Business Communication Test 3
all4jasmine
ch9ppt.pptxBusiness Communication:
Process and Product, 8e
Mary Ellen Guffey and Dana Loewy
Instructor PowerPoint Library, 8e
9
Negative Messages
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 1
1
Learning Objective 1
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Ch. 9, Slide 2
Understand the strategies of business communicators in conveying negative news, apply the bad-news writing process, and avoid legal liabilities.
LO 1
2
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Ch. 9, Slide 3
Goals in Conveying Unfavorable News
Explaining clearly and completely
Projecting a professional image
Conveying empathy and sensitivity
Being fair
Maintaining friendly relations
LO 1
3
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Ch. 9, Slide 4
Applying the 3-x-3 Writing Process
Phase
1
Analysis, Anticipation, and Adaptation
Analyze the bad news.
Anticipate its effect on the receiver.
Announce the bad news directly if the
disappoint-ment will be mild.
Use techniques to reduce the pain if the bad news is serious.
LO 1
4
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 5
Applying the 3-x-3 Writing Process
Phase
2
Research, Organization, and Drafting
Gather information.
Jot down all reasons you have to explain the bad news.
Brainstorm for ideas.
LO 1
5
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Ch. 9, Slide 6
Applying the 3-x-3 Writing Process
Phase
2
Research, Organization, and Drafting
Present only the strongest and safest reasons.
Avoid fixing blame.
Include ample explanation of the negative situation.
LO 1
6
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 7
Applying the 3-x-3 Writing Process
Phase
3
Revision, Proofreading, and Evaluation
Read the message carefully to ensure that it says what you intend.
Read the sentences to see if they sound like conversation and flow smoothly.
Check the wording to be sure you are concise without being abrupt.
LO 1
7
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 8
Applying the 3-x-3 Writing Process
Phase
3
Revision, Proofreading, and Evaluation
Make sure the tone is friendly and respectful.
Evaluate the message: Is it too blunt? Too subtle? Is it clear, but professional?
Check format, grammar, and mechanics.
LO 1
8
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Yury Shchipakin/Fotolia
Ch. 9, Slide 9
Avoiding Legal Liability in Conveying Negative News
Abusive language
Including abusive language on social networking sites such as Facebook and Twitter
$%#@!
LO 1
9
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Ch. 9, Slide 10
Avoiding Legal Liability in Conveying Negative News
Careless language
Statements that are potentially damaging or subject to misinterpretation
The factory is too hazardous for tour groups.
LO 1
10
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Ch. 9, Slide 11
Avoiding Legal Liability in Conveying Negative News
The good-guy syndrome
Dangerous statements that ease your conscience or make you look good
I thought you were an excellent candidate, but we had to hire…
LO 1
11
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Ch. 9, Slide 12
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.
LO 1
12
Learning Objective 2
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Ch. 9, Slide 13
Distinguish between the direct or indirect strategy in conveying unfavorable news.
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Ch. 9, Slide 14
Analyzing Negative News Strategies
Direct Strategy
Indirect
Strategy
LO 2
14
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Ch. 9, Slide 15
When to Use the Direct Strategy
When the bad news is not damaging.
When receiver may overlook the bad news
When the organization or receiver prefers directness
When firmness is necessary
Direct Strategy
LO 2
15
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Ch. 9, Slide 16
When to Use the 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
Indirect
Strategy
LO 2
16
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Ch. 9, Slide 17
Comparing Strategies for Delivering Negative News
Direct Strategy
Indirect
Strategy
Bad News
Reasons
Pleasant Close
Buffer
Reasons
Bad News
Pleasant Close
LO 2
17
Learning Objective 3
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 18
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.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 19
What Is a Buffer?
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
LO 3
19
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Ch. 9, Slide 20
Various Buffer Types
Best news
Compliment
Appreciation
Agreement
Facts
Understanding
BUFFERS
LO 3
20
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Ch. 9, Slide 21
Presenting the Reasons for the Negative News
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.
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Ch. 9, Slide 22
Other Techniques for Cushioning the Bad News
Position the bad news strategically.
Use the passive voice.
Highlight the positive, if plausible.
Imply the refusal.
Suggest a compromise or an alternative.
LO 3
22
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Ch. 9, Slide 23
Closing Pleasantly
FORWARD LOOK
Anticipate future relations or business.
ALTERNA-TIVE
Give follow-through advice or offer an alternative, if available.
GOOD WISHES
Express sincere feelings, e.g., thank the reader, if 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.
LO 3
23
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Ch. 9, Slide 24
Apologizing Effectively in the Digital Age: The 5Rs
LO 3
24
RECOGNITION
Acknowledge the specific offense.
REMORSE
Embrace “I apologize” and “I’m sorry.”
REPEATING
Promise it won’t happen again and mean it.
RESTITUTION
Explain what exactly you will do about it.
RESPONSIBILITY
Be personally accountable.
Learning Objective 4
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 25
Apply effective techniques for refusing typical requests or claims as well as for bad news with customers in print or online.
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Ch. 9, Slide 26
Saying No to Typical Requests and Claims
Requests for favors, money, information, and action
Invitations
Claims from disappointed customers
Serious problems with orders
Rate increases and price hikes
Credit refusals
LO 4
26
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Ch. 9, Slide 27
“Before” – Ineffective Customer Request Refusal
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,
LO 4
27
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Ch. 9, Slide 28
“After” – Improved Refusal
of Request
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, Ms. Trumbo, 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, Ms. Trumbo. Our representative, Seth Simmons, will call you during the week of May 5 to arrange an appointment.
Sincerely,
LO 4
28
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Ch. 9, Slide 29
Dealing With Unhappy Customers in Print and Online
Call or e-mail the individual or reply to his or her online post within 24 hours.
Describe the problem and apologize.
LO 4
29
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Ch. 9, Slide 30
Dealing With Unhappy Customers in Print and Online
Explain the following:
Why the problem occurred
How you will prevent it from happening again
What you are doing to resolve it
LO 4
30
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Ch. 9, Slide 31
Dealing With Unhappy Customers in Print and Online
Promote goodwill by following up with a message that documents the phone call or acknowledges the online exchange of posts.
LO 4
31
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Ch. 9, Slide 32
Responding by E-mail and in Hard Copy
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.
LO 4
32
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Ch. 9, Slide 33
Why Consumers Complain Online
Internet sites such as Complaints.com or Ripoff Report enable customers to quickly share peeves about stores, products, and services.
Consumers may air their complaints on social networking sites (Facebook, Twitter, Angie’s List, Yelp, and more) rather than calling customer service departments.
LO 4
33
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Ch. 9, Slide 34
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.
LO 4
34
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Ch. 9, Slide 35
Managing Negative News Online
What smart businesses do:
Recognize social networks as an important communication channel.
Become proactive and join the fun.
Monitor and embrace comments.
LO 4
35
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Ch. 9, Slide 36
Handling Problems With Orders
Use the direct strategy if the message has some good-news elements.
The indirect strategy may be more appropriate when the message is disappointing.
LO 4
36
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Ch. 9, Slide 37
Announcing Rate Increases and Price Hikes
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.
LO 4
37
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Ch. 9, Slide 38
Denying Claims
Adopt the proper tone.
You should 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.
LO 4
38
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Ch. 9, Slide 39
Denying Claims
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.
LO 4
39
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Ch. 9, Slide 40
Refusing Credit
Prepare for possible future credit without raising false expecta-tions.
Avoid language that causes hard feelings.
Retain customers on a cash basis.
Avoid disclosures that could cause a lawsuit.
LO 4
40
Learning Objective 5
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 41
Describe and apply effective techniques for delivering bad news within organizations.
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Ch. 9, Slide 42
Managing Bad News Within Organizations
Telling the boss that something went wrong.
Confronting an employee about poor performance.
Announcing declining profits, lost contracts, harmful lawsuits, public relations controversies, and changes in policy.
LO 5
42
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ch. 9, Slide 43
Delivering Bad News in Person
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.
LO 5
43
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Ch. 9, Slide 44
Delivering Bad News to Individuals or Groups
Gather all the information.
Prepare and rehearse
Explain past, present, and future.
Consider taking a partner.
Think about timing.
Be patient with the reaction.
LO 5
44
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Ch. 9, Slide 45
Delivering Bad News to Employees and the Public
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.
LO 5
45
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Ch. 9, Slide 46
Saying No to Job Applicants
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.
LO 5
46
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Ch. 9, Slide 47
END
