關(guān)于商務(wù)英語作文五篇
在平凡的學(xué)習(xí)、工作、生活中，大家或多或少都會(huì)接觸過作文吧，根據(jù)寫作命題的特點(diǎn)，作文可以分為命題作文和非命題作文。那么一般作文是怎么寫的呢？以下是小編為大家整理的商務(wù)英語作文5篇，歡迎大家借鑒與參考，希望對大家有所幫助。
商務(wù)英語作文 篇1
Thanks for seeing me off at the airport. I really appreciate it. No problem, it's my pleasure. I am glad you had a chance to visit our headquarters, and hope you can come back soon. We should be back in about three months. We'll have another corporate meeting next quarter. Will you be in the area at that time? I should be.... Remember to let me know when your flight is coming in when you come. I'll come and pick you up at the airport. You're too kind. Here we are at the terminal, what airline are you flying with? Um...Let me look at the ticket. Oh, that's right, China Air. China Air is in terminal B, this is the international terminal, so all you have to do is walk straight through those doors and turn to your left, you should be able to see the check-in counter. Thanks again for all your help. If you're ever in the Michigan area, be sure to look me up. Yes. Let's keep in touch
您來機(jī)場送機(jī)，我感激不盡。不客氣。我很高興您有機(jī)會(huì)來拜訪我們總部，希望不久以后您能再來。我們大概三個(gè)月后會(huì)回來。下一季度我們還有一個(gè)公司會(huì)議。那時(shí)候您會(huì)在公司嗎？我應(yīng)該在公司。您來時(shí)請務(wù)必讓我知道您的航班時(shí)間。我將在機(jī)場接機(jī)。您太客氣了。我們到航站樓了。您是坐哪家航空公司的航班？嗯，我看一下機(jī)票。是中國航空。中國航空在B號航站樓。這是一個(gè)國際航站樓，所以您需要一直走至穿過那邊的門，然后向左轉(zhuǎn)。到時(shí)您就能看見登機(jī)臺(tái)。再次感謝您的全部幫助！ 如果您去密歇根，請務(wù)必來找我。好的，保持聯(lián)系。
商務(wù)英語作文 篇2
跟商業(yè)行業(yè)或者是商業(yè)現(xiàn)象的發(fā)展經(jīng)濟(jì)等等有關(guān)系，出題的形式可以是圖表英語，也可以是提綱作文。
不論是哪種形式作文，只有第一段寫作方式是不一樣的，比如說圖表中你要進(jìn)行圖表描述，最后要進(jìn)行描述，但是二三段的論述和結(jié)論其實(shí)都一樣，那么在這里來看幾個(gè)例子。
第一個(gè)是我們說的食品安全問題。那如果是出到這種類似于社會(huì)比較負(fù)面的作文的話，主要的寫作方式就要對這種現(xiàn)象進(jìn)行分析，對它的原因進(jìn)行解釋，對它的根源進(jìn)行探索，為什么食品安全頻發(fā)?我們給觀眾稍微列了幾個(gè)提綱，比如說食品安全問題頻發(fā)第一個(gè)原因，是因?yàn)檫@些食品的.生產(chǎn)商他們?nèi)狈ω?zé)任意識，所以在生產(chǎn)的時(shí)候不顧忌消費(fèi)者的食品安全�；蛘呤沁@些生產(chǎn)商，他們可能更加關(guān)心的是經(jīng)濟(jì)利潤又或者是他們忽略了消費(fèi)者的健康甚至是生命。那么還可以說是相關(guān)部門對于這種食品安全生產(chǎn)流程缺乏嚴(yán)格的監(jiān)管，那我們可以從以上四條原因去進(jìn)行拓展，最終把這篇文章給寫出來，在結(jié)尾的時(shí)候我們可以寫一些建議和措施，比如說這種問題我們應(yīng)該引發(fā)關(guān)注予以解決。
還有幾個(gè)話題我們來看一下。
第二個(gè)叫做山寨產(chǎn)品，其實(shí)也跟產(chǎn)品的質(zhì)量低下問題有關(guān)系，那么它可以是圖表作文以用來畫，或者提綱作文是可以的，那山寨產(chǎn)品的名字叫
商務(wù)英語作文 篇3
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.
商務(wù)英語作文 篇4
subject:askingfordeferredpayment
dearsirs，
yourinvoiceno。1223forus$80，000worthofgoodssuppliedon20thjulyisdueforpaymentattheendofthismonth。mostunfortunately，afirebrokeoutinourwarehouselastweekanddestroyedacertainpartofvaluableconsignment。ourclaimisnowwiththeinsurancecompany，butitisunlikelytobemetforanotherthreeorfourweeksanduntilthenwearefacedwithadifficultfinancialsituation。iamthereforewritingforpermissiontodeferpaymentofyourinvoiceuntiltheendofseptember。
asyouknow，myaccountswithyouhavealwaysbeensettledpromptlyanditiswiththeutmostregretthatiamnowforcedtomakethisrequest。ihope，however，thatyouwillfinditpossibletograntit。indoingsoyouwouldrendermeaserviceishouldneverforget。
yoursfaithfully，
xxxx
主題：要求延期付款
親愛的先生：
貴方7月20日所供第1223號發(fā)票項(xiàng)下貨物之款項(xiàng)80000美元定于本月底結(jié)付。非常不幸，上星期我方倉庫發(fā)生火災(zāi)，毀壞了一部分貴重貨物。我們現(xiàn)在正向保險(xiǎn)公司提出索賠，但在三四個(gè)星期之內(nèi)，不可能會(huì)給予賠償。在此之前，我方財(cái)務(wù)形勢嚴(yán)峻，故此我們寫信請求貴方同意我們推遲到9月底付款。
貴方知道我們一向能迅速與貴方結(jié)帳。這次我們被迫向貴方提出這個(gè)要求，實(shí)在抱歉。我們希望貴方能同意這個(gè)要求。若是如此，我們將永遠(yuǎn)記住貴方給予的幫助。
商務(wù)英語作文 篇5
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.
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