Ebc10e ch07-instructor ppt-final

7

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ©denphumi/ThinkStock

Instructor PowerPoint

1

Learning Objective

1

Copyright ©2016 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. 7 / Slide 2

Understand the goals of

business communicators in

conveying negative news.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © MelisendeVector.com/Fotolia

Ch. 7 / Slide 3

Goals in Communicating Negative News

Explain clearly and completely

Project a professional

image

Convey empathy and

sensitivity

Be fair and impartial

Maintain friendly relations

Learning Objective

2

©2016 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. 7 / Slide 4

Compare the strategies and

ethics of the direct and indirect

plans in communicating

negative news.


Analyzing Negative News Strategies

Direct

Strategy

Indirect

Strategy


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


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


Comparing Strategies for Delivering Negative News

Bad News

Pleasant Close

Reasons

Pleasant Close

Bad News

Reasons

Direct

Strateg

y Buffer

Indirect

Strateg

y

Closing


Four-Part Indirect Strategy for Bad News

Reveal the bad news without emphasizing it. Provide an alternative or compromise, if possible.

Open with a neutral but meaningful statement that does not mention the bad news.

Explain the causes of the bad news before disclosing it.

End with a personalized, forward-looking, pleasant statement. Avoid referring to the bad news.

Bad

News

Reason

s

Buffer

Learning Objective

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.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.© SM Web / fotolia

Ch. 7 / Slide 11

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 opening that provides a natural transition to the explanation that follows

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.© SM Web / fotolia

Ch. 7 / Slide 12

Various Buffer Types

Best news

Compliment

Appreciation

Agreement

Facts

Understanding

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © helen cingisiz/Fotolia

Ch. 7 / Slide 13

Presenting the Reasons for the Negative News

Explain the reasons leading up to the denial.

Cite reader benefit or benefits to others, if relevant.

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. 7 / Slide 14

Other Techniques for Cushioning the Bad News

Position the bad news strategically.

Use the passive voice.

Highlight the positive, if relevant.

Imply the refusal.

Suggest a compromise or an alternative.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia

Ch. 7 / Slide 15

Closing Pleasantly

Resale or Sales

Promotion

Invite the reader to consider your other products or services.

FreebiesSend a coupon, sample, or gift to restore confidence.

Good WishesExpress sincere good wishes and thank the reader, if applicable.

AlternativeGive follow-through advice or offer an alternative, if available.

Forward LookAnticipate future relations or business.

Learning Objective

4


Apply effective techniques

in refusing typical requests

or claims, as well as

handling customer bad

news in print and online.


Ch. 7 / Slide 17

Saying No to Typical Requests and Claims

Requests for favors, money,

information, and service

Credit refusals

Serious problems with

orders

Claims from disappointed

customers

Invitations

Rate increases and

price hikes


Ch. 7 / Slide 18

Writing Plan for Refusing Typical Requests and Claims

Buffer

• Start with a neutral statement, such as a compliment, appreciation, quick review of the facts, or an apology.

• Include a key idea that acts as a transition to the reasons.


Ch. 7 / Slide 19


Reasons

• Present valid reasons for the refusal.

• Avoid words that create a negative tone.


Ch. 7 / Slide 20


Bad News

• De-emphasize the bad news by using the passive voice, accentuating the positive, or implying a refusal.

• Suggest a compromise, alternative, or substitute, when appropriate.


Ch. 7 / Slide 21


Closing

• Strive to renew good feelings with a positive statement.

• Avoid referring to the bad news.

• Consider including resale or sales promotion.

• Look forward to continued business.


“Before” –Ineffective Refusal Message

Dear Mr. Diaz:

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. 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’re 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, Mr. Diaz, 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,


“After” –Improved Refusal Message

Dear Mr. Diaz:

We’re happy to learn that you have enjoying the use of the Canon X1000 color copier you’ve been leasing for the past 16 months.

Like our many other customers, Mr. Diaz, 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 feature as the to-of-the-line Canon X1000. Please let us demonstrate the Canon 600 to your staff in your office, Mr. Diaz. Our representative, Marcia Murphy, will call you during the week of April 15 to arrange an appointment.

Sincerely,

Describe the problem and apologize.

Call or e-mail the individual

immediately.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © to be decided/Fotolia

Ch. 7 / Slide 24

Dealing With Disappointed Customers in Print

Why the problem occurred

What you are doing to

resolve it

How you will prevent it

from happening

again

Ch. 7 / Slide 25


Explain the following:


Promote goodwill by

following up with a message

that documents the

phone call or

e-mail message.

Ch. 7 / Slide 26




Responding by E-mail and in Hard Copy

Written messages are important

in these situations:

When you cannot reach the customer personally.

When you wish to confirm follow-up procedures.

When you need to establish a record of the incident.

When you want to promote good relations.

©2016 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, © nattstudio/Fotolia

Ch. 7 / Slide 28

Why Consumers Complain Online

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.

©2016 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, © nattstudio/Fotolia

Ch. 7 / Slide 29

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.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Marina Zlochin/Fotolia

Ch. 7 / Slide 30

Responding to Negative Posts and Reviews Online

What smart businesses do:

Verify the situation.

Respond quickly and constructively.

Consider freebies.

Learn how to improve.

Accept the inevitable.


Denying Claims

Don’t blame customers, even if they are at fault.

Adopt the proper tone.

Avoid youstatements that sound preachy.

You would have known that cash refunds are impossible if you had read your contract.

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.

Learning Objective

5


Describe and apply effective

techniques for delivering

unfavorable news within

organizations.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc /Fotolia

Ch. 7 / Slide 33

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.


Ch. 7 / Slide 34

Delivering Bad News in Person

Decide whether the negative information is worth mentioning:

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. 7 / Slide 35

Announcing Bad News to Individuals or Groups

Prepare and rehearse.

Explain past, present, and

future.

Consider taking a

colleague.

Think about timing.

Be patient with the reaction.

Gather all the information.

Ch. 7 / Slide 36

Announcing Bad News to Employees and the Public

Managers explain the organization’s side of the

story honestly and promptly.

Low morale results when employees learn bad news through the

grapevine or from media.

Organizations deliver bad news through multiple channels, print and digital.

When bad news must be delivered to individuals,

management may want to deliver bad news personally.

Smart organizations involved in a crisis

usually communicate the news openly.


Ebc10e ch07-instructor ppt-final

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