3 hours deadline-600 words
rocksolid
CH-9.pptxCh. 9, Slide 1
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Ch. 9, Slide 2
Learning Outcome 1
Understand the strategies of business communicators in conveying negative news, apply the 3-x-3 writing process, and avoid legal liability.
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Ch. 9, Slide 3
Goals in Conveying Unfavorable News
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Explaining clearly and completely
Projecting a professional image
Conveying empathy and sensitivity
Being fair
Maintaining friendly relations
Ch. 9, Slide 4
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Applying the 3-x-3 Writing Process
Phase
1
Analyzing, Anticipating, and Adapting
Analyze the bad news.
Anticipate its effect on the receiver.
Announce the bad news directly if the
disappointment will be mild.
Use techniques to reduce the pain if the bad news is serious.
Ch. 9, Slide 5
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Applying the 3-x-3 Writing Process
Phase
2
Researching, Organizing, and Drafting
Gather information.
Brainstorm for ideas.
Jot down all reasons you have to explain the bad news.
Ch. 9, Slide 6
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Applying the 3-x-3 Writing Process
Phase
2
Researching, Organizing, and Drafting
Present only the strongest and safest reasons.
Include ample explanation of the negative situation.
Avoid fixing blame.
Ch. 9, Slide 7
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Applying the 3-x-3 Writing Process
Phase
3
Editing, Proofreading, and Evaluating
Read the message carefully to ensure that it says what you intend.
Check the wording to be sure you are concise without being abrupt.
Read the sentences to see if they sound like conversation and flow smoothly.
Ch. 9, Slide 8
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Applying the 3-x-3 Writing Process
Phase
3
Editing, Proofreading, and Evaluating
Make sure the tone is friendly and respectful.
Check format, grammar, and mechanics.
Evaluate the message: Is it too blunt? Too subtle? Is it clear, but professional?
Ch. 9, Slide 9
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Avoiding Legal Liability in
Conveying Negative News
Abusive language
Defamation: any false statement harming an individual’s reputation
Libel: when written
Slander: when spoken
Including abusive language on social networking sites such as Facebook and Twitter
Ch. 9, Slide 10
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Avoiding Legal Liability in
Conveying Negative News
Careless language
Statements that are potentially damaging or subject to misinterpretation
The factory is too noisy and dangerous.
Ch. 9, Slide 11
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Avoiding Legal Liability in
Conveying Negative News
The good-guy syndrome
Dangerous statements that ease your conscience or make you look good
Although you were by far the most qualified candidate, unfortunately, we do not have a position for a person of your talents.
Ch. 9, Slide 12
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Avoiding Legal Liability in
Conveying Negative News
Express only the views of your organization when acting as agent of the organization.
Use plain paper for your personal matters.
Avoid supplying information that could be misused.
Don’t admit or imply responsibility without checking with legal counsel.
Ch. 9, Slide 13
Learning Outcome 2
Distinguish between the direct and indirect strategies in conveying unfavorable news.
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Ch. 9, Slide 14
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Analyzing Negative News Strategies
Direct Strategy
Indirect
Strategy
Ch. 9, Slide 15
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
When to Use the Direct Strategy
Direct Strategy
When the bad news is not damaging
When the receiver may overlook the bad news
When the organization or receiver prefers directness
When firmness is necessary
Ch. 9, Slide 16
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
When to Use the Indirect Strategy
Indirect Strategy
When the bad news is personally upsetting
When the bad news will provoke a hostile reaction
When the bad news threatens the customer relationship
When the bad news is unexpected
Comparing Strategies for
Delivering Negative News
Ch. 9, Slide 17
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Bad News
Reasons
Pleasant Close
Buffer
Reasons
Bad News
Pleasant Close
Direct Strategy
Indirect Strategy
Ch. 9, Slide 18
Learning Outcome 3
Explain the components of effective negative messages, including opening with a buffer, apologizing, showing empathy, presenting the reasons, cushioning the bad news, and closing pleasantly.
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Ch. 9, Slide 19
What Is a Buffer?
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
a device to reduce shock or pain
a neutral but meaningful statement that makes the reader continue reading
a concise, relevant first paragraph providing a natural transition to the explanation that follows
Ch. 9, Slide 20
Various Buffer Types
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Buffers
Best news
Compliment
Appreciation
Agreement
Facts
Understanding
Ch. 9, Slide 21
Apologizing Effectively in the Digital Age: The 5Rs
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
RECOGNITION
Acknowledge the specific offense.
REMORSE
Embrace “I apologize” and “I’m sorry.”
REPEATING
Say it won’t happen again and mean it.
RESTITUTION
Explain what exactly you will do about it.
RESPONSIBILITY
Be personally accountable.
Ch. 9, Slide 22
Presenting the Reasons for the Negative News
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Explain the reasons leading up to the no clearly.
Cite reader benefit or benefits to others, if plausible.
Explain the rationale behind your company’s policy.
Choose positive words to keep the reader in a receptive mood.
Show fairness and serious intent.
Ch. 9, Slide 23
Techniques
for Cushioning the Bad News
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Position the bad news strategically.
Use the passive voice.
Highlight the positive.
Imply the refusal.
Suggest a compromise or an alternative.
Ch. 9, Slide 24
Closing Pleasantly
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
FORWARD LOOK
Anticipate future relations or business.
ALTERNATIVE FOLLOW-UP
Give follow-through advice or offer an alternative, if available.
GOOD WISHES
Express sincere feelings and express appreciation when applicable.
FREEBIES
Send a coupon, sample, or gift, if available, to restore confidence.
RESALE OR SALES PROMOTION
Invite the reader to consider your other products or services.
Ch. 9, Slide 25
Learning Outcome 4
Apply effective techniques for refusing typical requests or claims as well as for bad news to customers in print or online.
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Ch. 9, Slide 26
Saying No to Typical Requests
and Claims
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Requests for favors, money, information, and action
Invitations
Claims from disappointed customers
Serious problems with orders
Rate increases and price hikes
Credit refusals
Ch. 9, Slide 27
“Before” – Ineffective Customer Request Refusal
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Dear Ms. Trumbo:
We regret to inform you that we cannot allow you to convert the lease payments you have been making on your Canon X1000 color copier toward its purchase, much as we would love to do so. We understand that you have been making regular payments for the past 16 months.
Our established company policy prohibits such conversion of leasing monies. Perhaps you have noticed that we offer extremely low leasing and purchase prices. Obviously, these low prices would never be possible if we agreed to many proposals such as yours. Because we are striving to stay in business, we cannot agree to your request asking us to convert all 16 months of rental payments toward the purchase of our popular new equipment.
It is our understanding, Ms. Trumbo, that you have had the Canon X1000 color copier for 16 months, and you claim that it has been reliable and versatile. We would like to tell you about another Canon model—one that is perhaps closer to your limited budget.
Sincerely,
Ch. 9, Slide 28
“After” – Improved Refusal of Request
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Dear Ms. Trumbo:
We’re happy to learn that you are enjoying the use of the Canon X1000 color copier you’ve been leasing for the past 16 months.
Like our many other customers, you have discovered that Canon copiers supply remarkable versatility and reliability. One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments toward purchase prices, our overall prices would have to be higher. Although lease payments cannot be credited toward purchase price, we can offer you other Canon models that are within your price range. The Canon 600 delivers the same reliability with nearly as many features as the top-of-the-line Canon X1000.
Please let us demonstrate the Canon 600 to your staff in your office. Our representative, Seth Simmons, will call you during the week of May 5 to arrange an appointment.
Sincerely,
Ch. 9, Slide 29
Dealing With Unhappy Customers in Print and Online
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Call or e-mail the individual or reply to his or her online post within 24 hours.
Describe the problem and apologize.
Ch. 9, Slide 30
Dealing With Unhappy
Customers in Print and Online
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Explain the following:
Why the problem occurred
How you will prevent it from happening again
What you are doing to resolve it
Ch. 9, Slide 31
Dealing With Unhappy
Customers in Print and Online
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Promote goodwill by following up with a message that documents the phone call or acknowledges the online exchange of posts.
Ch. 9, Slide 32
Responding by E-Mail and in Hard Copy
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Written messages are important in these situations:
When you cannot reach the customer personally.
When you need to establish a record of the incident.
When you wish to confirm follow-up procedures.
When you want to promote good relations.
Ch. 9, Slide 33
Why Consumers Complain Online
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Consumers may air their complaints on social networking sites (Facebook, Twitter, Angie’s List, Yelp, and more) rather than calling customer service departments.
Internet sites such as Complaints.com or Ripoff Report enable customers to quickly share peeves about stores, products, and services.
Ch. 9, Slide 34
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Why Consumers Complain Online
Customers may receive faster responses to tweets than to customer service calls.
Griping in public may help other consumers avoid the same problems.
Public complaints can improve the complainer’s leverage in solving a problem.
Sending a 140-character tweet is much easier than writing a complaint e-mail.
Ch. 9, Slide 35
Managing Negative News Online
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
What smart businesses do:
Recognize social networks as an important communication channel.
Become proactive and join the fun.
Monitor and respond within 24 hours.
Use the direct strategy if the message has some good-news elements.
The indirect strategy may be more appropriate when the message is disappointing.
Ch. 9, Slide 35
Handling Problems With Orders
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Ch. 9, Slide 37
Announcing Rate Increases and Price Hikes
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Explain the reason for the price increase, such as higher material costs or rising taxes.
Convey how the increase will add new value or better features, make use more efficient, or make customers’ lives easier.
Give (advance) warning of rate increases.
Ch. 9, Slide 38
Denying Claims
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Adopt the proper tone.
“You would have known that cash refunds are impossible if you had read your contract.”
Avoid you statements that sound preachy.
Don’t blame customers, even if they are at fault.
Ch. 9, Slide 39
Denying Claims
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Use neutral, objective language to explain why the claim must be refused.
Consider resale information to rebuild the customer’s confidence in your products or organization.
Ch. 9, Slide 40
Denying Credit
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Avoid language that causes hard feelings.
Retain customers on a cash basis.
Prepare for possible future credit without raising false expectations.
Avoid disclosures that could cause a lawsuit.
Ch. 9, Slide 41
Learning Outcome 5
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Describe and apply effective techniques for delivering bad news within organizations.
Ch. 9, Slide 42
Managing Bad News Within Organizations
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Telling the boss that something went wrong.
Confronting an employee about poor performance.
Announcing declining profits, lost contracts, harmful lawsuits, public relations controversies, or changes in policy.
Ch. 9, Slide 43
Delivering Bad News in Person
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Decide whether the negative information is newsworthy:
Use the indirect strategy if you know the news will upset the receiver.
Leave trivial, noncriminal mistakes and one-time bad behaviors alone. BUT: Report fraudulent travel claims, consistent hostile behavior, or failing projects.
Ch. 9, Slide 44
Delivering Bad News to
Individuals or Groups
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Gather all the information.
Prepare and rehearse.
Explain past, present, and future.
Consider taking a partner.
Think about timing.
Be patient with the reaction.
Ch. 9, Slide 45
Delivering Bad News to
Employees and the Public
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Organizations deliver bad news through multiple channels, print and digital.
Morale can be destroyed when employees learn bad news through the grapevine or from media.
Smart organizations involved in a crisis usually communicate the news openly.
Managers explain the organization’s side of the story honestly and promptly.
Whenever possible, management may want to deliver bad news personally.
Ch. 9, Slide 46
Saying No to Job Applicants
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
To reduce the receiver’s disappointment, employers use the indirect strategy but keep the reasons intentionally vague.
To avoid charges of discrimination or wrongful actions, organizations keep employment rejection messages general, simple, and short.
Ch. 9, Slide 47
© 2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
