GWD-10-Q33 to GWD-10-Q35:
(This passage was excerpted from material
published in 1993.)
Like many other industries, the
travel industry is under increasing
pressure to expand globally in order
to keep pace with its corporate cus-
(5) tomers, who have globalized their
operations in response to market
pressure, competitor actions, and
changing supplier relations. But it is
difficult for service organizations to
(10) globalize. Global expansion through
acquisition is usually expensive, and
expansion through internal growth is
time-consuming and sometimes
impossible in markets that are not
(15) actively growing. Some service industry
companies, in fact, regard these
traditional routes to global expansion
as inappropriate for service industries
because of their special need to pre-
(20) serve local responsiveness through
local presence and expertise. One
travel agency has eschewed the traditional
route altogether. A survivor
of the changes that swept the travel
(25) industry as a result of the deregulation
of the airlines in 1978—(通常不看,想看再看,結果還真有考題,所以結論是不要輕言跳讀,10-33有題)changes that
included dramatic growth in the corporate
demand for travel services,
as well as extensive restructuring and
(30) consolidation within the travel industry—
this agency adopted a unique structure
for globalization. Rather than expand
by attempting to develop its own offices
abroad, which would require the devel-
(35) opment of local travel management
expertise sufficient to capture foreign
markets,(rather than 之後這才是重點句)
the company solved its
globalization dilemma effectively by
forging alliances with the best foreign
(40) partners it could find. The resulting
cooperative alliance of independent
agencies now comprises 32 partners
spanning 37 countries.