Business_Casual_Examples
Unit 2 Business etiquette
Reading
Warm up
What examples of bad manners at work can you think of ? Work in small groups and make a list.
1 Arriving late for a meeting 2 Using bad language 3 _______________________________ 4 _______________________________ 5 _______________________________ 6 _______________________________ 7 _______________________________
F 4 Organisations are still unaware of the harm of bad manners at work.
F 5 Avoiding bad manners is too simple to contribute to better working environment and your relationship with others.
Across 2 pay no attention to sth./ sb. ignore 6 make sb. Stop giving their attention to sth. distract
Down 1 polite behaviour and respect for other people courtesy 3 the formal rules for polite behaviour in society or in a
T 4 The workers surveyed think all of their co-workers have some what breached workplace etiquette.
CASUALLABOR
CASUAL LABOR
Casual labor is a common term used in the employer community to describe workers performing a variety of services, usually on a temporary or part-time basis. Often these workers are hired for just an hour, a day, or a week. Workers hired for an hour, a day, a week, or for part-time services are typically common law employees. There is no provision in the law that excludes a worker from employment solely because he or she works less than full-time. The following types of workers have been referred to as causal laborers:
Business+Report
Business Report商务报告Topics☐Classification☐Basic elements and structure☐Procedures of writing☐Writing styleClassification☐Informational & Analytical (信息报告&分析报告)☐Informal & formalInformational (descriptive)☐Intended only to provide information, data, background or document about a company’s products, services, operations,projects or problems.☐With no attempt to analyze or explain such information, or make recommendations for taking further actions.☐Writer --- observer (no judgment/opinion)Analytical☐Provide information, but, in addition, they analyze and interpret a problem or situation so as to draw a conclusion or perhaps todeliver a recommendation for solving the problem.☐Writer --- more activeFormal☐Free from contractions, causal phrasal verbs or incomplete sentences.☐Formal tone --- precise figure, passive voice, technical or complex vocabulary and long complex sentence.For example☐It has been noted with concern that the stock of book in the department has been declining. Clerks are asked to remindthemselves of the rules for the borrowing and return of books, and to bear in mind the needs of other people.☐Large stocks of foodstuffs for Christmas are expected to arrive nextweek.Informal (memorandum备忘录)☐Relatively simple structures☐Contractions, colloquialisms☐Informal tone --- active voice, abbreviations, phrasal verbs, first person pronouns, approximate figures, and short sentences.For example☐The number of books in the department has been going down. I’ll make sure that everyone knows the rules for borrowing and the library is for everyone’s need.☐I think Christmas food will arrive next week.Memo☐interoffice letters (办公室信函)☐To remind or inform one’s colleagues of certain company affairs such as decisions of the leadership, or changes in the personnel, or what the receiver should do and so on.FormatBasic elements and structureFormal business reports involves☐Analyzing the problem☐Researching the data☐Organizing it into a logical presentation☐Recommendation to decision-makersBasic elements and structurePreliminary part(准备部分)Report proper(报告正文)Supplementary part(附加部分)Preliminary part☐Enhancing comprehension, readability, and convenience.1. Title page☐Title of the report☐Name of the person or organization for whom the report is prepared☐Name of the writer and his position☐Date of submissionTitle page (example)2. Letter of authorization (授权书)☐--A copy of the document that authorize it.☐A reminder that you prepared and presented the report according to specific instruction.☐-- Adds importance to the work.☐-- Demonstrate formal style.Example3. Letter of transmittal 附函☐Introduces a formal report☐--- a letter to the person submitted to. It usually carries brief information on how the report has been worked out and some personal viewpoints about certain subjects.☐In another word, a letter of transmittal is not a part of the report but it is about the report.☐Announces the topic of the report and tells who authorize it.☐Briefly describe the project☐Highlights the reporter’s findings, conclusions, andrecommendations.☐Close with appreciation for the assignment, instruction for the reader’s follow-up actions, or acknowledgment of help fromothers.Dear Mr. Smith,The report is presented with out team’s three-month surveyon the feasibility of the promotion of a new brand. I hope it may be of some help for our marketing plan-setting.I personally think the promotion is likely to be a sound oneand worth trying. I also hope some budget could be put on it next year.Looking forward to your further advice and instruction.yours truly,Susan Jones4. Executive summary/abstract☐Condensed summary (background, main findings, conclusions, and recommendations)☐Intended for those who just want to scan the report, and for those who must refer back to it.Example5. Table of contentsReport proper1. Introduction☐Background: events leading to the problem☐Problem or purpose☐Significance (establish importance)☐Scope (what will be included)☐Organization (an outline that states the structure)Useful expressions for introduction writing☐This report presents…☐The report is based on the facts we collected…☐The report carries the information on …☐In this report I will explain…2. FindingsUseful expressions☐Although the current statistics show that…☐Having made a close of the survey, I found…☐Our research reveals…☐We attribute the facts to the following factors…☐The figures show…☐It could be counted in this way…3. ConclusionExample4. Recommendation☐If the report is expected to provide reference or suggestion for strategy making, the writer should put forward his own point of view if he has some.ExampleSome useful expressions:☐So I’d like to put forward my opinion on the matter…☐My opinion for your references is …☐In my opinion,…☐I strongly hope…Supplementary parts☐Appendix 附录(diagrams, laboratory reports, complex formulae, maps)☐Bibliography 参考资料Procedures of writing☐Determine and defining the topic☐Collecting data☐Presenting findings and analyzing the report problem☐Presenting a conclusion☐Making recommendations and anticipating effects1. Determine and defining the topic☐Determine topic with the help of authorization given to you.☐Write a problem statement (presented by use of infinitives, questions, nominal clause, and a declarative sentence) Statement of logistic problem☐To determine the causes of inefficient logistic service.☐What are the causes of inefficient logistic service?☐logistic problem is becoming more and more inefficient, and management wants to know the causes…☐The purpose/objective of this report is toinvestigate/evaluate/study/analyze/recommend/ give feedback /estimate/ assess2. Collecting data☐Original data (observation, experimentation, surveys, interviews)☐Second-hand data (library references, data stored in computers)☐Obtain information through conversations with people, attending meeting.3. Presenting findings and analyzing the report problem☐Your findings should be written clearly and briefly, and be organized into logically connected paragraphs.☐Expressions to present findings:It was found that..It was felt that…It was generally the case that…There were several…Most people thought…Outlining☐Number-letter system & Decimal system (数字-字母式和小数点式) Outlining☐Topic outline & Sentence outlineHeadings for topic outline: (nouns, noun phrases, gerund phrases, infinitive phrases)Headings for topic outline: (complete sentences)--- avoid a mixed one--- headings must be parallelAn outlineWays of organizing ideas☐Chronological sequence☐Routine procedure (常规步骤)☐Categorical sequence (分类表述)☐Comparison and contrast (subject-by-subject pattern & point-by-point pattern)4. Presenting a conclusion☐Occasionally contain a costing presentation 成本核算(be made as simply as possible)5. Making recommendations and anticipating effects☐Put forward recommendations☐Make predictionsCertainly/surely mustExtremely likely willProbably wouldPossibly should/ought toMaybe cancouldmaymight Expressions of making predictions☐It is (quite) likely that…☐It is debatable whether…☐It is open to question whether…☐It is almost sure that…Writing style☐Be objective and impartial☐Be consistent in tense☐Concise and exact☐Write in an interesting and vivid styleObjective & impartial☐ExampleObjective & impartial☐Better writingConcise and exact☐Poor writingConcise and exact☐Better writingConcise and exact☐Avoid oversimplify, or vague, general, abstract expressions Interesting and vivid styleExercise1. Give formal expression to the following phrases.Find outBlow upCome across/run intoMake upGo in(to)Put up withLook intoGive in2. Match the following sections of a report with the information about them.1. Title page2. abstract orexecutive summary3. Table of contents4. introduction5. body of report6. conclusion7.recommendation8. Appendix9. bibliography3. Certain problems exist on campus. Choose one of the following problem to write a report.☐Campus security Culture atmosphere on campus☐Class attendance☐Curriculum design☐faculty-student relation☐Campus beatification☐Student administration。
Business Case Analysis
Business Case AnalysisWhat is a Business Case?A business case is a tool used to manage business process improvement activities from inception through implementation. A business case is a document that identifies functional alternatives and presents economical and technical arguments for carrying out alternatives over the life-cycle to achieve stated business objectives or imperatives. Each business case will look different depending on its application. However, essential ingredients remain constant. Essential ingredients include functional process descriptions, technical architecture descriptions, cost projections, action plans, measuresof performance, and risk assessment for each alternative under consideration. Its focus is on process improvement and reengineering, not on technology insertion. Technology's role is to enable or support meaningful process change. To be effective as a management tool, a business case must never begin with any predetermined notions of the outcome or predetermined technological solution. It must be completely and totally unbiased in its conduct and presentation.Do We Need A Business Case?Yes. In most cases, projects are implemented to improve the efficiency of an existing business process, possibly in conjunction with a business process re-engineering effort. Both the costs and benefits are considered when making the financial analysis. Business cases should support the organizations' strategic goals and objectives.This guide's purpose is to bring consistency and understanding to business case development efforts within the SWRO. It highlights the process steps required to produce a simple, straightforward and easy to understand Business Case Model/Analysis (BCA). Its objective is to promote the useand consistent application of business cases as the tool for the evaluationand management of change within the SWRO Garrison Directorates to support the HQ-IMA PIR initiative.What is a PIR?A meeting of leaders, managers, and supervisors within an organization that addresses relevant cost and other performance data that focuses on a process, their relevant cost and performance with the goal of improving a process and driving down cost.Initiatives ConsideredDevelop high-level plans that describe new or different approaches to doing business according to performance targets and business objectives. It islikely that several improvement ideas and plans will be identified. However, not all of them can, or should, be put into place. Find possible ways to do each approach and then parse these into achievable packages of work and results. Project-level groupings of work that produce distinct deliverables are named initiatives. Initiatives can vary in scope and size. There must be a narration of each initiative included in the business case. Describe how strategies will be put into place in terms of specific actions, timeliness, and resources. Evaluate initiatives against demonstrated implementation experience or other's best practices. Identify and assess each candidate initiative's risks and define different paths to abate such risk. Match each candidate initiative to common barriers or characteristics.Barriers to successful implementation refer to those situations that tend to be outside the span of control of those making change, or that have prevented desired outcomes of previous attempts to adopt new ideas or technologies. Similar implementation efforts must find ways to overcome or bypass these barriers to achieve closure. For most individuals, change is difficult. Therefore, resistance may be encountered when gathering accurate information from individuals within the organization. These barriers are overcome with proper communication. Explain why certain questions that are being asked can promote a more open environment for dialog. Sometimes there is nothing to do except document within the business case, any issues relating to the people barrier.Each initiative must reflect progression (including phased achievement) toward affected performance targets. Convert performance targets into provisional performance objectives. These objectives can frame stepped-investment justification and selection decisions, and drive downstream development of the TO-BE process.Providing clearly defined initiatives give the decision-maker an understanding of what the business case is about, because in the end, the business case is about initiatives.How Do I Begin?Establish a dialog among all of the parties involved. Those designated to prepare the business case must know what is important to the decision-maker. They must also understand the initiatives and alternatives to be included in the business case and gain an understanding of how the business case will be used to come to a decision.The decision-maker should identify the critical elements of the decision process for those who will develop the model. Preferences for presentation of alternative comparisons should be discussed, agreed upon, and documented. Specialist and/or training, if any, required to support the process should beidentified and scheduled. Activity modeling, financial analysis and Activity Base Costing (ABC) are areas that are most likely to drive the need for training and or support from specialists. Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The figure at right provides the general information that should be included for each alternative.What Should My BCA Include?Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The following table provides the general information that should be included for each alternative.Who Should Prepare a Business Case and What Should They Know?The most important requirement is to be thoroughly versed in the organization's processes and activities, and corresponding goals and objectives as they relate to the business case. Know what is important to the decision-maker. Activity modeling and financial analysis skills are also required or alternatively, specialists may be used to assist in these areas. Use of specialists, when available, is highly recommended. They can significantly reduce the time required to prepare a business case.What Should the Decision-Maker Know?The decision-maker must have an understanding of how to use the business case and how it will apply to the expected change. The decision-maker does not need to understand the detailed analysis techniques; however, he or she should have a basic knowledge in financial areas such as return on investment and discounted cash flow. Matter-of-course knowledge of business process reengineering topics, such as activity modeling, aids in using the model to make good decisions.Business Case OutlineThe table displayed provides the recommended outline that all business cases should follow. Each outline element is briefly discussed to provide an understanding of needed content.2.0 Business Case Analysis2.1 Goals and ObjectivesAll business cases should support strategic goals and objectives. Business cases should support implementation of the TO-BE State identified within the Service or Agency vision, mission, goals, and objectives. Explain why the business case is being prepared. Identify sponsoring and funding organizations. This explanation of why the business case was done can reinforce the idea of aiding in the transition to a performance-based organization. The starting point for identifying the business case subject is usually a proposed or planned action, but the business case's subject ultimately is defined in terms of objectives.2.2 Functional Performance and MetricsPerformance measurement is the assessment of effectiveness and efficiency of activities, operations, and processes in support of achievement of an organization's missions, goals, and quantitative objectives through application of outcome-based, measurable, and quantifiable criteria, compared against an established baseline.There are four classes of performance measures used in both functional and economic analysis:1. An outcome measure assesses actual results, effects, or impacts of a program activity compared to its intended purpose.2. An output measure describes goods or services produced and the actual level of activity recorded or effort that was realized.3. An efficiency measure is a ratio of outputs to inputs.4. An effectiveness measure should identify critical characteristics of the output that meet customer requirements.Discuss what organizational performance measures are being used and how they are influenced by the initiatives.A performance indicator is a factor used to assess speed or responsiveness, quality, or cost of a process, input, output, or outcome. In effect, it is the unit of measure for a performance measure. Indicator definitions can be used to compare projected outcomes of each alternative, as well as how the indicator will be maintained for continued feedback into the success or failure of the selected alternative once implemented. A brief discussion on the costs and benefits of collecting this monitoring information should be included, especially if a method of collection must be set up to facilitate the new metric.2.3 Baseline/Alternatives ConsideredThe objective of functional process improvement is to achieve the objectives. Because each initiative considers only one or a few areas for improvement, analyze combinations of initiatives to address each goal. It is unreasonable to study all combinations, because there will be too many. A more practical method is to combine logical packages of initiatives that work well together or portfolios of a set of initiatives with common objectives or goals to form alternatives. As a rule, initiatives sharing common critical performance measures or objectives make the best business case for being put in one portfolio versus another. However, each set of related initiatives must put into place changes that handle the same predicted level of process workload within the planning horizon. Another point to consider is the decision-maker's focus on the business case and the corresponding emphasis to place on each element of analysis across all alternatives. Look at tuning the business case's emphasis in the same way the settings are adjusted on a sound system's graphic equalizer.The reference for measurement is the status quo, or the baseline. Baseline cost and performance provide threshold values for the cost and performance of alternatives. AS-IS costs and performance measurements revised to reflect any approved changes not yet implemented would provide this baseline. The business case should include at least three alternatives,including the status quo. Each alternative must give functional management a complete view of financial and operational impacts of proposed changes.Develop total investment cost flow and total anticipated process cost savings flow for each alternative. Quantify total risk assessments based on probability and consequence of failure for each principal initiative activity. Develop an action plan for each alternative, and assemble as a total package for review by the approval authority. Pre-test any controversial ideas with the approval authority or his or her peers.2.4 Key AssumptionsAssumptions are necessary in a business case because they are explicit statements used to describe present and expected future behavior upon which the business case is based. Since no one knows what the future holds, assumptions must be used to set boundaries for painting the business case. Example assumptions include future workload, estimated useful life of an investment or system, and the period over which alternatives will be compared.Summarize key economic indicators used for each alternative assessment; also briefly discuss what non-quantitative issues need consideration. Employ a sensitivity analysis or another method and focus on assumptions that are thought or historically demonstrated to cause the greatest amount of variation in costs and performance.2.5 AS-IS Activity ModelThe current process-flow of that piece of the organization that is being considered in the business case must be detailed to a level where all stakeholders can support conclusions drawn from the analysis. It also must be developed enough to understand areas affected by proposed initiatives. Finally, it must be detailed enough to assign costs and link performance measures. This step is also considered developing the baseline or baselining. It provides the picture of what is being changed that will be used to compare with the alternatives.3.0 Discussion of Alternatives3.1 Alternative 13.1.1 Functional Process DescriptionFunctional Analysis is about what is done. This should describe significant outcomes, outputs, measures, and inputs involved in executing this process. It must focus on efficiency (best use of inputs), effectiveness (best delivery of outputs and outcomes), and productivity (output over input). Sometimesthese differences in TO-BE versions tend to be very subtle, and this may require a greater focus on change in flows than on the processes themselves. Another approach is to build higher-level context models. These show how the change impacts upstream or downstream activities (that is, the outcome difference may not be within the scope of the activity model). Give attention to those actions that will eliminate or reduce excess and delay.3.1.2 Performance Impact and MetricsProvide the projected metrics that is expected to result from each alternative and indicate how the metrics compares to the baseline. At this level, we are talking about how mission requirements, strategic goals, expected outcomes, and expected performance will be met by this alternative. A conscious, focused effort should be made at each stage of the process to recognize and document the relationship of each requirement to the accomplishment of a higher-level goal or objective.3.1.3 Cost Projections (Economic Analysis)Economic Analysis is about the costs and benefits of how something is and will be done.The business case places emphasis on future economic benefit rather than on period costs, and on "value-added" as opposed to "cost savings." This section must focus on what investment option should produce the best use of investment capital.It should focus on productivity, and describe how it mitigates both initiative-fulfillment risk and organizational uncertainty stemming from the intended changes. It should offer the decision-maker multiple cash flow calculations.Underscore that there is no one right answer, only one best answer. The best course of action should blend the total cost of involved processes, output performance, and outcome impacts prevailing over all sub-optimal choices.The organizing backbone of the business case is a time line extending across months or years.This provides a framework for showing management how they can work to help put financial tactics into place: reduce costs, increase gains, and accelerate gains.The business case is not a budget, not a management accounting report, and not a financial reporting statement. This distinction is meaningful for deciding which kind of cost and benefit data go into the business case: incremental values or total cost and benefit figures. Incremental values are probably the right choice in decision support situations, notably where both costs and benefits will enter the business case.Cost Projections - InvestmentsThese costs should be the complete and total costs necessary to have the alternative turned into a reality. This includes training and needed purchases. Provide an aggregate, initiative-level mapping that would help view required cash flows over time as they relate to each alternative. This would also linkto activities that an alternative affects. At the heart of this mapping is a high-level course of action used to frame when and how a TO-BE state becomes operational. This is called an action plan. This should enable the decision-maker to see how cash spending increases until some point at which operations costs start decreasing.Prepare an action plan that specifies what needs to be done and when. A solid and complete action plan has each of the following characteristics:∙Each component action has a specific beginning and ending point.∙ A specific person or group of people does each component action.∙Responsible parties have authority, capability, and obligation to get the job done.∙Each component action has a tangible, clear result. Afterward, it is possible to know whether it was done or not.Cost Projections - OperationalAt a minimum, the business case should reflect the AS-IS cost of doing the whole activity, coupled with a targeted reduction percentage that can be applied over time (tied to its initiatives). This will show expected TO-BE activity costs once changes are put into place. Moving it to the next level of output costing, or better yet outcome costing would be desirable, because this is what most people can relate to.ABC relates cost of resources to activities that consume them. At a minimum, this information provides insight for calculating future out-year resource requirements and costs. ABC can provide calculations that will depict activity levels through the planning horizon. These costs should be ongoing operation costs directly contributing to activities defined within the activity model mentioned in the functional analysis.3.2 Risk AssessmentThis must be discussed with or without having quantifying information. Even with these categories, it cannot be assumed that some standard mitigation routine can be applied to every one of that type. Each identified risk needs to be separately looked at and handled. To avoid paralyzing the decision-making processes, rank these factors and address the most ominous of them.A proper study of risk should be addresses in any business case, but risk is perhaps the most difficult area to figure out. Risk should be viewed as “a n undesirable implication of uncertainty.” Risk can be quantified in terms of odds (probabilities) or remain non-quantified (uncertainty). In situations involving risk, probabilities of various outcomes are known. Under uncertainty, there is no knowledge of the probabilities of various outcomes are known. We can classify different categories of risk: Business Risk, Process Risk, and Organizational Risks.Recognizing risk does not have to hit an exact number, but instead distinguish one alternative from another by the degree of risk that separates them. This recognizes that not every decision carries an equal degree of failure or success. It allows the decision-maker to recognize the fact that estimates have varying degrees of becoming reality.3.3 Comparison of Alternatives - FunctionalDescribe the TO-BE activity models for each alternative and describe how they address performance measures vis-à-vis the AS-IS activity model. These TO-BE models should represent a different future state in line with each alternative. This should also point out why the alternative would achieve a distinctly different manner of doing business, rather than continuing with the AS-IS, or baseline. Annotate differences between each TO-BE diagram and the AS-IS diagram, and among TO-BE diagrams. These diagram comments can depict organizational and other resource volumes as well as volumes represented by the flow arrows. Tying initiatives to both AS-IS and TO-BE activities illustrates intended changes and helps visualize necessary project work.3.3.1 Comparison of Alternatives - CostsAs stated earlier, the organizing backbone of the business case is a time line extending across months or years, as the figure suggests. A graph of total investment and operational costs for the baseline and each alternative should be provided, as well as any other presentation helpful to the decision-maker.3.3.2 Comparison of Alternatives - Investment CostsCost measures gauge the number of investment dollars needed to achieve a particular milestone or activity level. For example, a performance measure can be the dollars necessary to move an effort through one phase. Thegranularity of a performance result is not as important as tying the investment of dollars to the achievement of some result. This task is decidedly different from measuring whether budgeted dollars were spent in a particular fiscal year. Schedule measures gauge the amount of time necessary to obtain a particular performance result. As stated above, a performance measure can be the amount of time needed to move an effort through a phase or the amount of time to do part of a phase. What is important is that the schedule measure is tied to the same performance result as the cost measure. Investment project baselines should contain major events that impact the effort. Achieving these events on time may demonstrate satisfactory progress. For each effort, establish a target date that is based upon contractual requirements or the need to complete an event before another can start. Thresholds for these events can be set by policy (e.g., 90 days beyond target) or by absolute need when there is no slack in the schedule.3.3.3 Comparison of Alternatives - Operational Cost SavingsExploit Activity Based Costing capabilities in the business case by assigning projected costs to various activities affected by each initiative. The change in activities from the AS-IS activity model to the TO-BE activity model should make up cost savings realized by that initiative. The TO-BE activity model should always represent increased value-added to the organization.4.0 Conclusions, Recommendations, and IssuesThis section should be prepared at the end of the business case development. Make an initial conclusion and recommendation to the decision-maker based on the findings. Conclusions, recommendations, and issues should be documented as an amendment to the business case as provided by the decision-maker.。
IGCSE Business Studies vocabulary
经济问题
economic problem
46
生产要素
Factors of production
47
稀缺性
Scarcity
48
机会成本
Opportunity Cost
49
专业化
Specialisation
50
分工
Division of labour
51
商业
Business
52
附加值
Added Value
16
部门经理
Line managers
17
控制跨度
Span of control
18
员工经理
Staff managers
19
代表团
Delegation
20
领导风格
Leadership styles
21
独裁型领导方式
Autocratic leadership
22
民主型领导方式
Democratic leadership
125
品牌形象
Brand Image
126
质量控制
Quality Control
127
包装
Packaging
128
质量保证
Quality Assurance
129
产品生命周期
ProductLife Cycle
130
全面质量管理（TQM）
Total Quality Management (TQM)
131
Primary Research
104
自动化
Automation
105
二手调查
Secondary Research
保密协议书英文模板
保密协议书Confidentiality AgreementThis Confidentiality Agreement (the "Agreement") is entered into as of the __________ day of __________, 20______, by and between __________ ("Discloser"), a __________ with its principal place of business at __________, and __________ ("Recipient"), a __________ with its principal place of business at __________.WHEREAS, Discloser possesses certain confidential and proprietary information, including but not limited to trade secrets, know-how, business methods, business plans,financial information, customer lists, and other information related to Discloser's business (collectively, "Confidential Information");WHEREAS, Recipient desires to receive certain Confidential Information from Discloser for the purpose of __________ (the "Purpose");WHEREAS, Discloser is willing to disclose such Confidential Information to Recipient solely for the Purpose, providedthat Recipient agrees to maintain the confidentiality of such Confidential Information in accordance with the terms and conditions set forth in this Agreement.NOW, THEREFORE, in consideration of the mutual promises andcovenants contained herein, the parties agree as follows:1. Definition of Confidential InformationFor the purposes of this Agreement, "Confidential Information" shall mean all information, whether oral, written, or in electronic form, that is disclosed by Discloser to Recipient, directly or indirectly, in connection with the Purpose, and which is not publicly known or available. Confidential Information shall include, without limitation, information relating to Discloser's research, product plans, products, services, customers, markets, software, developments, inventions, processes, designs, drawings, engineering, financial information, business plans, business methods, or other similar information.2. Obligations of Recipient(a) Recipient agrees to use the Confidential Information solely for the Purpose and for no other purpose. Recipient shall not use the Confidential Information for its ownbenefit or for the benefit of any third party without the prior written consent of Discloser.(b) Recipient agrees to take all reasonable steps to protect the secrecy of and avoid disclosure or unauthorized use of the Confidential Information. Without limiting the generality of the foregoing, Recipient agrees to:(i) Limit access to the Confidential Information to those employees or agents who have a need to know such information for the Purpose and who have executed a non-disclosure agreement with Recipient with terms no less restrictive thanthose contained in this Agreement.(ii) Notify Discloser immediately upon discovery of any unauthorized use or disclosure of Confidential Information.(iii) At the request of Discloser, return all Confidential Information to Discloser or destroy all copies of such Confidential Information in Recipient's possession, custody,or control.3. Exclusions from ConfidentialityNotwithstanding the foregoing, Recipient shall not berequired to maintain as confidential any information which:(a) Was in Recipient's possession prior to disclosure by Discloser and was not acquired from Discloser under circumstances giving rise to an obligation of confidentiality;(b) Is or becomes a part of the public domain through no actor omission of Recipient;(c) Is lawfully disclosed to Recipient by a third partywithout restriction on disclosure;(d) Is independently developed by Recipient without use of or reference to the Confidential Information; or(e) Is required to be disclosed by Recipient pursuant to a valid order of a court or other governmental body, provided that Recipient gives Discloser reasonable prior writtennotice to contest such disclosure.4. Duration of ObligationsThe obligations of Recipient under this Agreement shall continue for a period of __________ years from the date of disclosure of the Confidential Information by Discloser to Recipient.5. RemediesRecipient acknowledges that any unauthorized use or disclosure of Confidential Information may cause irreparable harm to Discloser for which monetary damages may be inadequate. Therefore, in addition to any other remedies available to Discloser at law or in equity, Discloser shall be entitled to seek injunctive relief to prevent the breach or threatened breach of any provision of this Agreement.6. Miscellaneous(a) This Agreement shall be governed by and construed in accordance with the laws of the __________.(b) This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument.(c) The failure of either party to enforce any provision of this Agreement or to exercise any right in respect thereto shall not be deemed a waiver of such provision or right.(d) This Agreement contains the entire agreement and understanding of the parties with respect to the subjectmatter hereof and supersedes all prior and contemporaneous agreements, inducements, or conditions, express or implied.(e) This Agreement may be amended or modified only by a written instrument executed by both parties.(f) The headings in this Agreement are for convenience of reference only and shall not affect the interpretation of this Agreement.IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and year first above written.Discloser。
涉外英语写作试题及答案
涉外英语写作试题及答案一、选择题（每题2分，共10分）1. The correct way to address a letter to a foreign company is:A. Dear Sir/MadamB. To Whom It May ConcernC. Dear Mr. SmithD. Hello2. When writing an email to a business partner, which of the following is NOT appropriate?A. Using a professional toneB. Keeping the email conciseC. Including personal opinions without evidenceD. Making sure the email is clear and well-structured3. In a business proposal, which section should NOT be included?A. IntroductionB. Problem StatementC. Solution OfferedD. Personal Life Story4. What is the purpose of a business report?A. To provide a personal account of an eventB. To analyze and present information systematicallyC. To give a casual update on a projectD. To express personal feelings about a situation5. Which of the following is NOT a characteristic ofeffective business writing?A. ClarityB. BrevityC. JargonD. Focus二、填空题（每题1分，共5分）6. When writing to a foreign client, it is important to use a _______ tone to establish trust and professionalism.7. The _______ of a business letter should be clear and should grab the reader's attention.8. In a business proposal, the _______ section should outline the problem that the proposal aims to solve.9. A business report should be objective and _______, avoiding personal bias.10. Effective business writing should be free of _______ and should convey the message in a straightforward manner.三、简答题（每题5分，共10分）11. What are the key elements of a business letter?- Answer: The key elements of a business letter include the sender's address, the date, the recipient's address, the salutation, the body of the letter, the closing, and the sender's signature.12. Describe the steps involved in writing a business proposal.- Answer: The steps involved in writing a business proposal are: defining the problem, researching the marketand competition, outlining the solution, detailing the implementation plan, presenting the benefits, and including a call to action.四、论述题（每题15分，共30分）13. Discuss the importance of cultural awareness in international business communication.- Answer: Cultural awareness in international business communication is crucial as it helps to avoid misunderstandings, fosters mutual respect, and builds strong business relationships. It involves understanding thecultural norms, values, and communication styles of thetarget audience, which can significantly influence the effectiveness of the message being conveyed.14. Explain the role of a business report in decision-making. - Answer: A business report plays a vital role indecision-making by providing a systematic analysis of data, which aids managers in making informed choices. It offers insights into the performance of a business, identifies areas of improvement, and supports the development of strategies and policies.五、写作题（共45分）15. Write a formal business email to a potential client introducing your company and its services. (15分)- Answer: [Your Company's Letterhead][Your Name][Your Position][Your Company's Address][City, State, Zip Code][Your Email Address][Your Phone Number][Date][Recipient's Name][Recipient's Position][Recipient's Company's Address][City, State, Zip Code]Subject: Introduction to [Your Company's Name] and Our ServicesDear [Recipient's Name],I hope this email finds you well. I am writing to introduce [Your Company's Name], a leading provider of [list services]. Our company has been in operation for [number of years], and we specialize in delivering [specific services or products] to clients in the [industry].We believe that our services can greatly benefit your company by [mention specific benefits]. Our team of experts is committed to providing top-quality solutions tailored to your unique needs.Please find attached our company profile and service offerings for your review. We would be delighted to discuss how we can support your business goals and look forward to the possibility of working together.Thank you for considering [Your Company's Name]. Should you have any questions or require further information, please do not hesitate to contact me at [Your Phone Number] or [YourEmail Address].Best regards,[Your Name][Your Position][Your Company's Name]16. Draft a business proposal for a new product launch. (30分) - Answer: [Your Company's Letterhead][Your Name][Your Position][Your。
英语商务信函写作30题
英语商务信函写作30题1. In a business letter, which of the following greetings is the most appropriate?A. Dear FriendB. Dear Sir or MadamC. HelloD. Hi答案：B。
在商务信函中，“Dear Sir or Madam”是一种常见且较为正式、通用的开头问候语。
选项A“Dear Friend”过于随意，不适合商务场合。
选项C“Hello”和选项D“Hi”都太过口语化，不够正式。
2. When starting a business letter to a specific person whose name you know, which greeting should you use?A. To whom it may concernB. Dear SirC. Dear Mr. SmithD. Hello Mr. Smith答案：C。
当知道对方姓名时，应使用“Dear Mr. Smith”这种具体的称呼。
选项A“To whom it may concern”用于不知道收信人具体姓名的情况。
选项B“Dear Sir”不够具体。
选项D“Hello Mr. Smith”不够正式。
3. In a formal business letter, the greeting should be followed by:A. A commaB. A colonC. A semicolonD. A dash答案：A。
在正式商务信函中，问候语后应接逗号。
4. Which of the following is the correct format for the date in a business letter?A. 24th August 2024B. 24 August, 2024C. August 24, 2024D. 2024, August 24答案：C。