在生活、工作和學習中，許多人都寫過作文吧，寫作文是培養人們的觀察力、聯想力、想象力、思考力和記憶力的重要手段。作文的注意事項有許多，你確定會寫嗎？以下是小編幫大家整理的商務英語作文7篇，歡迎大家借鑑與參考，希望對大家有所幫助。
商務英語作文 篇1
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
商務英語作文 篇2
by Paula
The Opportunity
Business etiquette is made up of significantly more important things than knowing which fork to use at lunch with a client. Unfortunately, in the perception of others, the devil is in the details. People may feel that if you can't be trusted not to embarrass yourself in business and social situations, you may lack the self-control necessary to be good at what you do. Etiquette is about presenting yourself with the kind of polish that shows you can be taken seriously. Etiquette is also about being comfortable around people (and making them comfortable around you!)
People are a key factor in your own and your business' success. Many potentially worthwhile and profitable alliances have been lost because of an unintentional breach of manners.
Dan McLeod, president of Positive Management Leadership Programs, a union avoidance company, says, "Show me a boss who treats his or her employees abrasively, and I'll show you an environment ripe for labor problems and obviously poor customers relations. Disrespectful and discourteous treatment of employees is passed along from the top."
商務英語作文 篇3
正式介紹信是寫信人因公務把自己的同事或業務關係介紹給某單位或某個人。這種介紹信言和格式比較規範、嚴謹，內容一般包括以下幾個方面：
（1）簡單地介紹一下被介紹人的身份和情況。
（2）說明事由，並要求對方對被介紹人提供某種幫助。
（3）對對方的幫助預先表示感謝。
（4）如果是熟悉的業務往來或老的工作關係，也可以附帶詢問一下工作上的近況和向對方致以問候。
（5）介紹信一般篇幅不長，前三個方面的內容常常可以放在一個段落裏。
1。實用範例 （1）
subject:introduction
dearmr。/ms。，
thisistointroducemr。frankjones，ournewmarketingspecialistwhowillbeinlondonfromapril5tomidaprilonbusiness。
weshallappreciateanyhelpyoucangivemr。jonesandwillalwaysbehappytoreciprocate。
yoursfaithfully，
yangning
尊敬的先生/小姐，
現向您推薦我們的市場專家弗蘭克·瓊斯先生。他將因公務在四月15日到四月中旬期間停留倫敦。
我們將非常感謝您向瓊斯先生提供的任何幫助，並非常高興施以回報。
商務英語作文 篇4
文體介紹
人員出訪，常常需要事先與要見面的人或公司進行預約。這類預約e-mail較易寫，只要做到清楚、簡潔、禮貌就行。它一般包括下列內容：
（1）請求約會並說明原因。
（2）建議確切的約會時間和地點等。如果你的時間比較充裕，預約時可給出你可接受的時間由對方決定。
（3）請對方答覆並進行確認。
回覆這類電子郵件可分爲接受和拒絕兩種。接受的內容一般有：表明來信收悉；表示接受；重述具體時間、地點等；表達希望會晤或感謝的心情。拒絕的內容一般包括：表明來信收悉；說明拒絕的原因；致歉。
當要變更預約時，應說明變更的原因，同時致歉。
實用範例
（1）
subject:requestforanappointment
dearmr。smith
iamscheduledtovisittheu。s。onbusinessattheendofthismonth，andwishtocallonyouatyourofficeonthatoccasion。
iwillbearrivinginwashingtononoraroundaugust20andstayingthereforaboutaweek。itwouldbeverymuchappreciatedifyouwouldkindlyarrangetomeetwithmeeitheronaugust22or23，whicheverisconvenientforyou。ifneitherisconvenient，couldyoupleasesuggestanalternativedatebyreturne-mail。
thankyouinadvanceforyourkindcooperation。iamlookingforwardtomeetingyouinwashingtonsoon!
sincerelyyours，
lilei
guangzhoutradingcompany
主題：請求約見
親愛的'史密斯先生：
我預定這個月底出差赴美，希望屆時能到貴公司訪問你。
我預計在8月20日或其前後抵達華盛頓，大約停留1周。若方便的話，望你能擠出時間在8月22或23日與我見面，我將十分感謝。假如這兩天都不行，請以電子郵件回覆並告知其他日期。
先在此謝謝你的大力協助，期待不久在華盛頓與你見面！
你真誠的
李蕾
廣州貿易公司
（2）
subject:urgent-needtochangeappointment
dearmr。zhang，
withregardtoourappointmenttovisityourchina’sfactoryonaugust2，iregretthatimustaskyoutochangethedatetoaugust3duetoanunexpectedmatterthatrequiresmypersonalattention。
i’mawfullysorryforthislast-minuterequest，butihopeyouwillbeabletomeetwithmeonaugust3ataround10:00am。ifyouarenotavailable，willyoupleaseletmeknowbye-mailasap?
hopethiswillnotcauseyoutoomuchinconvenience。thankyou。
商務英語作文 篇5
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.
商務英語作文 篇6
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.
商務英語作文 篇7
跟商業行業或者是商業現象的發展經濟等等有關係，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行圖表描述，最後要進行描述，但是二三段的論述和結論其實都一樣，那麼在這裏來看幾個例子。
第一個是我們說的食品安全問題。那如果是出到這種類似於社會比較負面的作文的話，主要的寫作方式就要對這種現象進行分析，對它的原因進行解釋，對它的根源進行探索，爲什麼食品安全頻發?我們給觀衆稍微列了幾個提綱，比如說食品安全問題頻發第一個原因，是因爲這些食品的生產商他們缺乏責任意識，所以在生產的時候不顧忌消費者的食品安全。或者是這些生產商，他們可能更加關心的是經濟利潤又或者是他們忽略了消費者的健康甚至是生命。那麼還可以說是相關部門對於這種食品安全生產流程缺乏嚴格的監管，那我們可以從以上四條原因去進行拓展，最終把這篇文章給寫出來，在結尾的時候我們可以寫一些建議和措施，比如說這種問題我們應該引發關注予以解決。
還有幾個話題我們來看一下。
第二個叫做山寨產品，其實也跟產品的質量低下問題有關係，那麼它可以是圖表作文以用來畫，或者提綱作文是可以的，那山寨產品的名字叫