精選商務(wù)英語(yǔ)作文合集5篇
在平平淡淡的學(xué)習(xí)、工作、生活中，大家都跟作文打過(guò)交道吧，作文是人們以書(shū)面形式表情達(dá)意的言語(yǔ)活動(dòng)。那么你知道一篇好的作文該怎么寫(xiě)嗎？以下是小編為大家收集的商務(wù)英語(yǔ)作文5篇，歡迎大家借鑒與參考，希望對(duì)大家有所幫助。
商務(wù)英語(yǔ)作文 篇1
Dear
Thank you for your comments.
A copy of your letter has been forwarded to the author for his response. I am sure you will be hearing from him in the near future. I am pleased that you found our article informative and hope that you will continue to read our publication. Should you have any comments or questions in the future,please do not hesitate to write to this office.
We value our readership and are proud to have you as a member of our family of subscribers.
商務(wù)英語(yǔ)作文 篇2
你是一家國(guó)際大公司的人力資源部經(jīng)理。你剛剛?cè)蚊ダ饰魉箍ㄅ繛楣究偛康匿N售經(jīng)理。
給總部的全體員工寫(xiě)一個(gè)字?jǐn)?shù)為40-50的備忘錄：
�。�1）宣布對(duì)弗朗西斯卡女士的任命。
�。�2）說(shuō)明她開(kāi)始工作的具體時(shí)間。
�。�3）要求總部員工準(zhǔn)備歡迎她。
老師建議：
首先，我們要了解一篇memo的.基本格式：
MEMORANDUM
From: Olive HR Manager To: All staff
Date: 12 June, 20xx Subject: Appointment of Francisco
Here we announce the appointment of Mrs. Francisco as our new Sales Manager of the Headquarter. She will be starting her job next Monday morning. There will be a small welcome party by 9:00 that day so everyone please be on time.
其次，寫(xiě)一篇作文，我們說(shuō)任何形式的BEC作文，都要考慮如下因素：
Who is going to read my memo?
What has the reader already known about this?
What does the reader need to know?
How is the reader going to respond my memo?
第三，memo盡量使用短句，這樣表達(dá)清晰，結(jié)構(gòu)緊湊。
第四，字?jǐn)?shù)超，memo使用詞匯要簡(jiǎn)短干練，確保大家都看得懂。
第五，寫(xiě)memo前要考慮清楚字句的組織，用精練的語(yǔ)言，有頭有尾地把memo完成。
商務(wù)英語(yǔ)作文 篇3
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(ài)的先生：
貴方7月20日所供第1223號(hào)發(fā)票項(xiàng)下貨物之款項(xiàng)80000美元定于本月底結(jié)付。非常不幸，上星期我方倉(cāng)庫(kù)發(fā)生火災(zāi)，毀壞了一部分貴重貨物。我們現(xiàn)在正向保險(xiǎn)公司提出索賠，但在三四個(gè)星期之內(nèi)，不可能會(huì)給予賠償。在此之前，我方財(cái)務(wù)形勢(shì)嚴(yán)峻，故此我們寫(xiě)信請(qǐng)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(jié)帳。這次我們被迫向貴方提出這個(gè)要求，實(shí)在抱歉。我們希望貴方能同意這個(gè)要求。若是如此，我們將永遠(yuǎn)記住貴方給予的幫助。
商務(wù)英語(yǔ)作文 篇4
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5
Gentlemen：
This is to inform you that we are unable to make delivery on the above referenced purchase order on the date indicated.
We should have our merchandise ready to ship within 10 days of the original delivery date and we hope that you can hold off until that time.
We did want to inform you of this delay as soon we were advised in order to give you as much time as possible to make alternate arrangements， if necessary. We can assure you， however， that if your order remains in force we will expedite delivery to you as soon as we have received the merchandise.
Please accept our apology for this delay and thank you for your understanding.
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