BUSINESS COMMUNICATION
Building Critical Skills
First Canadian Edition
Kitty O. Locker
Stephen Kyo Kaczmarek
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Kathryn Braun
odule 12
Persuasive Messages
Skills to
Choose and implement a persuasive strategy.
Write effective subject lines for persuasive messages.
Organize persuasive messages.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
odule 12
Persuasive Messages
Skills to
Identify and overcome objections.
Write common kinds of persuasive messages.
Continue to analyze business communication situations.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
odule 12
Persuasive Messages
Topics
What is the best persuasive strategy?
What is the best subject line for a persuasive message?
How should I organize persuasive messages?
How do I identify and overcome objections?
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
odule 12
Persuasive Messages
Topics
What other techniques can make my messages more
persuasive?
What are the most common kinds of persuasive messages?
How can PAIBOC help me write persuasive messages?
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Kinds of Persuasive Messages
„
Orders and Requests
„
Proposals and Recommendations
„
Sales and Fund-Raising Letters
„
Job Application Letters
„
Reports (if they recommend action)
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Persuasive Messages
„ Primary
Purposes
z To have the reader act.
z To provide enough information so the reader knows
exactly what to do.
z To overcome any objections that might prevent or delay
action.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Persuasive Messages
„ Secondary
Purposes
z To build a good image of the writer.
z To build a good image of the writer’s organization.
z To cement a good relationship between the writer and
reader.
z To reduce or eliminate future correspondence on the same
matter.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Direct Requests
„ Use
when
z The audience will do as you ask without resistance.
z You need a response only from people willing to act.
z The audience is busy and may not read all messages.
z Your organization’s culture prefers them.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Direct Requests
„
Follow this pattern
Consider asking immediately for the information or service
you want.
z Give readers all the information and details they need to
act on the request.
z Ask for the action you want.
z
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Problem-Solving Messages
„ Use
when
z The audience is likely to object.
z You need action from everyone.
z You trust the audience to read the entire message.
z You expect logic to be more important than emotion in the
decision.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Problem-Solving Messages
„ Follow
this pattern
z Describe the problem you both share.
z Give the details of the problem’s impact on your reader.
z Explain the solution to the problem.
z Show that any negative elements are outweighed by
advantages.
z Summarize any additional benefits.
z Ask for the action you want.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Overcoming Objections
„ Specify
how much time/money is
required.
„ Put the time/money in the context of
the benefits they bring.
„ Show that money spent now saves
money later.
„ Show benefits to another group or
cause.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
Overcoming Objections
„ Show
continued
that sacrifice is needed for a
higher goal.
„ Show that advantages outweigh
disadvantages.
„ Turn a disadvantage into an
opportunity.
©2002 McGraw-Hill Ryerson Limited. All rights reserved.
PAIBOC and Audience Analysis
P
A
What are your purposes in writing?
I
What information must your message
include?
B
What reasons or reader benefits can you use
to support your position?
O
What objections can you expect your
reader(s) to have?
C
How will the context affect reader response?
Who is (are) your audiences?
©2002 McGraw-Hill Ryerson Limited. All rights reserved.