Research Paper格式：Outsourcing in the Hotel Industry
Research Paper格式-酒店业外包。本文是一篇留学生Research Paper代写范文，主要内容是讲述外包是我们这个时代增长的行业之一。如今，选定组织活动的外包是公司战略的一个组成部分。外包已成为现代酒店管理的一个重要方面。不幸的是，在酒店管理文献中，关于外包或维护酒店部门内部业务流程的先前研究不足。本篇paper试图对酒店业外包的因素、种类、目标和结果进行批判性分析。下面就来看一下这篇留学生Research Paper写作格式范文的节选内容。
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.
第一章将首先阐述在酒店业中至关重要的问题。然后将继续介绍背景文献和研究目的。第三，将解释理由。随后将提出研究问题。此外，术语的定义将确定研究中的关键词以及作者如何在其中定义它们。一些局限性将表明研究不确定的具体领域。最后，将提供本章的摘要，指出讨论的要点。
1.2 Statement of the Problem 问题说明
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.
从历史上看，合同关系和商业活动外包出现于1962年，当时成功的商人罗斯·佩罗，他的EDS公司为银行进行计算，租用大型机上的夜间时间，为《通用汽车》带来了44%的年经济增长，超过40亿美元。在过去几年中，外包非核心业务功能的想法获得了巨大的欢迎。如今，不同类型和形式的外包正在各个企业中实施和发展。
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.
反过来，旅游业是一种快速增长的现象，已成为世界上最大的产业之一。但酒店业也非常独特，对每一个内部和外部变化都非常敏感。外包等创新应该会影响整个行业，尤其是酒店行业的发展。
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，酒店行业的外包一直是最基本的文献研究主题。还有一个问题：外包是否会在酒店中起作用并带来可观的利润，这一问题仍有待于推理和结论。如果是或否，它将受到不到一年前的金融危机的影响。正是这一危机案例可以从根本上改变企业与外包的关系。毕竟，在危机情况下，更重要的不是战术，而是业务的战略部分。
总的来说，到目前为止，问题的数量多于答案。了解酒店外包的原因非常重要。什么样的形式对他们来说最具吸引力和远见。
1.3 Background Literature 背景文献
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.
根据Lankford和Parsa，外包被定义为从组织外部来源采购产品或服务。这导致允许外部人员承担财务管理的某些方面的责任。在对前几位作者进行定义和解释之后，可以说外包与服务和支持服务类似，但本质上与它们不同。这不是一家公司向另一家公司一次性提供的短期服务。外包提供了更长的支持，而不是单一的支持。外包是将某些流程或职能从一家公司转移到另一家公司。公司——“接收者”应专门从事该分支机构。从这里可以创建外包的原则之一：“我留给自己的只是我能做得比别人更好，我给外部执行者的是它比别人做得更好”。第二章将讨论其他原则以及最实用的外包类型和形式。
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.
在当今竞争激烈的商业环境中，外包已成为一种重要的战略工具。作为任何商业工具，它都有自己的优点和缺点。
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.
外包提供了一些优势，例如使现有员工能够专注于组织专业化的核心活动，专注于实现关键战略目标，降低或稳定间接成本，从而在竞争中获得成本优势，提供灵活性以应对不断变化的市场条件，减少对高科技的投资。因此，我们可以从外包的三大优势中了解到，这不仅适用于酒店和酒店业。第一个优势——外包允许将几乎所有的注意力和资源都放在业务的核心方向上，并向外国公司的非核心职能部门收费。因此，公司将具有竞争优势。此外，公司人力资源的重新分配和优化也是可能的。第二个优点是减少了材料投入。通常情况下，外国执行者的吸引力基本上比维护自己的部门执行某项工作要便宜。这是由于外包商工作的价格成本较低，因为选择的方向是其特定的专业化。第三个优势——通过外包，公司可以获得组织中可能缺少的更高质量水平的技术和决策。除此之外，还有可能使用只有专家才能执行的专门功能。此外，重要的是要记住将指定职能的所有职责转移给外包商。
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.
但除了这些优点之外，外包也有一些缺点。Schniederjans和Zuckweile介绍了这些内容的非常有用的总结。他们建议，可以将这种缺失分为四组：
管理影响。例如失去对关键功能和供应商的控制。
财务影响。例如未能实现成本节约。
运营影响。例如对供应商的依赖和对其工作质量的责任。
人力资源影响。比如长期员工士气低落。
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，在对抗了这些缺点和过程的意义之后，有可能发现外包最重要的缺点之一。有可能批评它失去了工作场所。由于这样的过程，公司可以释放许多工作场所，用其他公司更专业（或更便宜）的员工代替内部员工。因此，首先，工人处于最糟糕的境地，因为他们与雇主之间通常没有劳动合同或对未来工作的任何保证。
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:
记住外包酒店的所有缺点、不足和缺点，但对外包酒店的好处、优点和优点抱有抱负，应该了解外包的原因、合适的时间和业务情况。根据William和Faramanz的说法，当外界认为某些支持功能可以更快、更便宜或更好地完成时，企业应该考虑外包。不属于酒店核心能力的任务——人力资源、工资和福利、信息系统，甚至食品服务——已经可以外包了。此外，Blake给出了组织转向外包的三个主要原因：
Where others do it better 比其他人做得更好的地方
To focus on their core business 专注于核心业务
To reduce their cost base. 降低成本基础
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，酒店应该使用外包来专注于主要活动，而不是从事餐厅管理、清洁工或感染电脑病毒。利用酒店业外包的另一个因素是，由于专业化或廉价劳动力，外部服务提供商能够提供经济和/或更高水平的服务。外包有助于节省酒店资源。酒店内使用外包的另一个不太明显的目标是向服务提供商学习。
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，了解酒店外包的动机很重要，因为在决定成功的过程中，组织与技术、成本和需求一样重要。为了结束本章的这一部分，记住科特勒（1988）的一句话是很有用的：“让别人相信他们会做得更容易、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响酒店部门外包或维护内部业务流程的因素。通过分析与外包相关的现有研究，在研究较少的酒店行业中应用外包可能很有价值。此外，很少有与酒店行业相关的管理会计研究。此外，本研究将评估酒店外包的利弊。这项研究将批判性地评估酒店外包的创新部分，以及哪种类型和形式的内部业务流程对他们更为成功。
具体而言，文献将在酒店行业内。此外，还将分析外包将如何影响客户及其需求。
最后，根据研究结果，将为酒店行业提供解决方案。
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:
这项研究是关于酒店行业内的外包或内部业务流程。它的重要性有几个原因：
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.
酒店业是发展最快的行业之一。在许多国家，旅游业是主导产业，它刺激了其他部门的发展。
Outsourcing – relatively new business idea but it has been used already in numerous sectors of economy including hospitality.
外包——相对较新的商业理念，但它已经在包括酒店业在内的众多经济领域得到了应用。
Using outsourcing or internal business processes hotels can cut their production cost.
使用外包或内部业务流程，酒店可以降低生产成本。
There is a high potential to improve quality of hotel’s services.
提高酒店服务质量的潜力很大。
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.
在金融危机期间，大多数酒店不得不为其发展和降低风险找到一些新思路。外包可能就是其中之一。
1.6 Research Questions 研究问题
This study aim is to answer following Research Questions: 本研究旨在回答以下研究问题：
What is considered ‘outsourcing process’ within the hotel sector? 酒店行业内的“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，这项研究必须解释并使其更清楚，什么是当今经济中的外包。同样重要的是，要阐明这个术语是企业的创新方法，还是仅仅是酒店行业现有流程的新表达。
What are the advantages and disadvantages of outsourcing for hotel sector? 酒店行业内的“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.
作为任何类型的业务关系，外包不仅应该有优势和积极的时刻，也应该有劣势和障碍。更客观地说，重要的是要比较两者，才能得出结论，外包对酒店来说是一个巨大的机会，还是会带来更多的困难而不是盈利能力。
In addition, it is significant to understand the specific type of action of outsourcing within hotels and its the most widespread forms
作为任何类型的业务关系，外包不仅应该有优势和积极的时刻，也应该有劣势和障碍。更客观地说，重要的是要比较两者，才能得出结论，外包对酒店来说是一个巨大的机会，还是会带来更多的困难而不是盈利能力。
What are the factors for outsourcing or maintaining internally business processes within hotel sector?酒店行业内外包或维护内部业务流程的因素是什么？
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.
将审查酒店使用外包的内部和外部因素。这项研究将强调酒店业开始使用外包的具体原因。此外，将讨论“金融危机”作为因素之一。
What are the main aims of outsourcing within hotel sector?酒店行业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，在酒店行业内实现外包的主要目标和结果是可以实现的。
此外，在分析访谈和问卷后，我们将看到酒店外包的首选类型和具体好处。
1.7 Definition of Terms 术语的定义
Core business: Core business means the commercial activity from which the company derives most of its profits
核心业务：核心业务是指公司从中获得大部分利润的商业活动. According to Alexander and Yong (1996), there are four main points to define ‘core’ activities:
核心业务：核心业务是指公司从中获得大部分利润的商业活动。根据Alexander和Yong，定义“核心”活动有四个要点：
Activities which traditionally performed in-house;传统上在内部进行的活动
Activities which critical to business performance;对业务绩效至关重要的活动
Activities which create current or potential competitive advantage;创造当前或潜在竞争优势的活动
Activities which will drive further growth, innovation, or rejuvenation.将推动进一步增长、创新或复兴的活动
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 .
金融危机：“金融危机”没有确切的定义，但一种普遍的观点是，当家庭和企业的信贷流动受到限制，商品和服务的实体经济受到不利影响时，金融市场的混乱会上升到危机的程度。
Hotel Sector: 酒店行业
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：服务提供商（外包商）负责提供合同服务，解决日常运营问题，并根据合同框架和标准管理日常变更的请求和实施。
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）将外包定义为将组织的一些经常性内部活动和决策权转让给外部供应商的行为，如合同中所述。后来，Beaumont和Sohal将外包解释为以前在组织内部由外部组织执行的工作。供应商（以下简称外包商和外包商，分别称为供应商和客户）可以是独立实体或全资子公司。
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.
这项研究仅限于调查和采访希腊和俄罗斯两个国家的酒店，很可能无法代表欧洲酒店业以及全球酒店业的完整情况。此外，即使在两个选定的国家，它也不能代表整个情况，因为研究人员只对那些同意接受抽样的人进行抽样。
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.
方便的抽样程序减少了调查结果的概括。这项研究不能推广到人群中，但可以谨慎地与其他定义的环境相关。
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.
为了本研究的目的，采用了混合方法，包括使用定量和定性数据分析，这些数据分析总是与敏感性、可靠性和有效性相关。但另一方面，它也有其优势，如扩展和协作。
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，本研究将集中于酒店行业内的外包，但同时也可能存在其他影响酒店业务流程的因素。
1.9 Summary 总结
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.
本章通过概述本研究的主题、问题陈述、背景文献、本研究的目的、基本原理、提出的研究问题、研究术语的定义和局限性来介绍论文。
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，研究的主要重点是检查和理解酒店行业外包的重要性。通过对外包的含义、优势和劣势的严格审查，应能够帮助确定外包流程如何影响或改变酒店业。最后，本研究将确定外包的原因和形式，这些外包在酒店行业是最新的、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.
随后，第二章将讨论酒店部门内部业务流程外包或维护的理论框架和概念模型。分析将与四个研究问题相联系。最后，下一章将对导致本研究需要的文献中的特定不足进行分类。
Chapter 2: Literature Review 文献综述
2.1 Introduction 介绍
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业内外包或维护内部业务流程的现有文献。基于给定研究的第一章中讨论的研究问题，确定了四个一般领域。
更具体地说，本章将从相关文本的一般描述开始，然后逐渐集中于研究重点关注的精确领域。
The studies in the four major areas provided the theoretical foundation for the research conducted in this study. The areas are:
四个主要领域的研究为本研究的研究提供了理论基础。这些领域包括：
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?
考虑并解释酒店行业的外包流程。该领域涉及研究问题1——酒店行业内的“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?
酒店业外包的利弊。该领域涉及研究问题2——酒店行业外包的优势和劣势是什么？
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?
酒店业使用外包流程的因素和动机。该领域涉及研究问题3——酒店行业内外包或维护内部业务流程的因素是什么？
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?
酒店行业外包的目标和结果。该领域涉及研究问题4——酒店行业外包的主要目标是什么？
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.
文献支持的一般领域都与本研究直接相关。作者进行文献综述的目的是通过对与研究问题相关的所有领域进行批判性分析，获得更大的理解和知识深度。 这些研究问题是可以实现的，因为研究人员与行业有着密切和持续的联系，并且能够在希腊和俄罗斯的众多酒店充分获取信息。
2.2 Review of General Area I: Consideration and explanation of outsourcing processes within the hotel industry审查一般领域I：考虑和解释酒店行业内的外包流程
This section provides the theoretical framework for Research Question # 1.本节为研究问题1提供了理论框架
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.
酒店业是世界上令人生畏的行业之一，但这并不意味着他们在将商业战略纳入其业务中时严格要求. 此外，根据Burgess，财务总监反过来认为部门和总经理没有足够的业务技能，尤其是财务技能，无法优化成本和收入，从而维持利润。因此，外包实践可能是一种非常有用和成功的方式，以帮助现在和将来的酒店业主。
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).
根据Kakabadese，N.和Kakabadse，A.的说法，外包实践可以追溯到18世纪的英国，并在许多行业中持续使用。然而，“外包”一词——英语新词仅在80年代初出现在美国解释性词典中。从那时起，这个表达就在世界大多数语言的商业词典中占据了重要位置。传统上，外包集中于远离公司心脏或神经中枢的活动。
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将外包定义为将组织的一些经常性内部活动和决策权转让给外部供应商的行为，如合同中所述。因此，外包是由合同决定的两个组织之间的互动形式之一。根据这一合同，一家公司的专家完成另一家公司职责。
‘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”——可以理解为“使用他人的资源”。此外，根据Lankford和Parsa，外包被定义为从组织外部来源采购产品或服务。换句话说，外包是将组织的一些职能转移给外部高技能的执行者——外包商。此外，它还拒绝自己的业务流程，并在专业组织中获得实现该业务流程的服务。
对于酒店而言，外包是将公司的某些业务职能或部分业务流程转移给外部承包商。承包商（外包商）考虑到客户的具体业务，调整其通用手段和知识，并将其用于支付客户的利益，更常见的定义为服务成本，而不是利润份额。
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.
根据Beaumont和Sohal的说法，各种各样的业务流程现在都被外包了。外包的使用越来越复杂；越来越多的组织将业务流程外包。Glickman等人反过来指出，外包越来越被广泛接受，外包与内部运营的争论也越来越受到支持。因此，Beaumont和Sohal证实，如今外包是一种时髦的管理技术。
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，可以提到外包市场持续快速增长。不断增长的需求和供应相互促进。酒店清洁和服务的专业外包公司正在发展。外包导致酒店行业一些职业的增长。更常见的情况是，要么是薪水低，没有足够的有声望的工作（如整理和清洁），要么是非常专业的行业，在这些行业中，维护必要的员工专业水平或他们的组织工作量是有问题的（例如，计算机系统和it服务）。
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，外包已成为一种被广泛接受的做法，它为不同的组织，尤其是酒店，提供了可观的成本节约效益。酒店总是会外包一些活动（供水和供电），但外包其他活动。
Therefore, there is a question: what kind of activities should hotels outsource key business processes or non-core functions?
因此，有一个问题：酒店应该外包什么样的关键业务流程或非核心功能？
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?
因为外包是提高公司业绩的一种手段。覆盖层供应商正在提供财务专业知识，这在公司财政部内很难创建，成本也很高。覆盖提供商通过向广泛的客户提供专业知识，能够以比他们创建自己的能力更低的成本将其提供给每个客户。如今，外包被认为是从内部业务转移到外包公司流程和职能的业务技术，因此，可以得出结论，对这些流程的执行结果负责。那么，这种转移酒店业责任的行为能有多大？
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.
大多数作者认为，核心活动应该留在内部，而非核心活动可以外包，以保持核心竞争力。从这里可以得出一个结论，即外包的意义可以归结为一个简单的公式：将所有资源集中到作为公司核心的活动中，并将其他（支持、陪伴）职能转移给可靠的专业合作伙伴。
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认为，关键业务流程和财务职能的外包尤为重要。尽管如此，Lankford和Parsa反过来表示，专注于核心业务活动，公司不能再假设所有组织服务都必须在内部提供和管理。当外部供应商更有效、更高效地生产产品或服务时，可能会获得竞争优势。因此，外包是将公司的非核心业务流程直接转移给外部组织——外包商，以便在签订的合同范围内进一步履行。如果转移的业务流程是外包商的专业化，那么可能会给公司带来巨大的利益。
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，外包是一种管理策略，因为酒店可以优化内部流程，在不分散次要职能的情况下，完全专注于核心活动。事实上，外包是为了解决酒店内部问题而吸引外部资源。外包也可以被描述为向酒店销售服务以维持其活动，即外包商可以承担酒店几乎所有非核心活动的平衡。因此，客户可以将所有时间只用于核心业务，从而最大限度地降低了与不描述各种活动（公司餐、IT服务、运输服务、安装工程、清洁等）相关的风险。
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，外包多年来一直被用于一些运营任务，如清洁，但直到最近，才被考虑用于会计，效仿其他行业。
例如，假日酒店根据其与IBM的ISSC的关系，将其酒店预订业务作为一个独立的实体来创建，以服务于整个酒店和酒店市场。
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).
酒店行业外包的其他例子可能包括：清洁、洗衣服务、人力资源管理、员工用餐、IT服务和支持、营销、统计、安全服务、创建网站、通过活动公司组织庆祝活动和会议，以及许多其他非核心业务能力的活动，并且可以非常容易且更经济地外包给服务公司。
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，根据Lamminmaki的说法，如果一项活动导致分包商被置于能够（有意或无意）损害酒店业务声誉的位置，则该活动将不会被外包。
现在，了解外包模式的创新性是一个恰当而好的观点。总的来说，外包只是各种各样的合作。
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).
酒店活动外包绝对不是一种新现象。例如，1963年，Storey研究了军事外包。
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.
从本章的前一部分可以提到，外包的好处在于完成转移职能的质量更高，花费更少。更高的质量是因为有高薪专业人员，他们在给定的问题上有丰富的经验。由于外包商在特定领域有大量工作，他有可能获得扎实的经验，并在此基础上为完成转移的功能创建各种工作。当工作外包时，叠加交易者会沉浸在市场中。外包商从事这一领域，而不仅仅是一家公司。因此，专业化正在发生。因此，费用减少，相应地，积累的效果开始显现：专业化越大越好——管理越容易，管理越容易——整个过程成本越低。此外，Glickman指出，向多家不同酒店提供相同功能的外包商能够以更低的价格购买更多的产品。因此，与独立完成匹配功能相比，使用外包的费用更低。
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，该声明的最大问题之一是，酒店的高薪专业人员不允许用小钱实现这一目标。操作这个过程真的不是那么容易。那么实际上，这里有什么样的创新？总是有合同和分包工程，有工人和企业的专业化，有严格的供应商选择。随着现代技术和商业的发展，情况会有所不同吗？如今，“外包”一词已成为一种新的工作方式。这个词变得非常有用。
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，了解外包在质量管理中的地位也很重要。ISO系列9000:2001标准研究人员在第4.1点中只发现了一次“外包”这个词（甚至不是这个词，而是动词）。这就是为什么特别适合记住Lonsdale和Cox的说法，并注意到它是某种程度上取代了曾经流行的对集团化、横向整合、纵向整合和内部整合的狂热。
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，将外包视为现代世界的商业现象，就有可能对其利弊进行分配。此外，还可以将核心服务分开，并了解它们的工作原理以及给酒店带来的结果：收益或损失。此外，还可以分析由于酒店行业的外包过程、失业率上升或相反，酒店发展和增长更快，从而增加其在市场中的权重而导致工作场所流失的情况。
2.3 Review of General Area II: Advantages and disadvantages of outsourcing for the hotel industry酒店业外包的利弊
This section provides the theoretical framework for Research Question # 2. 本节为研究问题2提供了理论框架
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).
根据Beaumont和Sohal的说法，外包之所以被使用，是因为它理应对组织有利。优势和劣势可分为战略或战术、长期或短期、有形或无形。
外包的优势可以是运营上的，也可以是战略上的，或者两者兼而有之。运营优势通常提供短期的故障避免，而战略优势提供了最大化机会的长期贡献。当服务外包时，处理问题可能会变得更容易，因为可以直接去找供应商，让他们解决问题，而不必在内部找出问题所在。
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，对于酒店来说，外包的好处是巨大的：降低了成本，扩大了服务和专业知识，提高了员工的生产力和士气，以及更积极的企业形象。此外，酒店不增加员工，不关心员工招聘，并节省社会税。同时，如果酒店以正确的方式组织流程，员工的工作质量也会很高。此外，酒店还可以留下税收、行政费用、更换设备、仓储、维护等方面的担忧。本站提供各国各专业Research Paper代写或指导服务，如有需要可咨询本平台。
