讨论一下你喜欢的商业类型英语作文范文三篇

【www.gxxing.cn--英语作文】

英语是指英语、美国和其他国家的语言。 以下是为大家整理的关于讨论一下你喜欢的商业类型英语作文的文章3篇 ,欢迎品鉴!

【篇一】讨论一下你喜欢的商业类型英语作文

  Gentlemen:

  Thisistoinformyouthatweareunabletomakedeliveryontheabovereferencedpurchaseorderonthedateindicated.

  Weshouldhaveourmerchandisereadytoshipwithin10daysoftheoriginaldeliverydateandwehopethatyoucanholdoffuntilthattime.

  Wedidwanttoinformyouofthisdelayassoonwewereadvisedinordertogiveyouasmuchtimeaspossibletomakealternatearrangements,ifnecessary.Wecanassureyou,however,thatifyourorderremainsinforcewewillexpeditedeliverytoyouassoonaswehavereceivedthemerchandise.

  Pleaseacceptourapologyforthisdelayandthankyouforyourunderstanding.

【篇二】讨论一下你喜欢的商业类型英语作文

  FacingBusinessChallengesatHolidayInnWorldwide

  SendingInvitationsAcrosstheGlobe

  Inthe1960safamilyvacationintheUnitedStatesusuallymeantloadingthekidsintothestationwagonanddrivingoffdownthehighwaytowardatouristdestination.Andwhenwearyvacationersneededtorestforthenight,theyoftenlookedforthefamiliargreensignswith;HolidayInn;writteninscriptandacolorfulstarforemphasis.AllacrosstheUnitedStates,thissignwelcomedtravelerstoHollidayInnhotelswithpromisesofquality,comfort,andvalue.

  By1968HolidayInnwassowellknownintheUnitedStatesthatitbeganopeningfranchisesinEurope.In1973thecompanyopeneditsfirstAsianhotelinJapan,andin1984itbecamethefirstU.S.-basedhoteltoopenforbusinessinChina.For25yearsHolidayInnenjoyedgreatsuccessintheEuropeanandAsianmarkets,opening600hotelsandearningareputationasupscale,professional,andwellrun.

  However,inthe1980sHolidayInn’sfortuneswerebeginningtofadeintheUnitedStates.Manyofthefranchiseswereoutdatedandsubstandard.Familyvacationerswerebeingreplacedbybusinesstravelersasthehotelindustry’sbreadandbutter,andaggressivecompetitorswithsuperiormarketingstrategiesweretargetingthisgrowingsegment.Inaddition,overbuildinghadsetoffawaveofpricediscounting.Asaresult,bothHolidayInn’sshareofthelodgingmarketanditsimagetookanosedive.

  Butinthe1990sthisiconoftheU.S.highwaywasbroughtbacktolifeafterbeingpurchasedbyBassPLC,aBritishconglomerate.BassmovedquicklytomakeHolidayInnWorldwidetheleadinghotelchain,notjustintheUnitedStatesbutaroundtheglobe.IntheUnitedStates,HolidayInnpursuedastrategythatsegmentedthemarketintodifferenttypesoftravelersandcreatedauniquetypeoflodgingforeachgroup.UndernameslikeHolidayInnExpress,HolidayInnSelect,SunspreeResorts,andCrownePlaza,thecompanyoffereddifferentaccommodationsandamenitiesatdifferentpricestosuitthediverseneedsofbusinessandleisuretravelers.Combinedwithacampaigntobringallofthefranchisesbackuptoahighstandardofquality,thestrategyquicklybegantopayoff.

  Evenso,thetopbrassatHolidayInnWorldwideknowsthatthegreatestgrowthpotentialisnotinthesaturatedU.S.marketbutintheevolvingmarketsofEurope,Asia,andLatinAmerica.Withincreasingtourismandbusinessdevelopmentintheseregions,thedemandforcomfortable,consistent,andaffordableaccommodationsisbooming.HolidayInnneedsastrategyfortappingthisvastpotential.WouldthestrategiesthatfueledHolidayInn’sturnaroundintheUnitedStatesbringsimilarresultsinternationally?Large-scaleconstructionofnewhotelswillplayamajorrole,sowhatkindsofhotelsshouldtheybe?Howcanthecompanybestmeettheneedsofawidevarietyofinternationaltravelers?ShouldHolidayInnexpandthroughfranchisesorbyopeningcompany-ownedhotels?Shouldthesametypeofpromotionbeusedfortheentireglobalmarketorshoulditbelocalizedtoeachgeographicarea?ThesearequestionsthatRaymondLewisfacesdailyasvicepresidentofmarketing.IfyouwereLewis,howwouldyouanswerthem?

  MeetingBusinessChallengesatHolidayInnWorldwide

  PartofRaymondLewis’sjobistomonitorandpredictchangesintheever-evolvingglobalmarket.Amongthetrendshehasobservedistheincreasingsimilaritybetweentheneedsanddesiresexpressedbyconsumersandbusinessesaroundtheworldincertainproductcategoriessuchaslodging.Ontheotherhand,Lewisknowsthatvariouscountriesandculturesapproachpurchasesdifferently,andthatpeopleofvariousculturesresponddifferentlytoproductpromotion.Hischallenge,then,istofigureouthowtosatisfyboththesimilarandthediverseneedsofeachnewmarket.

  Lewisalsoknowsthatalltravelers,regardlessofwheretheyarefromorwheretheyaregoing,sharemanyofthesamedesires,fears,andexpectationswhentheyaretraveling.Theymaynotspeakthesamelanguageorlivethesameliveswhileathome,butwhenthey’reontheroad,alltravelersare(1)awayfromhomeandoutoftheirpersonalcomfortzones,(2)indifferentandoftenunfamiliarsurroundings,and(3)subjecttothesamehasslesandhardships.Therefore,HolidayInnfocusesondeliveringaconsistentproductaroundtheworld.Thisway,whetherthehotelisinSouthKorea,India,BuenosAires,orIsrael,travelersknowthattheywillalwaysreceiveacomfortableroomatafairprice.

  Inaddition,thestrategyofsegmentingthemarketbytypesoftravelersthatprovedsosuccessfulintheUnitedStatesalsoworksabroad,butinadifferentway.SegmentationinthehotelindustryisarelativelynewconceptinEurope,andinAsiaitisvirtuallynonexistent.ThisislargelybecauseinmanyofthedevelopingnationsofAsia,travelhasonlyrecentlybecomeanoptionforthemajorityofpeople.Asaresult,noteverytypeofHolidayInnhotelwillbesuccessfulineverycountry.Thecompanymustknoweachmarketverywellbeforeitdecideswhichtypeofhoteltoopen.Doestheareadrawmainlytouristsorbusinesstravelers?Howlongdovisitorsusuallystay?Dopeoplefromsurroundingareastraveloften?Whattypesofaccommodationsdocompetitorsofferinthearea?Byknowingtheanswerstoquestionslikethese,HolidayInnisabletodecidewhichtypeofhotelwillbestservetheneedsoftravelerstothearea.Forexample,thecompanyopenedaSunSpreeResortinArequipa,Peru,closetoMachuPichu,apopularinternationaltouristdestination.HolidayInn’smanagementteamfeelsthatSunspreehasagreatchanceforsuccessinthislocationbecausethehotelcaterstotourists.

  Inthesameway,HolidayInnmanagementexpectsamixofbusinessandleisuretravelerstovisitSeoul,SouthKorea.Therefore,thenewHolidayInnSeoulappealstoabroadrangeoftravelersbyofferingabusinesscenter,banquetfacilities,fourrestaurants,afitnesscenter,andagiftshop.

  JustasinitsearlydaysofexpansionintheUnitedStates,HolidayInnisaccomplishingitsinternationalexpansionthroughamixofwhollyownedfacilitiesandfranchises,dependingontheavailabilityofresourcesandpotentialforprofitineachlocalmarket.AlthoughfranchisingagreementsplacelessriskonHolidayInnWorldwide,theyalsorequirethecompanytogiveupmorecontrolthanitwouldbyopeningwhollyownedfacilities.However,franchisesmustadheretostrictqualitystandardsiftheyintendtooperateunderHolidayInn’sfamousname.

  Lewisandhisteamalsorecognizethateventhoughtravelershavesimilarexpectationsforthequalityandvaluetheygetinahotel,sometimestheyliketostayinplacesthatdon’tfeellikehotelchains.Therefore,thecompanyhasopenedhotelsinEurope,Australia,andSouthAfricathathaveastyleandcharacteruniquetotheirlocations.Inthisway,HolidayInnisabletotailoritsglobalproducttolocalmarkets.

  Nonetheless,HolidayInn’spromotionstrategyisdecidedlyglobal,regardlessofwhichmarketsitenters.Lewisbasesthestrategyontwothemes:;Welcome;and;Staywithsomebodyyouknow.;Althoughtheadcopyistranslatedwhennecessary,eventhevisualformatisthesamefromcountrytocountry.Ofcourse,culturaldifferencesmustbeaccommodatedfromtimetotime.Forexample,travelersinBritainpreferredanadthatfocusedonafriendlydoorman,whereasU.S.andGermantravelerspreferredamoresentimentaladshowingabusinesswomanreceivingafaxofadrawingfromherchild.

  TheinspirationforthisglobalstrategycametoLewis,notsurprisingly,whilehewastraveling.WhenboardingaplaneatDullesAirportoutsideofWashington,D.C.,hepassedagroupofRussianteenagersgatheredaroundaguitarplayersinging;PufftheMagicDragon,;afolksongthatwaspopularintheUnitedStatesafewdecadesago.ThisconnectionbetweencultureshelpedconvinceLewisthattheworld’speoplewerealikeinmanyways,particularlyinthefieldofpleasureandbusinesstravel.

  ItremainstobeseenhowsuccessfulHolidayInn’sglobalstrategywillbeinthelongrun.Thecompanyisofftoaflyingstart.However,competitorssuchasMarriottandChoiceHotelsaremovingquicklytomakesureHolidayInndoesn’toutpacetheminthehotnewglobalmarkets.Butonethingissure,LewisandtherestofthemanagementteamarenotcontentwithHolidayInnbeingaleadinghotelchainintheUnitedStates.TheywantHolidayInntobetheleaderaroundtheworld.

【篇三】讨论一下你喜欢的商业类型英语作文

  FacingBusinessChallengesatHolidayInnWorldwide

  SendingInvitationsAcrosstheGlobe

  Inthe1960safamilyvacationintheUnitedStatesusuallymeantloadingthekidsintothestationwagonanddrivingoffdownthehighwaytowardatouristdestination.Andwhenwearyvacationersneededtorestforthenight,theyoftenlookedforthefamiliargreensignswith;HolidayInn;writteninscriptandacolorfulstarforemphasis.AllacrosstheUnitedStates,thissignwelcomedtravelerstoHollidayInnhotelswithpromisesofquality,comfort,andvalue.

  By1968HolidayInnwassowellknownintheUnitedStatesthatitbeganopeningfranchisesinEurope.In1973thecompanyopeneditsfirstAsianhotelinJapan,andin1984itbecamethefirstU.S.-basedhoteltoopenforbusinessinChina.For25yearsHolidayInnenjoyedgreatsuccessintheEuropeanandAsianmarkets,opening600hotelsandearningareputationasupscale,professional,andwellrun.

  However,inthe1980sHolidayInn’sfortuneswerebeginningtofadeintheUnitedStates.Manyofthefranchiseswereoutdatedandsubstandard.Familyvacationerswerebeingreplacedbybusinesstravelersasthehotelindustry’sbreadandbutter,andaggressivecompetitorswithsuperiormarketingstrategiesweretargetingthisgrowingsegment.Inaddition,overbuildinghadsetoffawaveofpricediscounting.Asaresult,bothHolidayInn’sshareofthelodgingmarketanditsimagetookanosedive.

  Butinthe1990sthisiconoftheU.S.highwaywasbroughtbacktolifeafterbeingpurchasedbyBassPLC,aBritishconglomerate.BassmovedquicklytomakeHolidayInnWorldwidetheleadinghotelchain,notjustintheUnitedStatesbutaroundtheglobe.IntheUnitedStates,HolidayInnpursuedastrategythatsegmentedthemarketintodifferenttypesoftravelersandcreatedauniquetypeoflodgingforeachgroup.UndernameslikeHolidayInnExpress,HolidayInnSelect,SunspreeResorts,andCrownePlaza,thecompanyoffereddifferentaccommodationsandamenitiesatdifferentpricestosuitthediverseneedsofbusinessandleisuretravelers.Combinedwithacampaigntobringallofthefranchisesbackuptoahighstandardofquality,thestrategyquicklybegantopayoff.

  Evenso,thetopbrassatHolidayInnWorldwideknowsthatthegreatestgrowthpotentialisnotinthesaturatedU.S.marketbutintheevolvingmarketsofEurope,Asia,andLatinAmerica.Withincreasingtourismandbusinessdevelopmentintheseregions,thedemandforcomfortable,consistent,andaffordableaccommodationsisbooming.HolidayInnneedsastrategyfortappingthisvastpotential.WouldthestrategiesthatfueledHolidayInn’sturnaroundintheUnitedStatesbringsimilarresultsinternationally?Large-scaleconstructionofnewhotelswillplayamajorrole,sowhatkindsofhotelsshouldtheybe?Howcanthecompanybestmeettheneedsofawidevarietyofinternationaltravelers?ShouldHolidayInnexpandthroughfranchisesorbyopeningcompany-ownedhotels?Shouldthesametypeofpromotionbeusedfortheentireglobalmarketorshoulditbelocalizedtoeachgeographicarea?ThesearequestionsthatRaymondLewisfacesdailyasvicepresidentofmarketing.IfyouwereLewis,howwouldyouanswerthem?

  MeetingBusinessChallengesatHolidayInnWorldwide

  PartofRaymondLewis’sjobistomonitorandpredictchangesintheever-evolvingglobalmarket.Amongthetrendshehasobservedistheincreasingsimilaritybetweentheneedsanddesiresexpressedbyconsumersandbusinessesaroundtheworldincertainproductcategoriessuchaslodging.Ontheotherhand,Lewisknowsthatvariouscountriesandculturesapproachpurchasesdifferently,andthatpeopleofvariousculturesresponddifferentlytoproductpromotion.Hischallenge,then,istofigureouthowtosatisfyboththesimilarandthediverseneedsofeachnewmarket.

  Lewisalsoknowsthatalltravelers,regardlessofwheretheyarefromorwheretheyaregoing,sharemanyofthesamedesires,fears,andexpectationswhentheyaretraveling.Theymaynotspeakthesamelanguageorlivethesameliveswhileathome,butwhenthey’reontheroad,alltravelersare(1)awayfromhomeandoutoftheirpersonalcomfortzones,(2)indifferentandoftenunfamiliarsurroundings,and(3)subjecttothesamehasslesandhardships.Therefore,HolidayInnfocusesondeliveringaconsistentproductaroundtheworld.Thisway,whetherthehotelisinSouthKorea,India,BuenosAires,orIsrael,travelersknowthattheywillalwaysreceiveacomfortableroomatafairprice.

  Inaddition,thestrategyofsegmentingthemarketbytypesoftravelersthatprovedsosuccessfulintheUnitedStatesalsoworksabroad,butinadifferentway.SegmentationinthehotelindustryisarelativelynewconceptinEurope,andinAsiaitisvirtuallynonexistent.ThisislargelybecauseinmanyofthedevelopingnationsofAsia,travelhasonlyrecentlybecomeanoptionforthemajorityofpeople.Asaresult,noteverytypeofHolidayInnhotelwillbesuccessfulineverycountry.Thecompanymustknoweachmarketverywellbeforeitdecideswhichtypeofhoteltoopen.Doestheareadrawmainlytouristsorbusinesstravelers?Howlongdovisitorsusuallystay?Dopeoplefromsurroundingareastraveloften?Whattypesofaccommodationsdocompetitorsofferinthearea?Byknowingtheanswerstoquestionslikethese,HolidayInnisabletodecidewhichtypeofhotelwillbestservetheneedsoftravelerstothearea.Forexample,thecompanyopenedaSunSpreeResortinArequipa,Peru,closetoMachuPichu,apopularinternationaltouristdestination.HolidayInn’smanagementteamfeelsthatSunspreehasagreatchanceforsuccessinthislocationbecausethehotelcaterstotourists.

  Inthesameway,HolidayInnmanagementexpectsamixofbusinessandleisuretravelerstovisitSeoul,SouthKorea.Therefore,thenewHolidayInnSeoulappealstoabroadrangeoftravelersbyofferingabusinesscenter,banquetfacilities,fourrestaurants,afitnesscenter,andagiftshop.

  JustasinitsearlydaysofexpansionintheUnitedStates,HolidayInnisaccomplishingitsinternationalexpansionthroughamixofwhollyownedfacilitiesandfranchises,dependingontheavailabilityofresourcesandpotentialforprofitineachlocalmarket.AlthoughfranchisingagreementsplacelessriskonHolidayInnWorldwide,theyalsorequirethecompanytogiveupmorecontrolthanitwouldbyopeningwhollyownedfacilities.However,franchisesmustadheretostrictqualitystandardsiftheyintendtooperateunderHolidayInn’sfamousname.

  Lewisandhisteamalsorecognizethateventhoughtravelershavesimilarexpectationsforthequalityandvaluetheygetinahotel,sometimestheyliketostayinplacesthatdon’tfeellikehotelchains.Therefore,thecompanyhasopenedhotelsinEurope,Australia,andSouthAfricathathaveastyleandcharacteruniquetotheirlocations.Inthisway,HolidayInnisabletotailoritsglobalproducttolocalmarkets.

  Nonetheless,HolidayInn’spromotionstrategyisdecidedlyglobal,regardlessofwhichmarketsitenters.Lewisbasesthestrategyontwothemes:;Welcome;and;Staywithsomebodyyouknow.;Althoughtheadcopyistranslatedwhennecessary,eventhevisualformatisthesamefromcountrytocountry.Ofcourse,culturaldifferencesmustbeaccommodatedfromtimetotime.Forexample,travelersinBritainpreferredanadthatfocusedonafriendlydoorman,whereasU.S.andGermantravelerspreferredamoresentimentaladshowingabusinesswomanreceivingafaxofadrawingfromherchild.

  TheinspirationforthisglobalstrategycametoLewis,notsurprisingly,whilehewastraveling.WhenboardingaplaneatDullesAirportoutsideofWashington,D.C.,hepassedagroupofRussianteenagersgatheredaroundaguitarplayersinging;PufftheMagicDragon,;afolksongthatwaspopularintheUnitedStatesafewdecadesago.ThisconnectionbetweencultureshelpedconvinceLewisthattheworld’speoplewerealikeinmanyways,particularlyinthefieldofpleasureandbusinesstravel.

  ItremainstobeseenhowsuccessfulHolidayInn’sglobalstrategywillbeinthelongrun.Thecompanyisofftoaflyingstart.However,competitorssuchasMarriottandChoiceHotelsaremovingquicklytomakesureHolidayInndoesn’toutpacetheminthehotnewglobalmarkets.Butonethingissure,LewisandtherestofthemanagementteamarenotcontentwithHolidayInnbeingaleadinghotelchainintheUnitedStates.TheywantHolidayInntobetheleaderaroundtheworld.

本文来源:https://www.gxxing.cn/zuowen/170645/

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