit to consumers: Purchasing green brands is in the environment’s best interest. Additional benefits can make the interconnection between consumers and brands even more intensive. These are for ex

25、ample health advantages, saving opportunities (e.g. lower heating bills) or returns on investment, especially important to B2B markets (Hartmann and Apaolaza-Ibañez 2006).Research (Caswell and Mojduszka 1996, as cit

26、ed in D'Souza et al. 2006, 149) affirms the importance of labels for green brand management, but also shows that customers are confused by all the different symbols and tags. Green customers are known to be skeptical

27、; they are looking for facts and reliable information (Grant 2008, 25). Companies must avoid simply complying with the minimal regulations and turn to proactive trustworthy ecological activism. At the start of the 21st c

28、entury that kind of transformation is still in the beginning stages (Rosen 2001, as cited in Orsato 2006).Guenster (2005) detected that leaders in environmental protection can raise prices of their products over time. Ba

29、sed on a two year observation of 243 companies, Russo and Fouts (1997) found a positive correlation between their ecological and economical performances (as cited in First 2007, 77). Green marketing allows access to new

30、markets, raises productivity and acquires a competitive advantage. It is especially useful in markets where differentiation is difficult or mature markets where a strong competition is present (Manaktola and Jauhari 2007

31、). Sustainable business practice generally indicates the forefront of technological innovation. Companies that clearly communicate their sustainable practices also position themselves as leaders in innovation (Connolly 2

32、009, 16).The economical justification of green business is still rather doubtful. A major question is whether there is a sufficient number of consumers interested in green products who form the top 10-20% of those who ty