商務英語作文

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關于商務英語作文匯總九篇

　　在現(xiàn)實生活或工作學習中，大家一定都接觸過作文吧，根據(jù)寫作命題的特點，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？下面是小編為大家收集的商務英語作文9篇，僅供參考，希望能夠幫助到大家。

關于商務英語作文匯總九篇

商務英語作文篇1

　　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.

商務英語作文篇2

　　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."

　　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.

　　The Basics

　　The most important thing to remember is to be courteous and thoughtful to the people around you, regardless of the situation. Consider other people's feelings, stick to your convictions as diplomatically as possible. Address conflict as situation-related, rather than person-related. Apologize when you step on toes. You can't go too far wrong if you stick with the basics you learned in Kindergarten. (Not that those basics are easy to remember when you're in a hard-nosed business meeting!)

　　This sounds simplistic, but the qualities we admire most when we see them in people in leadership positions, those are the very traits we work so hard to engender in our children. If you always behave so that you would not mind your spouse, kids, or grandparents watching you, you're probably doing fine. Avoid raising your voice (surprisingly, it can be much more effective at getting attention when lower it!) using harsh or derogatory language toward anyone (present or absent), or interrupting. You may not get as much "airtime" in meetings at first, but what you do say will be much more effective because it carries the weight of credibility and respectability.

　　The following are guidelines and tips that we've found helpful for dealing with people in general, in work environments, and in social situations.

　　It's About People

　　Talk and visit with people. Don't differentiate by position or standing within the company. Secretaries and janitorial staff actually have tremendous power to help or hinder your career. Next time you need a document prepared or a conference room arranged for a presentation, watch how many people are involved with that process (you'll probably be surprised!) and make it a point to meet them and show your appreciation.

　　Make it a point to arrive ten or fifteen minutes early and visit with people that work near you. When you're visiting another site, linger over a cup of coffee and introduce yourself to people nearby. If you arrive early for a meeting, introduce yourself to the other participants. At social occasions, use the circumstances of the event itself as an icebreaker. After introducing yourself, ask how they know the host or how they like the crab dip. Talk a little about yourself- your hobbies, kids, or pets; just enough to get people to open up about theirs and get to know you as a person.

　　Keep notes on people. There are several "contact management" software applications that are designed for salespeople, but in business, nearly everyone is a salesperson in some capacity or another. They help you create a "people database" with names, addresses, phone numbers, birthdays, spouse and children's' names; whatever depth of information is appropriate for your situation.

　　It's a good idea to remember what you can about people; and to be thoughtful. Send cards or letters for birthdays or congratulations of promotions or other events, send flowers for engagements, weddings or in condolence for the death of a loved one or family member. People will remember your kindness, probably much longer than you will!

商務英語作文篇3

　　by Paula

　　The Opportunity

　　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.

商務英語作文篇4

　　收到一封信，收信人首先注意到的是信的格式。美觀整潔的書信格式會給收信人留下深刻的印象。

　　標準的.商業(yè)書信由以下三個部分組成：

　　1·信頭

　　2·信文

　　3·信尾

　　信頭

　　在信和傳真中，信頭所占頁面一般不超過三分之一。

　　1發(fā)信人地址

　　一般來說，商業(yè)書信的首頁都使用印有公司抬頭的信箋，抬頭上標明公司名稱、地址、電話和傳真號碼。傳真也一樣，信箋上印有抬頭，并采用固定的信頭格式。

　　傳真發(fā)信人的地址位于傳真紙頁首固定的信頭格式內(nèi)。

　　2發(fā)信日期

　　日期的書寫有以下兩種模式：“12 June 1998”[日-月-年]或“June 12, 1998”[月-日-年]

　　日期不能縮寫，序數(shù)詞不能使用縮寫形式，月份也不能縮寫。

　　3收信人地址

　　收信人地址包括收信的全名和職銜，以及公司的全稱和地址。禮貌性的稱呼要使用得當。

　　傳真中收信人地址一般打在信頭格式相應的空格內(nèi)。

　　5指定收信人姓名

　　在商業(yè)書信和傳真中，指定收信人姓名這一欄現(xiàn)已不常用。收信人地址的首行已經(jīng)寫明收信人姓名，因而不一定需要專門指定收信人姓名這一欄。

　　如果要使用指定收信人姓名這一欄，就要從頁面左邊空白處寫起，在收信人地址下面空兩行。

　　6稱呼

　　商業(yè)信件和傳真常用以下方式開頭：

　　·Dear Mr/Mrs/Miss/Ms Wang(表示寫信人知道收信人的姓名和性別);

　　·Dear Sir或Dear Madam(表示寫給一位有具體職銜的人，如Sales Manager,

　　Chief Accountant等，而且寫信人知道對方的性別);

　　·Dear Sir or Madam(表示寫給一位有具體職銜而寫信人又不知其性別的人);

　　·Dear Sirs (表示寫給一家公司，沒有明確的收信人)。

　　稱呼中的第一個單詞和其他所有名詞的第一個字母均須大寫。

　　7事由

　　寫明事由可以使收信人對信件或傳真的內(nèi)容一目了然。

　　信文

　　全齊頭式(full-blocked)書信，每個段落都從左邊空白處開始寫起，右邊空白處必須盡量對齊，不能把單詞斷開。

　　在齊頭式書信或傳真中，信文也是從左邊空白處開始寫起，在事由下面空一行。

　　信尾

　　傳真的信尾一般都很簡短(通常只有結尾敬辭和署名)，而書信的信尾內(nèi)容則相對較長。

　　結尾敬辭

　　一般來說，書信和傳真結尾敬辭都使用“Yours sincerely”或“Yours faithfully”。稱呼為“Dear Mr/Mrs/Miss/Ms…”時結尾用“Yours sincerely”。稱呼為“ Dear Sir/Sir or Madam/Sirs”時結尾則用“Yours faithfully”。

　　信末簽名

　　寫信人既可代表本人簽名，也可代表公司簽名。如：

　　Yours faithfully

　　For precision Airconditioning Co (Pte) Ltd

商務英語作文篇5

　　A number of employees clearly suffer from a lack of motivation as a result of dissatisfaction in one or more areas of their work. The key findings are outlined below:

　　Staff feel undervalued by the company, both on a financial and a personal level. It is generally felt that the companyˇs competitors offer higher levels of remuneration. The perception that the managers are unappreciative of staff efforts is particularly noticeable in the Sales Department.

　　Certain employees feel under-challenged. The company is clearly not exploiting its human resources.

　　There appears to be a breakdown of communication in the Production Department. The confusion and resultant ill-feeling towards managers has the potential to disrupt the production cycles.

　　Recommendations

　　We strongly recommend the following measures:

　　An evaluation of job profiles throughout the company to assess whether skills could be utilised more efficiently

　　A review of the current salary structure involving the comparison with similar organisations

　　It is also essential to investigate and take action regarding the communication in the Production and Sales Department.

商務英語作文篇6

　　1． At a slower rate…

　　2． It reflects the great differences that exist between…

　　3． These figures were overwhelmingly greater than the corresponding figure of…

　　4． It can be seen from the chart that significantly…~er…than…

　　5． In all locations, A out numbered B…

　　6． These two pie charts show the differences between two groups of…

　　7． The first point to note is the huge increase (in the number of)…

　　8． A is more than ***times(bigger) than B

　　9． The biggest loss was to A,which decreased from***to ***of the whole.

　　10． The biggest gains(in graduate numbers) were made by A which,as a group,have increased by over **%

商務英語作文篇7

　　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8

　　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)票項下貨物之款項80000美元定于本月底結付。非常不幸，上星期我方倉庫發(fā)生火災，毀壞了一部分貴重貨物。我們現(xiàn)在正向保險公司提出索賠，但在三四個星期之內(nèi)，不可能會給予賠償。在此之前，我方財務形勢嚴峻，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帳。這次我們被迫向貴方提出這個要求，實在抱歉。我們希望貴方能同意這個要求。若是如此，我們將永遠記住貴方給予的幫助。

商務英語作文篇9

　　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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