当前位置:考试网  > 试卷库  > 学历类  > 自考  > 自考专业(电子商务)  > 商务交流二  > 最近亚特兰大市的纺织品生产商A·C公司刊登广告,诚征一家在纺织业有广泛联系且可靠的公司担任其在香港地区的总代理。假如你是一家拥有雄厚实力(包括推销经验,市场信息,销售渠道等优势)的香港公司负责人,希望本公司成为A·C公司的销售代理。 (1)请你给A·C公司写一封申请销售代理的信函。 (2)现在指定由你用E-mail方式发送上述信息,在设计E-mail信息时,应注意哪些问题? (3)根据预期的收信人的反应,商务信函可以分为几种类型?你所写的这封信属于何种类型?
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最近亚特兰大市的纺织品生产商A·C公司刊登广告,诚征一家在纺织业有广泛联系且可靠的公司担任其在香港地区的总代理。假如你是一家拥有雄厚实力(包括推销经验,市场信息,销售渠道等优势)的香港公司负责人,希望本公司成为A·C公司的销售代理。

(1)请你给A·C公司写一封申请销售代理的信函。

(2)现在指定由你用E-mail方式发送上述信息,在设计E-mail信息时,应注意哪些问题?

(3)根据预期的收信人的反应,商务信函可以分为几种类型?你所写的这封信属于何种类型?

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正确答案:

(1)答:

1.信头、日期

2.存档号码

3.收信人姓名、地址

4.正文

5.签名

6.综合评价 (包括信函语气、风格恰当、语言表达清楚等 )

(2)答:

屏幕长度,行列宽度,格式,大写,主题句。

(3)答:

肯定的,中性的,否定的,说服式的;写的这封信属于说服式的信函

答案解析:

暂无解析

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How a Frenchman is reviving McDonald’s in Europe A. When Denis Hennequin took over as the European boss of McDonald’s in January 2004, the world’s biggest restaurant chain was showing signs of recovery in America and Australia, but sales in Europe were sluggish or declining. One exception was France, where Mr Hennequin had done a sterling job as head of the group’s French subsidiary to sell more Big Macs to his compatriots. His task was to replicate this success in all 41 of the European countries where anti-globalisers’ favourite enemy operates. B. So far Mr Hennequin is doing well. Last year European sales increased by 5.8% and the number of customers by 3.4%, the best annual results in nearly 15 years. Europe accounted for 36% of the group’s profits and for 28% of its sales. December was an especially good month as customers took to seasonal menu offerings in France and Britain, and to a promotion in Germany based on the game of Monopoly. C. Mr Hennequin’s recipe for revival is to be more open about his company’s operations, to be “locally relevant”, and to improve the experience of visiting his 6,400 restaurants. McDonald’s is blamed for making people fat, exploiting workers, treating animals cruelly, polluting the environment and simply for being American. Mr Hennequin says he wants to engage in a dialogue with the public to address these concerns. D. He introduced “open door” visitor days in each country which became hugely popular. In Poland alone some 50,000 visitors came to McDonald’s through the visitors’ programme last year. The Nutrition Information Initiative, launched last year, put detailed labels on McDonald’s packaging with data on calories, protein, fat, carbohydrates and salt content. The details are also printed on tray-liners. E. Mr Hennequin also wants people to know that “McJobs”, the low-paid menial jobs at McDonald’s restaurants, are much better than people think. But some of his efforts have backfired: last year he sparked a controversy with the introduction of a “McPassport” that allows McDonald’s employees to work anywhere in the European Union. Politicians accused the firm of a ploy to make cheap labour from eastern Europe more easily available to McDonald’s managers across the continent. F. To stay in touch with local needs and preferences, McDonald’s employs local bosses as much as possible. A Russian is running McDonald’s in Russia, though a Serb is in charge of Germany. The group buys mainly from local suppliers. Four-fifths of its supplies in France come from local farmers, for example. (Some of the French farmers who campaigned against the company in the late 1990s subsequently discovered that it was, in fact, buying their produce.) And it hires celebrities such as Heidi Klum, a German model, as local brand ambassadors. G. In his previous job Mr Hennequin established a “design studio” in France to spruce up his company’s drab restaurants and adapt the interior to local tastes. The studio is now masterminding improvements everywhere in Europe. He also set up a “food studio”, where cooks devise new recipes in response to local trends. H. Given France’s reputation as the most anti-American country in Europe, it seems odd that McDonald’s revival in Europe is being led by a Frenchman, using ideas cooked up in the French market. But France is in fact the company’s most profitable market after America. The market where McDonald’s is weakest in Europe is not France, but Britain. I. “Fixing Britain should be his priority,” says David Palmer, a restaurant analyst at UBS. Almost two-thirds of the 1,214 McDonald’s restaurants in Britain are company-owned, compared with 40% in Europe and 15% in America. 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