正如泰姬陵酒店出现的问题一部分是出自宽容的有控制权的股东身上,Orient酒店却和股东的怒火不沾边。
Its B shares act as a poison-pill structure that puts voting control in the hands of the firm,not its owners.
它的B级股票就像一片毒药,把投票权给公司,而不是给拥有者。
As both firms have battled the business climate and each other, they have missed ahalf-decade of change in the industry.
两家公司都在和商业环境作斗争,互相之间也在做斗争,它们很盼望像工业五年变革的一场改变。
Global hoteliers such as Starwood and InterContinental have performed far better.
像Starwood和InterContinental这样的全球酒店运营商的经营就远远好于它们。
They have asset light business models, in which they merely manage hotels rather thanowning them.
运营商们有一套轻资产上阵的商业模式,这样运营商只用管理酒店而不是拥有它们。
They have multiple brands aimed at different kinds of customers.
针对不同的消费者们,他们也有多种品牌策略。
Taj has experimented with this approach but has been timid, and Orient-Express is still anold-school affair.
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