The best way to avoid plagiarism on a documentwide level is by

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t er

T h

ir t

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After studying this chapter, you should be able to do the following:

LO13.1 Explain how completed reports affect your credibility.

LO13.2 Demonstrate excellent thinking by applying a precision-oriented style to reports.

LO13.3 Design your reports to aid in decision making.

LO13.4 Project objectivity in reports.

LO13.5 Review reports for effectiveness and fairness.

Learning Objectives

Completing Business Reports

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Chapter Case: Reporting about Customer Satisfaction at Prestigio Hotels

Who’s Involved

The Situation

Andrea has asked Jeff to write two reports from information he has collected and analyzed. Andrea has placed a high priority on these reports. The first report she wants completed is about the future of green meetings. She views this as an area of strategic concern. Jeff has collected secondary research and interviewed several hotel managers who have successfully marketed green meetings. Now, he needs to think about how to put all the information together.

The second report is based on survey data of conference attendees. Jeff will distribute this report to all marketing team members. The Prestigio marketing team has been conducting a similar survey

WHY DOES T HIS MATTER?

Your primary goal as you draft business reports is to improve decision making. More so than routine business correspondence, reports should be built on thorough, pre- cise, and reliable information and analysis, and should offer advice to help decision makers—typically middle-level and upper-level managers—make informed choices. As a report writer, your personal credibility is tied to how well you provide facts, conclusions, and positions that help decision making (competence), involve decision makers and address their needs (caring), and report information honestly and trans- parently (character). Chapter 12 discussed collecting primary and secondary research for business reports and displaying the data in meaningful charts and tables. In this chapter, we focus on putting it all together. As you do with other written documents, when writing reports, you’ll focus on achieving the right style, design, and tone. We focus first on style, emphasizing the importance of absolute precision. Next, we discuss design, which you can use to ensure that decision makers rapidly pull out the most important pieces of information. Finally, we focus on achieving an objective tone. This chapter contains two sample reports: one based on primary research and one based on secondary research. There are far too many types of reports to display in this chapter. You can see examples of a business proposal and a business plan in Appendix C. Also, you can see additional examples of reports (such as a status report) in the online resources at www.mhhe.com/cardon. The examples throughout this chapter are based on the continued case of the Prestigio Hotel. Read the chapter case to get reacquainted with the situation.

LO13.1 Explain how completed reports affect your credibility.

?

Andrea Garcia, general manager • Has worked as general manager for

one year • Started at the Prestigio nearly nine

years ago in a position similar to Jeff’s marketing assistant position

• Expects well-analyzed, organized, polished reports

Jeff Anderton, marketing assistant • Has worked at the Prestigio for

three months • Roles include marketing the meeting fa-

cilities to business/professional groups and tracking customer satisfaction

• Graduated a year ago with a marketing major and statistics minor

Hear Pete Cardon explain why this

matters.

bit.ly.com/CardonWhy13

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380 Part Five Reports and Presentations

for the past five years and uses this annual guest satisfaction report to benchmark performance over time. The team will begin working on a new strategic plan in the upcoming months and needs as much reliable information as possible.

Task 1 Jeff will compose a report about the current market for green meetings and

recommend courses of action for the Prestigio.

Task 2 Jeff will work with one of his colleagues to write a report about the results of a survey

he administered to conference attendees at the Prestigio.

The most basic and critical component of any report is precision in thinking as re- flected in style—meaning that it offers accurate, well-documented facts; good reason- ing for conclusions; and a solid basis for recommendations (see Figure 13.1 ). The foundation for these facts, conclusions, and recommendations must be a well-stated business problem or challenge. In short, a report that facilitates effective decision mak- ing must demonstrate excellence in thinking.

In Jeff’s case, he spends several months working from start to finish on his two research projects. After clearly articulating the business problem, he collects all the necessary information, carefully checks the reliability of each of his sources, examines the facts from many angles as he develops conclusions and recommendations, and asks various colleagues about their perspectives. His critical thinking skills allow him to apply a precision-oriented style to his reports.

Start with a Clear Statement of the Business Problem or Challenge Placing a clear statement of the central business problem or challenge at the beginning helps establish the purpose and value of the report. Without such a statement, reports lack direction and may be perceived as unimportant.

Problem statements are most effective when they provide the unique context of the problem for the organization and reflect an appropriate sense of urgency. Typically, such statements should be one to three paragraphs long. Notice how Jeff establishes the direction of his green meetings report in Table 13.1 .

LO13.2 Demonstrate excellent thinking by applying a precision- oriented style to reports.

Demonstrate Excellent Thinking by Applying a Precision-Oriented Style

FIGURE 13.1

Excellence in Thinking for Reports

Conclusions

Facts

Business Problem

Recommendations

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TABLE 13.1

Problem Statement or Business Challenge

Less Effective More Effective

Since 2008, our revenues from conventions and meetings have declined by roughly 23 percent. One reason that we may have not rebounded is that we still do not provide options for clients who want green meetings.

Since 2008, our revenues from conventions and meetings have declined by roughly 23 percent. Since meetings constitute nearly 60 percent of our total revenues and form the basis for our reputation as a high-class provider of events, we may need to seek new ways of rebuilding our conventions and meetings business. Like many hotels and organizations dependent on business travel, the Prestigio Hotel has lost revenue due to the Great Recession that began in late 2007. However, unlike some others in the meetings and conventions industry, we have not rebounded. Meeting Professionals International (2011) reports that by 2010, hotels and other organizations that hosted meetings had already recovered from the recession. From 2010 to 2011 in the meetings industry, there was an 8 percent increase in the number of meetings held, and revenues per meeting increased by 5 percent from $188,000 to $197,000. One reason we may not have rebounded is that we still do not provide options for clients who want green meetings. Our director of conventions and meetings, Barbara Brookshire, has noticed that many meeting planners inquire about such options. She is certain that we have lost business because we do not provide green meetings, and she expects that meeting planners will increasingly request these options.

This brief statement does suggest one reason revenues may have dropped. However, it lacks contextual details that provide the urgency to solve this problem.

This problem statement provides sufficient context to communicate the severity of the situation. Not only has the Prestigio lost revenue in meetings, but also meetings constitute the most important element of its business, and the recession cannot be used as an explanation for the continued fall in revenue. Furthermore, anecdotal evidence suggests a reason for the lost revenue.

Since 2008, we have evaluated guest satisfaction and future intentions among conference attendees with an annual survey. This report provides the results of this year’s survey as well as year-to-year comparisons for the past five years.

Guest satisfaction has always been the foundation for repeat business. With so many online reviews of hotels readily available to meeting planners, the importance of achieving high guest satisfaction ratings is more important now than ever. Since 2008, we have used an annual survey to evaluate guest satisfaction, assess future intentions of conference attendees, and determine how we can improve guest satisfaction. This report provides the results of this year’s survey as well as year-to-year comparisons for the past five years.

This statement fails to explain the basic purpose and value behind conducting the surveys.

By adding a few additional thoughts in just two sentences, this problem statement establishes the importance of using the surveys to improve guest satisfaction and, consequently, repeat business. Furthermore, it explains the increased urgency of this effort.

Use Fact-Based Language Precision in reports relies on facts. You can raise the credibility of your report by (a) sup- plying the facts with precision; (b) providing supporting details for your conclusions; (c) carefully dealing with predictions and cause-effect statements (see Table 13.2 ); and (d) responsibly citing your research sources (see the next section about documenting secondary research).

Document Secondary Research and Avoid Plagiarism By nature, decision makers adopt a methodical and skeptical approach to making in- vestments, changing strategies, and making other substantial changes. They expect quality information to make these decisions. By documenting your sources, you allow decision makers to judge the quality of your data. Decision makers are also looking for

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TABLE 13.2

Using Fact-Based Language

Less Effective More Effective

Nearly all of our respondents reported satisfaction with their conference experiences.

Overall, the vast majority (84%) of our respondents reported satisfaction with their conference experiences.

This fact is imprecise and open to interpretation.

By providing the exact percentage in parentheses, this fact is precise.

One of the strongest indicators that meeting planners expect green meetings options is that they increasingly inquire about such meetings in RFPs.

One of the strongest indicators that meeting planners expect green meetings options is that they increasingly inquire about such meetings in RFPs. A recent survey showed that 71 percent of meeting planners already do or plan to inquire about green initiatives on RFPs for meeting venues (Shapiro, 2009).

Without a supporting fact, this conclusion may be viewed as unsubstantiated or merely the writer’s opinion.

This conclusion is immediately substantiated with a supporting statistic (fact). Because the author provides a citation, decision makers can view the original research if they want to.

The return on investment for providing green meeting options is guaranteed to be at least 300 percent and potentially as high as 500 percent. Investing in green meetings would certainly be a wise choice moving forward.

Based on our conversations with three individuals who have introduced green meeting options at hotels comparable to ours, we concluded that the return on investment for developing a basic infrastructure for green meetings is strong—as high as 500 percent. Each hotel has invested $150,000 to $250,000 annually to build green meeting infrastructures. Although precisely determining how much return is due to new green meeting options is difficult, each of these individuals attributes between $500,000 and $1.3 million in additional revenue due to providing green meeting options ( J. Hardaway, personal communication, October 14, 2012; K. Cafferty, personal communication, October 15, 2012; M. Dipprey, personal communication, October 14, 2012).

This statement guarantees that the investment will bring a return. Many decision makers would view the statement as naïve.

This set of statements demonstrates a cautious but confident analysis that the investment may reap substantial returns. It treats statements about prediction and cause and effect carefully, and it includes source information.

signals that you have been methodical in collecting, analyzing, and reporting findings. By documenting your sources, you display your thorough, detail-oriented approach.

Typically, you should provide a reference list at the end of the report that contains all your sources. Also, throughout your document, you should provide citations to indi- cate the information you have drawn from other sources. You can use a variety of docu- mentation systems, including APA and MLA styles. You can see examples of these two styles in Table 13.3 . You should, however, use an official style guide to document with precision. Style guides contain hundreds of rules for various types of sources. Addi- tionally, many websites contain the most current documentation guidelines, including the APA style website (www.apastyle.org) and the Purdue Online Writing Lab (http:// owl.english.purdue.edu/owl/). Also, if you will spend a lot of time writing reports that need documentation, you might explore some of the available software to help in this process (see the Technology Tips section on page 392).

Although you will generally base your reports on secondary research, you must still demonstrate your originality in thought. That is, your goal is to combine information from your various sources in novel and insightful ways and thereby generate your own conclusions and recommendations.

To develop original reports, make sure that you avoid all forms of plagiarism. According to the Merriam-Webster dictionary, to plagiarize is to “steal and pass off (the ideas of another) as one’s own” and “to commit literary theft.” 1 Thus, plagiarism is serious; it is literally stealing the ideas of others.

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TABLE 13.3

References in APA and MLA Documentation Styles

APA MLA

Book Zavada, N., & Spatrisano, A. J. (2007). Simple steps to green meetings and events: The professional’s guide to saving money and the earth . (Portland, OR: Meeting Strategies Worldwide).

Zavada, Nancy, and Amy Spatrisano. Simple Steps to Green Meetings and Events: The Professional’s Guide to Saving Money and the Earth . Portland: Meeting Strategies Worldwide, 2007.

Report from an Organization (white paper)

MeetGreen. (2010). Oracle Open World sustainable event report . (Portland, OR: Author).

MeetGreen. Oracle Open World Sustainable Event Report . Portland: Author, 2010.

Scholarly or Scientific Journal Kim, Y., & Han, H. (2010). Intention to pay conventional-hotel prices at a green hotel – a modification of the theory of planned behavior. Journal of Sustainable Tourism, 18 (8), 997–1014.

Kim, Yunhi, and Heesup Han. “Intention to Pay Conventional-Hotel Prices at a Green Hotel – A Modification of the Theory of Planned Behavior.” Journal of Sustainable Tourism 18.8 (2007): 997–1014. Print.

Magazine/Periodical Lowe, M. C. (2010, October). The greening of hotels: A look at what major chains are doing to support eco-friendly meetings. Meetings & Conventions, 45 (10), 45–56.

Lowe, Michael C. “The Greening of Hotels: A Look at What Major Chains Are Doing to Support Eco-Friendly Meetings.” Meetings & Conventions Oct. 2010: 45–56. Print.

Newspaper White, M. C. (2010, August 16). For hotels, eco-friendly ideas await a friendlier economy. The New York Times , p. B5.

White, Martha C. “For Hotels, Eco-Friendly Ideas Await a Friendlier Economy,” The New York Times 16 Aug. 2010: B5. Print.

Web Page Environmental Protection Agency. (2010, May 12). Greening your meetings and conferences: A guide for federal purchasers. Retrieved from www.epa.gov/epp/pubs/ meet/greenmeetings.htm

Environmental Protection Agency. “Greening Your Meetings and Conferences: A Guide for Federal Purchasers.” epa.gov. , 12 May 2010, Author. Web. 24 Oct. 2012.

Article from Online Periodical

Campbell, S. (2008, January). Shades of green. Elite Meetings . Retrieved from www .elitemeetings.com/docs/shades-of-green.php

Campbell, Susan. “Shades of Green.” Elite Meetings , Elite Meetings International, Jan. 2008. Web. Oct. 2012.

Personal Interviews (J. Hardaway, personal communication, October 14, 2012)* *not included in reference list; used as in-text citation only.

Hardaway, Jack. Personal Interview. 14 Oct. 2012.

In-Text Citations (Kim & Han, 2010) (Kim and Han)

To avoid plagiarism on a sentence and paragraph level, document all references to the ideas of others, including (1) direct quotations, (2) paraphrases, and (3) other instances in which you borrow or reference the ideas of others. Direct quotations are verbatim restatements from another source. Use direct quotations only when the quotation contains a particularly compelling combination of words, flows effectively with your paper, and emphasizes the credibility of the original speaker or writer. In most situations, you should paraphrase rather than use direct quotations. Paraphras- ing involves using your own words to express the meaning of the original speaker or writer. When you paraphrase, you significantly alter the original words and sentence structure, but you still need to give credit to the original speaker or writer for the idea. Notice Table 13.4 for examples of using direct quotations and paraphrasing in ways that avoid plagiarism. 2

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TABLE 13.4

Citing Secondary Sources of Information and Avoiding Plagiarism

Original Statement from Source

In July 2008, as the process became more involved, the committee began working with ASTM International, a voluntary standards-development organization. Through each stage, members of the ASTM community have read and voted on the evolving document, including people unfamiliar with the meetings industry. Spatrisano was hoping to submit the standards for the final balloting process at the end of September. “There have been some philosophical disagreements,” notes Spatrisano, “such as how you determine what ‘recycled’ means, as in whether a recycled item contains preconsumed products or just postconsumed. That’s one of the issues we are tied up in.” Source: Braley, S. J. F. (2010, October). Guidelines for green meetings: M&C previews the forthcoming APEX Initiative. Meetings & Conventions, 45 (10), 57.

Situation Plagiarized Statement Non-Plagiarized Statement

Direct quotations Spatrisano explained that there have been some philosophical disagreements such as how you determine what “recycled” means (Braley, 2010).

As Spatrisano explained, “There have been some philosophical disagreements . . . such as how you determine what ‘recycled’ means” (Braley, 2010, p. 57).

Although this statement contains an in-text citation, it is plagiarized because it does not use quotation marks to indicate verbatim statements from Spatrisano.

This statement correctly identifies the direct quotation with quotation marks and includes a source and page number.

In July 2008, as the process became more involved, the committee began working with ASTM International, a voluntary standards- development organization.

“In July 2008, as the process became more involved, the committee began working with ASTM International, a voluntary standards- development organization” (Braley, 2010, p. 57).

This statement is extremely deceptive; it presents verbatim text from another source without any documentation.

This statement is technically not plagiarized. It uses quotation marks and indicates the source and page number of the original source. However, direct quotes should be used selectively, and this statement is unlikely to flow more smoothly than a simple paraphrase.

Paraphrasing The ASTM/APEX process became more involved in July 2008, when ASTM International (a voluntary organization that develops standards) became involved. ASTM community members studied and voted on an evolving document at various stages. The final balloting will end around September after Spatrisano submits the standards (Braley, 2010).

The Convention Industry Council has partnered with ASTM International to develop industry standards for green meetings. These evolving standards will go up for vote in September (Braley, 2010).

This statement is plagiarized because it retains essentially the same set of ideas with nearly identical phrases and sentence structures. Such minor alterations are not considered paraphrasing.

This statement reflects the meaning of the original source but is reworded sufficiently. It correctly identifies the source of the information. It is effective to the degree it flows with the ideas before and after the paraphrasing.

Other forms of borrowing the ideas of others

The process of developing industrywide standards is complicated. For example, even coming to agreement about the definition of a seemingly basic term such as recycled is a matter of contention. Currently, members are divided as to whether recycled items refer to those with preconsumed or postconsumed products (Braley, 2010).

The process of developing industrywide standards is complicated. For example, Amy Spatrisano, principal of MeetGreen, has indicated that even coming to agreement about the definition of a seemingly basic term such as recycled is a matter of contention. Currently, members are divided as to whether recycled items refer to those with preconsumed or postconsumed products (Braley, 2010).

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TABLE 13.4

(Continued )

Situation Plagiarized Statement Non-Plagiarized Statement

This statement partially identifies the source of this information. However, it can provide more complete accounting of where the information came from by identifying who originally stated these ideas.

By including a reference to the person who originally provided these ideas, this article provides more complete information about the original source of ideas.

The best way to avoid plagiarism on a documentwide level is to demonstrate origi- nality of thought—supplying your own ideas, conclusions, and recommendations that you support by weaving together information from a variety of sources. If the majority of ideas in your report are based on just one or two sources, your report is essentially plagiarized.

Base Recommendations on Facts and Conclusions in the Report One of the foremost goals of many reports is to give good advice, but business pro- fessionals often fail to sufficiently connect their recommendations to their facts and conclusions. If decision makers are to take your report seriously and feel comfortable acting on it, they must be able to see clear connections between the facts and conclu- sions you present and the related recommendations, as depicted in Figure 13.2 .

Provide Specific and Actionable Recommendations In addition to being based on facts and conclusions in the report, recommendations must be specific and actionable. Many business professionals run out of steam by the end of the report or are reluctant to take a firm position, so they provide vague and sometimes superficial recommendations. Make sure you provide recommendations that are sufficiently detailed and realistic for decision makers (see Table 13.5 ). You can

Recommendation: Adjust marketing strategy to focus more extensively on local organizations.

Conclusion: Meeting planners in the private sector want to lower overall meeting costs and highlight lower carbon footprints as part of CSR efforts.

Conclusion: Many meeting planners in public sector organizations are required to seek out local options for meetings.

Fact: Traveling to and from meetings is the largest cause of pollution and largest contributor to a carbon footprint.

Fact: Rising fuel prices have dramatically increased the cost of traveling long distances to meetings.

Fact: Many public sector organizations are required to travel locally for meetings based on EPP guidelines.

FIGURE 13.2

Basing Recommendations on Facts and Conclusions

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TABLE 13.5

Making Recommendations Specific and Actionable

Less Effective More Effective

Gain certification as a green meetings provider.

Gain recognition and certification from organizations creating green meeting standards. Gaining certification will immediately place us in a select group of venues. The process of gaining certification will help us develop further knowledge about providing green meetings. Moreover, this effort allows us to meet evolving industry standards and promote ourselves with these third-party endorsements. We seek to do the following in the upcoming year:

A. Achieve Level 1 compliance for each of the nine standards in the APEX/ ASTM green meeting standards.

B. Gain Green Seal certification as a green meetings provider. C. Gain recognition as a green hotel on websites such as Travelocity. D. Join the Green Meeting Industry Council.

This recommendation is somewhat specific but not actionable. It does not provide any clear steps to take.

This recommendation contains a rationale as well as specific steps that decision makers would view as actionable.

Focus on energy-efficient transportation for our guests.

Get a fleet of hybrid or alternative fuel vans . Many meeting planners on RFPs request that hotels provide energy-efficient transportation options. Doing so can significantly lower the overall carbon footprint of the conference and serves as a high-profile illustration of our commitment to eco-friendly meetings. Our initial estimates suggest that we could replace our four-van fleet for roughly $100,000 (after trade-in or sale of our existing fleet).

This recommendation is vague. It can refer to many types of actions and indicates a superficial, nonthorough effort to provide advice.

This recommendation is specific and provides elaboration about a detail all decision makers are interested in: cost.

elaborate on your recommendations with a section on your rationale, the implications of your recommendations, and clear steps to take toward implementation.

Some decision makers will read your reports from start to end. Others will try to glean the key messages by first reading the summary and headings before reading the report completely. Other decision makers will skim the report due to time pressures. In any case, assume that decision makers may not read your report from start to end, and de- sign it so they can navigate the information rapidly.

One way to make your report easy to navigate is to provide a structure that deci- sion makers are familiar with. Figure 13.3 contains sample structures from common types of business reports. Some formal reports contain many additional components, as illustrated in Figure 13.4 . These additional components can be classified as front matter, text, and back matter. You can see examples of full, formal reports in the online learning materials.

Tell the Story of Your Report with an Executive Summary As you glance through Figure 13.3 , you’ll notice that one section common to all of these reports is the executive summary . Nearly all reports, especially those that are more than a few pages long, contain one at the beginning. The purpose is to summarize

LO13.3 Design your reports to aid in decision making.

Designing Your Reports to Help Decision Makers

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Completing Business Reports Chapter Thirteen 387

FIGURE 13.3

Common Structures for Business Reports 3

Components of a Survey Report

Executive Summary Introduction and Background Methodology Findings Conclusions Recommendations References Appendices

Components of a Trend Report

Executive Summary Introduction Background Trend Analysis Recommendations References Appendices

Components of a Business Proposal

Cover Page Executive Summary Current Situation Specific Objectives Deliverables Overview Timeline Results Enhancers Pricing

Components of a Business Plan

Cover Page Executive Summary Business Description and Vision/General Company Description Business Objectives Description of the Market/Market Analysis Description of the Products and Services Organization and Management Marketing and Sales Strategy Financial Management Appendices

Components of a Strategic Plan

Cover Page Executive Summary SWOT Analysis Vision, Mission, Values Strategic Objectives Action Items Implementation Process Evaluation

Components of an Annual Report

Cover Narrative Statements (letter to stockholders from the CEO— functions as executive summary, company overview, mission statement, history) Financial Statements (income statement, balance sheet, cash flow, auditor’s report) References Appendixes

Components of a Progress Report

Executive Summary Introduction Background Accomplishments Problems Future Plans/Timeline Conclusion References Appendixes

Components of a SWOT Analysis

Executive Summary Strengths Weaknesses Opportunities Threats Recommendations References Appendixes

Components of a Marketing Plan

Executive Summary Market Research Product Competition Mission Statement Marketing Strategies Pricing Positioning/Branding Budget Marketing Goals/ Objectives

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the most important contents, including key findings, conclusions, and recommenda- tions, so that busy executives and other decision makers can quickly understand and act on the report. 5 A good executive summary “demonstrates that you can clearly focus on your goals and state, in no-nonsense fashion, who you are, what you want, and where you are going.” 6 Generally, an executive summary should be about one page long for every 10 to 20 pages in the report. You can see two examples of executive sum- maries on pages 394 and 402 as well as two examples in Appendix C with a business proposal and a business plan.

Provide the Story Line with Descriptive Headings and Other Content Markers Nearly all reports contain headings to help readers quickly navigate. Particularly with reports, decision makers often skim from section to section to find information. At a minimum, you will include first-level headings. For reports over five pages, you will likely use second-level headings and perhaps even third-level headings (see Table 13.6 ). In addition to accurately showing what is contained in each section, head- ings should also demonstrate the basic logic of a report. Notice in the left-hand column in Table 13.6 how Jeff uses headings to develop the basic story line of the report: problem ➭ opportunities and risks ➭ best practices ➭ potential rewards ➭ advice/ recommendations.

Although your reports must generally follow a fairly standard order with regard to contents, you do have some flexibility in how you label your headings. Where pos- sible, opt for descriptive titles and headings that help your readers quickly recognize

FIGURE 13.4

Components of a Formal Report 4

Acknowledgments

Preface or Foreword

List of Tables and/or Figures

Table of Contents

Copyright Notice, Credits

Title Page

Cover

Letter or Memo of Transmittal

Conclusion

Recommendations

Findings

Introduction

Executive Summary

Attachments

Appendixes

Reference List or Bibliography

Front Matter Text Back Matter

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Heading Structure (should stay consistent throughout document)

Title (14-pt bold) Level-1 Heading (11-pt bold) Level-2 Heading (11-pt italicized)

Title is descriptive Should the Prestigio Hotel Develop and Market Green Meetings?

Story of the report Executive Summary

Business problem or challenge

Market Demand for Green Meetings

Introduction to Green Meetings

Many Public Sector Organizations Are Required to Hold Green Meetings Many Private Sector Organizations Seek Green Meetings as Part of CSR Efforts Many Organizations Are Pursuing More Local Options for Meetings

Risks of Marketing Green Meetings

Best Practices and Standards for Green Meetings Current Best Practices for Green Meetings Emerging Standards for Green Meetings

Return on Investment for Green Meetings

Recommendations

Opportunities and risks

Best practices

Potential rewards

Advice

TABLE 13.6

Providing Clear Headings That Support a Story Line

TABLE 13.7

Creating Headings to Help Decision Makers Navigate the Document

Less Effective More Effective

A Report of the Current Market Situation for Green Meetings with Related Recommendations

Should the Prestigio Hotel Develop and Market Green Meetings?

This title is difficult to process with a variety of noun clusters. This title is more intriguing and signals to the decision maker the central direction of the report.

Best Practices Best Practices and Standards for Green Meetings

This brief heading in isolation tells little about the contents of the section.

The addition of just a few words clarifies what will be included in this section.

the value and contents of any given section. Notice in Table 13.7 how minor changes can make headings more efficient and engaging.

Use Preview Statements to Frame Your Messages and Accentuate Takeaway Messages Reports are often lengthy and dense, so preview statements can help decision makers follow the direction of your text. Also, preview statements frame the mes- sage, allowing readers to create a mental map of your key takeaway messages (see Table 13.8 ).

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TABLE 13.8

Providing Clear Preview Statements

Less Effective More Effective

In our research, we found several trends that we discuss in the upcoming pages.

In our research, we found the following trends regarding green meetings: (a) many public sector organizations are required to hold green meetings; (b) many private sector organizations seek green meetings as part of corporate social responsibility (CSR) efforts; and (c) many organizations are pursuing local options for meetings.

This short, abrupt statement leaves readers with no direction about the trends. If the readers do not read further, they will not have any indication of the key takeaway messages.

This preview statement—in just a few sentences—creates the mental map for decision makers as they read further and groups the takeaway messages all in one place.

TABLE 13.9

Using Charts to Support the Story Line of the Report

Less Effective More Effective

Figure 1. Gender Composition of Survey Respondents

Men, 54%

Women, 46%

Figure 1. Guest Satisfaction by Gender

Would Recommend

Want to Return

Overall Satisfaction

47%

66%

69%

77%

78%

89%

Women Men

Percentage of Agreement

This chart presents a set of statistics that is peripheral to the main themes of the report. Therefore, it is not a strategic use of space.

This chart is central to the story line of the report, as one key theme is how women and men perceive convention experiences differently.

Insert Charts and Tables to Draw Attention to Your Key Points Reports based on research data frequently include tables and figures (including charts) to supplement the text. You will apply principles for tables and charts that you learned in Chapter 12. Keep in mind that the purpose of tables and charts is first and foremost to fit into the story line you have established for your report. Also, tables and charts should simplify or clarify complicated numerical information that may bog down your reader in text (see Table 13.9 ).

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Apply Bulleting and Enumerated Lists to Make Passages Easier to Process Since reports often contain dense information, using bulleting and enumerated lists can help readers rapidly process and group information (see Table 13.10 ). On the other hand, when too much of the report is in bullet points, it can create a choppy, staccato- like effect.

Create a Cover Page, a Table of Contents, and Appendixes Reports of more than ten pages often include a cover page . Regardless of length, for- mal reports—especially those submitted to external decision makers (i.e., loan offi- cers, venture capitalists, stockholders)—always include a cover page. At a minimum, the cover page should include a title, names of those who wrote and/or are submitting the report, and a date. For formal reports, companies often rely on internal or external graphic designers, public relations professionals, and other document design special- ists to create a visually appealing document. The cover page is generally the most emphasized aspect of this document design.

Likewise, a table of contents is expected for nearly any report over ten pages long. The table of contents contains all first-level headings and sometimes all second-level headings. Providing a well-designed table of contents immediately creates an impres- sion that you are organized. 7 You can see an example of a business plan with a table of contents in Appendix C.

Reports also frequently include appendixes to provide reference materials. For example, common information in appendixes include financial statements, marketing materials, detailed data tables, brochures, references, résumés, and biographies.

Achieving Objectivity and Positivity through Tone Achieving a positive, can-do tone in your communications is appropriate in nearly all business situations. In many business reports, projecting positivity is also important. However, more so than positivity, you should project objectivity—the sense that you are providing information, analysis, and advice that is sound, reliable, and unbiased. In other words, project objectivity first and positivity second. Furthermore, ensure that

LO13.4 Project objectivity in reports.

TABLE 13.10

Applying Bulleting

Less Effective More Effective

Within the past few years, surveys show that the majority of meeting planners strongly consider green meeting options. For example, the following survey results are typical: In a 2009 survey, 51 percent of meeting planners reported increasing efforts to run green meetings (Drammeh, 2009); in a 2010 survey, 93 percent of meeting planners stated that they would at least occasionally use green meetings (Richard K. Miller & Associates, 2010); and in a 2011 survey, 51 percent said green meetings were more highly prioritized than before (Green Meetings Portland, 2011).

Within the past few years, surveys show that the majority of meeting planners strongly consider green meeting options. For example, the following survey results are typical: • In a 2009 survey, 51 percent of meeting planners reported

increasing efforts to run green meetings (Drammeh, 2009). • In a 2010 survey, 93 percent of meeting planners stated

that they would at least occasionally use green meetings (Richard K. Miller & Associates, 2010).

• In a 2011 survey, 51 percent said green meetings were more highly prioritized than before (Green Meetings Portland, 2011).

This passage is too dense to read and process quickly. By using bullets, readers can much more quickly digest the information.

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Technology Ti ps

USING SOFTWARE TO PROVIDE STRUCTURE AND DOCUMENTATION Most word processing soft- ware packages—notably Microsoft Word—contain features to help you pro- vide structure and docu- mentation to your reports. Using Word, you can accomplish some of the following tasks in your reports:

• Create a table of contents that can be automatically updated as you make revisions.

• Create your own styles that apply to head- ings (Title, Heading 1, Heading 2).

• Use captions for tables and figures that auto- matically update num- bers as you work on the document.

• Use cross-referencing so that if you change the order of referenced objects, any references to objects in the text are updated with the new object reference number.

• Use co-authoring tools.

You can also use Word to help you document the information contained in your reports. Typically, you’ll use the following sequence: Create a source . You’ll use a simple wizard that walks you through the in- formation you need to provide. Word automatically generates the reference in APA or MLA style and places it in the reference list. Create an in - text citation . Within your report where you want to insert a citation, simply use the Insert Citation feature, select the reference, and click OK: Word automatically inserts a properly formatted in-text citation.

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TABLE 13.11

Striking an Objective Tone While Also Projecting Positivity

Less Effective More Effective

Generally, the research indicates that market demand for green meetings is growing, with the majority of meeting planners showing interest. The following features define the increasing demand: (a) many public sector organizations are required to hold green meetings; (b) many private sector organizations seek green meetings as part of CSR efforts; and (c) many organizations are pursuing more local options for meetings. Currently, demand far outstrips supply. This provides us with a golden opportunity to gain market share before other meeting venues develop green meeting options. Hotels of comparable size to the Prestigio have reported phenomenal return on investment for next to nothing as far as developing and marketing green meetings. Even though we can’t predict the future market with certainty, the exponential growth of this market shows its forward trajectory, and we should make sure we’re not the latecomers for this trend. As a result, the Prestigio should make short-term investments to provide some green meeting options, and also position us to invest heavily to meet future long-term demand. We should immediately take the following actions to break into the green meetings market before it’s too late: 1. Hire a green meetings specialist. 2. Get a fleet of hybrid or alternative fuel vans. 3. Gain recognition and certification as a green meetings

venue from reputable third-party organizations. 4. Adjust marketing strategy to focus more extensively on

local organizations. 5. Reevaluate prospects in the public sector. 6. Feature our green meeting options prominently in

marketing materials.

Generally, the research indicates that market demand for green meetings is growing, with the majority of meeting planners showing interest. The following features define the increasing demand: (a) many public sector organizations are required to hold green meetings; (b) many private sector organizations seek green meetings as part of CSR efforts; and (c) many organizations are pursuing more local options for meetings. Right now is a good time to develop green meetings because demand far outstrips supply. Hotels of comparable size to the Prestigio have reported strong return on investment for minimal investments in developing and marketing green meetings. However, the future demand is neither clear nor certain. As a result, the Prestigio should make relatively small, short-term investments to provide some green meeting options. This will position us to invest more heavily as we learn more about the long-term demand. In particular, we recommend the following actions during the next year : 1. Hire a green meetings specialist. 2. Get a fleet of hybrid or alternative fuel vans. 3. Gain recognition and certification as a green meetings

venue from reputable third-party organizations. 4. Adjust marketing strategy to focus more extensively on

local organizations. 5. Reevaluate prospects in the public sector. 6. Feature our green meeting options prominently in

marketing materials.

The tone of this passage projects excessive enthusiasm and perhaps a rush to action. Some of the adjectives are exaggerated, perhaps displaying an imprecise, unprofessional approach to the report.

The tone of this passage projects objectivity. The adjectives are businesslike and measured. A tempered can-do attitude emerges without sacrificing the sense that the research is methodical, thorough, and unrushed.

your enthusiasm and strong positive emotion do not appear to cloud your judgment. In Table 13.11 , notice the comparisons between two alternative approaches to writing an executive summary. As you read through these passages, consider how to strike the right balance between objectivity and positivity.

Assessing Key Features of a Completed Report In the upcoming pages, you can see two examples of business reports. The first ( Fig- ure 13.5 ) is based on secondary research. It can be classified as a business trend or business issue report. The second ( Figure 13.6 ) is based on survey results, which is pri- mary research. Although you will find that reports vary greatly in purpose and length, as you glance through these examples, consider the key features to strive for in all your reports: value to decision makers, precision, documentation, easy navigation, and objectivity.

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FIGURE 13.5

Business Report with Secondary Research

Should the Prestigio Hotel Develop and Market Green Meetings?

Prepared by Jeff Anderton October 2012

Executive Summary

In the past few years, potential clients have increasingly requested green meeting options. As a result, Prestigio managers have increasingly wondered whether providing such options could increase revenues in our conventions and meetings business. This report addresses whether the Prestigio should develop and market green meeting options. It contains analysis in the following areas: (a) market demand for green meetings; (b) risks of marketing green meetings; (c) best practices and standards for green meetings; (d) return on investment for green meetings; and (e) recommendations.

Generally, the research indicates that market demand for green meetings is growing, with the majority of meeting planners showing interest. The following features define the increasing demand: (a) many public sector organizations are required to hold green meetings; (b) many private sector organizations seek green meetings as part of CSR efforts; and (c) many organizations are pursuing more local options for meetings. Right now is a good time to develop green meetings because demand far outstrips supply.

Hotels of comparable size to the Prestigio have reported strong return on investment for minimal investments in developing and marketing green meetings. However, the future demand is neither clear nor certain. As a result, the Prestigio should make relatively small, short-term investments to provide some green meeting options. This will position us to invest more heavily as we learn more about the long-term demand. In particular, we recommend the following actions during the next year:

1. Hire a green meetings specialist. 2. Get a fleet of hybrid or alternative fuel vans. 3. Gain recognition and certification as a green meetings venue from reputable third-party organizations. 4. Adjust marketing strategy to focus more extensively on local organizations. 5. Reevaluate prospects in the public sector. 6. Feature our green meeting options prominently in marketing materials.

Introduction to Green Meetings

Since 2008, our revenues from conventions and meetings have declined by roughly 23 percent. Since meetings constitute nearly 60 percent of our total revenues and form the basis for our reputation as a high-class provider of events, we may need to seek new ways of rebuilding our conventions and meetings business.

The Great Recession that began in late 2007 led to lost revenue for all hotels and organizations dependent on business travel. However, unlike others in the conventions and meetings industry, Prestigio has not rebounded in

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The executive summary tells the story of the report so the busy reader can get the gist of the content.

The executive summary concludes with recommendations.

Introduction begins with statement of and brief background to the problem.

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FIGURE 13.5

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the past few years. Meeting Professionals International (2011) reports that by 2010, hotels and other organizations that hosted meetings had already recovered from the recession. From 2010 to 2011 in the meetings industry, there was an 8 percent increase in the number of meetings held, and revenues per meeting increased by 5 percent from $188,000 to $197,000.

One reason we may have not rebounded is that we still do not provide options for clients who want green meetings. Our director of conventions and meetings, Barbara Brookshire, has noticed that many meeting planners inquire about green meeting options. She is certain that we have lost business because we do not provide such meetings, and she expects that meeting planners will increasingly request these options.

The purpose of this report is to examine the following aspects of green meetings: (a) current and projected market demand; (b) risks of developing and marketing green meetings; (c) best practices and emerging standards related to green meetings; and (d) potential return on investment. We conclude the report with recommendations about the degree to which the Prestigio Hotel should develop and market green meetings.

Market Demand for Green Meetings

Increasingly, meeting planners expect green meetings options. Just five to six years ago, surveys of meeting planners showed that a minority showed strong interest in green meetings, with roughly 18 to 43 percent in various surveys deeming them important (Drammeh, 2009; Gecker, 2008). Around 2009, the market demand quickly accelerated. Within the past few years, surveys show that the majority of meeting planners strongly consider green meeting options. For example, the following survey results are typical over the past few years:

• In a 2009 survey, 51 percent of meeting planners reported increasing efforts to run green meetings (Drammeh, 2009). • In a 2010 survey, 93 percent of meeting planners stated that they would at least occasionally use green meetings (Richard K. Miller & Associates, 2010). • In a 2011 survey, 51 percent said green meetings were more highly prioritized than before (Green Meetings Portland, 2011).

One of the strongest indicators that meeting planners expect green meetings options is whether they inquire about them in RFPs. A recent survey showed that 71 percent of meeting planners do or plan to inquire about green initiatives on RFPs for meeting venues (Shapiro, 2009).

Venues that currently offer green meeting options are in a strong competitive position. Several industry analysts have reported that the demand for green meetings is far greater than the supply (Campbell, 2008; Environmental Protection Agency, 2010). In one survey, 40 percent of meeting planners said there are not enough green meeting venues (Richard K. Miller & Associates, 2010).

While surveys of meeting planners and forecasts by industry analysts point to a continuing and increasing demand, not much information is available about the market size for green meetings. In our research, we found that the following trends will increasingly impact market size: (a) many public sector organizations are required to hold green meetings; (b) many private sector organizations seek green meetings as part of corporate social responsibility (CSR) efforts; and (c) many organizations are pursuing local options for meetings.

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Headings clearly state section content.

Introduction concludes with a review of report contents.

In-text citations allow readers to know exactly where the information came from.

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Many Public Sector Organizations Are Required to Hold Green Meetings

Government agencies are leading the way in demanding green meetings (Torrence, 2010). Many government groups are increasingly required to abide by Environmentally Preferable Purchasing (EPP). The following EPP standards are the overarching principles that apply to green meetings:

• Include environmental factors as well as traditional considerations of price and performance as part of the normal purchasing process. • Emphasize pollution prevention early in the purchasing process. • Examine multiple environmental attributes throughout a product’s or service’s life cycle. • Compare relative environmental impacts when selecting products and services. • Collect and base purchasing decisions on accurate and meaningful information about environmental performance. (Environmental Protection Agency, 2010)

The application of these EPP principles demonstrates that the major sources of waste and pollution for meetings are the following: marketing of events and registration; travel to the event; hotel stays; food services; exhibition halls; and local transportation. As a result, government meeting planners increasingly emphasize green meetings with the following components: location that minimizes travel; eco-friendly meeting facilities and processes; local transportation; eco-friendly catering; and eco-friendly promotion, marketing, and registration practices (Environmental Protection Agency, 2010).

Many Private Sector Organizations Seek Green Meetings as Part of CSR Efforts

One of the primary motivations for planning green meetings is to fulfill corporate CSR initiatives. Nearly all Fortune 500 organizations have developed CSR plans that include green initiatives, and, increasingly, small- and medium-sized organizations emphasize green initiatives as part of CSR plans. Many stakeholders expect that being a good corporate citizen must include these green initiatives (Gecker, 2009). Meeting planners, then, often seek out green meetings to satisfy CSR plans. In fact, 42 percent of meeting planners say that they plan green meetings with CSR in mind (Meeting Professionals International, 2011).

With the prominent role of green initiatives as part of CSR efforts, green meetings will likely become a major focus because meetings are among the least green activities for many organizations. According to MeetGreen, a three-day conference with 300 attendees creates waste equivalent to the mass of 33 small vehicles; water resources that would fill half of an Olympic-sized swimming pool; and greenhouse gases to fill 25 million basketballs (Torrence, 2010). Furthermore, one well-known meeting standards organization, the Green Meeting Industry Council, envisions a green meeting industry with zero net environmental impact by 2020 (Richard K. Miller & Associates, 2010).

Many Organizations Are Pursuing Local Options for Meetings

The major cause of pollution for meetings is travel to and from these events. As a result, many organizations that are seeking to minimize carbon footprints are holding meetings that are more local. Because of increased demand for green meetings combined with the impact of higher fuel costs, 32 percent of meeting planners say they are planning more local events and 29 percent say they will hold more virtual meetings (Edelstein, 2011a). This trend may mean that event venues need to increasingly market locally.

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These level-2 headings allow rapid comprehension of key supporting points.

FIGURE 13.5

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Risks of Marketing Green Meetings

Although the demand for green meetings is growing, developing and marketing green meetings is not without risks. While it is true that meeting planners increasingly ask about green meetings in RFPs, there is little evidence to show the impact of such options on the ultimate selection of a meeting venue. In particular, clients resist green meetings for the following reasons (Campbell, 2008):

• Many meeting planners incorrectly believe green meetings are more expensive. In reality, most green meetings cost less than non-green meetings. Yet, many meeting planners and other decision makers perceive that green meetings cost more (Gecker, 2009; Lowe, 2010; MeetGreen, 2010). In one survey, 46 percent of meeting planners agreed that green meetings are too expensive (Richard K. Miller & Associates, 2010). • Some executives and senior managers are not interested in green meetings. Although meeting planners organize and coordinate most of the communication between their organizations and meeting venues, they are rarely the final decision makers. Sometimes meeting planners express interest in green meetings only to lack support from decision makers in their organizations (Campbell, 2008). • Many potential clients view green meetings as lower-quality experiences. Many meeting planners worry that although green meetings are eco-friendly and may even save money, they provide a lower-quality experience (Campbell, 2008). This is largely a misperception. In one recent study of conventions held in three common meeting destinations (Orlando, Florida; Birmingham, Alabama; Columbus, Ohio), the researchers found that green meeting practices were correlated with higher satisfaction among convention attendees (Lee, Brieter, & Choi, 2011). • Some meeting planners are unaware of green meeting options. Because of the limited supply of venues that offer legitimate green meeting options, some meeting planners assume that they will not find a venue up to their expectations (Campbell, 2008).

Many of the risks of marketing green meetings are based on misperceptions. Thus, any successful development and marketing of green meetings must focus on educating the client base about the actual costs and actual quality of green meetings (Campbell, 2008).

Best Practices and Standards for Green Meetings

Although meeting planners increasingly seek green meeting options, they often hold varied views of exactly what constitutes a green meeting. During the past five years, the options developed and marketed by major hotel chains have established current best practices. Furthermore, in the past few years, various third-party organizations have begun developing concrete standards for green meetings.

Current Best Practices for Green Meetings

Most major hotel chains now offer green meeting options that can serve as effective models for smaller hotel groups such as the Prestigio. Fairmont’s Eco-Meet program, initiated in 2007, is often considered among the industry innovators. Other major hotel chains—including Hilton, Hyatt, and Marriott—have followed Fairmont’s lead and established comparable programs. The Eco-Meet program focuses on four main areas (Lowe, 2010):

• Eco-accommodation: provide information to guests about how to be more environmentally conscious during their stays; place recycling bins in all rooms; use energy-efficient lighting and water-conservative plumbing.

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Headings support common story lines and rationales in business decision making, including terms such as benefits, risks, and best practices.

FIGURE 13.5

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• Eco-service: use dishes/cutlery instead of disposable plates/plastic utensils; provide recycling bins; use reusable items such as silk flowers and linen napkins for restaurant and catering services.

Eco-cuisine: source local, seasonal, and organically grown foods from with 100 miles; attain a 50 percent reduction in animal proteins (use vegetable proteins instead).

•

Some insight about which green meeting options are most often implemented can be gained from recent studies. One study of meeting planners showed that the three most common practices to achieve green meetings were the following: reducing paper by using digital alternatives (79%); providing on-site recycling programs (61%); and selecting host cities that require less travel (48%) (Richard K. Miller & Associates, 2010).

Even with many major hotel chains developing and marketing green meetings, however, the concept of exactly what constitutes green meetings is not clearly defined, and there is no industrywide agreement (Lee, Brieter, & Choi, 2011). Because of the growing demand, the Convention Industry Council and ASTM International are developing the APEX/ASTM Environmentally Sustainable Meeting Standards.* These standards are the most comprehensive and most respected set of green meeting standards in the industry.

The APEX/ASTM standards will address nine areas: (a) accommodation; (b) audiovisual and production; (c) communications and marketing; (d) destinations; (e) exhibits; (f) food and beverage; (g) meeting venues; (h) on-site offices; and (i) transportation (Convention Industry Council, n.d.; Torrence, 2010). These nine standards involve four levels of compliance from minimal to zero-waste meetings (level one to level four). Currently, there are about 30 pages of standards. Some meeting planners view the standards as most applicable to large conventions (Braley, 2010). Soon, meeting venues may gain certification for compliance with APEX/ASTM standards (Convention Industry Council, n.d.).

Another set of standards that are particularly relevant for public sector meetings was developed by the Environmental Protection Agency (EPA). The EPA requires government agencies to include the following questions in RFPs for meetings (“Be Green,” 2009):

1. Do you have a recycling program? If so, please describe.

2. Do you have a linen/towel reuse option that is communicated to guests?

3. Do guests have easy access to public transportation or shuttle services at your facility?

4. Are lights and air conditioning turned off when rooms are not in use? If so, how do you ensure this?

5. Do you provide bulk dispensers or reusable containers for beverages, food, and condiments?

6. Do you provide reusable serving utensils, napkins, and tablecloths when food and beverages are served?

7. Do you have an energy-efficiency program? Please describe.

8. Do you have a water-conservation program? Please describe.

*The Convention Industry Council is a leading advocate for the meetings, conventions, and exhibitions industry. It is composed of 103,500 individuals and 19,500 organizations involved in the meetings industry. It produces the Accepted Practices Exchange (APEX), which is a set of industrywide standards for the meetings, conventions, and exhibitions industry. ASTM International is an organization that establishes international voluntary consensus standards. It is represented by members from 135 countries and develops standards based on the guiding principles of the World Trade Organization.

Eco-programming: use electronic registration and check-in; engage in paper reduction efforts; purchase carbon offsets and energy certificates.

Emerging Standards for Green Meetings

Footnotes used for additional information.

•

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9. Does your facility provide guests with paperless check-in and checkout?

10. Does your facility use recycled or recyclable products? Please describe.

11. Do you source food from local growers or take into account the growing practices of farmers that provide the food? Please describe.

12. Do you use bio-based or biodegradable products, including bio-based “cafeteriaware”? Please describe.

13. Do you provide training to your employees on these green initiatives? Please describe. What other environmental initiatives have you undertaken, including any environment-related certifications you possess, EPA voluntary partnerships in which you participate, support of a green suppliers network, or other initiatives?

Aside from the APEX/ASTM and EPA standards, other certification and compliance programs exist. For example, another third-party certification program is the Green Seal certification (Lee, Brieter, & Choi, 2011). Various websites, such as Travelocity and Yahoo, designate hotels as green hotels. In some cases, even travel companies and agencies have created measures of green compliance. For example, American Express Meetings and Events recently created a metric that measures carbon, water, and waste for each meeting venue (Edelstein, 2011b). In addition to venue certification, some hotel chains provide in-house certification for green planners. For example, Marriott has certified 3,600 employees as Marriott Green Planners (Lowe, 2010).

Return on Investment for Green Meetings

Although surveys of meeting planners show growing interest in green meetings, little data exists about the return on investment for developing and marketing green meetings. Furthermore, little is known about how often green meeting options are a deciding factor for meeting planners. Rather, much of the research and advice about green meetings focuses more on social responsibility than profitability.

We talked to three individuals during the past month who have initiated green meetings in their hotels as a marketing strategy: Jack Hardaway, Director of Meetings at Lionwood Hotels; Melanie Dipprey, General Manager of Silver Lake Hotel and Resort; and Kirsley Cafferty, Director of Sales at the Easton Inn. Each of these individuals is extensively involved in marketing meetings at their hotels, all of which are similar in size to our hotel. Each has initiated green meetings during the past 18 to 24 months.

Based on our conversations with them, we concluded that the return on investment for developing a basic infrastructure for green meetings is strong – as high as 500 percent. Each hotel has invested approximately $150,000 to $250,000 annually to build their green meetings infrastructures. Although precisely determining how much return is due to new green meeting options is difficult, each hotel attributes between $500,000 and $1.3 million in additional revenue due to providing green meeting options (J. Hardaway, personal communication, October 14, 2012; K. Cafferty, personal communication, October 15, 2012; M. Dipprey, personal communication, October 14, 2012).

These hotels have taken the following actions, which require little investment, to develop and market their green meetings: (a) hired or trained full‐time green meetings specialists; (b) sought out public sector organizations; (c) gained Green Seal certification; and (d) created a web page about green meeting options (J. Hardaway, personal communication, October 14, 2012; K. Cafferty, personal communication, October 15, 2012; M. Dipprey, personal communication, October 14, 2012). In addition, Lionwood Hotels has started ensuring that at least half of all catered food is sourced from within 50 miles of their hotels. They believe their focus on local, organic foods has been the deciding factor in two groups selecting their hotel for conventions (J. Hardaway, personal communication, October 14, 2012).

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Report relies on firsthand interviews in addition to secondary research. The firsthand information addresses difficult-to-find secondary information.

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Recommendations

With the majority of meeting planners to some extent prioritizing green meetings, most large hotel chains moving toward heavily promoting such options, and a unique opportunity to gain market share given the current undersupply of hotels providing these options, we should move immediately to develop and market green meetings. However, because the future demand for green meetings and related services is not well understood (even among the major hotel chains), we recommend a short-term strategy. An initial one-year strategy requires little initial investment but positions us to move forward aggressively in years to come as we gain a clearer understanding of the market demands. Specifically, we recommend the following actions in the next year:

1. Hire a green meetings specialist. An experienced green meeting planner or marketer could help us develop green meeting options and provide the needed expertise to develop longer-term plans.

2.

3.

a. Achieve Level 1 compliance for each of the nine standards in the APEX/ASTM green meeting standards.

b. Gain Green Seal certification as a green meetings provider.

c. Gain recognition as a green hotel on websites such as Travelocity.

d. Join the Green Meeting Industry Council.

4.

5.

6.

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Get a fleet of hybrid or alternative fuel vans. Many meeting planners on RFPs request that hotels provide energy-efficient transportation options. Providing local transportation with energy-efficient vans can significantly lower the overall carbon footprint of conferences held at our hotel and serve as a high-profile illustration of our commitment to eco-friendly meetings. Our initial estimates suggest that we could replace our four-van fleet for roughly $100,000 (after trade-in or sale of our existing fleet).

Gain recognition and certification as a green meetings venue from reputable third-party organizations. Gaining certification will immediately place us in a select group of venues. Moreover, the process of gaining certification will help us develop knowledge about providing green meetings. This effort also allows us to meet evolving industry standards and promote ourselves with these third-party endorsements. Specifically, we can accomplish the following actions in the upcoming year:

Adjust our marketing strategy to focus more extensively on local organizations. Most organizations are realizing that travel to and from the host city of an event is the least eco-friendly aspect of meetings. As a result, we suggest increasing our marketing efforts to organizations located within 500 miles to build more local clientele for our services.

Reevaluate prospects in the public sector. Government agencies are among the most progressive organizations that are seeking green meeting options. As we position ourselves as a green meetings provider, we should market aggressively to public sector organizations.

Feature our green meeting options prominently in marketing materials. We should feature our new options prominently on our website and develop contract language that favors green meetings. On the website, we should address frequently asked questions and address frequent misperceptions about green meetings.

Enumerated list contains recommendations. They are set apart in italics and followed by a short rationale to allow decision makers to understand the ideas clearly.

Recommendations are specific and achievable. They are based on needs and opportunities described in the body of the paper.

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Cumming, P., & Pelham, F. (2010). Making events more sustainable: A guide to BS 8901. (London: BSI Group).

Drammeh, J. (2009, February 15). Green meetings good for business. Connect Meetings Intelligence [online]. Retrieved from www.connectyourmeetings.com/2009/02/15/green-meetings-good-for-business/

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References

Reference list (in APA style) allows decision makers and other readers to follow up on information and make judgments about data quality. It also inspires confidence in the writer as organized and detail-oriented.

“Be Green: 14 Questions for Your Hotel.” (2009, July 1). Retrieved from www.meetingsnet.com/green/venue/0701-epa-hotel-questions/

Braley, S. J. F. (2010, October). Guidelines for green meetings: M&C previews the forthcoming APEX Initiative. Meetings & Conventions, 45(10), 57–60.

Campbell, S. (2008, January). Shades of green. Elite Meetings [online]. Retrieved from www.elitemeetings.com/docs/shades-of-green.php

Convention Industry Council. (n.d.). APEX/ASTM environmentally sustainable meeting standards. Retrieved from www.conventionindustry.org/StandardsPractices/APEXASTM.aspx

Edelstein, L. G. (2011a, May). Slammed by fuel costs: Planners say oil prices are directly affecting meetings. Meetings and Conventions, 46(5), 20–21.

Edelstein, L. G. (2011b, October 18). American Express releases green meetings measurement tool. Retrieved from www.meetings-conventions.com/articles/american-express-releases-green-meetings-measurement- tool/c44242.aspx

Environmental Protection Agency. (2010, May 12). Greening your meetings and conferences: A guide for federal purchasers. Retrieved from www.epa.gov/epp/pubs/meet/greenmeetings.htm

Gecker, R. (2009, July). Lean and green: How companies that are cutting budgets still manage to make their meetings sustainable. Corporate Meetings & Incentives, 28(7), 16–20.

Kim, Y., & Han, H. (2010). Intention to pay conventional-hotel prices at a green hotel – a modification of the theory of planned behavior. Journal of Sustainable Tourism, 18(8), 997–1014.

Meeting Professionals International (2011). FutureWatch 2011. (Dallas, TX: RR Donnelley & Sons Company).

Lee, J., Breiter, D., & Choi, Y. (2011). Quality of a green destination as perceived by convention attendees: The relationships between greening and competitiveness. Proceedings of the 16th Graduate Students Research Conference in Hospitality and Tourism.

Lowe, M. C., (2010, October). The greening of hotels: A look at what major chains are doing to support eco-friendly meetings. Meetings & Conventions, 45(10), 45–56.

MeetGreen. (2010). Oracle Open World sustainable event report. (Portland, OR: Author).

Pizam, A. (2009). Green hotels: A fad, ploy or fact of life? International Journal of Hospitality Management, 28(1), 1–5.

Richard K. Miller & Associates (2010). 2010 Travel & Tourism Market Research Handbook (Loganville, GA: Author).

Shapiro, M. J. (2009, October 1). Still thinking green: Planners continue sustainability efforts in difficult times. Meetings & Conventions, 44(10), 28–31.

Spatrisano, A., & Wilson, N. J. (2007). Simple steps to green meetings and events: The professional’s guide to saving money and the earth. (Portland, OR: Meeting Strategies Worldwide).

Torrence, S. (2010, November). Change the world one meeting at a time: APEX/ASTM sustainability standards nearly set. Corporate Meetings & Incentives, 29(11), 18–21.

Travel Portland and Oregon Convention Center. (2011, October 23). Green meetings. Retrieved from www.greenmeetings.travelportland.com/

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Business Report with Primary Research

1

Guest Satisfaction among Conference Attendees 2012 Report

The Prestigio

Prepared by Barbara Brookshire and Jeff Anderton January 2013

Executive Summary

Survey Details: To determine guest-satisfaction levels, we surveyed 264 convention attendees who participated in three- or four-day conventions between January and October 2012.

Key Findings: • Satisfaction ratings for key guest services and amenities: conference meals, 76 percent;

meeting rooms, 75 percent; staff and service, 69 percent.

• Key indicators of repeat business: overall guest satisfaction, 84 percent; willingness to recommend the Prestigio, 57 percent.

• Overall satisfaction ratings by gender and income: women, 78 percent; men, 89 percent; higher-income, 66 percent, lower-income, 88 percent.

• Overall satisfaction in the past five years: 2008, 87 percent; 2009, 81 percent; 2010, 79 percent; 2011, 79 percent; 2012, 84 percent.

Key Conclusions:

• We fell short of our 85 percent satisfaction targets in the following areas: conference meals, meeting rooms, and staff and service.

• We received high ratings for our restaurants, which are the most popular guest service and amenity. Preferences for other guest services and amenities are highly variable based on gender and income.

• We fell short of our goals for overall satisfaction and willingness to recommend the Prestigio.

• We found that women and higher-income guests tend to be less satisfied, less willing to return, and less willing to recommend the Prestigio. Women and higher-income guests are also less satisfied with conference meals and staff and service.

• We have made significant improvement over the past year in nearly all satisfaction ratings following four years of declines.

Recommendations: • Examine how we can raise satisfaction among women and higher-income conference attendees.

• Adapt our marketing of meetings to the group composition of prospects.

• Continue our customer service initiatives to improve staff and service ratings.

• Reexamine our catering services to improve conference meals.

This executive summary is in structured format (compared to the narrative format of the executive summary in Figure 13.5). The headings allow decision makers and other readers to easily distinguish between survey details, findings, conclusions, and recommendations.

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FIGURE 13.6

(Continued )

Introduction

Guest satisfaction has always been the foundation for repeat business. With so many online reviews of hotels readily available to meeting planners, the importance of achieving high guest satisfaction ratings is more important now than ever. Since 2008, we have evaluated guest satisfaction and future intentions among conference attendees with an annual survey to help us determine how we can improve guest satisfaction.This report provides the results of this year’s survey as well as year-to-year comparisons for the past five years.

Survey Purpose and Administration

This year, we asked the following broad research questions:

• How satisfied are conference attendees with conference services and amenities?

• What hotel amenities do conference attendees use during their conference stays?

• How likely are our conference attendees to contribute to future business?

Most of the survey questions have remained identical since we started these annual surveys. Some unique questions are inserted into the survey each year to address particular areas of strategic concern. Survey questions are provided in the Appendix of Survey Questions.

The survey was administered online. The survey link was sent to 534 guests who had participated in three- or four-day conferences between January 2012 and October 2012. Altogether, 236 respondents completed the survey, garnering a participation rate of roughly 44 percent.

Findings and Conclusions from This Year’s Survey

Findings and conclusions can be grouped into three broad areas: (1) satisfaction with conference services and amenities; (2) use of Prestigio guest services and amenities during conference stays; and (3) overall satisfaction and future intentions among conference attendees.

Satisfaction with Conference Services and Amenities

Between two-thirds (64%) and three-fourths (76%) of respondents expressed satisfaction with various conference services and amenities (see Table 1). Based on these findings, we made the following conclusions:

• We fell short of our goals in the following areas: conference meals, meeting rooms, and staff and service. In January 2012, we set goals to reach at least 85 percent satisfaction for these three key areas. Barbara Brookshire, our Director of Conventions and Meetings, has indicated that 85 percent satisfaction in these areas would place us in the elite category compared to our competitors. We fell between 9 and 16 percent short of these goals.

• Our guests are most satisfied with conference meals and meeting rooms. While our goal remains to reach 85 percent satisfaction for our conference services and amenities, we generally view 75 percent satisfaction as good performance. Therefore, we consider satisfaction with conference

Level-1 and Level-2 headings help readers make sense of the report information.

2

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meals and meeting rooms acceptable. However, we may not have the unique competitive advantage in this area that we did five years ago.

• Many of our guests are unhappy with Internet pricing and the business center. Roughly one in three respondents was not satisfied with these services.

Table 1. Satisfaction with Conference Services and Amenities Conference

Meals Meeting Rooms

Staff and Service

Internet Pricing

Business Center

All Respondents 76% (179) 75% (178) 69% (163) 66% (155) 64% (152)

Gender

Male 85% (108) 76% (97) 72% (91) 73% (93) 56% (71)

Female 65% (71) 74% (81) 66% (72) 57% (62) 74% (81)

Income

Under $40,000 89% (65) 77% (56) 78% (57) 38% (28) 64% (47)

$40,000–$75,000 73% (94) 76% (97) 68% (87) 76% (97) 66% (84)

Over $75,000 57% (20) 71% (25) 54% (19) 86% (30) 60% (21)

Note: Altogether, 236 respondents took the survey. Percentages and number of respondents (in parentheses) refer to those who responded satisfied or extremely satisfied on the survey.

Use of Prestigio Guest Services and Amenities during Conference Stays

By far, the most used guest services and amenities by conference attendees are the Prestigio restaurants, with over half (53%) of our respondents stating they ate there during their conference stays. Roughly 30 to 40 percent of respondents reported using the comedy club (39%), the fitness center (35%), or the swimming pool (31%). Relatively few of our conferences guests reported using the spa or golf course (see Table 2). Based on these findings, we made the following conclusions:

• The restaurants are most convenient for use during conference stays. Other internal surveys show that our non-conference guests tend to frequent the fitness center, the swimming pool, and the golf course more so than our restaurants. We believe that conference attendees most

Table 2. Use of Prestigio Guest Services and Amenities during Conference Stay Prestigio

Restaurants Comedy

Club Fitness Center

Swimming Pool

Spa Golf

Course

All Respondents 53% (126) 39% (92) 35% (82) 31% (73) 19% (45) 8% (18)

Gender

Male 46% (59) 53% (67) 38% (48) 29% (37) 2% (3) 11% (14)

Female 61% (67) 23% (25) 31% (34) 33% (36) 39% (42) 4% (4)

Income

Under $40,000 33% (24) 22% (16) 18% (13) 33% (24) 1% (1) 3% (2)

$40,000–$75,000 62% (79) 50% (64) 39% (50) 30% (39) 17% (22) 7% (9)

Over $75,000 66% (23) 34% (12) 43% (15) 29% (10) 63% (22) 20% (7)

Note: Altogether, 236 respondents took the survey. Percentages and number of respondents (in parentheses) refer to those who responded satisfied or extremely satisfied on the survey.

3

Tables allow decision makers to examine the data themselves and make their own judgments.

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Completing Business Reports Chapter Thirteen 405

FIGURE 13.6

(Continued )

likely use the restaurants more than other services and amenities because of their busy conference schedules.

• Use of guest services and amenities is highly variable based on gender and income. We discuss this further in the Differences by Gender and Income section.

Overall Satisfaction and Future Intentions among Conference Attendees

Overall, the vast majority (84%) of our respondents reported satisfaction with their conference experiences. Nearly three out of four (73%) respondents stated that they would want to attend another conference at the Prestigio, and nearly six in ten respondents (57%) said they would recommend the Prestigio as a good site for a business conference (see Table 3). Based on these findings, we made the following conclusions:

• We fell short of our goals for overall satisfaction and willingness to recommend the Prestigio. In January 2012, we set goals for overall satisfaction at 90 percent and willingness to recommend the Prestigio at 65 percent. We fell short by 6 to 8 percentage points. We have found that these two survey questions are good indicators of repeat and referred business.

• Overall satisfaction, desire to return to the Prestigio, and willingness to recommend the Prestigio are highly variable on gender and income. We discuss this further in the Differences by Gender and Income section.

Table 3. Overall Satisfaction and Future Intentions among Conference Attendees

Overall Satisfaction Want to Return Would Recommend

All Respondents 84% (198) 73% (173) 57% (135)

Gender

Male 89% (113) 77% (98) 66% (84)

Female 78% (85) 69% (75) 47% (51)

Income

Under $40,000 88% (64) 81% (59) 67% (49)

$40,000 –$75,000 87% (111) 74% (95) 57% (73)

Over $75,000 66% (23) 54% (19) 37% (13) Note: Altogether, 236 respondents took the survey. Percentages and number of respondents (in parentheses) refer to those who responded satisfied or extremely satisfied on the survey. The full wording for survey items was as follows: Overall, I was satisfied with the conference experience; I would like to attend another business conference held at the Prestigio; I would recommend the Prestigio as a good site for a business conference.

Differences by Gender and Income

For the first time, we analyzed this year’s guest satisfaction survey by taking into account gender and income. We found major differences and arrived at the following conclusions:

• Women and higher-income guests tend to be less satisfied, less willing to return, and less willing to recommend (see Figure 1). A review of findings in Table 3 reveals that women and higher-income guests are far less likely to express satisfaction on those items that we consider barometers of future and repeat

4

Table notes give additional information to decision makers to evaluate the data quality and relevance.

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business. On the issue of willingness to recommend, roughly half (47%) of women reported that they are willing to recommend, whereas roughly two-thirds (67%) of men said they would recommend the Prestigio. The difference is even larger by income level. Just one-third (37%) of high-income respondents said that they would recommend the Prestigio, whereas roughly two-thirds (67%) of lower-income respondents said that they would do so.

• Women and higher-income guests are less satisfied with conference meals and staff and service, as revealed in Table 1. In past years, we have identified these as key factors leading to overall satisfaction. The gaps are especially wide for conference meals. Whereas the vast majority (85%) of men were satisfied with conference meals, just two-thirds (65%) of women were satisfied. The gap is wider when considering income level. Whereas nearly all (89%) lower-income respondents were satisfied with conference meals, just over half (57%) of higher-income respondents felt this way.

• Women conference attendees tend to disproportionately choose Prestigio restaurants and the spa. Men conference attendees disproportionately choose the comedy club and the golf course. Women attendees’ top two choices of guest services and amenities are Prestigio restaurants (61%) and the spa (39%), whereas men attendees’ top two choices are the comedy club (53%) and the Prestigio restaurants (46%). Men are roughly three times as likely to use the golf course (11% to 4%).

Higher-income guests tend to disproportionately choose the spa and the golf course; middle-income guests tend to disproportionately choose the comedy club; and lower-income guests tend to utilize all hotel services and amenities less with the exception of the swimming pool. Higher-income guests are three to four times more likely to use the spa and golf course compared to middle-income guests. Lower-income guests rarely if ever use the spa and golf course.

•

These conclusions regarding the experiences of women and higher-income guests are quite concerning. We deal mostly with meeting planners who are women, and our women respondents likely reflect the expectations of these meeting planners. Furthermore, we pride ourselves in providing high-class conference experiences–those that we assume would cater to the tastes of higher-income guests.

Figure 1. Guest Satisfaction by Gender.

89%

77%

66%

78%

69%

47%

Overall Satisfaction

Want to Return

Would Recommend

Percentage of Agreement

Women

Men

Figure 2. Guest Satisfaction by Income.

88%

81%

67%

87%

74%

57%

66%

54%

37%

Overall Satisfaction

Want to Return

Would Recommend

Percentage of Agreement

Over $75k $40k to $75k

5

Charts reveal the key findings.

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FIGURE 13.6

(Continued )

Comparison of Guest Satisfaction Rates over the Past Five Years

Comparisons of survey results over the past five years reveal several basic trends (see Table 4 for complete results):

• Overall satisfaction and willingness to recommend have increased over the past year. From 2008 to 2011, overall satisfaction and willingness to recommend fell 10 and 13 percentage points, respectively. However, in the past year (2011 to 2012), overall satisfaction and willingness to recommend improved 5 and 8 percentage points, respectively (see Figure 3).

• Satisfaction with conference meals and staff and service has increased over the past year. From 2008 to 2011, satisfaction with conference meals and staff and service decreased 19 and 3 percentage points respectively. However, in the past year (2011 to 2012), satisfaction with conference meals and staff and service increased 8 and 7 percentage points, respectively.

• Most indicators of satisfaction have returned to levels from five years ago. In general, nearly all indicators of satisfaction showed steady deterioration from 2008 to 2011 with the past year showing improvement back to near-2000 levels of satisfaction.

Table 4. Year-to-Year Comparisons of Key Satisfaction Indicators, 2008–2012

2008 2009 2010 2011 2012 Indicators of Repeat and Referral Business

Overall Satisfaction 87% 81% 79% 79% 84%

Want to Return 72% 74% 71% 72% 73%

Would Recommend 62% 59% 55% 49% 57%

Conference

Conference Meals 87% 76% 74% 68% 76%

Meeting Rooms 77% 71% 74% 76% 75%

Staff & Service 65% 64% 61% 62% 69%

Internet Pricing - - - - 66%

Business Center - - - - 64%

87%

81% 79% 79%

Overall Satisfaction;

84%

72% 74% 71% 72%

Want to Return; 73%

62% 59%

55%

49%

Would Recommend;

57%

40%

50%

60%

70%

80%

90%

100%

2008 2009 2010 2011 2012

Year

Figure 3. Five-Year Trends in Indicators of Repeat and Referral Business

6

The report provides perspective by comparing current satisfaction rates with those of past years.

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Recommendations

1. Examine ways to raise satisfaction among women and higher-income conference attendees. We view women and higher-income guests as particularly important to our success. Most meeting planners we work with are women and likely reflect the perspectives of our female guests more so than our male guests. Furthermore, since we pride ourselves on providing high-end conference services, we should examine why our higher-income guests are less satisfied. To better understand how we can raise guest satisfaction among women and higher-income conference attendees, we should take the following actions:

a. Set up focus groups with women and higher-income guests to gain a more in-depth understanding of their concerns and suggestions for improvement.

b. Informally talk to some of our women and higher-income guests during conferences and catalog these guests’ feedback in a lessons-learned database.

2. Adapt our marketing of meetings to the group composition of prospects. We now have a much better understanding of how the gender and income level of our guests impact which amenities and services they use. We should adapt our marketing materials to appeal more strongly to certain groups. For example, each year we host meetings for the Northern Hunters Association, with over 90 percent male membership, and the Farmers Healthcare Group, comprised mostly of female nurses.

3. Continue our customer service initiatives to improve staff and service ratings. Our recent initiatives to improve personalized guest service appear to have been successful. Given our emphasis on guest service as a foundation for all of our improvements, we should ensure we maintain a high staff-to-guest ratio, provide incentives for exceptional guest service, and continue our intensive two-month mentoring and training program for new guest attendants.

4. Reexamine our catering services to improve conference meals. Five years ago, our guests were overwhelmingly satisfied with conference meals. In fact, many guests recommended repeat business in large part due to the excellent meals. To cut costs, we have changed catering services over the past five years, and the result has been far lower guest satisfaction with meals. To strengthen or regain our reputation for high-end conference experiences, we should identify ways to return to 2008-level guest satisfaction for conference meals.

7

These recommendations demonstrate thoughtful examination of the survey findings. Decision makers will take these seriously.

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FIGURE 13.6

(Continued )

Appendix of Survey Questions

1. Gender:

2. Age:

3. Income Level: a. Under $30,000 b. $30,000–$40,000 c. $40,000–$50,000 d. $50,000–$75,000 e. $75,000–$100,000 f. Over $100,000

4. How many days of Internet service did you purchase during your conference visit? *a. 0 b. 1 c. 2 d. 3

5. How satisfied were you with the following aspects of your conference experience? (on the following scale: 1, not satisfied; 2, somewhat satisfied; 3, satisfied; 4, extremely satisfied).

a. Conference meals b. Internet pricing* c. Internet speed in rooms* d. Business center e. Staff and service f. Meeting rooms

6. Please respond to the following statements based on your experiences during your recent conference at the Prestigio (on the following scale: 1, strong disagree; 2, disagree; 3, neutral; 4, agree; 5, strongly agree).

a. Overall, I was satisfied with the conference experience.

b. I would like to attend another business conference held at the Prestigio.

c. I would recommend the Prestigio as a good site for a business conference.

7. Which of the following guest services and amenities did you use during your conference stay? Check all that apply.*

a. Spa b. Fitness center c. Outdoor swimming pool d. Prestigio golf course e. Prestigio comedy club f. One of the Prestigio restaurants

*Survey items added to this year’s survey.

8

Decision makers perceive primary and secondary research as more credible when the related procedures, sources, and other information are provided. However, much of this information takes up a lot of space. As a result, appendixes and other back- report sections are used to provide complete information for inquisitive readers.

Reviewing Your Reports for Fairness and Effectiveness As with other written documents, you will always review your reports to ensure that you have been fair to yourself and your readers. Also, you want to make sure the report is as effective as possible.

Since research-based reports are generally commissioned for high-stakes decisions, you have likely worked collaboratively with others. If you’ve developed the report by yourself, you should still try to get other perspectives before you officially submit it. When possible, discuss the report with the ultimate decision makers so that you can best tailor the final product to their needs.

As you review the report by yourself and with others, run through it numerous times, each time considering a different perspective. For example, review the entire document several times for accuracy and precision in logic. Review it at least once,

LO13.5 Review reports for effectiveness and fairness.

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Commu nicatio

n Q&A

CONVERSATIONS WITH CURRENT BUSINESS PROFESSIONALS

Pete Cardon: What are some keys to writing effective reports? Rich Harrill: Reports should be comprehensive in their presentation of data and information, but should also have a strong, succinct executive summary for busy industry and community leaders. The report should be well organized with a table of contents. Tables, graphs, and charts need to be used only where relevant to illustrate an example. The same rule goes for ap- pendixes. I always provide a brief PowerPoint presentation to go with the document. It is often this presentation that is circulated among interested parties rather than the report itself. Project reports should be attractive. I now prefer “perfect” bound documents to messy, spiral binding. A writing and editing mentor once told me that you should write so that the reader can under- stand every word. He offered very simple but very effective advice in a world that sometimes uses esoteric words and concepts as a replacement for simple and direct communication.

PC: How do you facilitate effective team writing on reports? RH: I believe it is best to let individual team members write in their own voice and style. In some cases I might provide a very loose style sheet to guide certain requirements. However, I generally suggest structural or content changes to the authors. When the manuscript comes back after this first pass, an experienced editor and I will edit thoroughly and try to integrate the different styles. It is a good editor’s job to weave the submissions together in a way that results in a coherent document with consistent style and tone.

PC: Has report writing changed during your career? RH: Yes, and quite drastically. Increasing competition among individuals and firms has upped the ante on report writing. Years ago, a report that was technically great was held to minimal aesthetic standards. Today, a report must have both style and substance. The data or informa- tion must be great, the document must look appealing, and it must be accessible to many dif- ferent clients and constituents—from laypersons or reporters to politicians and bureaucrats. No matter how good the methodology or analysis used to produce the report, it will go unnoticed if it is not interesting, compelling, and even “sexy.” This trend is now the rule rather than the exception in the age of viral marketing and social media.

PC: For young professionals, what concluding advice would you give about creating business proposals and reports? RH: Cultivate your own sense of style and substance. Be technically proficient but also confi- dent and appealing. The report should be an extension of your own brand—classy and attrac- tive to people that work with you and would like to work with you. Shoot for timeless qualities in composition. Develop an ear for pauses and breaths, the same way you develop good conversational skills that make you popular with friends and colleagues. Good technical report writing is not much different; the researcher is disseminating information in a way that defies fad and will be relevant to readers many years from now.

Rich Harrill is director of the Alfred P. Sloan Foundation Travel and Tourism Industry Center and the International Tourism Research Institute at the University of South Carolina. He has written dozens of reports for government and private sector clients.

imagining yourself in the position of decision makers to improve it based on what you perceive as their needs. Also, review it at least once for typos or mechanical errors. Make sure you review the report over several sittings and several days if possible, since you are unlikely to catch all of the changes you would ideally make in just one sitting. And for the perspective of an experienced business professional on writing reports, see the Communication Q&A with Rich Harrill.

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Chapter Takeaway for Completing Business Reports

LO 13.1. Explain how completed reports affect your credibility. ( pp. 379–380 ) Completing business reports demonstrates your personal credibility.

It shows competence when you provide facts, conclusions, and positions that help decision making.

It shows caring when you involve decision makers and address their needs.

It shows character when you report all information honestly and provide access to your rationale.

LO 13.2. Demonstrate excellent thinking by applying a precision-oriented style to reports. ( pp. 380–386 )

Style: Apply precision-oriented language and display excellence in thinking.

See examples of a clear problem statement (Table 13.1), fact-based language (Table 13.2), citations to avoid plagiarism (Table 13.4), recommendations based on facts and conclusions (Figure 13.2), and specific and actionable recommendations (Table 13.5).

LO 13.3. Design your reports to aid in decision making. ( pp. 386–391 )

Design: Provide easy navigation so that decision makers can quickly identify key points and themes.

See examples of common headings/sections in reports (Figure 13.3), common components of formal reports (Figure 13.4), use of headings as a storyline device (Table 13.6), wording for headings (Table 13.7), use of preview statements (Table 13.8), effective charts (Table 13.9), and bulleting and enumerated lists (Table 13.10).

LO 13.4. Project objectivity in reports. ( pp. 391–409 )

Tone: Emphasize objectivity and project a tempered can-do attitude.

See examples of objective tone (Table 13.11).

LO 13.5. Review reports for effectiveness and fairness. ( pp. 409–410 )

Conclusions

Facts

Business Problem

Recommendations

FAIR Test

Proofreading Feedback

Reviewing Process FAIR Test: Make sure facts, conclusions, and positions are as objective as possible. Make any of your biases apparent. Proofreading: Check for precision and excellence in thinking. Ensure that your report is complete but easy to navigate. Feedback: Involve as many trusted colleagues and partners as possible. Ideally, involve decision makers.

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direct quotations (p. 383) paraphrasing (p. 383) plagiarism (p. 382)

Key Terms

13.1 Chapter Review Questions (LO 13.1, LO 13.2, LO 13.3, LO 13.4)

For each of the following items, respond with one or two paragraphs.

A. Explain the significance of stating the business problem or challenge at the beginning of a report.

B. Discuss the various ways in which reports should be precise. C. Describe the value of good documentation in your research

reports. D. Explain what it means for recommendations to be specific

and actionable. E. Discuss how charts should be used in reports. F. Describe how you can strike a tone of objectivity in a report

and also project positivity. G. Explain various approaches for reviewing reports.

13.2 Communication Q&A Discussion Questions (LO 13.1, LO 13.2, LO 13.3)

Read the Communication Q&A section with comments from Rich Harrill. Respond to the following questions:

A. What does Harrill offer as keys to writing effective reports? B. According to Harrill, how should you lead a team writing

effort? C. How has report writing changed in recent years, according

to Harrill? What does this mean for your approach to report writing?

D. Harrill repeatedly mentions getting advice and feedback from others. In some cases, he relies on hired editors. In other cases, he gets informal feedback. Why is it so impor- tant to get feedback for your report writing? What steps can you take in your report writing to get more feedback from others? How should you select others you will approach for advice?

13.3 Complete SBA Training for Business Plans (LO 13.1, LO 13.2, LO 13.3)

Go to the Small Business Administration website (www.sba.gov) and complete the online training for “Starting a Business” (www .sba.gov/training/index.html), which takes about 30 minutes. In three to five paragraphs, describe the key points of developing a business plan that apply to writing effective reports.

Discussion Exercises

13.4 Evaluating a Business Report (LO 13.1, LO 13.2, LO 13.3, LO 13.4)

Choose a business report to evaluate. Answer the following ques- tions related to it:

A. How effectively does the report tell a story? B. How effectively are headings used? C. How effectively are charts, figures, and/or other graphics

used? D. How effectively are research results presented? E. Overall, how reliable and useful is this report? Explain.

F. What three aspects of the report would you like to model in your report writing?

G. What three aspects of the report do you think should be improved?

You can find numerous reports online; often these are white papers. Ideally, search for a topic of interest. For example, if you are interested in the future of shopping malls, you could conduct an Internet search with a search phrase such as future of shopping malls “white paper,” and you will likely find dozens of options to choose from. Spend 10 to 15 minutes to find a report that is inter- esting to you.

Evaluation Exercises

ll

ll

ll

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Completing Business Reports Chapter Thirteen 413

13.5 Writing a Survey Report and Marketing Plan for an Ice Cream Shop (LO 13.1, LO 13.2, LO 13.3)

Assume you are planning to open an ice cream shop on campus. There are currently no ice cream shops within three miles of your

Application Exercises campus. You are deciding between leasing space in the student cen- ter or opening a stand-alone shop on the outskirts of campus. You recently surveyed just over 400 university students to identify their preferences. The following table contains the results.

Gender

Female Male Total

# % # % # %

How often do you go to an ice cream parlor in a given month?

0 times 26 14% 40 19% 66 16%

1 time 73 38 112 53 185 46

2 to 4 times 83 43 57 27 140 35

5 or more times 9 5 4 2 13 3

Would you prefer a drive-through versus sit-down?

Drive-through 51 27 95 45 146 36

Sit-down 140 73 118 55 258 64

Which do you prefer?

Ice cream 77 40 170 80 247 61

Frozen yogurt 102 53 43 20 145 36

Sherbet 12 6 0 0 12 3

How do you like your ice cream prepared?

Sundae 57 30 38 18 95 24

Cone 47 25 40 19 87 22

Cup 64 34 67 31 131 32

Milkshake 23 12 68 32 91 23

What’s your favorite condiment?

Candy 35 18 93 44 128 32

Cookies 31 16 49 23 80 20

Flavored syrup 57 30 52 24 109 27

Nuts 45 24 19 9 64 16

Fruit 23 12 0 0 23 6

Have you bought store novelties in the past (i.e., shirts, hats, etc.)?

Yes 111 58 178 84 289 72

No 80 42 35 16 115 28

How many scoops do you typically prefer?

1 112 59 42 20 154 38

2 71 37 140 66 211 52

3 8 4 31 15 39 10

How much are you willing to pay for a one-scoop ice cream cone?

$1.00–$1.50 67 35 45 21 112 28

$1.51–$2.00 105 55 64 30 169 42

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414 Part Five Reports and Presentations

(Continued)

Gender

Female Male Total

# % # % # %

$2.01–$2.50 13 7 62 29 75 19

$2.51 or more 6 3 42 20 48 12

How much are you willing to pay for a two-scoop ice cream cone?

$1.51–$2.25 73 38 43 20 116 29

$2.26–$3.00 76 40 40 19 116 29

$3.01–$3.50 31 16 84 39 115 28

$3.51 or more 11 6 46 22 57 14

Would you prefer an all-you-can-eat ice cream shop?

Yes 25 13 158 74 183 45

No 166 87 55 26 221 55

Write a marketing report that includes your survey objectives, methodology, findings, and conclusions. Also, provide your related marketing recommendations.

13.6 Writing a Proposal for a Student Club (LO 13.1, LO 13.2, LO 13.3)

Assume your university has recently developed a grant program for student clubs. The goal of the program is to award between $5,000 and $10,000 per club for activities that promote academic research and/or travel to industry conferences. Choose a student club of interest and write a proposal that describes the purpose of your club and a specific project that the grant money would support. Provide a rationale for how you will use the money, a timeline for completing your project (or travel), and a description of deliverables. (Look at the proposal in Appen- dix C as a guide.)

13.7 Writing a Survey Report about Mobile Phone Use in the Workplace (LO 13.1, LO 13.2, LO 13.3)

Ashley Foxe works for Process Leadership, a large consulting group that advises companies in North America, Europe, and Asia. It typically works on one- to six-month projects with companies that are trying to develop more open and collaborative work en- vironments. The Process slogan is leading with culture , implying that entire companies need to share work values to maximize their productivity. Ashley’s role with Process Leadership is to write research reports or white papers that are available free of charge. These research reports are distributed on the Process Leadership home page and are intended to reinforce the Process brand of improving corporate culture. Process generally disseminates press releases about the research. Often, the research is picked up in newspaper, business magazines, and other professional publications. Each time the research is mentioned, it serves as free marketing and advertis- ing for Process Leadership.

Ashley recently conducted a survey project about mobile phone use in the workplace. She conducted a nationwide survey of full- time business professionals with annual salaries over $30,000. She compiled the following data tables from the survey.

TABLE A

Demographics of Survey Respondents

Gender Count Percentage

Male 186 53.1%

Female 164 46.9

Age Group

21–30 35 10.0

31–40 95 27.1

41–50 87 24.9

51–65 133 38.0

Income

$30,000 to $39,999 41 11.7

$40,000 to $49,999 46 13.1

$50,000 to $59,000 53 15.1

$60,000 to $69,999 31 8.9

$70,000 to $79,999 40 11.4

$80,000 to $89,999 33 9.4

$90,000 to $99,999 29 8.3

$100,000 to $149,999 50 14.3

$150,000 or more 27 7.7

Total 350 100

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Completing Business Reports Chapter Thirteen 415

TABLE B

Appropriateness of Mobile Phone Use in Meetings by Gender

Male Female Total

Rarely Never Rarely Never Rarely Never

Bringing phone to meeting 34.5 11.4 33.7 24.0 34.0 21.7

Checking time with phone 26.9 30.6 27.4 30.5 27.1 30.6

Checking incoming calls 26.3 25.8 31.1 21.3 28.6 27.4

Checking text messages 30.1 41.4 30.5 50.6 30.3 45.7

Answering a call 35.5 41.3 25.6 64.0 30.9 56.3

Excusing self to answer call 36.0 18.8 30.5 23.8 33.4 21.1

Writing and sending texts 26.9 54.3 22.0 65.2 24.6 51.3

Browsing the Internet 28.5 43.5 26.8 53.0 27.7 48.0

TABLE C

Appropriateness of Mobile Phone Use in Meetings by Age Group

21–30 31–40 41–50 51–65

Rarely Never Rarely Never Rarely Never Rarely Never

Bringing phone to meeting 20.0 8.6 28.4 12.6 35.6 28.7 40.6 27.1

Checking time with phone 37.1 2.9 22.1 26.3 28.7 34.5 27.1 38.3

Checking incoming calls 25.7 5.7 24.2 24.2 27.6 32.2 33.1 32.3

Checking text messages 28.6 20.0 30.5 37.9 32.2 50.6 21.3 54.9

Answering a call 22.9 42.9 36.8 42.1 34.5 51.4 26.3 67.7

Excusing self to answer call 31.4 11.4 23.2 16.8 313.1 25.3 37.6 24.1

Writing and sending texts 22.9 34.3 30.5 45.3 28.7 51.4 18.0 75.9

Browsing the Internet 28.6 20.0 32.6 32.6 24.1 57.5 26.3 60.2

TABLE D

Attitudes toward Texting and Making Calls with Mobile Phones

Males Females 21–30 31–40 41–50 51–65 Total

Overall, using mobile phones for TEXTING in the workplace . . .

Reduces miscommunication. 37.6 34.8 54.3 42.1 33.3 21.3 36.3

Makes communication more efficient. 41.4 45.7 71.4 55.8 41.3 34.6 47.7

Improves relations with colleagues. 32.3 21.3 60.0 37.9 28.7 11.4 30.9

Improves relations with clients. 36.6 26.8 54.3 34.7 31.0 24.8 32.0

Makes work easier. 43.5 40.2 65.7 56.8 35.6 21.3 42.0

Overall, using mobile phones for CALLS in the workplace . . .

Reduces miscommunication. 64.0 53.7 77.1 74.7 55.2 45.9 51.3

Makes communication more efficient. 70.4 65.2 88.6 81.1 66.7 54.1 68.0

Improves relations with colleagues. 51.3 51.3 88.6 70.5 60.9 42.1 51.3

Improves relations with clients. 66.1 61.6 88.6 82.1 60.9 46.6 64.0

Makes work easier. 65.6 64.0 88.6 75.8 63.2 51.9 64.9

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416 Part Five Reports and Presentations

Take the role of Ashley and write a white paper on mobile phone use in the workplace. You can include any other information you find useful. Include sections for data collection, survey find- ings and conclusions, and recommendations. Make sure to include at least a few charts or figures that illustrate compelling points. Remember your corporate slogan as you develop the report.

13.8 Write a Business Plan for a Franchise (LO 13.1, LO 13.2, LO 13.3)

Choose a franchise that interests you. Write a business plan for the franchise in your location (or location of your choice) that includes the following:

● Executive summary ● Introduction ● Management ● Marketing ● Financial projections ● Financial needs

Be creative with your management and marketing ideas. You may not be familiar with creating financial projections, but do your best and simplify this step if necessary. The point of this assign- ment is to practice writing the plan. Work with your instructor to decide what is acceptable. You can find possible franchises for this project by search- ing online for franchising opportunities. Most franchisors supply plenty of information about requirements to open a franchise.

You may want to consult several online articles about writing business plans. You can find many good resources. For example, consider the following article: Jeff Elgin, “Writing the Franchise Business Plan,” Entrepreneur online (September 5, 2005). Available at www.entrepreneur.com/franchises/buyingafranchise/ franchisecolumnistjeffelgin/article79626.html.

13.9 Conducting Survey Research (LO 13.1, LO 13.2, LO 13.3)

Individually or in groups, select a business problem you can learn more about by conducting survey research. You will create an on- line survey for all of your classmates to take, so design your project around the assumption that you are finding out what university- aged students think or feel about the topic. Design the survey so that respondents can complete it in three to five minutes. Once you have conducted the survey, write a report that includes your objec- tives, methodology, findings, conclusions, and recommendations.

13.10 Write a Report about a Business Trend (LO 13.1, LO 13.2, LO 13.3)

Using research from your university library, write report in APA or MLA documentation style that accomplishes the following:

A. States a business problem or challenge (you might imagine yourself in a position within a company of interest).

B. Describes and substantiates a trend that impacts business. C. Provides recommendations for how your company can re-

spond to the trend to become more competitive.

Endnotes 1. “Plagiarize,” retrieved March 1, 2012, from Merriam-Webster Online Dictionary at http://www.merriam-webster.com/dictionary/ plagiarize.

2. “What Is Citation?” retrieved March 1, 2012, from Plagiarism.org website at http://www.plagiarism.org/plag_article_what_is_citation .html; “Plagiarism FAQs,” retrieved March 1, 2012, from Plagiarism .org website at http://www.plagiarism.org/plag_article_what_is_ citation.html; “What Is Plagiarism?” retrieved March 1, 2012, from Plagiarism.org website at http://www.plagiarism.org/plag_article_ what_is_citation.html.

3. David Kintler and Bob Adams, Independent Consulting: A Com- prehensive Guide to Building Your Own Consulting Business (Avon, MA: Streetwise, 1998); Brian R. Ford, Jay M. Bornstein, and Patrick T. Pruitt, The Ernst & Young Business Plan Guide (Hoboken, NJ:

John Wiley & Sons, 2007); Small Business Administration, “Write a Business Plan,” retrieved September 15, 2010, from Small Business Administration website at www.sba.gov/smallbusinessplanner/plan/ writeabusinessplan/index.html.

4. Roberta Moore, Patricia Seraydarian, and Rosemary Fruehling, Pearson Business Reference and Writer’s Handbook (Upper Saddle River, NJ: Pearson Education, 2010).

5. Joy Roach, Daniel Tracy, and Kay Durden, “Integrating Business Core Knowledge through Upper Division Report Composition,” Business Communication Quarterly 70, no. 4 (2007): 431–449.

6. Joseph Covello and Brian Hazelgren, Your First Business Plan, 5th ed. (Naperville, IL: Sourcebooks, 2005): 12.

7. Ibid.

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C h

a p

t er

F o

u r

t ee

n

After studying this chapter, you should be able to do the following:

LO14.1 Describe how planning your presentations leads to credibility.

LO14.2 Analyze presentation audiences in terms of message benefits, learning styles, and communicator styles.

LO14.3 Organize and gather content for a preview, view, and review.

LO14.4 Develop effective slide presentations.

LO14.5 Use the story line approach to presentations.

LO14.6 Evaluate your presentations for fairness and effectiveness.

Learning Objectives

Planning Presentations

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Chapter Case: Planning Presentations at Sinosourcing Experts

Who’s Involved

The Situation

Shannon recently accepted a sales rep position at Sinosourcing Experts, which combines her inter- ests in global supply chains and the Chinese culture. Sinosourcing Experts helps small businesses outsource their manufacturing to China. It markets its services in North America and maintains offices in Los Angeles, Shanghai, and Hong Kong. At the Chinese offices, Sinosourcing has nearly 30 em- ployees, including sourcing experts, engineers, and import/export specialists. These employees are the go-betweens in setting up and ensuring quality manufacturing in China for small North American companies.

Shannon’s job is to gain new clients in North America. She spends most of her time giving pre- sentations to small-business owners about how they can move some of their manufacturing to China and save on manufacturing costs. One approach the company uses to gain new clients is to set up small seminars about manufacturing in China. Between 15 and 20 participants attend each seminar at sites around the country. The seminars last three hours and culminate with Shannon’s 45-minute presentation. Typically, she gets one or two new clients at each presentation.

WHY DOES T HIS MATTER?

Presentations have many purposes, including promoting a new business or idea, reporting on the status of projects or product performance, helping management and employees stay informed about business policies, or selling a product or service. Pre- sentations give you opportunities to connect deeply with your audiences and convey and control your messages carefully. Presentations place a spotlight on you and allow you to maintain and even build your credibility. When you clearly know what you’re talking about, audiences judge you as competent. When you show that you are interested in the needs of your audi- ence, they judge you as caring. When you offer your views honestly and transpar- ently, audiences judge you as having character. Although speaking is a normal part of every day for you, making business pre- sentations is not necessarily automatic or natural. As speech expert Thomas Leech ex- plained, “Developing proficiency in oral communications doesn’t occur automatically. The ability to speak may have come much as did walking and breathing, but speak- ing well to groups is another matter.” 1 As you read this chapter, identify the areas that will help you most in developing your presentation skills. This chapter focuses on planning your content. The next one focuses on delivering that content effectively. Read the chapter case about Shannon Browne and her plans to revamp a sales presentation. In particular, note what she views as her unique challenges. Throughout the chapter, you’ll see how she attempts to overcome these challenges while crafting her presentation.