2015年職稱(chēng)英語(yǔ)考試綜合類(lèi)B級(jí)閱讀材料(7)

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      2015年職稱(chēng)英語(yǔ)考試綜合類(lèi)B級(jí)閱讀材料(7)

　　國(guó)際航空公司的經(jīng)營(yíng)

　　國(guó)際航空公司重新發(fā)現(xiàn)，商業(yè)游客經(jīng)常定期乘坐國(guó)際航班，這甚至成為他們工作的一部分。這并不一定意味著國(guó)際航空曾經(jīng)忽視了商業(yè)乘客。相反，漢莎航空公司和瑞士航空公司聲稱(chēng)他們總是盡量滿(mǎn)足商業(yè)人士階層的乘客。但是許多航空公司被指責(zé)說(shuō)過(guò)去太注重由運(yùn)載量吸引乘客，造成老顧客的流失。公司經(jīng)常為了數(shù)量而非質(zhì)量進(jìn)行調(diào)整。

　　主要航線的經(jīng)營(yíng)本質(zhì)上是要為乘客找到合適的安排。航空公司可以讓低價(jià)位機(jī)票乘客乘坐寬機(jī)身飛機(jī)的尾部，不能忘記前端需要讓機(jī)票價(jià)位較高者乘坐。

　　兩家主要的廉價(jià)航空公司的倒閉并不是巧合。但是低票價(jià)需要總是滿(mǎn)機(jī)以使班機(jī)在經(jīng)濟(jì)方面可以生存，在最近的蕭條期運(yùn)載量并沒(méi)有增長(zhǎng)。容量過(guò)剩和殘酷的競(jìng)爭(zhēng)引起票價(jià)下降，迫使一些航空公司到閉，把許多別的公司推到倒閉的邊緣。

　　在這種嚴(yán)峻的背景下，航空公司不斷轉(zhuǎn)向商業(yè)游客以提高利潤(rùn)就不足為奇了。他們付出了大量的時(shí)間和精力去滿(mǎn)足他們多座位的要求，并將他們與普通游客相區(qū)分。

　　在優(yōu)先取舍的列表上還有準(zhǔn)時(shí)性，經(jīng)理們的時(shí)間是寶貴的。客機(jī)服務(wù)是航班為了爭(zhēng)取商業(yè)人士注意力的有一個(gè)領(lǐng)域。免費(fèi)的飲品，耳機(jī)和可口的食物都是很有誘惑力的因素。

　　另外一個(gè)發(fā)展是強(qiáng)調(diào)座位的安排。老乘客對(duì)座位的傾斜度很精通---因?yàn)檫@會(huì)影響前后座之間的間隙。一等艙提供傾斜式，這樣在長(zhǎng)時(shí)間的旅程中，乘客能得到一個(gè)良好睡眠。實(shí)踐證明，臥椅很受乘客們的喜愛(ài)，它將會(huì)在所有飛機(jī)的前端被普遍應(yīng)用。

　　航空公司還試圖改善地面服務(wù)。執(zhí)行休息室增加了，這樣乘客們等待航班的時(shí)間可以變得更好過(guò)一些。行李處理服務(wù)業(yè)改善了。不過(guò)遺憾的是，在加快繁瑣的入境通關(guān)手續(xù)方面，航空公司能做的很有限。各大洲各階層的乘客們只有繼續(xù)厭煩沮喪的份了。

　　盡管航空公司的目的是從它們的競(jìng)爭(zhēng)對(duì)手中吸引商業(yè)乘客，航空公司將盡力改變這類(lèi)乘客的壞習(xí)慣――預(yù)定昂貴的機(jī)票卻沒(méi)有乘坐。這種現(xiàn)象在歐洲尤為廣泛，商業(yè)人士經(jīng)常在不同的航班預(yù)定返程機(jī)票。

　　The Operation of International Airlines

　　International airlines have rediscoved the business traveler, the man or women who regularly jets from country to country as part of the job. This does not necessarily mean that airlines ever abandoned their business travelers. Instead, companies like Lufthansa and Swissair would right argue that they have always catered best for the executive class passengers. But many airlines could be accused of concentrating too heavily in the recent past on attracting passengers by volume, often at the expense of the regular traveler. Too often, they have seemed geared for quantity rather than quality.

　　Operating a major airline is essentially a matter of finding the right mix of passengers. The airlines need to fill up the back end of their wide-bodied jets with low fare passengers, without forgetting that the front end should be filled with people who pay substantially more for their tickets.

　　It is no coincidence that the two major airline bankruptcies were among the companies specializing in cheap flights. But low fares require consistently full aircraft to make flights economically viable, and in the recent recession the volume of traffic has not grown. Equally the large number of airlines jostling for the available passengers has created a huge excess of been to push some airlines into collapse and leave many others hovering on the brink.

　　Against this grim background, it is no surprise that airlines are turning increasingly towards the business travelers to improve their rates of return. They have invested much time and effort to establish exactly what the executive demands for sitting apart from the tourists.

　　High on the list of priorities is punctuality; an executive’s time is money. In-flight service is another area where the airlines are jostling for the executive’s attention. The free drinks and headsets and better food are all part of the lure.

　　Another development has been the accent of seating arrangements. Regular travelers have become well versed in the debate about seat pitch- the amount of room between each passenger. And first-class passengers are now offered sleeperette seats, which, for long journeys, make it possible to snatch a proper night’s sleep. Sleeperettes have proved so popular that they will soon become universal in the front end of most aircraft.