商务报告写作.docVIP

商务报告写作一、简介二、样本三、常用表达方式一、简介I. Background Knowledge 商务知识商务报告是商贸公司、企业为交流信息而使用的一种文书形式，它以书面形式给阅读者提供有关信息和数据，以供参考。商务报告的应用广泛，内容包罗万象，主要包括财务(Finance)、审计(Audit)、损益(Profits &Losses)、投资(Investment)、年度(Annual)、生产(Production)、销售(Sales)、市场分析(Market Analysis)、人事(Personnel)等。 商务报告的写作目的通常不止一个，主要可以归纳为以下几点：1) 提供信息; 2)记录备查; 3) 提出建议; 4) 说服劝导。商务报告的分类方法多种多样，目前最通行的划分标准是根据其正式程度将商务报告划分为非正式报告(Informal Report)和正式报告(Formal Report)。 按照不同的格式，非正式商务报告可以分为便函体报告(Memo Report)、书信体报告 (Letter Report)、简短的文件体报告(Short Document Report)。按照不同的内容，非正式商务报告又可以分为可行性报告(Feasibility Report)、事故报告(Incident Report)、调查报告(1nvestigative Report)、进度报告(Progress Report)、公差报告(Trip Report)及建议报告(Proposal Report)等。 便函体报告与书信体报告的主要区别在于两者流通的领域不同，前者主要在公司内部使用，而后者一般是写给公司以外的人或机构。与便函体报告相比，书信体报告比较正式些，这主要是因为书信体格式要比便函体格式正式。 正式商务报告一般篇幅较长(5页以上)，牵涉的问题复杂、棘手，包含的信息量很大，流动的方向包括内向型，即在公司内部流通，和外向型，即流通到公司外部的机构或个人手中。 正式商务报告主要在以下几个领域有较广泛的使用。 (1)科研人员汇报重大科研成果 (2)咨询公司向客户提交的项目评估和发展规划 (3)公司的分析人员预测本公司的业务前景及表现 (4)公司员工报告其它棘手问题 正式商务报告的一个显著特点就是它号是采用一种非常正规的文件体格式： IPreliminary Part(前页部分) 1Title F1y(标题衬页) 2Title Page(标题页) 3Letter of Authorization(授权书) 4Letter of Transmittal(报告传达书) 5Table of Contents(目录) 6List of Illustrations(插图目录) 7AbstractSynopsis(概要) IIBody Part(正文部分) 1Introduction(导言) 2Text(主体) 3Ending(结尾) Summary (总结) Conclusions(结论) Recommendations(建议) IIIAppended Part(附录部分) 1Appendix(附录) 2Bibliography(参考书目)二、样本II. Business Reports商务报告1. Accident ReportAccident ReportMEMORANDUMTo: _, Safety OfficerFrom: _, Foreman of Section 4, Workshop 2Date: July 20, 2003Subject: Personal-Injury Accident in Section 4, Workshop 2, June 10, 2003IntroductionOn June 10,2003,while Thomas Taylor was operating a grinding machine, a flying particle from the machine part that was being ground hit his left eye. If Mr. Taylor had put on the safety goggles, this accident would have been prevented. But Mr. Taylor did not wear the safety goggles. To prevent further such accidents, I have explained the cause of this accident to all grinding machine operators.Accident DescriptionOn June 10, 2003, at 10：5 p. m. , Thomas Taylor, operating grinding machine # 16, accidentally saw a chisel on the ground. As he was stooping down to pick it up, he got close to the machine part that was being ground and a heavy flying particle from the machine part hit his left eye. The cornea of the eyeball was slightly injured. While an ambulance was being called, Susan Wilkins, R. N. , administered first aid at the plant dispensary. There were no witnesses to the accident.The ambulance from Peace Hospital came at 10 : 45 p. m. , and Taylor was admitted to the emergency room at the hospital at 11 p. m. He was treated and kept overnight for observation, then released the next morning.Taylor returned to work one week later, on June 17. He has been given temporary duties in the tool room until his injury heals.Conclusions About the Cause of the AccidentAll grinding machines are equipped with shield guards, which cover the upper parts of the machines to eliminate the possibility that heavy flying particles injure the eyes of the workers who operate these machines, If the workers stand operating these machines, there should be no injuries to the eyes of the workers.In addition to the protection of the shield guards for the eyes from heavy flying particles, all grinding machine operators are provided with safety goggles and are requested to wear them while working. However. Taylor ignored the safety regulations and did not put on these goggles while he was working on June 10. This accident of course, could have been prevented if Taylor had not stooped down to pick up the chisel while the machine was working.To prevent a recurrence of this accident， I have conducted a brief safety session with all grinding machine operators, at which I described Taylors experience, cautioned them against breaking the safety regulations and getting close to the machine parts that are being ground, and stressed that all grinding machine operators must wear the safety goggles while working.译文)事 故 报 告备 忘 录录收阅人：安全科科长_撰写人：2车间4工段段长_日 期：2003年7月20日主 题：2003年7月10日2车间4工段发生的工伤事故 引言 2003年7月10日，托马斯泰勒在操作一台研磨机时，左眼被机器飞出的碎片撞伤。如果泰勒先生当时戴了护目镜，这次事故应该可以避免，然而泰勒先生却没有戴护目镜。为避免此类事故的再次发生，我已经向所有研磨机操作员解释了这次事故的原因。 事故发生的经过 2003年7月10日的晚上10：15，托马斯泰勒在操作16“研磨机时偶然看到地上有一把锉刀，当他弯腰去捡时，由于靠近了正在开动着的机器，左眼被一大块飞出的碎片撞中，眼球角膜轻微受伤。在叫救护车的同时，注册护士苏珊威尔金斯在工厂医务室为他进行了急救。整个事故没有目击证人。 和平医院的救护车于10：45赶到，泰勒11点时被送进了急救室。医院为他进行了治疗，在留院观察了一个晚上之后，泰勒于第二天早上出院。 一星期后(即7月17日)泰勒恢复了上班。他被安排到工具车间做临时工作，直到伤口痊愈。 事故原因总结 所有研磨机都装有防护设备，机器的上部被罩住以防飞出的碎片撞伤操作人员的眼睛。如果操作人员是站立着工作，一般是不会伤到眼睛的。 除有保护眼睛的防护设备之外，所有研磨机操作人员都配有护目镜，规定工作时要戴上护目镜。但是，泰勒在7月10日上班的时候违反了安全条例，没有戴上护目镜。当然，如果泰勒在机器运转时不弯腰去捡地上的锉刀，这一事故是完全可以避免的。 为防止此类事故的再次发生，我组织所有研磨机操作人员开了一次简短的安全会议，会上我讲述了泰勒被撞伤的经过，提醒他们不要违反安全条例，不要靠近正在转动的机器，并反复强调所有操作人员工作时必须配戴护目镜。 2 Periodical Report-MEMORANDUMTo: Robert Olson, Safety DirectorFrom: Terry Miller, Safety Training CoordinatorDate: May 3. 200_Subject: Safety Training Program for April 200_IntroductionThe training staff held one advanced training course for supervisory personnel and one basic training course for rank-and-file workers in April. In May, we have scheduled one advanced course and two basic courses. Until enrollment increases, we will consolidate scheduled classes. The final version of the Safety Manual, which is under revision, will be ready by May 10.Work Performed During This PeriodTwo training sessions are not being well attended because this training is on a voluntary basis. Unless this training is made compulsory, attendance will continue to be a problem.Project PlansThe following classes are scheduled for May:May 15 Advanced Course (Shop Superintendents and General Foremen)May 22 Basic Course (Rank-and-file Workers)May 29 Basic Course (Rank-and-file Workers)Final editorial changes are being made in the Safety Manualf. The cover, spine, section dividers, and final artwork for several drawings are nearing completion. The manual will be ready for distribution by May 10.译文：定期报告定 期 报 告备 忘 录收阅人：安全科科长罗伯特奥尔森撰写人：安全培训协调员特里米勒日 期：200_年5月3日主 题：200_年4月的安全培训计划引言 培训部4月份为管理人员和普通工人分别举办了高级培训班和普通培训班。5月份我们计划举办一个高级培训班和两个普通培训班。如果学员人数没有增加，我们将按原计划开班。正在修订的安全手册最新版本，将于5月10日出版。 这一阶段的工作情况 由于这次培训是自愿性质的，两期培训班的参加人数均不够理想。如果不采取强制性的培训措施，参加培训的人数仍将是一个问题。今后的计划 下面是5月份的课程安排： 5月15日高级班(车间主任和工长) 5月22日普通班(普通工人) 5月29日普通班(普通工人) 安全手册的改编工作正在进行，封面、书脊、章节划分、美术设计都已接近尾声。5月10日该手册即可发行。 .3 Trip ReportTrip Report MEMORANDUMTo: Jack Pittman, Vice-PresidentFrom: Bill Davis, Purchasing ManagerDate: June 13, 1999Subject: Visit to Discuss Purchase of Neodymium Oxide from Yong Kang, Shanghai. June 6-10IntroductionI visited Shanghai, China from June 6 to June 10. During my stay there, I met with the representatives from Yong Kang Metals, Ltd. and discussed with them a long-term agreement on their selling us neodymium oxide at a reasonable price. I also explored with them the possibilities of a transfer of our metal-making technology and equipment in return for rare earth material and royalties.Agreement ReachedThe purpose of this visit was to find out whether it would be possible for Yong Kang to provide neodymium oxide to us at a fixed price for a certain period. After several discussions, Yong Kang agreed to sell us neodymium oxide at a fixed price of US $ _ per kilogram, C &. F U. S. East Coast for a three-year period commencing in 1999 and including the following minimum quantities in metric tons:1999 302000 402001 60Yong Kang representatives stated that the three-year price may change depending on the allocation of foreign exchange for the Special Account.Concern ExpressedDuring the discussions Yong Kang representatives expressed concern over the following proposed contract points:International arbitrationOfficial languageTerms of equipment purchase Amount of royalty paymentThese points call for further understanding and discussion and arrangements will be made for another meeting.ConclusionThe visit was successful. The meetings and discussions with Yong Kang representatives led to a mutual agreement on several important issues and helped to identify other areas which require further understanding and discussion. I will draft a copy of the meeting summary, fax it to Yong Kang and ask them to make changes and then send us a copy by return fax.译文：旅 行 报 告旅 行 报 告备 忘 录收阅人：副总经理杰克皮特曼撰写人：采购部经理比尔戴维斯日 期：1999年7月13日主 题：6月6日至10日，去上海永康金属公司洽谈购买氧化钕的出差旅行引言 6月6日至10月，我去了中国上海。在此期间，我会见了永康金属有限公司的代表，并洽谈了按合理价格为我们长期提供氧化钕的问题。我们可以向他们转让我们的金属制造技术及设备，来交换他们的稀土材料及开采权使用费，关于这个问题我与他们也进行了磋商。达成的协议 此次出差的目的在于弄清永康公司是否能够以固定的价格为我们提供一段时间的氧化钕。经过几次协商，永康公司同意从1999年起以每公斤_美元的美国东海岸货价加运价的价格卖给我们三年的氧化钕，每年至少提供： 1999 30吨 2000 40吨 2001 60吨 永康公司的代表说，价格将随特别帐户的外汇分配上下浮动。关心的问题 洽谈期间永康公司的代表就合同中提出的下列问题表示了关心： 国际仲裁 官方语言 设备购买条款 专利税支付数目 这些问题还需要进一步的理解和协商，我们准备再次举行会议。结论 此次走访获得了成功，与永康公司的会谈与磋商就几个重要问题达成了一致意见。只要加强理解、不断协商，我们就能取得更多的共识。我准备起草一份会谈总结，将其以传真发给水康公司，请他们做出修改后再用传嗔发回。 4Investigative ReportInvestigative ReportI . Terms of referenceTo investigate the possibility of the firm working flexi-time, and to make a report on the findings.II. ProcedureA. All staff were interviewed on their needs for various time bands. Staff were then interviewed on their preferences for various time bands.B. A questionnaire was issued to all staff asking them to state which time band they wanted.C. The work done by the staff was observed to see if it was necessary for all staff to be present during core times , and to ascertain when precisely these core times are.III. FindingsA. Staff Needs and PreferencesStaff needs:1. The major finding from interviewing staff on their needs was that most of the working mothers needed to be free from 3 : 30 in the afternoons. The reasons given were (arranged in order of priority) :Collection of young children from school;Being at home when their children arrived home from school;Preparing meals for the family between the hours of 5 and 7p.m. ;19% of the staff are working mothers.2. Staff who had recently moved or who had lived far away from the firm for some time, needed extra time to arrive punctually in the morning. Staff preferences:1. Approximately 60% of the staff interviewed would prefer to arrive later in the mornings. The periods ranged from 30 minutes to 3 hours later.2. 25% of the staff interviewed would prefer to finish work earlier than at present. This ranged from 30 minutes to 1 hour 30 minutes.B. The firm has close communication with other firms, departments and local offices which do not operate flexitime. The firm relies heavily on banking and post office services.C. Core Times1. Checking on the validity, accuracy and urgency of forms, documents and applications sent to the firm requires an efficient and streamlined operation. Some members of staff need to be on hand to verify, cross-check and revise communications ready for signing and despatch. This contingency did not depend on all office staff being present for consultation.2. The greatest volume of telephoned requests for information and advice was between the hours of 10 a. m. and 3 p. m.3. The least busy period was from 3 to 5 p. m. , when business calls fell away, and some work was left for the following morning. IV. ConclusionsA. There is a conflict between the 23% of staff who need to arrive earlier in the day .and the 60% who would prefer to arrive later. Most of the paperwork needs to be done earlier to be filed, signed and despatched while senior staff are available and also to catch the earlier postal collections.B. The 19% of staffthe working motherswho need to arrive earlier and leave earlier would help to clear the backlog of work from the previous day, but they would need to be helped by extra staff.C. There would need to be heavy discouragement of staff wishing to arrive 2 hours and more later than at present.D. We would need to test the degree of certainty about late arrivals. Some staff are obviously not sure yet when they would prefer to arrive.V. RecommendationsA. There should be the following time-bands:1. 7:30 to 3:002. 8:00 to 3:303. 8:30 to 4:004. 9:00 to 4:305. 9:30 to 5:006. 10:00 to 5:307. 10:30 to 6:008. 11:00 to 6:30B. In the time bands (1) to (3) volunteers would be asked to bring the percentage up from 19% to 50%. Failing this, a compulsory rota system should be introduced in consultation with the staff associations and trade unions.C. All staff must be in the premises between 10:30 a. m. and 3:00 p. m. This is the core-time we recommend.D. 1. The needs of working mothers should have priority in early finishing.2. The needs of those who live far away should have priority in late arrival time bands.译文：调 查 报 告调 查 报 告I.权限 调查公司实行“弹性工作时间制”的可能性并根据掌握的材料做出汇报。.程序 A通过会谈了解职员们所需要的时间段，再了解他们想选择的时间段。 B向职员反放调查表，并让他们们在调查表中填上他们选择的时间段。 C分析对职员们调查的结果，看是否有可能让所有的职员在“核心时间”上班，确认“核心时间”的具体时间。调查 A职员的需要与选择 职员的需要： 1会谈的主要结果表明，多数参加工作的母亲需要在下午3点半之后有自由支配时间。以下是她们的理由(按其重要性为序)：从学校接小孩；在小孩从学校回来时在家；在下午5点至7点为家里做饭；19的职员是母亲。 2刚搬家的职员以及一段时间以来就住在离公司较远地方的职员，需要有时间为早上按时上班做准备。 职员的选择： 1约有60的职员选择早上迟一点上班，推迟时间为半个小时到三个小时。 225的职员选择比目前更早的下班时间，提前时间为半小时到一个半小时。 B公司与没有实行“灵活工作时间制”的其他公司、部门以及地方办公室进行了联络。公司主要依靠银行和邮局的服务。 C核心时间 1检验表格、文件及送到公司来的申请表的有效性、精确性及急切性，需要有极高的工作效率和便捷性。有些职员需要手头有资料反复核对，并在修改后才能签名或者办理，所有出席座谈的办公人员中不存在这种偶然性。 2打电话来询问有关情况和建议的高峰时间为上午10点至下午3点。 3下午3点至5点为最轻闲时间，因为这时公务电话渐渐少了，有些工作留到了第二天上午。结论 A23的职员需要提前上班，而60的职员需要推迟上班。大多数日常文书工作需要在有高级职员上班的情况下提前完成，以便整理、签字和发送，赶上首批取信时间。 B19的做母亲的职员需要提前上班和提前下班，她们可以帮助处理前天积压下来的工作，但她们需要有额外人手的帮助。 C。对于希望把上班时间推迟2个小时以上的职员，需要做大量的劝说工作。 D对于上班时间究竟推迟多久，我们需要做进一步的调查。有些职员显然还不清楚自己愿意什么时候上班。V推荐A下面是相应的时间段：1. 上午7点半下午3点； 2. 上午8点下午3点半； 3. 上午8点半下午4点；4. 上午9点下午4点半； 5. 上午9点半下午5点； 6. 上午10点下午5点半；7. 上午 10点半下午6点；8. 上午11点下午6点半。B13时间段要求把职员们把比率从19自愿上升到50，如果达不到这个比率，应该与职员协会和工会协商，通过他们强制订出一个时间段。C所有职员必须从上午10点半和下午3点在办公场所，这就是我们所推荐的“核心时间”。 D1做母亲的职员在提前下班问题上可优先考虑。 2离公司较远的职员在选择晚上班时间段上可优先考虑。 5. Descriptive ReportTRAINING DEPARTMENT. GOALS &. COURSESPrepared forMr. Leonard SchwartzPrepared byMr. Aldo VannucciSchwartz-Snidermann, Inc.330 Fifth AvenueNew York. New York 10001May 27, 2004CONTENTSINTRODUCTION PageI . DESCRIPTION OF COURSES A. Customer Contact Course B. Sales Training Course C. District Sales Manager Training D. Management Training II. CONCLUSIONIII. RECOMMENDATIONS INTRODUCTIONThe purpose of the Training Department is to provide newly hired or about-to-be-promoted employees with the product knowledge and vocational skills needed to perform their jobs successfully. This report describes the training courses that have been devised to effect this goal.I . DESCRIPTION OF COURSESThe following courses will be offered to members of our sales staff on a regular basis each business quarter.A. Customer Contact CourseThe course is designed for existing sales personnel trained before 2000 Selection of participants is determined by the district manager.The length of the course is 23 hours in three consecutive days. The courses objective is to train sales personnel to recognize and communicate with various types of customers, to deal with difficult customers using a business-like attitude, and to provide customers the best rate and service.The course consists of formal classroom training using lecture, programmed instruction, and sound recordings with heavy emphasis on role playing. This course is modeled on the highly successful Customer Contact Course used in our West Coast division.All participants are required to complete a written evaluation of the course after they return to their sales districts.B. Sales Training CourseThe course is designed for new sales representatives and those with one to three months field experience. The length of the course is approximately 72 hours. The objective is (1) to increase product knowledge and (2) to increase client contact effectiveness when calling on accounts. The course will focus on the ability to initiate customer contact, to sell our products successfully, and to maintain long-term customer satisfaction.The course employs a substantial variety of training techniques. In addition to lecture and demonstration by instructors, major objectives are met through competitive teamwork, hypothetical sales projects, role playing, and group discussion.And participants are required to complete a written evaluation of the course upon completion.C. District Sales ManagerThe course is designed for existing and about-to-be promoted district sales managers. The course length is undetermined at this time, but will probably run three days. Its objective is to deal with problems of transition encountered by those assuming new and diverse responsibilities. Also, the course stresses methods for implementing company sales policy and procedures