Business report
Chapter 13 Completing Business Proposals and Business Reports
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Learning Objectives
13.1 Explain how completed reports affect your credibility.
13.2 Create specific and persuasive proposals.
13.3 Demonstrate excellent thinking by applying a precision-oriented style to reports.
13.4 Design your reports to aid in decision making.
13.5 Project objectivity in reports.
13.6 Review reports for effectiveness and fairness.
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Developing Business Proposals 1
Proposals
Deal with allocating resources.
Explain business goals.
Vary in length and format.
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Most proposals deal with decisions about allocating resources for various business activities. Proposals generally explain why business goals are beneficial and how you will use resources (people, time, partnerships, finances, etc.) to reach these goals. Proposals vary substantially in length and format. They range from a page or two to several hundred pages. Some proposals require a standard format, whereas others are more flexible.
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Developing Business Proposals 2
Components of a Business Proposal
Cover Page
Executive Summary
Current Situation
Specific Objectives
Deliverables Overview
Timeline
Results Enhancers
Pricing/Budget
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Some of the most common elements of proposals, especially for consulting, include an explanation of the current situation (usually addressing an unresolved problem), specific objectives, a deliverables overview, a timeline, results enhancers (why you or your organization is positioned to add value), and pricing or budget (if appropriate).
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Demonstrating Excellent Thinking by Applying a Precision-Oriented Style 1
Style
The report offers accurate, well-documented facts, good reasoning for conclusions, and a solid basis for recommendations.
Foundation must be a well-stated business problem or challenge.
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The most basic and critical component of any report is precision in thinking as reflected in style—meaning that it offers accurate, well-documented facts; good reasoning for conclusions; and a solid basis for recommendations. The foundation for these facts, conclusions, and recommendations must be a well-stated business problem or challenge.
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Figure 13.2 Excellence in Thinking for Reports
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Figure 13.2 shows the proper sequence of thinking about reports.
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Demonstrating Excellent Thinking by Applying a Precision-Oriented Style 2
Precision-Oriented Reports
Start with a clear statement of the business problem or challenge.
Use fact-based language.
Document secondary research and avoid plagiarism.
Base recommendations on facts and conclusions in the report.
Provide specific and actionable recommendations.
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A report that facilitates effective decision making must demonstrate excellence in thinking:
Start with a clear statement of the business problem or challenge.
Use fact-based language.
Document secondary research and avoid plagiarism.
Base recommendations on facts and conclusions in the report.
Provide specific and actionable recommendations.
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Table 13.1a Problem Statement or Business Challenge
| Less Effective | Virtual reality (VR) tools increasingly allow users to experience films and other content in more lifelike, realistic, multisensory, and even adventurous ways. Many companies in the hospitality and tourism sector are exploring how to create new business opportunities with VR. Some companies have already succeeded in using VR content to market their sites and services as well as to enhance tour experiences. Therefore, we need to get in this space quickly. | This brief statement focuses only on the opportunity. It doesn't draw any attention to the basic problem that needs to be solved. Most decision makers would increase their skepticism as a result. |
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Problem statements are most effective when they provide the unique context of the problem for the organization and reflect an appropriate sense of urgency. Typically, such statements should be one to three paragraphs long. Notice how Jeff establishes the direction of his green meetings report in Table 13.1.
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Table 13.1b Problem Statement or Business Challenge
| More Effective | Virtual reality (VR) tools increasingly allow users to experience films and other content in more lifelike, realistic, multisensory, and even adventurous ways. One indicator of the growing demand for VR content is the demand for VR headsets. In 2018, global shipments of VR headsets amounted to 13.5 million. The demand for VR headsets is expected to more than double by 2023. Yet, a small overall percentage of consumers own VR headsets or regularly view VR content. Most experts suggest VR as a mainstream experience is still three to five years in the future (Hollander, 2018). Many companies in the hospitality and tourism sector are exploring how to create new business opportunities with VR. Some companies have already succeeded in using VR content to market their sites and services as well as to enhance tour experiences. Yet, while investments in VR may create competitive advantage, they involve significant risk and uncertainty. In this section, we describe two emerging functions of VR in our industry: (a) marketing sites and services and (b) enhancing the travel experience. Then, we describe the benefits and risks of developing and adopting VR content. Overall, the aim of our report is to evaluate the business opportunities of developing VR content for Aicasus Tours. | This problem statement provides sufficient context to communicate the opportunities of developing VR. Yet, in each paragraph, it addresses the problems associated with developing VR content: uncertainty and risk because VR is not a mainstream experience yet. |
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Notice how Jeff establishes the direction of his green meetings report in Table 13.1.
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Table 13.1c Problem Statement or Business Challenge
| Less Effective | Since 2013, we have evaluated guest satisfaction and future intentions among conference attendees with an annual survey. This report provides the results of this year’s survey as well as year-to-year comparisons for the past five years. | This statement fails to explain the basic purpose and value behind conducting the surveys. |
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Notice how Jeff establishes the direction of his green meetings report in Table 13.1.
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Table 13.1d Problem Statement or Business Challenge
| More Effective | Guest satisfaction has always been the foundation for repeat business. With so many online reviews of hotels readily available to meeting planners, achieving high guest satisfaction ratings is more important now than ever. Since 2013, we have used an annual survey to evaluate guest satisfaction, assess future intentions of conference attendees, and determine how we can improve guest satisfaction. This report provides the results of this year’s survey as well as year-to-year comparisons for the past five years. | By adding a few additional thoughts in just two sentences, this problem statement establishes the importance of using the survey to improve guest satisfaction and, consequently, repeat business. Furthermore, it explains the increased urgency of this effort. |
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Notice how Jeff establishes the direction of his green meetings report in Table 13.1.
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Use Fact-Based Language
You can raise the credibility of your report by:
Supplying the facts with precision.
Providing supporting details for your conclusions.
Carefully dealing with predictions and cause/effect statements.
Responsibly citing your research sources.
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Precision in reports relies on facts. You can raise the credibility of your report by (1) supplying the facts with precision; (2) providing supporting details for your conclusions; (3) carefully dealing with predictions and cause/effect statements; and (4) responsibly citing your research sources (see the next section about documenting secondary research).
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Table 13.2a Using Fact-Based Language
| Less Effective | Nearly all of our respondents reported satisfaction with their conference experiences. | This fact is imprecise and open to interpretation. |
| More Effective | Overall, the vast majority (84 percent) of our respondents reported satisfaction with their conference experiences. | By providing the exact percentage in parentheses, this fact is precise. |
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Table 13.2 shows less effective and more effective examples of using fact-based language.
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Table 13.2b Using Fact-Based Language
| Less Effective | Many of our prior customers expressed interest in viewing VR content as they make tour decisions. | Without a supporting fact, this conclusion may be viewed as unsubstantiated or merely the writer’s opinion. |
| More Effective | Many of our prior customers expressed interest in viewing VR content as they make tour decisions (see Table 1). Among customers who own tethered VR headsets, nearly three quarters (73%) expressed interest. For mobile VR headset owners and customers without VR headsets (in the survey, we suggested we would send them Google Cardboard headsets), roughly one quarter (28%) expressed interest. | This conclusion is immediately substantiated with supporting statistics (facts). It references a table with additional details. |
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Table 13.2 shows less effective and more effective examples of using fact-based language.
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Table 13.2c Using Fact-Based Language
| Less Effective | In consultation with developers, each short VR film would only cost $5,500. At such a low cost, we're basically guaranteed a return on our investment. | This statement guarantees that the investment will bring a return. Many decision makers would view the statement as naïve. This statement lacks many details (i.e., type and number of developers who were consulted, length of videos) that can enhance credibility. |
| More Effective | In consultation with three VR developers, we estimate each short VR film of roughly two minutes can be produced for approximately $5,500 (includes equipment purchases). We could rely on our permanent tour guides at various locations to oversee the recording of the tour footage (J. Hardaway, personal communication, September 14, 2019; K. Cafferty, personal communication, September 15, 2019; M. Dipprey, personal communication, September 14, 2019). | This set of more specific statements demonstrates a cautious but confident analysis of production costs. The citations bolster the credibility of the analysis. |
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Table 13.2 shows less effective and more effective examples of using fact-based language.
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Document Secondary Research and Avoid Plagiarism 1
Provide a reference list at the end of the report that contains all your sources.
Provide citations to indicate the information you have drawn from other sources.
There are a variety of documentation systems, including A P A and M L A styles.
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By documenting your sources, you allow decision makers to judge the quality of your data. Decision makers are also looking for signals that you have been methodical in collecting, analyzing, and reporting findings. By documenting your sources, you display your thorough, detail-oriented approach. Typically, you should provide a reference list at the end of the report that contains all your sources. Also, throughout your document, you should provide citations to indicate the information you have drawn from other sources.
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Table 13.3a References in A P A and M L A Documentation Styles
| A P A | M L A | |
| Book | Rubin, P. (2018). Future presence: How virtual reality is changing human connection, intimacy, and the limits of ordinary life. San Francisco, CA: HarperOne. | Rubin, Peter. Future Presence: How Virtual Reality Is Changing Human Connection, Intimacy, and the Limits of Ordinary Life. HarperOne, 2018. |
| Report from an organization (white paper) | Resnick, M., & McGovern, J. (2018, December 4). How architecting for next-generation experiences helps to deliver customer and business outcomes. Stamford, CT: Gartner. | Resnick, Marty, and James McGovern. How Architecting for Next-Generation Experiences Helps to Deliver Customer and Business Outcomes. Gartner, 2018. |
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You can use a variety of documentation systems, including APA and MLA styles. You can see examples of these two styles in Table 13.3. You should, however, use an official style guide to document with precision. Style guides contain hundreds of rules for various types of sources. Additionally, many websites contain the most current documentation guidelines.
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Table 13.3b References in A P A and M L A Documentation Styles
| A P A | M L A | |
| Scholarly or scientific journal | Wagler, A., & Hanus, M. D. (2018). Comparing virtual reality tourism to real-life experiences: Effects of presence and engagement on attitude and enjoyment. Communication Research Reports, 35(5), 456-464. | Wagler, Adam, and Michael D. Hanus. “Comparing Virtual Reality Tourism to Real-Life Experiences: Effects of Presence and Engagement on Attitude and Enjoyment.” Communication Research Reports, vol. 35, no. 5, pp. 456-464. |
| Magazine/ periodical | Porter, M. E., & Heppelmann, J. E. (2017, November-December). Why every organization needs an augmented reality strategy. Harvard Business Review, 95(6) 46-57. | Porter, Michael E., and James E. Heppelmann. “Why Every Organizations Needs an Augmented Reality Strategy.” Harvard Business Review, Nov./Dec. 2017, pp. 46-57. |
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You can use a variety of documentation systems, including APA and MLA styles. You can see examples of these two styles in Table 13.3. You should, however, use an official style guide to document with precision. Style guides contain hundreds of rules for various types of sources. Additionally, many websites contain the most current documentation guidelines.
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Table 13.3c References in A P A and M L A Documentation Styles
| A P A | M L A | |
| Conference paper | Jung, T., tom Dieck, M. C., Moorhouse, N., & tom Dieck, D. (2017, March 30). Tourists’ experiences of virtual reality applications. Paper presented at the 2017 IEEE International Conference on Consumer Electronics (ICCE), Las Vegas, NV. | Jung, Timothy, M. Claudia tom Dieck, Natasha Moorhouse, and Dario tom Dieck. “Tourists’ experiences of virtual reality applications.” 2017 IEEE International Conference on Consumer Electronics (ICCE), 8 Jan 2017, Las Vegas, NV. Conference presentation. |
| Webpage (A variety of rules for online sources exist. Check a formatting guide to help you decide which information to provide.) | Hollander, R. (2018, March 27). When it comes to VR hardware, consumers are balancing price point and experience. Business Insider. Retrieved from www.businessinsider.com/the-vr-hardware-report-2018-3 | Hollander, Rayna. “When It Comes to VR Hardware, Consumers are Balancing Price Point and Experience.” Business Insider, www.businessinsider.com/the-vr-hardware-report-2018-3. Accessed 3 April 2019. |
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You can use a variety of documentation systems, including APA and MLA styles. You can see examples of these two styles in Table 13.3. You should, however, use an official style guide to document with precision. Style guides contain hundreds of rules for various types of sources. Additionally, many websites contain the most current documentation guidelines.
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Table 13.3d References in A P A and M L A Documentation Styles
| A P A | M L A | |
| Personal interviews | (J. Hardaway, personal communication, September 14, 2019)* *Not included in reference list; used as in-text citation only. | Hardaway, Jane. Personal interview. 14 September 2019. |
| In-text citations | (Wagler & Hanus, 2018) | (Wagler & Hanus) |
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You can use a variety of documentation systems, including APA and MLA styles. You can see examples of these two styles in Table 13.3. You should, however, use an official style guide to document with precision. Style guides contain hundreds of rules for various types of sources. Additionally, many websites contain the most current documentation guidelines.
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Document Secondary Research and Avoid Plagiarism 2
Avoid Plagiarism
Document all references to the ideas of others.
Includes:
Direct quotations.
Paraphrases.
Borrowed ideas.
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To develop original reports, make sure that you avoid all forms of plagiarism. According to the Merriam-Webster dictionary, to plagiarize is to “steal and pass off (the ideas of another) as one’s own” and “to commit literary theft.” Thus, plagiarism is serious; it is literally stealing the ideas of others.
To avoid plagiarism on a sentence and paragraph level, document all references to the ideas of others, including (1) direct quotations, (2) paraphrases, and (3) other instances in which you borrow or reference the ideas of others. Direct quotations are verbatim restatements from another source. In most situations, you should paraphrase rather than use direct quotations. Paraphrasing involves using your own words to express the meaning of the original speaker or writer.
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Figure 13.3 Basing Recommendations on Facts and Conclusions
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One of the foremost goals of many reports is to give good advice, but business professionals often fail to sufficiently connect their recommendations to their facts and conclusions. If decision makers are to take your report seriously and feel comfortable acting on it, they must be able to see clear connections between the facts and conclusions you present and the related recommendations, as depicted in Figure 13.3.
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Table 13.5a Making Recommendations Specific and Actionable
| Less Effective | Send VR headsets to key customers. | This recommendation is vague and lacks important details. |
| More Effective | Send inexpensive mobile VR headsets to key customers. At an estimated cost of $10,000 (1,000 Google Cardboard headsets with a cost of $10 per headset, including shipping), we can send mobile VR headsets to prior customers identified as most likely to purchase future tours. We recommend evaluating their purchase behavior to create an ROI analysis of the mobile VR headset strategy. | This recommendation contains a rationale as well as concrete details about the quantity and costs of VR headsets. |
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In addition to being based on facts and conclusions in the report, recommendations must be specific and actionable. Many business professionals run out of steam by the end of the report or are reluctant to take a firm position, so they provide vague and sometimes superficial recommendations. Make sure you provide recommendations that are sufficiently detailed and realistic for decision makers (see Table 13.5). You can elaborate on your recommendations with a section on your rationale, the implications of your recommendations, and clear steps to take toward implementation.
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Table 13.5b Making Recommendations Specific and Actionable
| Less Effective | Place VR headsets at our major offices. | This recommendation is vague. It indicates a superficial, nonthorough effort to provide advice. |
| More Effective | Place high-quality VR headsets in our 10 major offices. At an estimated cost of $40,000, we can market our tours with VR experiences with high-quality VR experiences at our major offices. We recommend tracking which tours our customers view and how that impacts their ultimate decision making. | This recommendation is specific and provides elaboration about a detail all decision makers are interested in: evaluating impact. |
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Make sure you provide recommendations that are sufficiently detailed and realistic for decision makers (see Table 13.5).
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Designing Your Reports to Help Decision Makers
Easy to Navigate
Not everyone will read it from start to finish.
Provide a familiar structure.
Front matter.
Text.
Back Matter.
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Some decision makers will read your reports from start to end. Others will try to glean the key messages by first reading the summary and headings before reading the report completely. Other decision makers will skim the report due to time pressures. In any case, assume that decision makers may not read your report from start to end, and design it so they can navigate the information rapidly.
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Figure 13.4a Common Structures for Business Reports
Components of a Survey Report
Executive Summary.
Introduction and Background.
Methodology.
Findings.
Conclusions.
Recommendations.
References.
Appendixes.
Components of a Trend Report
Executive Summary.
Introduction.
Background.
Trend Analysis.
Recommendations.
References.
Appendixes.
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One way to make your report easy to navigate is to provide a structure that decision makers are familiar with. Figure 13.4 contains sample structures from common types of business reports.
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Figure 13.4b Common Structures for Business Reports
Components of a Business Plan
Cover Page.
Executive Summary.
Business Description and Vision/General Company.
Business Objectives.
Description of the Market/Market Analysis.
Description of the Products and Services.
Organization and Management.
Marketing and Sales Strategy.
Financial Management.
Appendixes.
Components of a Business Proposal
Cover Page.
Executive Summary.
Current Situation.
Specific Objectives.
Deliverables Overview.
Timeline.
Results Enhancers.
Pricing.
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Figure 13.4 contains sample structures of common types of business reports.
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Figure 13.4c Common Structures for Business Reports
Components of a Strategic Plan
Cover Page.
Executive Summary.
SWOT Analysis.
Vision, Mission, Values.
Strategic Objectives.
Action Items.
Implementation Process.
Evaluation.
Components of a Progress Report
Executive Summary.
Introduction.
Background.
Accomplishments.
Problems.
Future Plans/Timeline.
Conclusion.
References.
Appendixes.
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Figure 13.4 contains sample structures of common types of business reports.
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Figure 13.4d Common Structures for Business Reports
Components of a SWOT Analysis
Executive Summary.
Strengths.
Weaknesses.
Opportunities.
Threats.
Recommendations.
References.
Appendixes.
Components of a Marketing Plan
Executive Summary.
Market Research.
Product.
Competition.
Mission Statement.
Marketing Strategies.
Pricing.
Positioning/Branding.
Budget.
Marketing Goals/ Objectives.
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Figure 13.4 contains sample structures of common types of business reports.
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Figure 13.4e Common Structures for Business Reports
Components of an Annual Report
Cover.
Narrative Statements (letter to stockholders from the CEO—functions as executive summary, company overview, mission statement, history).
Financial Statements (income statement, balance sheet, cash flow, auditor’s report).
References.
Appendixes.
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Figure 13.4 contains sample structures of common types of business reports.
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Figure 13.5a Components of a Formal Report
Front Matter
Letter or Memo of Transmittal.
Cover.
Title Page.
Copyright Notice, Credits.
Table of Contents.
List of Tables and/or Figures.
Preface or Foreword.
Acknowledgements.
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Some formal reports contain many additional components, as illustrated in Figure 13.5. These additional components can be classified as front matter, text, and back matter. You can see examples of full, formal reports in the online learning materials.
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Figure 13.5b Components of a Formal Report
Text
Executive Summary.
Introduction.
Findings.
Recommendations.
Conclusions.
Back Matter
Reference List or Bibliography.
Appendixes.
Attachments.
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Some formal reports contain many additional components, as illustrated in Figure 13.5.
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Tell the Story of Your Report with an Executive Summary
Executive Summary
Summarize the most important contents.
Include key findings, conclusions, and recommendations.
Should be about 1 page per 10 to 20 pages in the report.
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Nearly all business reports, especially those that are more than a few pages long, contain an executive summary at the beginning. The purpose is to summarize the most important contents, including key findings, conclusions, and recommendations, so that busy executives and other decision makers can quickly understand and act on the report. A good executive summary “demonstrates that you can clearly focus on your goals and state, in no-nonsense fashion, who you are, what you want, and where you are going.” Generally, an executive summary should be about one page long for every 10 to 20 pages in the report.
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Providing Clear Headings That Support a Story Line
Elements
Heading structure should stay consistent throughout.
Title is descriptive.
The story of the report includes:
Business problem or challenge.
Opportunities and risks.
Options.
Advice (recommendations).
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Nearly all reports contain headings to help readers quickly navigate. Particularly with reports, decision makers often skim from section to section to find information. In addition to accurately showing what is contained in each section, headings should also demonstrate the basic logic of a report. Use headings to develop the basic story line of the report.
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Table 13.7 Creating Headings to Help Decision Makers Navigate the Document
| Less Effective | A Report on Virtual Reality Use in the Travel and Tourism Industry | This title is difficult to process with a variety of noun clusters. |
| More Effective | Should Aicasus Tours Invest in Virtual Reality Content? | This title is more intriguing and signals to the decision maker the central direction of the report. |
| Less Effective | VR Options | This brief heading in isolation tells little about the contents of the section. |
| More Effective | Options for Developing Virtual Reality Content at Aicasus Tours | The addition of just a few words clarifies what will be included in this section. |
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Where possible, opt for descriptive titles and headings that help your readers quickly recognize the value and contents of any given section. Notice in Table 13.7 how minor changes can make headings more efficient and engaging.
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Table 13.8 Providing Clear Preview Statements
| Less Effective | In this section, we describe VR trends and opportunities. | This short, abrupt statement leaves readers with no direction about the trends. If the readers do not read further, they will not have any indication of the key takeaway messages. |
| More Effective | In this section, we describe two emerging functions of VR in our industry: (a) marketing sites and services and (b) enhancing the travel experience. Then, we describe the benefits and risks of developing and adopting VR content. Overall, the aim of our report is to evaluate the business opportunities of developing VR content for Aicasus Tours. | This preview statement—in just a few sentences—creates the mental map for decision makers as they read further and groups the takeaway messages all in one place. |
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Reports are often lengthy and dense, so preview statements can help decision makers follow the direction of your text. Also, preview statements frame the message, allowing readers to create a mental map of your key takeaway messages (see Table 13.8).
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Table 13.9 Using Charts to Support the Story Line of the Report
Less Effective
Figure 1. Gender Composition of Survey Respondents
This chart presents a set of statistics that is peripheral to the main themes of the report. Therefore, it is not a strategic use of space.
More Effective
Figure 1. Guest Satisfaction by Gender
This chart is central to the story line of the report, as one key theme is how women and men perceive convention experiences differently.
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Reports based on research data frequently include tables and figures (including charts) to supplement the text. You will apply principles for tables and charts that you learned in Chapter 12. Keep in mind that the purpose of tables and charts is first and foremost to fit into the story line you have established for your report. Also, tables and charts should simplify or clarify complicated numerical information that may bog down your reader in text (see Table 13.9).
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Table 13.10 Applying Bulleting
| Less Effective | Based on the existing research about using VR content for promoting and enhancing tours and our own survey work, we recommend Aicasus tours adopt a VR initiative that positions us as an early adopter of travel-enhancing technologies. Yet, we also recommend avoiding excessive risk. Specifically, we recommend the following: We should develop short VR films for each of our 25 tours; send inexpensive mobile VR headsets to key customers; place high-quality VR headsets in our 10 major offices; and create a three-part series of 15-minute VR films for our European Pipe Organs Tour | This passage is too dense to read and process quickly. |
| More Effective | Based on the existing research about using VR content for promoting and enhancing tours and our own survey work, we recommend Aicasus tours adopt a VR initiative that positions us as an early adopter of travel-enhancing technologies. Yet, we also recommend avoiding excessive risk. Specifically, we recommend the following: 1. Develop short VR films for each of our 25 tours. 2. Send inexpensive mobile VR headsets to key customers. 3. Place high-quality VR headsets in our 10 major offices. 4. Create a three-part series of 15-minute VR films for our European Pipe Organs Tour. | By using bullets, readers can much more quickly digest the information. |
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Since reports often contain dense information, using bulleting and enumerated lists can help readers rapidly process and group information (see Table 13.10). On the other hand, when too much of the report is in bullet points, it can create a choppy staccato-like effect.
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Create a Cover Page, a Table of Contents, and Appendixes
Cover Page
Include a title, names of those who wrote and/or are submitting the report, and a date.
Table of Contents
Expected for nearly any report over ten pages long.
Appendixes
Provide reference materials.
Financial statements, marketing materials, detailed data tables, brochures, references, résumés, and biographies.
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Reports of more than ten pages often include a cover page. Regardless of length, formal reports—especially those submitted to external decision makers (i.e., loan officers, venture capitalists, stockholders)—always include a cover page. At a minimum, the cover page should include a title, names of those who wrote and/or are submitting the report, and a date.
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Achieving Objectivity and Positivity through Tone
Suggestions
Achieve a positive, can-do tone.
Project objectivity—the sense that you are providing information, analysis, and advice that is sound, reliable, and unbiased.
Ensure that your enthusiasm and strong positive emotion do not appear to cloud your judgment.
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Achieving a positive, can-do tone in your communications is appropriate in nearly all business situations. In many business reports, projecting positivity is also important. However, more so than positivity, you should project objectivity—the sense that you are providing information, analysis, and advice that is sound, reliable, and unbiased. In other words, project objectivity first and positivity second. Ensure that your enthusiasm and strong positive emotion do not appear to cloud your judgment.
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Assessing Key Features of a Completed Report 1
Two Kinds of Business Reports
Business trend or business issue.
Based on primary and secondary research.
Based on survey results (primary research).
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The first business report is based on primary and secondary research. It can be classified as a business trend or business issue report. The second is based on survey results, which is primary research.
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Assessing Key Features of a Completed Report 2
Key Features of a Report
Value to decision makers.
Precision.
Documentation.
Easy navigation.
Objectivity.
Slide Deck Format
Works for survey reports.
Visually stronger and more creative.
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Although you will find that reports vary greatly in purpose and length, consider the key features to strive for in all your reports: value to decision makers, precision, documentation, easy navigation, and objectivity.
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Reviewing Your Reports for Fairness and Effectiveness
Tips
Discuss the report with the ultimate decision makers so you can best tailor the final product to their needs.
Run through it numerous times, each time considering a different perspective.
Review for typographical or mechanical errors.
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Since research-based reports are generally commissioned for high-stakes decisions, you have likely worked collaboratively with others. If you’ve developed the report by yourself, you should still try to get other perspectives before you officially submit it. When possible, discuss the report with the ultimate decision makers so that you can best tailor the final product to their needs. Review the entire document several times for accuracy and precision in logic. Review it at least once for typos or mechanical errors. Make sure you review the report over several sittings and several days if possible, since you are unlikely to catch all of the changes you would ideally make in just one sitting.
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Business Communication: Developing Leaders for a Networked World, 4e Chapter 13
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
Because learning changes everything.®
www.mheducation.com
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Accessibility Content: Text Alternatives for Images
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Figure 13.3 Basing Recommendations on Facts and Conclusions – Text Alternative
Return to parent-slide containing images.
Fact: Among customers who own tethered VR headsets, 73 percent expressed interest in VR content.
Fact: Among customers who own mobile VR headsets, 28 percent expressed interest in VR content.
These two facts lead to the conclusion that Many VR headset owners are interested in promotional materials with VR content.
Fact: Among customers who don’t own VR headsets, 24 percent expressed interest in VR content. This fact leads to the conclusion that many people who don’t own VR headsets are interested in promotional materials with VR content if they were given a Google Cardboard.
Fact: In consultation with three VR developers, we estimate that each short VR film of roughly two minutes can be produced for approximately $5500, including equipment purchases. This fact leads to the conclusion that short VR promotional films are relatively inexpensive to produce.
All of these conclusions lead to the recommendation to develop short VR films for each of our 25 tours.
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