Anonymous
Anonymous asked in 社會與文化語言 · 1 decade ago

英翻中…救救苦惱中的我

Airline resistance

Why the resistance at a time when airlines are desperate to cut costs? Beerli says Swissport can offer 15-20% savings, and Rutkowski says costs at WFS are probably 25% below those of legacy carriers. Yet still airlines are apparently not tempted to outsource wholesale.One problem, handlers agree, is union and staff issues. "Every week customers say to me that if they could get rid of the 50 staff employed at their hub, they would outsource," says Alex Verougstraete, president and chief executive of European handler Aviapartner. "But it is not easy. They have been employing some of these staff for 25 years and it would cost a lot to get rid of them." Beerli thinks there is a control issue too. "They fear losing control, but in fact we can define the standards they need. We can clearly define targets, service levels, incentive programmes, bonuses - these are the tools in which we specialise," he says.Another reason may be that airlines are still focused heavily on price over network synergies - something that has probably been reinforced by the tough financial times of the past three years. One fact often stated by the handlers, for example, is that airlines are looking to use fewer partners, to cut down on administration and simplify negotiations. Willis agrees, but says airlines still have an overriding wish to get the best price at each airport. "They are not yet prepared to pay a higher price at one location just because you are a global handler," he says. "So there is a trend to have fewer suppliers, but airlines still want the best deal."Rutkowski says that in the USA price is even more important than that. "We hear of foreign carriers wanting to use fewer suppliers, but in the USA it is just the opposite," he says. "They want the best price and are not afraid to deal with multiple ground-handling contracts to get it. In the current financial environment they are after every penny they can save."

Building density

Talk of global synergies is probably premature. Aviapartner has focused on building density in European countries such as Belgium, France, Germany and Italy, rather than "planting the flag", as Verougstraete puts it, at airports around the world. The reason, he says, is that airport operations need to be close to each other to benefit from such synergies as joint marketing and training. "The more airports you have, the more economies of scale, provided they are within a reasonable distance of each other. It would help us to have another station in Europe, but not in South America," he says.As evidence of the success of this strategy, Verougstraete points to a number of deals - as many as 30, he says - where Aviapartner handles a carrier in more than one airport in a particular country. For example, it recently signed a deal with Air France to handle it in Bologna, Turin and Venice. "Customer demands are differont on different continents," Verougstraete says. "Handling in Europe is not the same as in the USA - airlines want different services and the handler has different responsibilities. So it makes more sense to look for deals on a regional basis."At Swissport, Beerlagrees, although he sees this kind of deal as the first step to larger-scale outsourcing. "If a carrier gives us a regional contract and it works out, then they will be more confident to outsource a larger piece of the business," he says. "We clearly sense an increased openness to such ideas. Airlines are still quite opportunistic about ground-handling purchasing, but there is more strategic thinking. They will start by outsourcing a bit, and then a bit more. It will take time, but sooner or later we will get there."Verougstraete notes that even in their hubs, carriers such as British Airways and Lufthansa have begun outsourcing some handling services - the operation of lounges and wheelchairs, for example. "They are likely to stick for longer to the parts of the service that involve direct contact with customers, but other elements are being subcontracted," he says.A further sign that outsourcing is slowly extending its grip is that almost no airline is expanding its in-house handling operations. Verougstraete says he has "no knowledge in the last five years" of such a thing. Willis points to the example of Air France"In Paris, they have subcontracted out their regional routes and moved their handling staff to long haul. So they keep the staff they have, but they are not hiring more people."Low-cost airlines, which have no legacies of staff, are also overwhelmingly outsourcing, making them prime customers for the big handling companies. "We are happy - they are adding to the general market growth," says Verougstraete.

Update:

我不要軟體翻的…我想要的是口語話並且通順的翻譯,

也不要求太好,總之就是不要軟體翻的,這個我也有了,只是還是看不懂,所以來這向各位求救!謝謝您們^^

Update 2:

再補充一下…

謝謝Jonny和大樹的幫忙…很感動

4 Answers

Rating
  • Anonymous
    1 decade ago
    Best Answer

    航空公司抵抗為什麼抵抗當航空公司是絕望的削減成本時候? Beerli 認為Swissport 可能提供15-20% 儲款, 並且Rutkowski 認為費用在WFS 大概是25% 在那些遺產載體之下。航空公司明顯地仍然不被誘惑對outsource wholesale.One 問題, 經理同意, 是聯合和職員問題。"每個星期顧客對我說如果他們能擺脫50 職員被使用在他們的插槽, 他們會outsource," 說亞歷克斯Verougstraete 、總統和首席執行官歐洲經理Aviapartner 。"僅這不容易。他們使用這些職員25 年並且它會花費很多擺脫他們。" Beerli 認為有控制問題也是。"他們恐懼丟失的控制, 但我們能實際上定義標準他們需要。我們能清楚地定義目標, 服務水準, 刺激性節目, 獎金- 這些是裡我們專門研究的工具在, "他says.Another 原因也許是航空公司沉重仍然集中於價格在網路共同作用- 某事在過去三年以前的困難財政時期大概加強了。一個事實由經理經常陳述, 例如, 是, 航空公司看使用少量夥伴, 減少管理和簡化交涉。Willis 同意, 但認為航空公司仍然有一個忽略的願望可及最佳的價格各個機場。"他們不準備支付一個更高的價在一個地點正因為您是一個全球性經理," 他說。"因此有趨向有少量供應商, 但航空公司仍然想要最佳的deal."Rutkowski 說那在美國價格比那更加重要。"我們聽說外國載體想要使用少量供應商, 但在美國它是正義的對面," 他說。"他們想要最佳的價格和不害怕應付倍數地面處理的合同得到它。在當前的財政環境裡他們是在每個便士之後他們能保存。" 大廈全球性共同作用密度談話大概是過早的。Aviapartner 集中於大廈密度在歐洲國家譬如比利時、法國、德國和義大利, 而不是"種植旗子", 作為Verougstraete 投入它, 在機場在世界附近。原因, 他說, 是機場操作需要是緊挨彼此受益於如此共同作用像共同營銷和訓練。"更多機場您有, 更多經濟尺度, 假設他們是在一個合理的距離彼此之間。它會幫助我們有其它駐地在歐洲, 但不是在南美洲, "他這個戰略的成功的says.As 證據, Verougstraete 點對一定數量的成交- 多達30, 他說- Aviapartner 處理一個載體在超過一個機場在一個特殊國家的地方。例如, 它最近簽署一個成交與法國航空處理它在波隆納、Turin 和威尼斯。"顧客要求是differont 在不同的大陸," Verougstraete 認為。"處理在歐洲不是相同像在美國方面- 航空公司想要不同的服務並且經理有不同的責任。如此它有更多道理尋找成交在地方basis."At Swissport, Beerlagrees, 雖然他看這种成交當第一步大稱採購。"如果載體給我們一個地方合同並且它解決, 那麼他們將是確信的對outsource 每事務的更大的片斷," 他說。"我們清楚地感覺增加的開放性對這樣想法。航空公司仍然是相當機會主義關於地面處理的購買, 但有更加戰略認為。他們開始將由採購位元, 和然後更多。將需要時間, 但遲早我們將得到在他們的插槽, 載體譬如英國航空和Lufthansa 開始了採購一些處理的服務- 休息室和輪椅操作, 例如的there."Verougstraete 筆記。"他們可能黏附為長期對介入直接聯繫與顧客服務的部份, 但其它元素被轉包," 他says.A 進一步簽字採購慢慢地延伸它的夾子是幾乎航空公司不擴展它機構內部的處理的操作。Verougstraete 認為他沒有"知識在最近五年" 這樣事。Willis 指向空氣France"In 巴黎例子, 他們轉包了在他們的地方路線之外和移動了他們處理的職員向長途運輸。如此他們保留職員他們有, 但他們不聘用更多people."Low 費用航空公司, 沒有職員的遺產, 壓倒多數並且是採購, 做他們頭等顧客為大處理的公司。"我們愉快- 他們補充說來一般市場成長," Verougstraete 說。

  • 6 years ago

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  • Anonymous
    1 decade ago

    恩..等等我吧...星期六幫你翻..好長喔..給點時間..

  • Anonymous
    1 decade ago

    我是用翻譯軟體番的,妳自己還要潤飾ㄧ下喔航空公司抵抗 航空公司猛烈降低成本當時的抵抗? Beerli 說Swissport 能提供15-20%的儲蓄,並且Rutkowski 說在WFS的費用或許是在遺產搬運工的下面的25%。 然而仍然航空公司被顯然不誘導把wholesale.One 問題轉給另一公司,處理機同意,是協會和人員問題。 "如果他們能擺脫在他們的中心利用的50 人員,每周用戶對我說那個, 他們將轉包業務",亞歷克斯Verougstraete 說,歐洲處理機Aviapartner的總統和首席執行官。 "但是它不容易。 他們25 年以來一直雇用一些這些人員,擺脫他們將花費很多。 "Beerli認為也有一個控制問題。 "他們懼怕失去控制,但是實際上我們能確定他們需要的標準。 我們能清楚確定目標,服務水準,獎勵計畫,紅利 - 這些是我們專業化的工具,"重集中于在網路協同增效上方的價格,他says.Another 理智可能是航空公司仍然是 - 過去3 年的堅韌的<<金融時報>>或許已經加強了的某些事情。 例如,一個事實經常透過處理機說明, 是那航空公司注意使用更少合伙人,減少管理並且簡化談判是。 威利斯同意,但是說航空公司仍然有基本的願望在每個飛機場得到最優惠價。 "他們還沒準備在一個位置支付一個更高的價格,僅僅因為你是一台全球處理機",他說。 "因此有一個趨勢有更少的供應者,但是航空公司仍然想要最好的交易"。 R utkowski 說在美國方面價格比那重要。 "我們聽說外國搬運工想要使用更少的供應者,但是在美國它是只不過相反",他說。 "他們想要最優惠價並且不害怕處理多份經營地的合約得到它。 在當今的金融環境裡他們追求他們能保留的每便士。 "建造密度 全球協同增效的交談或許過早。 Aviapartner已經集中于在歐洲國家(例如比利時,法蘭西,德國和義大利)建造密度, Verougstraete 放它,在全世界的飛機場,而不是"種植這面旗"。 原因,他說,是飛機場手術需要接近于彼此受益于象共同銷售和訓練這樣的協同增效。 "如果更多的規模經濟,他們是在一段彼此的合理的距離內,你有的飛機場越多。 它將幫助我們在歐洲有另一個車站, 但不是在南美洲,"這個策略的成功的他says.As 證據,Verougstraete指向許多交易 - 象30一樣多,他說 - 這裡Aviapartner在不止在一個特別的國家的一個飛機場處理一名搬運工。 例如,在玻洛尼亞,都靈和威尼斯處理它最近與法蘭西航空公司簽訂協議。 "用戶需求是在不同的大陸上的differont",Verougstraete 說。 "在歐洲處理不與在美國相同 - 航空公司想要不同的服務,處理機有不同的責任。 因此在一個地區基礎上尋找交易更有意義。 "在Swissport,Beerlagrees,雖然他把這種交易視為轉包業務的大規模的第一步。 "如果一名搬運工給我們一份地區合約並且它解決, 然後他們把一大塊生意轉給另一公司將是更自信的",他說。 "我們清楚對這樣的想法意識到一個增加的開放。 航空公司關於處理地的購買仍然十分機會主義,但是有更多的戰略性思想。 他們將透過轉包業務一點開始, 然後有點更多。 它將花時間,但是遲早我們將到達那裡。 "Verougstraete注意到甚至在他們的中心裡,象英國航空公司和漢莎航空公司那樣的搬運工已經開始把一些處理的服務轉給另一公司 - 例如,休息室和輪椅的操作。 "他們很可能更長久黏住到與直接的與用戶的聯繫有關的服務的部分, 但是其他要素正被局部縮小", 他says.A轉包業務正緩慢地延長它的緊握的更進一步的跡象是幾乎沒有航空公司正擴大它的機構內部的處理的經營。 Verougstraete 說他有這樣的一件事情的"沒有在過去5 年的知識"。 威利斯指向法蘭西航空公司的例子"在巴黎,他們已經出于他們的地區路線局部縮小並且對長時間的拖運移動他們處理的人員。 因此他們保持他們有的人員,但是他們沒僱佣更多的人。 "低成本航空公司,沒有人員的遺產,也正壓倒一切轉包業務,為大的處理的公司使他們為最好用戶。 "我們愉快 - 他們正增加共同市場發展",Verougstraete 說。

    Source(s): 軟體
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