關于外貿(mào)英語對話精選
關于外貿(mào)英語對話精選
隨著初中英語教學新課改教程的不斷推進,情景教學法在初中英語課堂教學中的作用越來越重要。學習啦小編整理了關于外貿(mào)英語對話，歡迎閱讀!
關于外貿(mào)英語對話一
喬: Since today is your first day, I am going to tell you all about your job responsibilities.
今天是你第一天上班.我來跟你說說你的工作職責.
安尼: Great. I am eager to find out what I will be doing here.
好得.我也很想知道我在這兒要做的事.
喬: Your most important job will be compiling daily reports.
你最重要的工作就是匯編日報單.
安尼: What does that entail?
那都要做什么呢?
喬: At the end of each day, every department will send you a daily update. You will use those updates to make one large daily report.
每一天結束的時候.各個部門都會給你一個日常事務更新.你就把這些(部門事務更新)匯編成一個大的日報單.
安尼: It sounds like a lot of work, but I think I can handle it.
聽起來好像工作量很大.但是我想我可以應付過來.
喬: Great, you must complete the daily report everyday by 4 pm and distribute it to the entire office.
太好了.你必須每天下午四點鐘以前完成日報單.然后把它分發(fā)給各個辦公室.
安尼: No problem.
沒問題.
關于外貿(mào)英語對話二
記者: Mr.Dell, it`s really a great honor to have the opportunity to have an interview with you.Would you please give us a brief introduction of the development history of Asiana Airlines in Shanghai?
戴爾先生.很榮幸能有機會采訪您.可否請您簡要介紹一下韓亞航空公司在上海的發(fā)展歷史?
戴爾: Asiana Airlines, founded in 1986, is still a youthful and energetic group company.Currently, Asiana Airlines in Shanghai mainly operates Shanghai-Seoul route that was launched in Dec,1995, only three years after Sino-Korean diplomatic relationship was est
開始進入中國.上海-漢城航線終于開始了其正式盈利.當初每周的3個航班增加到了現(xiàn)在的每天3個航班.上座率最佳時可達到65%左右.但這之前我們韓亞航空整整投入了6年時間來培養(yǎng)市場.
記者: How many branches have Asiana Airlines set up in China?And have you set down some special management strategy to the Chinese market?
目前韓亞航空在中國已開設了多少辦事處?對于中國市場有無制定特別的經(jīng)營方針?
戴爾: Up to now, Asiana Airlines has set up 16 branches and 19 routes in China,and is also the first foreign airline company to launch Hangzhou route in China.Asiana Airlines pays great attention to Chinese market all along and is the one that launched more rou
重要的一部分.我們不久還將開辟上海至青島.上海至天津航線.這足以證明我們對中國航線的重視程度.
關于外貿(mào)英語對話三
記者: Why do you consider 2007 a "turning point"for Actelion?
為什么您認為2007年對Actelion是個轉折點?
?？怂? We are at a critical stage in the growth and evolution of our company.If we grasp the new opportunities ahead of us and make the most of them, we have the potential to become the next Amgen or Genentech.Actelion has the necessary assets to make that leap—
我們公司的成長和發(fā)展正處在一個關鍵階段，如果我們抓住了擺在前面的新契機，充分利用這些基于，我們就有潛能成為下一個Amgen 或者Genetech, Actelion有足夠的資本去完成這個飛躍，財務獨立—我們新產(chǎn)品的銷售額很快將達到十億瑞士法郎，遍布全球的專業(yè)市場營銷機構，行業(yè)中最好的供銷途徑，以及總部新建的一流R&D設備.然而.最重要的資源就是我們員工的精力.責任感和創(chuàng)新性.
記者: What makes company culture so important at this point of time?
為什么此時公司文化顯得如此重要?
?？怂? Culture is something that can`t be bought or created overnight-it is the unique, intangible quality that distinguishes one company from another.Actelion`s culture is built on the pillars of innovation, open communication,trust and teamwork,and achieving r
文化是一種不能用錢購買或一夜之間創(chuàng)造出來的東西—正是由于它的獨特和無形的特點，一個公司才會區(qū)別于另一個公司，Actelion的文化建立在創(chuàng)新、坦誠交流、信任、合作和取得成果的支柱之上，我們的公司文化也是指導我們進行日常商業(yè)決策的指南針。
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