商務(wù)英語(yǔ)作文匯編八篇
在現(xiàn)實(shí)生活或工作學(xué)習(xí)中，大家對(duì)作文都不陌生吧，作文是一種言語(yǔ)活動(dòng)，具有高度的綜合性和創(chuàng)造性。那么，怎么去寫作文呢？下面是小編精心整理的商務(wù)英語(yǔ)作文8篇，供大家參考借鑒，希望可以幫助到有需要的朋友。
商務(wù)英語(yǔ)作文 篇1
包裝Packing
Forward Bicycle Co. Ltd
987 Jiangnan Road, Kunshan, Jiangsu, China
Tel： (0520) 500000 Fax ： (0520) 500001 Zip Code： 215300
February 1, 199#
Gulf Commercial Center
P. O. Box 376
Abu Dhabi
U. A. E
Attention ： Mr. Y. Mohammed
Dear sirs,
The 12,000 cycles you ordered will be ready for dispatch by 17th December. Since you require them for onward shipment to Bahrain, Kuwait, Oman and Qatar, we are arranging for them to be packed in seaworthy containers.
Each bicycle is enclosed in a corrugated cardboard pack, and 20 are banned together and wrapped in sheet plastic. A container holds 240 cycles; the whole cargo would therefore comprise 50 containers, each weighing 8 tons. Dispatch can be made from our works by rail to be forwarded from Shanghai harbour. The freight charges from works to Shanghai are US$80 per container, totally US$4.000 for this cnsignment, excluding container hire, which will be charged to your account.
Please let us have your delivery instruction.
商務(wù)英語(yǔ)作文 篇2
收到一封信，收信人首先注意到的是信的格式。美觀整潔的書(shū)信格式會(huì)給收信人留下深刻的印象。
標(biāo)準(zhǔn)的商業(yè)書(shū)信由以下三個(gè)部分組成：
1·信頭
2·信文
3·信尾
信 頭
在信和傳真中，信頭所占頁(yè)面一般不超過(guò)三分之一。
1發(fā)信人地址
一般來(lái)說(shuō)，商業(yè)書(shū)信的首頁(yè)都使用印有公司抬頭的信箋，抬頭上標(biāo)明公司名稱、地址、電話和傳真號(hào)碼。傳真也一樣，信箋上印有抬頭，并采用固定的信頭格式。
傳真發(fā)信人的地址位于傳真紙頁(yè)首固定的信頭格式內(nèi)。
2發(fā)信日期
日期的書(shū)寫有以下兩種模式：“12 June 1998”[日-月-年]或“June 12, 1998”[月-日-年]
日期不能縮寫，序數(shù)詞不能使用縮寫形式，月份也不能縮寫。
3收信人地址
收信人地址包括收信的全名和職銜，以及公司的全稱和地址。禮貌性的稱呼要使用得當(dāng)。
傳真中收信人地址一般打在信頭格式相應(yīng)的空格內(nèi)。
5指定收信人姓名
在商業(yè)書(shū)信和傳真中，指定收信人姓名這一欄現(xiàn)已不常用。收信人地址的首行已經(jīng)寫明收信人姓名，因而不一定需要專門指定收信人姓名這一欄。
如果要使用指定收信人姓名這一欄，就要從頁(yè)面左邊空白處寫起，在收信人地址下面空兩行。
6稱 呼
商業(yè)信件和傳真常用以下方式開(kāi)頭：
·Dear Mr/Mrs/Miss/Ms Wang(表示寫信人知道收信人的姓名和性別);
·Dear Sir或Dear Madam(表示寫給一位有具體職銜的人，如Sales Manager,
Chief Accountant等，而且寫信人知道對(duì)方的`性別);
·Dear Sir or Madam(表示寫給一位有具體職銜而寫信人又不知其性別的人);
·Dear Sirs (表示寫給一家公司，沒(méi)有明確的收信人)。
稱呼中的第一個(gè)單詞和其他所有名詞的第一個(gè)字母均須大寫。
7事 由
寫明事由可以使收信人對(duì)信件或傳真的內(nèi)容一目了然。
信 文
全齊頭式(full-blocked)書(shū)信，每個(gè)段落都從左邊空白處開(kāi)始寫起，右邊空白處必須盡量對(duì)齊，不能把單詞斷開(kāi)。
在齊頭式書(shū)信或傳真中，信文也是從左邊空白處開(kāi)始寫起，在事由下面空一行。
信 尾
傳真的信尾一般都很簡(jiǎn)短(通常只有結(jié)尾敬辭和署名)，而書(shū)信的信尾內(nèi)容則相對(duì)較長(zhǎng)。
結(jié)尾敬辭
一般來(lái)說(shuō)，書(shū)信和傳真結(jié)尾敬辭都使用“Yours sincerely”或“Yours faithfully”。稱呼為“Dear Mr/Mrs/Miss/Ms…”時(shí)結(jié)尾用“Yours sincerely”。稱呼為“ Dear Sir/Sir or Madam/Sirs”時(shí)結(jié)尾則用“Yours faithfully”。
信末簽名
寫信人既可代表本人簽名，也可代表公司簽名。如：
Yours faithfully
For precision Airconditioning Co (Pte) Ltd
商務(wù)英語(yǔ)作文 篇3
The Importance of the World Expo
The World Expo is basically different from ordinary exhibitions for trade and economic promotion．It is the highest-class exhibition in the world．It aims to promote the exchange of ideas and development of the world’s economy，culture，science and technology, to allow exhibitors to publicize and display their achievements and to improve international relationships．Accordingly，the World Expo with its 150-year history is regarded as the Olympic Games of economy，science and technology．
The World Expo is a global event，huge in space and content. The Expo does not discriminate(歧視)against exhibitors on any basis，creating an opportunity for the host country to publicize itself and improve foreign relations．The exhibitors demonstrate their most distinctive，latest and most advanced products．The host city can also use the World Expo to accelerate municipal construction(市政建設(shè))．During the World Expo，visitors from all over the world gather in the host country，which is advantageous for business and industry．It is such a large—scale international activity that countries compete vigorously against each other to win the host right．To date, a total of 24 cities in 13 countries have hosted the World Expo，including Britain，F(xiàn)rance，America，Germany，Belgium，Canada，Japan，Australia，Spain，Italy，Korea，Portugal and China．
世博會(huì)的重要意義
世博會(huì)與那些為促進(jìn)貿(mào)易和經(jīng)濟(jì)發(fā)展的普通會(huì)展有著根本的區(qū)別。它是世界上最高級(jí)別的博覽會(huì)。它以促進(jìn)思想交流，發(fā)展世界經(jīng)濟(jì)、文化和科技為目標(biāo)，使參展者能夠宣傳和展示他們的成就并改善國(guó)際關(guān)系。因此，有著l50年歷史的世博會(huì)被認(rèn)為是經(jīng)濟(jì)、科學(xué)與技術(shù)的奧林匹克盛會(huì)。
世博會(huì)是一項(xiàng)全球性的活動(dòng)，在規(guī)模和內(nèi)容上堪稱宏大。世博會(huì)不以任何理由歧視參展者，為承辦國(guó)創(chuàng)造宣傳自己、改善對(duì)外關(guān)系的機(jī)會(huì)。參展者展示他們最富特色、最新和最先進(jìn)的產(chǎn)品。舉辦城市也可以利用世博會(huì)加速市政建設(shè)。在世博會(huì)期間，世界各地的參觀者聚集到東道國(guó)，這對(duì)商業(yè)和工業(yè)都非常有利。它是一場(chǎng)規(guī)模如此盛大的國(guó)際活動(dòng)，以至許多國(guó)家都為擁有舉辦權(quán)而相互展開(kāi)激烈競(jìng)爭(zhēng)。到目前為止，共有13個(gè)國(guó)家的24座城市舉辦過(guò)世博會(huì)，包括英國(guó)、法國(guó)、美國(guó)、德國(guó)、比利時(shí)、加拿大、日本、澳大利亞、西班牙、意大利、韓國(guó)、葡萄牙和中國(guó)。
商務(wù)英語(yǔ)作文 篇4
The Solution
Most behavior that is perceived as disrespectful, discourteous or abrasive is unintentional, and could have been avoided by practicing good manners or etiquette. We've always found that most negative experiences with someone were unintentional and easily repaired by keeping an open mind and maintaining open, honest communication. Basic knowledge and practice of etiquette is a valuable advantage, because in a lot of situations, a second chance may not be possible or practical.
There are many written and unwritten rules and guidelines for etiquette, and it certainly behooves a business person to learn them. The caveat is that there is no possible way to know all of them!
These guidelines have some difficult-to-navigate nuances, depending on the company, the local culture, and the requirements of the situation. Possibilities to commit a faux pas are limitless, and chances are, sooner or later, you'll make a mistake. But you can minimize them, recover quickly, and avoid causing a bad impression by being generally considerate and attentive to the concerns of others, and by adhering to the basic rules of etiquette. When in doubt, stick to the basics.
商務(wù)英語(yǔ)作文 篇5
感謝信
Letter of Thanks
感謝信(Letter of Thanks)是外國(guó)政府機(jī)構(gòu)或個(gè)人的關(guān)心、支持、幫助或熱情款待表示感謝的對(duì)外函件。其具體格式和要求與邀請(qǐng)函相同。
例文
Date and Place
Mr.____
Minister of _____
(Address)
Beijing,China
Dear Minister,
I am writing this letter to thank you for you warm hospitality accorded to me and my delegation during our recent visit to your beautiful country. I would also like to thank you for your interesting discussion with me which I have found very informative and useful.
During the entire visit, my delegation and I were overwhelmed by the enthusiasm expressed by your business representatives on cooperation with China. I sincerely hope we could have more exchanges like this one when we would be able to continue our interesting discussion on possible ways to expand our bilateral ecomomic and trade relations and bring our business people together.
I am lookingforward to your early visit to China when I will be able to pay back some of the hospitality I received during my memorable stay in yur beautiful country. With kind personal regards,
Faithfully yours,
(Signed)
Mr.___ Minister of Economic Cooperation
PLACE
商務(wù)英語(yǔ)作文 篇6
To： Willian Huang， Department of General Affairs
From： Joseph Liu， Director of Personnel
Subject： Work Transfer
Date： July 15， 199-
I think， Mr. Huang， the Director of your Department has already talked to you about the change in your work. We have arranged to appoint you as section supervisor in the Security Department at a salary of US$** a month （20% increase） as from Tuesday， August 1， 199-. In your new post， you will be responsible to Mr. Francis Yang for the work of night shift employees in the department.
Your eight years of loyal service in the General Affairs Department have been appreciated by the leadership of the company. Your transfer is completely due to the need of company. You have known that many thefts have recently taken place that have caused heavy losses to our company. We trust that with your appointment to this post， the security work will be greatly strengthened.
Please write to confirm that you will accept this appointment.
商務(wù)英語(yǔ)作文 篇7
這部分寫作題型對(duì)大多數(shù)中國(guó)考生來(lái)說(shuō)比較新穎，但是，無(wú)論求學(xué)還是工作，這是更接近實(shí)際的商務(wù)寫作形式。圖表描述試題要求考生在25-30分鐘內(nèi)完成120個(gè)單詞量左右的寫作。圖表描述從考題內(nèi)容上來(lái)看，似乎考試給予考生一定的寫作自由度，但是，考生如果不掌握必要的圖表描述寫作要領(lǐng)，會(huì)感到無(wú)所適從，不知如何著手答題。
在BEC考試中，試題都為了考査和測(cè)試考生的識(shí)讀、理解視覺(jué)信息的能力。BEC Higher Writing Test第一部分試題旨在測(cè)試考生是否具有把視覺(jué)信息轉(zhuǎn)化為書(shū)面文字表達(dá)的能力�？忌谝�(guī)定的時(shí)間內(nèi)做好這種試題，除了必要的語(yǔ)言表達(dá)能力外，還必須掌握把圖表轉(zhuǎn)換成文字表述的技巧和要領(lǐng)。
做好這部分考題，首先要理解題目的背景語(yǔ)言資料和視覺(jué)資料。 背景語(yǔ)言資料往往非常簡(jiǎn)單，通常是配合視覺(jué)資料而給出的必要的簡(jiǎn)要文字說(shuō)明。嚴(yán)格來(lái)說(shuō)，這種文字說(shuō)明應(yīng)該是視覺(jué)信息的一部分，因?yàn)橐粋�(gè)圖表或圖示沒(méi)有文字說(shuō)明，就會(huì)毫無(wú)意義。因此，把握好題目的視覺(jué)信息是做好這部分考題的關(guān)鍵。對(duì)一個(gè)視覺(jué)信息，從不同的角度可進(jìn)行多種分析，得出多種相關(guān)結(jié)論，限于答題宇數(shù)的要求，通常寫作題目中會(huì)明確指定一到兩個(gè)分析方向，但也只是提供了分析的方向，沒(méi)有具體的分析細(xì)節(jié)，更沒(méi)有分析結(jié)論。
對(duì)多數(shù)中國(guó)考生來(lái)說(shuō)，由于習(xí)慣于宏觀分析，由于漢語(yǔ)語(yǔ)匯豐富，由于許多詞匯釋義籠統(tǒng)容易產(chǎn)生歧義，由于大都習(xí)慣于先用漢語(yǔ)表述再把漢語(yǔ)轉(zhuǎn)譯成英語(yǔ)，而很少運(yùn)用直觀的視覺(jué)手段去表達(dá)思想， 因而讀圖對(duì)中國(guó)考生來(lái)說(shuō)是比較陌生的難題，更不用說(shuō)根據(jù)圖表進(jìn)行分析，直接用英語(yǔ)表述并得出結(jié)論。本單元就視覺(jué)信息可能出現(xiàn)的種類以及相應(yīng)的分析和結(jié)論做出舉例和解說(shuō)，希望考生能夠熟悉這些圖形，掌握解答考題的方法和步驟，正確分析圖表，用英語(yǔ)進(jìn)行表述并得出結(jié)論。
商務(wù)英語(yǔ)作文 篇8
Facing Business Challenges at Holiday Inn Worldwide
Sending Invitations Across the Globe
In the 1960s a family vacation in the United States usually meant loading the kids into the station wagon and driving off down the highway toward a tourist destination. And when weary vacationers needed to rest for the night, they often looked for the familiar green signs with “Holiday Inn” written in script and a colorful star for emphasis. All across the United States, this sign welcomed travelers to Holliday Inn hotels with promises of quality, comfort, and value.
By 1968 Holiday Inn was so well known in the United States that it began opening franchises in Europe. In 1973 the company opened its first Asian hotel in Japan, and in 1984 it became the first U.S.-based hotel to open for business in China. For 25 years Holiday Inn enjoyed great success in the European and Asian markets, opening 600 hotels and earning a reputation as upscale , professional, and well run.
However, in the 1980s Holiday Inn’s fortunes were beginning to fade in the United States. Many of the franchises were outdated and substandard . Family vacationers were being replaced by business travelers as the hotel industry’s bread and butter , and aggressive competitors with superior marketing strategies were targeting this growing segment . In addition, overbuilding had set off a wave of price discounting . As a result, both Holiday Inn’s share of the lodging market and its image took a nosedive .
But in the 1990s this icon of the U.S. highway was brought back to life after being purchased by Bass PLC, a British conglomerate. Bass moved quickly to make Holiday Inn Worldwide the leading hotel chain, not just in the United States but around the globe. In the United States, Holiday Inn pursued a strategy that segmented the market into different types of travelers and created a unique type of lodging for each group. Under names like Holiday Inn Express, Holiday Inn Select, Sunspree Resorts, and Crowne Plaza, the company offered different accommodations and amenities at different prices to suit the diverse needs of business and leisure travelers. Combined with a campaign to bring all of the franchises back up to a high standard of quality, the strategy quickly began to pay off.
Even so, the top brass at Holiday Inn Worldwide knows that the greatest growth potential is not in the saturated U.S. market but in the evolving markets of Europe, Asia, and Latin America. With increasing tourism and business development in these regions, the demand for comfortable, consistent, and affordable accommodations is booming . Holiday Inn needs a strategy for tapping this vast potential. Would the strategies that fueled Holiday Inn’s turnaround in the United States bring similar results internationally? Large-scale construction of new hotels will play a major role, so what kinds of hotels should they be? How can the company best meet the needs of a wide variety of international travelers? Should Holiday Inn expand through franchises or by opening company-owned hotels? Should the same type of promotion be used for the entire global market or should it be localized to each geographic area? These are questions that Raymond Lewis faces daily as vice president of marketing. If you were Lewis, how would you answer them?
Meeting Business Challenges at Holiday Inn Worldwide
Part of Raymond Lewis’s job is to monitor and predict changes in the ever-evolving global market . Among the trends he has observed is the increasing similarity between the needs and desires expressed by consumers and businesses around the world in certain product categories such as lodging. On the other hand, Lewis knows that various countries and cultures approach purchases differently, and that people of various cultures respond differently to product promotion . His challenge, then, is to figure out how to satisfy both the similar and the diverse needs of each new market.
Lewis also knows that all travelers, regardless of where they are from or where they are going, share many of the same desires, fears, and expectations when they are traveling. They may not speak the same language or live the same lives while at home, but when they’re on the road, all travelers are (1) away from home and out of their personal comfort zones, (2) in different and often unfamiliar surroundings, and (3) subject to the same hassles and hardships. Therefore, Holiday Inn focuses on delivering a consistent product around the world. This way, whether the hotel is in South Korea, India, Buenos Aires , or Israel, travelers know that they will always receive a comfortable room at a fair price.
In addition, the strategy of segmenting the market by types of travelers that proved so successful in the United States also works abroad, but in a different way. Segmentation in the hotel industry is a relatively new concept in Europe, and in Asia it is virtually nonexistent. This is largely because in many of the developing nations of Asia, travel has only recently become an option for the majority of people. As a result, not every type of Holiday Inn hotel will be successful in every country. The company must know each market very well before it decides which type of hotel to open. Does the area draw mainly tourists or business travelers? How long do visitors usually stay? Do people from surrounding areas travel often? What types of accommodations do competitors offer in the area? By knowing the answers to questions like these, Holiday Inn is able to decide which type of hotel will best serve the needs of travelers to the area. For example, the company opened a SunSpree Resort in Arequipa, Peru, close to Machu Pichu, a popular international tourist destination. Holiday Inn’s management team feels that Sunspree has a great chance for success in this location because the hotel caters to tourists.
In the same way, Holiday Inn management expects a mix of business and leisure travelers to visit Seoul, South Korea. Therefore, the new Holiday Inn Seoul appeals to a broad range of travelers by offering a business center, banquet facilities , four restaurants, a fitness center , and a gift shop.
Just as in its early days of expansion in the United States, Holiday Inn is accomplishing its international expansion through a mix of wholly owned facilities and franchises, depending on the availability of resources and potential for profit in each local market. Although franchising agreements place less risk on Holiday Inn Worldwide, they also require the company to give up more control than it would by opening wholly owned facilities. However, franchises must adhere to strict quality standards if they intend to operate under Holiday Inn’s famous name.
Lewis and his team also recognize that even though travelers have similar expectations for the quality and value they get in a hotel, sometimes they like to stay in places that don’t feel like hotel chains. Therefore, the company has opened hotels in Europe, Australia, and South Africa that have a style and character unique to their locations. In this way, Holiday Inn is able to tailor its global product to local markets.
Nonetheless, Holiday Inn’s promotion strategy is decidedly global, regardless of which markets it enters. Lewis bases the strategy on two themes: “Welcome” and “Stay with somebody you know.” Although the ad copy is translated when necessary, even the visual format is the same from country to country. Of course, cultural differences must be accommodated from time to time. For example, travelers in Britain preferred an ad that focused on a friendly doorman, whereas U.S. and German travelers preferred a more sentimental ad showing a businesswoman receiving a fax of a drawing from her child.
The inspiration for this global strategy came to Lewis, not surprisingly, while he was traveling. When boarding a plane at Dulles Airport outside of Washington, D.C., he passed a group of Russian teenagers gathered around a guitar player singing “Puff the Magic Dragon,” a folk song that was popular in the United States a few decades ago. This connection between cultures helped convince Lewis that the world’s people were alike in many ways, particularly in the field of pleasure and business travel.
It remains to be seen how successful Holiday Inn’s global strategy will be in the long run . The company is off to a flying start. However, competitors such as Marriott and Choice Hotels are moving quickly to make sure Holiday Inn doesn’t outpace them in the hot new global markets. But one thing is sure, Lewis and the rest of the management team are not content with Holiday Inn being a leading hotel chain in the United States. They want Holiday Inn to be the leader around the world.
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