职场商务英语口语对话精编5篇

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职场商务英语口语对话1

Sally: I see from your resume that you certainly have the educational background and work background to handle this job. In fact, you seem to be somewhat overqualified for this job. It’s not as high a position as head manager of a major hotel like you had on the East coast. Why are you applying here?

Victoria: From what I know, your hotel is very progressive and in a good position for expansion, and I think I can help you do that. I consider time management  to be one of my key strengths. As night manager, I think I can maximize my time to ensure that night operations run at top efficiency, and at the same time help you to plan your expansion.

Sally: I’m impressed with your advance knowledge of our business. Your cover letter shows that you’ve done your homework, and you have all the qualifications we’re looking for. But I’m still a little worried that you’ll leave if a higher position opens up at a more prominent hotel.

Victoria: I came to the West coast for a change of pace. The night position suits my goals for the present, and I’m looking forward to the challenge of helping to make your hotel one of the key players here.

Sally: I like your attitude, and it looks like you’re the person for the job. The position’s open two weeks from Monday. Can you start then?

Victoria: No problem!

商务英语会议情景对话2

A: So that concludes the introduction. Now let's move to the first part of my talk, which is about2006 fiscal year marketing plan. So first, right off the bat, When looking at the marketingplan, tell me some of the goals that we had set this year to begin with.。.。

B: We wanted to appeal to a younger set of consumers and also, in line with that goal, redo ourimage.。.。

A: That's correct. If you remember, we also set a goal to double distribution in overseasmarkets. Now, when looking at the data to evaluate whether or not we made our goals, thereare three things to consider. First, the original condition of the market, second, our marketingnumbers from the previous year, and third, our final sales figures for this year. Now I want todescribe for you the second and third parts. If you look at the overhead, you'll see agraph.。.The blue line represents our sales from the year 2005, the red line is the sales in2006.。.。 As you can see, our sales in 2005 were quite slow to start off with, but managed tomake decent performance in the last part of the year. On the other hand, you can see thisyear's sales took off like a rocket.

商务英语会议情景对话3

M: Please let me see the draft of what you have put together for Monday's meeting.

F: I'm still working on the agenda, there will be a lot to go over on Monday. Here's what I'vegot so far.

M: Do you think we will spend more than twenty minutes in the opening? I think it should bepretty simple.

F: It shouldn't take too long, but there will be a lot of dignitaries at the meeting. In theopening exercises, it is protocol to spend a little time to recoginise them. I reckon it shouldtake about half an hour before we can even get to the minutes.

M: Really? Well, at least the minutes shouldn't take too long to review. There shouldn't be a lotof active business left over from last meeting.

F: True. After review and acceptance of the minutes, we have several committee reports. Oldbusiness won't take up too much time, but sometimes the committee delegates can be a littleverbose… Is there where we can limit their time?

M: We can set a five minute report time with a three minute question and answer afterwards.

F: That's not good. Q&A always stretch out the time, because people usually get stuck onsome irrelevent point, we'll lose control of the meeting if we open it up to questions too early.

M: True. Well, imposing an eight minute limit on the committee reports then, we'll saveQ&A until right before closed session.

F: Sounds good. Overall, we can probably keep the meeting under two hours.

M: Let's hope!

职场商务英语口语对话4

Len Matheson is the owner of a small company that’bais rapidly expanding. He’s getting advice from Mary Carlyle, a business consultant, on developing a functional organizational structure to better deal with his company’s expansion.

Mary: Mr. Matheson, I’ve studied all your reports, and your company is making excellent progress.

Len: Thank you, Miss Carlyle. And please, call me Len. So, what are your recommendations for my new organizational structure?

Mary: Call me Mary. First, let’s start with your operation here. You should set up separate Administrative,Clerical, Back office, and Support functions.

There’s too much work for your personnel to wear more than one hat any more.

Len: Yes, they’re already overworked. But that will entail more Managerial functions, won’t it?

Mary: That’s right, Len, and you’ll need at least two

new managers for separate Marketing and Product

Development departments.

Len: OK, Mary. What else?

Mary: I think you’ll need an Executive assistant to help

you deal with Corporate affairs. That should do it

for your headquarters here, but since your business

is no longer just local, I also suggest setting up a

Regional office in the south.

Len: What about personnel there?

Mary: You’ll need the same basic functionality as here, on a reduced scale. Product Development is only needed at HQ for now. Your regional head can manage all functions there initially, but will probably need an assistant, also. And that’s it!

Len: Thanks for your advice, Mary. Looks like I’ll need that assistant right away to help me set all this up!

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