7.1 to accompany excellence in business communication, 5e, thill and bovée © 2002 prentice-hall...

7.1

To accompany Excellence in Business Communication, 5e , Thill and Bovée © 2002 Prentice-Hall

Chapter 7Writing Routine, Good-News, and

Goodwill Messages

7.2


Chapter 7 Objectives

Apply the three-step writing process to routine positive messages.

Illustrate the strategy for writing effective routine requests.

Discuss the differences between four types of routine requests.

7.3


Chapter 7 Objectives

Explain the main differences in messages granting a claim.

Understand the implications of writing a recommendation letter that refers to a candidate’s shortcomings.

Clarify the importance of goodwill messages.

continued

7.4


Routine Messages

Most of a typical employee’s communications are about routine matters: Orders Information Claims Credit Employees Products Operations

7.5


The Three-Step Writing Process for Routine

Messages

Step 3: Complete messages Step 3: Complete messages

Step 1: Plan messages Step 1: Plan messages

Step 2: Write messages Step 2: Write messages

7.6


Step 1. Planning

Begin planning by analyzing your purpose to make sure that it Is specific Should indeed be sent Should be written (rather than using an oral

channel) Continue planning by investigating to learn

exactly what your audience needs to know: Do you have all the relevant information? Do you need to take a little time to gather

more?

7.7


Step 1. Planning

Finish planning by adapting your message to your readers: Select the medium most appropriate for

your readers. Establish a good relationship with your

readers.

7.8


Step 2. Writing

Organize routine messages simply: The main idea is probably already pretty well

defined. Stick to your main point by limiting the scope

of your messages. As you cover relevant points, group them in

the most logical fashion. The direct approach will probably be most

appropriate for routine messages (but be sure to verify the customs of readers in different cultures).

7.9


Step 3. Competing

Complete routine messages by Revising Producing Proofreading

7.10


Making Routine Requests

You are making a request whenever you ask for something: Information Action Products Adjustments References

7.11



A request is routine when It’s part of the normal course of business You anticipate that your audience will want to

comply Routine requests have three parts:

Opening (where you place your main request) Body (where you explain details and justify

your request) Close (where you request specific action and

conclude cordially)

7.12



State your request at the beginning.

Explain and justify your request.

Courteously request action.

7.13


Routine Messages

Many routine messages fall into major categories, such as Placing orders Requesting information and action Making claims and requesting

adjustments Requesting recommendations and

references

7.14


Order Letters

If you need to draft an order letter, follow the same format as you would on an order blank: Open with the general request. Include in the body specific information about

the items you want (in column form, double-spaced, with totals at the end).

Close by specifying your delivery address, how the merchandise is to be shipped, and how the amount was calculated.

7.15


Requesting Information or Action

When requesting information or action, follow the direct approach: Open with a clear statement of your

reason for writing. Provide in the body whatever

explanation is needed to justify your request.

Close with a specific account of what you expect, including a deadline if appropriate.

7.16


Claims and Adjustments

A claim is a formal complaint you make when you’re dissatisfied with a product or service.

An adjustment is a claim settlement, another way of requesting satisfaction.

Claim letters are better than phone calls or visits because they document your dissatisfaction.

7.17


Claims and Adjustments When making claims and requesting

adjustments, assume that a fair adjustment will be made (especially in your first letter) and follow the plan for direct requests: Open with a straightforward statement of the

problem. In the body, give a complete, specific

explanation of the details, providing any information an adjuster might need to verify your complaint.

In the close, politely request specific action or convey a sincere desire to find a solution, and suggest that the business relationship will continue if the problem is solved satisfactorily.

7.18


Claims and Adjustments

Because companies usually accept the customer’s explanation of what’s wrong, it’s important to Be entirely honest and ethical when filing

claims Back up your claim with any copies of

invoices, sales receipts, canceled checks, dated correspondence, catalog descriptions, and any other relevant documents.

7.19


Recommendations and References

Companies often have a legitimate need to inquire about people.

Before you use someone’s name as a reference, ask that person’s permission.

Assume that your reader will honor your request.

If you haven’t had recent contact, you may need to talk to the person ahead of time to refresh the acquaintance.

7.20


Sending Routine Replies and Positive Messages

When sending routine replies and positive messages, you have several goals: To communicate the good news To answer all questions To provide all required details To leave your reader with a good

impression of you and your firm

7.21


Sending Routine Replies and Positive Messages

Routine replies and positive messages Have an opening, body, and close Are generally of interest to readers Usually use the direct approach

7.22


Sending Routine Replies

Main ideaMain idea

Courteous closeCourteous close

Explanation and relevant details

Explanation and relevant details

7.23


Types of Routine Replies

Granting requests for information and action

Granting requests for information and action

Granting claims and requests for adjustments

Granting claims and requests for adjustments

Providing recommendations and references

Providing recommendations and references

Announcing good newsAnnouncing good news

Sending goodwillSending goodwill

7.24


Answering Requests

When you’re answering requests and a potential sale is involved, your main goals are to Respond to the inquiry and answer all

questions Leave your reader with a good

impression of you and your firm Encourage the future sale

Claims and requests for adjustment are opportunities to build customer loyalty.

7.25


Answering a Complaint

When you receive a complaint, Assume that it’s an honest statement of

what happened Investigate the problem to determine

what went wrong and why Determine whether your company, your

customer, or a third party is at fault Respond promptly

7.26



When your company is at fault, Protect your company’s image Try to regain the customer’s goodwill Avoid blaming an individual or department Avoid lame excuses Avoid guaranteeing that the problem will never

occur again Explain your company’s efforts to do a good

job Imply that the error was an unusual incident

7.27



When the customer is at fault, you have two options to choose from: Refuse the claim and attempt to justify your

refusal. Simply do what the customer asks.

When the customer is at fault and you decide to grant the claim, Open with the good news In the body, tactfully make the customer

understand that the merchandise was mistreated

Close on a positive note

7.28


When a ThirdParty is at Fault

Be sure you communicate to the reader only what you have authority to do.

You have three options: Honor the claim Honor the claim but explain you

aren’t at fault Refer the claimant to the third party

7.29


Providing Recommendations

You should indicate the following: Candidate’s full name Job or benefit being sought Nature of your relationship with candidate Whether you’re responding to a request or

taking the initiative Facts relevant to the position Overall evaluation of candidate

7.30


Providing Recommendations

You have an obligation to refer to any shortcoming that is serious and related to job performance.

If you must refer to a shortcoming, avoid libel by Sticking to the facts Avoiding value judgments Placing your criticism in the context of a

generally favorable recommendation

7.31


Good News

When writing a letter to announce good news about company products or operations, Open by announcing the news Give details in the body Close with some resale information and

a confident prediction of a profitable business relationship

7.32


Goodwill Messages

Goodwill messages are friendly, unexpected notes with no direct business purpose.

Back up any compliments with specific examples to Appear sincere Appear honest Appear interested in the reader rather

than in personal gain

7.33


Goodwill Messages

Another opportunity for sending a good will message is to show your appreciation (for a job well done, for much needed support, and so forth) by recognizing the contributions of employees, colleagues, suppliers, and other associates.

Your message of appreciation Makes the person feel good and encourages

further excellence May become an important part of someone’s

personnel file Must specifically mention the person or people

you want to praise

7.34


Condolences

When writing condolences, Open with a brief statement of sympathy In the body, mention the loved one’s

good qualities or positive contributions, or state what the person or business meant to you

Close by offering your best wishes

7.35


Condolences

Remember the following general suggestions when writing condolences: Keep reminiscences brief. Write in your own words. Be tactful. Take special care to be accurate, correct, and

prompt. Write about special qualities of the deceased. Write about special qualities of the bereaved

person.

7.36


Should you use the direct or indirect approach for routine messages? Why?

Where in a routine message should you state your actual request?

How does the question of fault affect what you say in a message granting a claim?

Let’s Discuss

Test Your Knowledge

7.37


What is the appropriate strategy for responding to a request for a recommendation about a job candidate whose performance was poor?

When is a request routine? What are some of the guidelines for

asking a series of questions in a routine request?

Let’s Discuss

Test Your Knowledge continued

7.38


What information should be included in an order request?

How does a claim differ from an adjustment?

How can you avoid sounding insincere when writing a goodwill message?

What are some of the guidelines for writing condolence messages?

Let’s Discuss

Test Your Knowledge continued

7.1 to accompany excellence in business communication, 5e, thill and bovée © 2002 prentice-hall...

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