商務(wù)英語(yǔ)作文錦集8篇
在現(xiàn)實(shí)生活或工作學(xué)習(xí)中，大家總免不了要接觸或使用作文吧，借助作文可以宣泄心中的情感，調(diào)節(jié)自己的心情。那么你知道一篇好的作文該怎么寫嗎？下面是小編為大家整理的商務(wù)英語(yǔ)作文8篇，歡迎大家分享。
商務(wù)英語(yǔ)作文 篇1
Describing graphs Ex 4: Sample answer: (132words)
The share price of IBM and AOL showed a upward trend from June until the end of 1998.However, while AOL shares then continued to rise steadily over the next three months, the price of IBM shares fell slightly. By March 1999 both shares were worth about $100.
AOL shares then shot up, almost doubling in value within four weeks. They reached a high of $180 in mid-April before collapsing to just over $100 per share at the beginning of May. There was a slight recovery during that month however, despite this by June 1999 the price of AOL shares was once again about $100. In contrast, despite minor fluctuations, IBM shares made a steady recovery over the three month period, finishing at just over $100, almost equal to AOL.
商務(wù)英語(yǔ)作文 篇2
文體介紹
人員出訪，常常需要事先與要見(jiàn)面的人或公司進(jìn)行預(yù)約。這類預(yù)約e-mail較易寫，只要做到清楚、簡(jiǎn)潔、禮貌就行。它一般包括下列內(nèi)容：
�。�1）請(qǐng)求約會(huì)并說(shuō)明原因。
（2）建議確切的約會(huì)時(shí)間和地點(diǎn)等。如果你的時(shí)間比較充裕，預(yù)約時(shí)可給出你可接受的時(shí)間由對(duì)方?jīng)Q定。
（3）請(qǐng)對(duì)方答復(fù)并進(jìn)行確認(rèn)。
回復(fù)這類電子郵件可分為接受和拒絕兩種。接受的內(nèi)容一般有：表明來(lái)信收悉；表示接受；重述具體時(shí)間、地點(diǎn)等；表達(dá)希望會(huì)晤或感謝的心情。拒絕的內(nèi)容一般包括：表明來(lái)信收悉；說(shuō)明拒絕的原因；致歉。
當(dāng)要變更預(yù)約時(shí)，應(yīng)說(shuō)明變更的原因，同時(shí)致歉。
實(shí)用范例
�。�1）
subject:requestforanappointment
dearmr。smith
iamscheduledtovisittheu。s。onbusinessattheendofthismonth，andwishtocallonyouatyourofficeonthatoccasion。
iwillbearrivinginwashingtononoraroundaugust20andstayingthereforaboutaweek。itwouldbeverymuchappreciatedifyouwouldkindlyarrangetomeetwithmeeitheronaugust22or23，whicheverisconvenientforyou。ifneitherisconvenient，couldyoupleasesuggestanalternativedatebyreturne-mail。
thankyouinadvanceforyourkindcooperation。iamlookingforwardtomeetingyouinwashingtonsoon!
sincerelyyours，
lilei
guangzhoutradingcompany
主題：請(qǐng)求約見(jiàn)
親愛(ài)的史密斯先生：
我預(yù)定這個(gè)月底出差赴美，希望屆時(shí)能到貴公司訪問(wèn)你。
我預(yù)計(jì)在8月20日或其前后抵達(dá)華盛頓，大約停留1周。若方便的'話，望你能擠出時(shí)間在8月22或23日與我見(jiàn)面，我將十分感謝。假如這兩天都不行，請(qǐng)以電子郵件回復(fù)并告知其他日期。
先在此謝謝你的大力協(xié)助，期待不久在華盛頓與你見(jiàn)面！
你真誠(chéng)的
李蕾
廣州貿(mào)易公司
�。�2）
subject:urgent-needtochangeappointment
dearmr。zhang，
withregardtoourappointmenttovisityourchina’sfactoryonaugust2，iregretthatimustaskyoutochangethedatetoaugust3duetoanunexpectedmatterthatrequiresmypersonalattention。
i’mawfullysorryforthislast-minuterequest，butihopeyouwillbeabletomeetwithmeonaugust3ataround10:00am。ifyouarenotavailable，willyoupleaseletmeknowbye-mailasap?
hopethiswillnotcauseyoutoomuchinconvenience。thankyou。
商務(wù)英語(yǔ)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(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
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6
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。考生在規(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7
啟事是一種公告性的應(yīng)用文。機(jī)關(guān)、團(tuán)體或個(gè)人如有什么事情向他人公開(kāi)說(shuō)明某事或請(qǐng)求幫助，或?qū)θ罕娪惺裁匆�，可把要說(shuō)的意思簡(jiǎn)要地寫成啟事。啟事有多種，象尋人啟事、尋物啟事、征婚啟事、開(kāi)業(yè)啟事等等。
尋物啟事
A Jacket Lost
In the playground, May12, a Jacket, green in colour and with a zipper in the collar lost, finder please return it to the owner, Krutch. Room 203, Dormitory 9.
尋茄克衫
5月12日本人不慎在操場(chǎng)丟失一件綠色，領(lǐng)口有拉鏈的.茄克衫。拾到者請(qǐng)把茄克衫還給失主克魯奇。地點(diǎn)九號(hào)宿舍樓203房間。
訂婚啟事
NOTICE OF ENGAGEMENT
Mr. and Mrs. Holand Walshman have the honour to announce the engagement of their daughter, Miss Lucy, to Mr. Samual Russell on Saturday, August 11, 20xx.
訂婚啟事
荷蘭德·沃爾什曼先生及夫人榮幸地宣布，他們的小女露西與塞穆?tīng)枴ち_素先生于20xx年八月十一日(星期六)訂婚，茲特敬告親友。
商務(wù)英語(yǔ)作文 篇8
Dear
Everyone here at [name of firm] was saddened to learn of [name of employee] sudden illness.
We know that this came on without any warning and while the proceeds from the group policy insurance coverage will defray a substantial amount of the medical costs， you may have need for some additional financial assistance to see you through this difficult time.
Please do not hesitate to call on us if you need our assistance in this area. We consider [name of employee] to be one of our most valuable employees and a fine individual as well and would be most appreciative if you will let him know that we are all thinking of him
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