商务英语作文

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有关商务英语作文4篇

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有关商务英语作文4篇

商务英语作文篇1

　　收到一封信，收信人首先注意到的是信的格式。美观整洁的书信格式会给收信人留下深刻的印象。

　　标准的商业书信由以下三个部分组成：

　　1·信头

　　2·信文

　　3·信尾

　　信头

　　在信和传真中，信头所占页面一般不超过三分之一。

　　1发信人地址

　　一般来说，商业书信的首页都使用印有公司抬头的信笺，抬头上标明公司名称、地址、电话和传真号码。传真也一样，信笺上印有抬头，并采用固定的信头格式。

　　传真发信人的地址位于传真纸页首固定的信头格式内。

　　2发信日期

　　日期的书写有以下两种模式：“12 June 1998”[日-月-年]或“June 12, 1998”[月-日-年]

　　日期不能缩写，序数词不能使用缩写形式，月份也不能缩写。

　　3收信人地址

　　收信人地址包括收信的全名和职衔，以及公司的全称和地址。礼貌性的称呼要使用得当。

　　传真中收信人地址一般打在信头格式相应的空格内。

　　5指定收信人姓名

　　在商业书信和传真中，指定收信人姓名这一栏现已不常用。收信人地址的首行已经写明收信人姓名，因而不一定需要专门指定收信人姓名这一栏。

　　如果要使用指定收信人姓名这一栏，就要从页面左边空白处写起，在收信人地址下面空两行。

　　6称呼

　　商业信件和传真常用以下方式开头：

　　·Dear Mr/Mrs/Miss/Ms Wang(表示写信人知道收信人的姓名和性别);

　　·Dear Sir或Dear Madam(表示写给一位有具体职衔的人，如Sales Manager,

　　Chief Accountant等，而且写信人知道对方的性别);

　　·Dear Sir or Madam(表示写给一位有具体职衔而写信人又不知其性别的人);

　　·Dear Sirs (表示写给一家公司，没有明确的'收信人)。

　　称呼中的第一个单词和其他所有名词的第一个字母均须大写。

　　7事由

　　写明事由可以使收信人对信件或传真的内容一目了然。

　　信文

　　全齐头式(full-blocked)书信，每个段落都从左边空白处开始写起，右边空白处必须尽量对齐，不能把单词断开。

　　在齐头式书信或传真中，信文也是从左边空白处开始写起，在事由下面空一行。

　　信尾

　　传真的信尾一般都很简短(通常只有结尾敬辞和署名)，而书信的信尾内容则相对较长。

　　结尾敬辞

　　一般来说，书信和传真结尾敬辞都使用“Yours sincerely”或“Yours faithfully”。称呼为“Dear Mr/Mrs/Miss/Ms…”时结尾用“Yours sincerely”。称呼为“ Dear Sir/Sir or Madam/Sirs”时结尾则用“Yours faithfully”。

　　信末签名

　　写信人既可代表本人签名，也可代表公司签名。如：

　　Yours faithfully

　　For precision Airconditioning Co (Pte) Ltd

商务英语作文篇2

　　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 .in 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.

　　从11月2日的来函得悉阁下对贵饭店的整修感到满意，此消息对本公司实是一鼓励。设计行业重视声誉，客人在选择设计公司时必然会有所比较。如蒙允许，本公司欲请贵饭店作推荐人，证明有关整修的质素。未知可否让其他客户来电垂询? 此外，如获允准间或联同客户前来参观贵饭店整修，定必有莫大帮助。当然，本公司会预订房间，至少留宿一晚。

商务英语作文篇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.

商务英语作文篇4

　　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.

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