Consumer
Heather W. was new to her job as administrative assistant at the Wai- alae Country Club in Honolulu. Alone in the office one morning, she answered a phone call from Rick, who said he was the country club’s copier contractor. “Hey, look, babydoll,” Rick purred, “the price on the toner you use is about to go way up. I can offer you a great price on this toner if you order right now.” Heather knew that the copy machine regularly needed toner, and she thought she should prob- ably go ahead and place the order to save the country club some money. Ten days later two bottles of toner arrived, and Heather was pleased at the perfect timing. The copy machine needed it right away. Three weeks later Maureen, the bookkeeper, called to report a bill from Copy Machine Specialists for $960.43 for two bottles of toner. “What’s going on here?” said Maureen. “We don’t purchase supplies from this company, and this price is totally off the charts!”23
Number Use
Review Guides 47–50 about number use in Appendix A: Grammar and Mechanics Guide (Competent Language Usage Essentials), beginning on page A-18. On a separate sheet, revise the following sentences to correct number usage errors. For each error that you locate, write the guide number that reflects this usage. Sentences may have more than one error. If a sentence is correct, write C. When you finish, check your answers on page Key-2.
Example: 25 employees signed up for health insurance.
Revision: Twenty-five employees signed up for health insurance.
[Guide 47]
1. We ordered 3 new computers and 2 printers for our department.
2. 31 candidates applied for the 3 advertised positions.
3. My company paid five hundred dollars for me to attend the 3-day workshop.
4. Our UPS deliveries arrive before 11:00 o’clock a.m.
5. Personal income tax returns must be mailed by April 15th.
6. We earned 7.5% dividends on our two thousand dollar invest- ment.
7. Our company applied for a one hundred thousand dollar loan at six%.
8. A total of 2,000,000 people attended the World’s Fair.
9. I bought the item on eBay for one dollar and fifty cents and sold it for fifteen dollars.
10. That store offers a thirty-day customer-satisfaction return policy.
Heather spoke to the manager, Steven Tanaka, who immediately knew what had happened. He blamed himself for not training Heather.
“Never, never order anything from a telephone solicitor, no matter how fast-talking or smooth he sounds,” warned Steven. He outlined an office policy for future supplies purchases. Only certain people can authorize or finalize a purchase, and purchases require a confirmed price including shipping costs settled in advance. But what to do about this $960.43 bill? The country club had already begun to use the toner, although the current copies were looking faint and streaked.
Your Task. As Steven Tanaka, decide how to respond to this ob- vious scam. Should you pay the bill? Should you return the unused bottle? Write a persuasive claim to Copy Machine Specialists, 4320 Admiralty Way, Honolulu, HI 96643. Supply any details necessary.
Video Resources
This chapter has two videos with writing assignments.
Bridging the Gap Video Library 2 Persuasive Request: Hard Rock Café
This video takes you inside the Hard Rock Café where you learn about changes it has undergone in surviving over 30 years in the rough-and-tumble world of hospitality. One problem involves dif- ficulty in maintaining its well-known logo around the world. As you watch the video, look for references to the changes taking place and the discussion of brand control.
Your Task. As an assistant in the Hard Rock Corporate Identity Division, you have been asked to draft a persuasive message to be sent to the Edinburgh International Comedy Festival. In doing re- search, you learned that this festival is one of the three largest comedy festivals in the world, alongside Melbourne Madness Festival and Montreal’s Just for Laughs Festival. An annual event, the Edinburgh International Comedy Festival takes over this Scotland city each autumn with stand-up comedy, cabaret, theater, street performance, film, television, radio, and visual arts programs. Some of the programs raise funds for charity.
The problem is that the festival is staging some of its events at the Hard Rock Café, and the festival is using outdated Hard Rock logos at their Web site and in print announcements. Your task is to persuade the Edinburgh International Comedy Festival organizers
to stop using the old logos. Explain why it is necessary to use the official Hard Rock logo. Make it easy for them to obtain the official logo at http://www.hardrock.net.official.logo. Organizers must also sign the logo usage agreement. Organizers may be resistant because they have invested in announcements and Web designs with the old logo. If they don’t comply by June 1, Hard Rock at- torneys may begin legal actions. However, you need to present this date without making it sound like a threat. Your boss wants this message to develop goodwill, not motivate antagonism.
Write a persuasive e-mail message to Edinburgh International Comedy Festival organizer Barry Cook at bcook@edinburghfestival.
com. Add any reasonable details.
Bridging the Gap Video Library 2
Innovation, Learning, and Communication: A Study of Yahoo This video familiarizes you with managers and inside operating strategies at the Internet company Yahoo. After watching the film, assume the role of assistant to John Briggs, senior producer, who ap- peared in the video. John has just received a letter asking for permis- sion from another film company to use Yahoo offices and personnel in an educational video, similar to the one you just saw.
Briggs wants you to draft a message for him to send to the operations manager, Ceci Lang, asking for permission for VX Studios to film. VX says it needs about 15 hours of filming time and would like to interview four or five managers as well as founders David Filo and Jerry Yang. VX would need to set up its mobile studio van in the parking lot and would need permission to use advertising film clips.
Although VX hopes to film in May, it is flexible about the date. John Briggs reminds you that Yahoo has participated in a number of films in the past two years, and some managers are complaining that they can’t get their work done.
Your Task. After watching the video, write a persuasive memo or e-mail message to Ceci Lang, operations manager, asking her to allow VX Studios to film at Yahoo. Your message should probably emphasize the value of these projects in enhancing Yahoo’s image among future users. Provide any other details you think are neces- sary to create a convincing request message that will win authoriza- tion from Ceci Lang to schedule this filming.
Grammar and Mechanics C.L.U.E. Review 9
© Tom Grill / Corbis
Chapter 10
Negative Messages OBJECTIVESAfter studying this chapter, you should be able to
1 Describe the goals and strategies of business communicators in delivering bad news, including knowing when to use the direct and indirect patterns, applying the writing process, and avoiding legal problems.
2 Explain effective techniques for delivering bad news sensitively.
3 Identify typical requests and describe an effective strategy for refusing such requests.
4 Explain effective techniques for delivering bad news to customers.
5 Explain effective techniques for delivering bad news within organizations.
6 Compare strategies for revealing bad news in other cultures.
About 25 percent of the nation’s 660 million airline passengers experienced flight delays last year. Many criticized the airlines for not providing information about flight status. Southwest Airlines’
passengers, however, are less likely to be among the complainers.
That is because Southwest takes a proactive approach, giving its customers timely and regular updates—even when the news is bad.
An ice storm caused a several-hour delay on a flight leaving St. Louis.
Southwest flight attendants and pilots walked through the plane regularly, answering passengers’ questions and providing informa- tion on connecting flights. Passengers on that flight were pleasantly surprised when vouchers for free round-trip flights arrived a few days later. The vouchers were accompanied by a letter from the airline apologizing for the inconvenience.
Such practices are the norm for Southwest, whose stock symbol is LUV. The Dallas-based discount airline—known for its low fares, lack of frills, and efficient service—has become a powerful brand in a competitive industry since its humble beginnings in 1971. Founders Rollin King and Herb Kelleher had a unique vision for their new com- pany: Get passengers where they want to go, on time, at the lowest price—and make flying fun for both employees and passengers.
Their formula worked. Today, Southwest is the largest carrier in the United States based on domestic departures. It currently oper- ates more than 3,200 flights a day to 63 cities in 32 states. Whereas other airlines are struggling to cut costs and stay alive, Southwest recently reported its 34th profitable year.
Such high standards have won Southwest a spot on Business- Week’s ranking of the country’s 25 best customer-service providers.
Southwest consistently ranks lowest of domestic airlines in the number of complaints per passenger—and just as consistently leads the airline industry in customer satisfaction.
Like its peers, however, Southwest has its share of problems.
Irate customers complain about lost baggage, weather delays, and canceled flights. The difference is its response strategy. Fred Taylor,
Passengers LUV Southwest Airlines—
Even When Flights Are Late
Communicating at Work Part 1
senior manager of proactive customer communications, tracks operat- ing disruptions across the organization. He meets daily with depart- mental representatives to discuss possible problems and develop strategies to minimize difficulties before they happen. Regardless of his proactive efforts to minimize customer complaints, Taylor still must respond occasionally to disappointed customers.1 Delivering bad news and responding to customer complaints are major responsibili- ties of his job. You’ll learn more about this case on page 294.
Critical Thinking
● Suppose you applied for a job that you really wanted, but the company hired someone else. To notify you of the bad news, the company sends a letter. Should the letter blurt out the bad news immediately or soften the blow somewhat?
● What are some techniques you could use if you have to deliver bad news in business messages?
● What goals should you try to achieve when you have to give disappointing news to customers, employees, suppliers, or others on behalf of your organization?
http://www.southwest.com © AP IMAGES
Strategies for Delivering Bad News
In all businesses, things sometimes go wrong. At Southwest Airlines, flights are canceled, bag- gage is lost, and weather diverts flights. In other businesses, goods are not delivered, products fail to perform as expected, service is poor, billing gets fouled up, or customers are misunder- stood. You may have to write messages ending business relationships, declining proposals, announcing price increases, refusing requests for donations, terminating employees, turning down invitations, or responding to unhappy customers. You might have to apologize for mistakes in orders, errors in pricing, the rudeness of employees, overlooked appointments, sub- standard service, pricing errors, faulty accounting, defective products, or jumbled instructions.
Everyone occasionally must deliver bad news. Because bad news disappoints, irritates, and sometimes angers the receiver, such messages must be written carefully. The bad feel- ings associated with disappointing news can generally be reduced if the receiver (a) knows the reasons for the rejection, (b) feels that the news was revealed sensitively, (c) thinks the matter was treated seriously, and (d) believes that the decision was fair.
In this chapter you will learn when to use the direct pattern and when to use the indirect pattern to deliver bad news. You will study the goals of business communicators in work- ing with bad news, and you will examine three causes for legal concerns. The major focus of this chapter, however, is on developing the indirect strategy and applying it to situations in which you must refuse typical requests, decline invitations, and deliver negative news to employees and customers. You will also learn how other cultures handle bad news.
LEARNING OBJECTIVE 1 Describe the goals and strategies of business communicators in delivering bad news, including knowing when to use the direct and indirect patterns, applying the writing process, and avoiding legal problems.
LEARNING OBJECTIVE 1 Describe the goals and strategies of business communicators in delivering bad news, including knowing when to use the direct and indirect patterns, applying the writing process, and avoiding legal problems.
Receivers of bad news are less disappointed if they (a) know the reason for the rejection, (b) feel that the news was revealed sensitively, (c) think the matter was treated seriously, and (d) believe the decision was fair.
Receivers of bad news are less disappointed if they (a) know the reason for the rejection, (b) feel that the news was revealed sensitively, (c) think the matter was treated seriously, and (d) believe the decision was fair.
Primary and Secondary Goals in Communicating Bad News
Delivering bad news is not the happiest writing task you may have, but it can be gratifying if you do it effectively. As a business communicator working with bad news, you will have many goals, the most important of which are these:
Primary Goals
● Make the receiver understand the bad news
● Have the receiver accept the bad news
● Maintain a positive image of you and your organization Secondary Goals
● Reduce bad feelings
● Convey fairness
● Eliminate future correspondence
● Avoid creating legal liability or responsibility for you or your organization
These are ambitious goals, and we’re not always successful in achieving them all. The patterns you’re about to learn, however, provide the beginning communicator with strate- gies and tactics that many writers have found helpful in conveying disappointing news sen- sitively and safely. With experience, you will be able to vary these patterns and adapt them to your organization’s specific writing tasks.
Using the Indirect Pattern to Prepare the Reader
Whereas good news can be revealed quickly, bad news is generally easier to accept when broken gradually. Revealing bad news slowly and indirectly shows sensitivity to your reader.
By preparing the reader, you tend to soften the impact. A blunt announcement of disap- pointing news might cause the receiver to stop reading and toss the message aside. The indirect strategy enables you to keep the reader’s attention until you have been able to explain the reasons for the bad news. In fact, the most important part of a bad-news letter is
When you communicate bad news, your primary goals are to make the receiver understand and accept the bad news and to maintain a good image of you and your organization.
When you communicate bad news, your primary goals are to make the receiver understand and accept the bad news and to maintain a good image of you and your organization.
The indirect pattern softens the impact of bad news by giving reasons and explanations fi rst.
The indirect pattern softens the impact of bad news by giving reasons and explanations fi rst.
© AP IMAGES
Ford Motor Company is attempting to jump-start a turnaround in the face of new plant closings, dwindling market share, massive recalls, “junk”
credit ratings, and sagging truck sales. The stalled automaker’s restructuring effort, dubbed the
“Way Forward,” will slash up to 30,000 jobs and close 14 North American factories by 2012. News of the layoffs was leaked in a Time cover story on former CEO William Ford Jr. and later buried in a press release praising Ford’s future models and innovation.
Should businesses use an indirect strategy when announcing layoffs?
the explanation, which you will learn about shortly. The indirect plan consists of four parts, as shown in Figure 10.1:
● Buffer. Introduce the message with a neutral statement that makes the reader continue reading.
● Reasons. Explain why the bad news was necessary and that the matter was taken seriously.
● Bad news. Provide a clear but understated announcement of the bad news that might include an alternative or a compromise.
● Closing. End with a warm, forward-looking statement that might mention good wishes, gifts, or sales promotion.
When to Use the Direct Pattern
Many bad-news letters are best organized indirectly, beginning with a buffer and reasons.
The direct pattern, with the bad news first, may be more effective, though, in situations such as the following:
● When the receiver may overlook the bad news. Rate increases, changes in service, new policy requirements—these critical messages may require boldness to ensure attention.
● When organization policy suggests directness. Some companies expect all internal messages and announcements—even bad news—to be straightforward and presented without frills.
● When the receiver prefers directness. Busy managers may prefer directness. If you know that the reader prefers that the facts be presented straightaway, use the direct pattern.
● When firmness is necessary. Messages that must demonstrate determination and strength should not use delaying techniques. For example, the last in a series of collection letters that seek payment of overdue accounts may require a direct opener.
● When the bad news is not damaging. If the bad news is insignificant (such as a small increase in cost) and doesn’t personally affect the receiver, then the direct strategy certainly makes sense.
Applying the 3-x-3 Writing Process
Thinking through the entire writing process is especially important in bad-news letters. Not only do you want the receiver to understand and accept the message, but you also want to be careful that your words say only what you intend. Thus, you will want to apply the familiar 3-x-3 writing process to bad-news letters.
Analysis, Anticipation, and Adaptation. In Phase 1 (prewriting) you need to analyze the bad news so that you can anticipate its effect on the receiver. If the disappoint- ment will be mild, announce it directly. If the bad news is serious or personal, consider The direct pattern is appropriate
when the receiver might overlook the bad news, when directness is preferred, when fi rmness is necessary, and when the bad news is not damaging.
The direct pattern is appropriate when the receiver might overlook the bad news, when directness is preferred, when fi rmness is necessary, and when the bad news is not damaging.