在日常生活或是工作學習中，大家都不可避免地會接觸到作文吧，根據寫作命題的特點，作文可以分爲命題作文和非命題作文。爲了讓您在寫作文時更加簡單方便，下面是小編幫大家整理的商務英語作文5篇，希望對大家有所幫助。
商務英語作文 篇1
International business is inseparable from the telephone, a convenient means of communication. Can your voice be courteous when your voice travels around the world through the microphone?
The charm of intonation, answering the phone in a clear and pleasant tone, shows the professional demeanor and amiable character of the speaker. Although your partner can't see your face, your joy or irritation will come through your voice. When you call, your tone should be smooth, soft and serene. Then, if you can talk to each other with a smile, it will make your voice more friendly and enthusiastic. Never chew gum or eat while you're on the phone.
The appropriate answer calls should be answered immediately after the second bell sound, should take the initiative to identify the company or department name and his name after politely greeting each other, do not pick up the phone and asked: “ Hello, who are you looking for? ” also, to call people need to leave a message should be clear to report the name, unit number, and a message in simple language. The end of the telephone conversation, usually made by the calling party, then politely said goodbye to each other. No matter what the reason for the telephone call, the party shall be responsible for the redial.
Telephone calls are most common in commercial complaints and cannot be answered in a timely manner. In order not to lose every opportunity to clinch a deal, some companies even make telephone calls to be within an hour of the provisions of the reply. Generally within 24 hours of the phone message to reply, if you call back, just in case the other party is not in, but also to leave a message, indicating that you have called back. If you really can not personally call back, you should entrust others agency.
Pay attention to the time difference. Make sure you know the time difference and the hours of work before you make a call. Don't make a phone call on the day off so as not to interfere with the rest of the day. Try not to call home even if the customer has told you the phone number at home.
The proper use of the phone in America you can sell the goods to a person be strangers to each other by telephone, while in Europe, Latin American and Asian countries, telemarketing or on the phone for a long time to talk business on the unacceptable. The best way to develop good business relationships is to negotiate face to face with customers, while the telephone is mainly used to arrange interviews. Of course, once the two sides have met, it is much easier to communicate with each other by telephone.
商務英語作文 篇2
這部分寫作題型對大多數中國考生來說比較新穎，但是，無論求學還是工作，這是更接近實際的商務寫作形式。圖表描述試題要求考生在25-30分鐘內完成120個單詞量左右的寫作。圖表描述從考題內容上來看，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，會感到無所適從，不知如何着手答題。
在BEC考試中，試題都爲了考査和測試考生的識讀、理解視覺信息的能力。BEC Higher Writing Test第一部分試題旨在測試考生是否具有把視覺信息轉化爲書面文字表達的能力。考生在規定的.時間內做好這種試題，除了必要的語言表達能力外，還必須掌握把圖表轉換成文字表述的技巧和要領。
做好這部分考題，首先要理解題目的背景語言資料和視覺資料。 背景語言資料往往非常簡單，通常是配合視覺資料而給出的必要的簡要文字說明。嚴格來說，這種文字說明應該是視覺信息的一部分，因爲一個圖表或圖示沒有文字說明，就會毫無意義。因此，把握好題目的視覺信息是做好這部分考題的關鍵。對一個視覺信息，從不同的角度可進行多種分析，得出多種相關結論，限於答題宇數的要求，通常寫作題目中會明確指定一到兩個分析方向，但也只是提供了分析的方向，沒有具體的分析細節，更沒有分析結論。
對多數中國考生來說，由於習慣於宏觀分析，由於漢語語彙豐富，由於許多詞彙釋義籠統容易產生歧義，由於大都習慣於先用漢語表述再把漢語轉譯成英語，而很少運用直觀的視覺手段去表達思想， 因而讀圖對中國考生來說是比較陌生的難題，更不用說根據圖表進行分析，直接用英語表述並得出結論。本單元就視覺信息可能出現的種類以及相應的分析和結論做出舉例和解說，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，用英語進行表述並得出結論。
商務英語作文 篇3
Thank you for your letter of 2 November. We are delighted to hear that you are to pleased with the refurbishment of your hotel. As your know our line of work, we depend on good ,reports about our projects to win further business. Our clients always shop around and look for references before committing themselves. With your permission, we would like to use your hotel as a reference when we discuss similar refurbishments in the hotel industry . Would you agree to our suggesting that future clients should call you? It would also be most helpful if we could occasionally bring a client to look at your hotel . We would , of course , stay overnight at least.I’ll call you next week to hear your reaction. Thanks again for you kind words.
從11月2日的來函得悉閣下對貴飯店的整修感到滿意，此消息對本公司實是一鼓勵。 設計行業重視聲譽，客人在選擇設計公司時必然會有所比較。如蒙允許，本公司欲請貴飯店作推薦人，證明有關整修的質素。未知可否讓其他客戶來電垂詢? 此外，如獲允准間或聯同客戶前來參觀貴飯店整修，定必有莫大幫助。當然，本公司會預訂房間，至少留宿一晚。
商務英語作文 篇4
Dear Sirs:
Thank you for your letter of 25th September.
As one of the largest dealers of garments, we are interested in ladies? dresses of all descriptions. We would be grateful if you would give us quotations per dozen of C.I.F. Vancouver for those items as listed on the separate sheet. In the meantime, we would like you to send us samples of the various materials of which the dresses are made.
We are given to understand that you are a state-owned enterprise and we have confidence in the quality of Chinese products. If your prices are moderate, we believe there is a promising market for the above-mentioned articles in our area.
We look forward to hearing from you soon.
Yours faithfully,
Canadian Garment .
釋文
先生:
謝謝你們九月二十五日的來信。
我們是服裝大貿易商，我們想購買各種規格的連衣裙。若能按附頁所示品種報每打C.I.F.溫哥華價，我們當不勝感激。同時請將各種連衣裙的布樣寄給我們。
我們得知你們是一家國營企業，我們對中國產品的質量很有信心。如你方價格適中，我們相信上述商品在我們地區會有很好的市場。
盼早復。
加拿大服裝有限公司
商務英語作文 篇5
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.