The document outlines strategies for communicating negative news effectively. It discusses using direct and indirect strategies, with the indirect strategy involving opening with a buffer, then explaining reasons before revealing the bad news and closing pleasantly. The goals of negative messages are to convey empathy, maintain relations and project a professional image. Techniques include apologizing, highlighting positives, and suggesting alternatives or compromises.

1. 1

2. Ch. 7 / Slide 2
Learning Outcome 1
Understand the strategies of business
communicators in conveying
negative news.
© 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.

3. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 3
Goals in Communicating
Negative News
Explaining clearly and completely
Projecting a
professional
image
Conveying
empathy and
sensitivity
Being fair and
impartial
Maintaining
friendly
relations

4. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 4
Learning Outcome 2
Compare the techniques and ethics of
the direct and indirect strategies in
communicating unfavorable news.

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a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 5
Channels Used for Positive Messages
Direct
Strategy
Indirect
Strategy

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a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 6
When to Use the Direct Strategy
• When the bad news
is not damaging
• When the receiver may
overlook the bad news
• When the organization
or receiver prefers
directness
• When firmness is
necessary
Direct
Strategy

7. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 7
When to Use the Direct Strategy
Indirect
Strategy
• When the bad news is
personally upsetting
• When the bad news
will provoke a hostile
reaction
• When the bad news
threatens the customer
relationship
• When the bad news
is unexpected

8. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 8
Comparing Strategies for
Delivering Negative News
Bad News
Reasons
Closing
Buffer
Reasons
Bad News
Closing
Direct
Strategy
Indirect
Strategy

9. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 9
Four-Part Indirect Strategy
for Bad News
Closing
Reveal the bad
news without
emphasizing it.
Provide an
alternative or
compromise, if
possible.
Open with a
neutral but
meaningful
statement
that does not
mention the
bad news.
Explain the
causes of
the bad
news before
disclosing it.
End with a
personalized,
forward-looking,
pleasant
statement.
Avoid referring
to the bad news.
Bad NewsReasonsBuffer

10. Ch. 7 / Slide 10
Explain the components of effective
negative messages, including opening
with a buffer, apologizing, showing
empathy, presenting the reasons,
cushioning the bad news, and
closing pleasantly.
Learning Outcome 3
© 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.

11. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 11
What Is a Buffer?
• a device to reduce shock
or pain
• a neutral but meaningful
statement that makes the
reader continue reading
• a concise, relevant
opening that provides a
natural transition to the
explanation that follows

12. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 12
Various Buffer Types
Best news
Compliment
Appreciation
Agreement
Facts
Understanding
Buffer
s

13. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
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Ch. 7 / Slide 13
Apologizing
Apology defined:
admission of blameworthiness and
regret for an undesirable event
Apologies to
customers are
important if the
company erred.
Apologies cost
nothing, but they
go a long way in
soothing hard
feelings.
Sincere apologies
work and may even
affect the bottom line.

14. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 14
Presenting the Reasons
for the Negative News
Explain the reasons leading up to
the denial.
Cite reader benefit or benefits to
others, if relevant.
Explain the rationale behind your
company’s policy.
Choose positive words to keep
the reader in a receptive mood.
Show fairness and serious intent.

15. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 15
Other Techniques for
Cushioning the Bad News
Position the bad news
strategically.
Use the passive voice.
Highlight the positive,
if relevant.
Imply the refusal.
Suggest a compromise
or an alternative.

16. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 16
Closing Pleasantly
FORWARD
LOOK
Anticipate future relations
or business.
ALTERNATIVE
Give follow-through advice or
offer an alternative, if available.
GOOD WISHES Express sincere good wishes and
thank the reader, if applicable.
FREEBIES Send a coupon, sample, or gift to
restore confidence.
RESALE OR
SALES
PROMOTION
Invite the reader to consider
your other products or services.

17. Learning Outcome 4
© 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 17
Apply effective techniques for
refusing typical requests or claims,
as well as for presenting bad news
to customers in print or online.

18. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 18
Saying No to
Typical Requests and Claims
Requests for
favors, money,
information,
and action
Credit
refusals
Serious
problems with
orders
Claims from
disappointed
customers
Invitations
Rate
increases and
price hikes

19. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 19
Writing Plan for Refusing Typical
Requests and Claims
Buffer
• Start with a neutral statement,
such as a compliment,
appreciation, quick review of
the facts, or an apology.
• Include a key idea that acts
as a transition to the reasons.

20. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 20
Writing Plan for Refusing Typical
Requests and Claims
Reasons
• Present valid reasons for
the refusal.
• Avoid words that create a
negative tone.

21. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 21
Writing Plan for Refusing Typical
Requests and Claims
Bad News
• De-emphasize the bad news
by using the passive voice,
accentuating the positive, or
implying a refusal.
• Suggest a compromise,
alternative, or substitute,
when appropriate.

22. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 22
Writing Plan for Refusing Typical
Requests and Claims
Closing
• Renew good feelings with a
positive statement.
• Avoid referring to the bad news.
• Including resale or sales
promotion, if appropriate.
• Look forward to
continued business.

23. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 23
“Before” – Ineffective Refusal Message
Dear Mr. Diaz:
We regret to inform you that we cannot allow you to convert the lease
payments you have been making on your Canon X1000 color copier
toward its purchase, much as we would love to do. We understand that
you have been making regular payments for the past 16 months.
Our established company policy prohibits such conversion of leasing
monies. Perhaps you have noticed that we offer extremely low leasing
and purchase prices. Obviously, these low prices would never be
possible if we agreed to many proposals such as yours.
Because we’re striving to stay in business, we cannot agree to your
request asking us to convert all 16 months of rental payments toward
the purchase of our popular new equipment.
It is our understanding, Mr. Diaz, that you have had the Canon X1000
color copier for 16 months, and you claim that it has been reliable and
versatile. We would like to tell you about another Canon model–one
that is perhaps closer to your limited budget.
Sincerely,

24. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 24
“After” – Improved Refusal Message
Dear Mr. Diaz:
We’re happy to learn that you have enjoying the use of the Canon X1000
color copier you’ve been leasing for the past 16 months.
Like our many other customers, Mr. Diaz, you have discovered that Canon
copiers supply remarkable versatility and reliability. One of the reasons
we’re able to offer these outstanding copiers at such low leasing rates
and equally low purchase prices is that we maintain a slim profit margin.
If our program included a provision for applying lease payments toward
purchase prices, our overall prices would have to be higher.
Although lease payments cannot be credited toward purchase price, we
can offer you other Canon models that are within your price range. The
Canon 600 delivers the same reliability with nearly as many feature as
the top-of-the-line Canon X1000. Please let us demonstrate the Canon
600 to your staff in your office, Mr. Diaz. Our representative,
Marcia Murphy, will call you during the week of April 15 to arrange
an appointment.
Sincerely,

25. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 25
Dealing With Disappointed
Customers in Print
Call or e-mail the
individual
immediately
Describe the
problem and
apologize.

26. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 26
Dealing With Disappointed
Customers in Print
Explain the following:
Why the problem occurred
How you will prevent it from
happening again
What you are doing to
resolve it

27. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 27
Dealing With Disappointed
Customers in Print
Promote goodwill by
following up with a
message that
documents the
phone call or
e-mail message.

28. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 28
Responding by E-mail and
in Hard Copy
Written messages are important
in these situations:
When you cannot
reach the customer
personally
When you need to
establish a record of
the incident
When you wish to
confirm follow-up
procedures
When you want to
promote good
relations

29. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 29
Why Consumers Complain Online
Consumers may air their
complaints on social
networking sites (Facebook,
Twitter, Angie’s List, Yelp, and
more) rather than calling
customer service departments.
Internet sites such as
Complaints.com or Ripoff
Report enable customers to
quickly share peeves about
stores, products, and services.

30. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 30
Why Consumers Complain Online
Customers may receive faster
responses to tweets than to
customer service calls.
Griping in public may help
other consumers avoid the
same problems.
Public complaints can improve
the complainer’s leverage in
solving a problem.
Sending a 140-character tweet
is much easier than writing a
complaint e-mail.

31. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 31
Managing Negative Posts and
Reviews Online
What smart businesses do:
Verify the situation.
Respond quickly and constructively.
Consider freebies.
Learn how to improve.
Accept the inevitable.

32. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 32
Denying Claims
Don’t blame
customers, even if
they are at fault.
Adopt the
proper tone.
Avoid you
statements that
sound preachy.
You would have known that
cash refunds are impossible if
you had read your contract.
Use neutral, objective
language to explain why
the claim must be refused.
Consider resale information
to rebuild the customer’s
confidence in your products
or organization.

33. Learning Outcome 5
Ch. 7 / Slide 33
Describe and apply effective
techniques for delivering bad news
within organizations.
© 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.

34. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 34
Managing Bad News
Within Organizations
Telling the boss that something
went wrong
Confronting an employee about
poor performance
Announcing declining profits,
lost contracts, harmful lawsuits,
public relations controversies,
and changes in policy

35. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 35
Delivering Bad News in Person
Decide whether the
negative information
is worth mentioning:
Use the indirect
strategy if you know
the news will upset the
receiver.
Leave trivial, noncriminal
mistakes and one-time bad
behaviors alone.
BUT: Report fraudulent travel
claims, consistent hostile
behavior, or failing projects.

36. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 36
Announcing Bad News
to Individuals or Groups
Gather all the
information.
Prepare and
rehearse.
Explain past,
present,
and future.
Consider taking
a colleague.
Think about
timing.
Be patient with
the reaction.

37. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 37
Announcing
Bad News to Employees
Managers explain the organization’s side of the
story honestly and promptly.
Low morale results when employees learn bad news
through the grapevine or from media.
When bad news must be delivered to individuals,
management may want to deliver bad news personally.
Smart organizations involved in a crisis usually
communicate the news openly.
Organizations deliver bad news through multiple
channels, print and digital.

38. © 2019 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website or school approved learning management system for classroom use.
Ch. 7 / Slide 38
Writing Plan for Announcing
Bad News to Employees
REASONS: Explain
the logic behind the
bad news. Provide a
rational explanation.
Use positive words.
Show empathy.
BUFFER: Start with a
neutral or positive
statement that transitions
to the reasons for the
bad news.
CLOSING: Provide
information about an
alternative, if one
exists. Describe what
will happen next.
BAD NEWS: Position the
bad news so that it
doesn’t stand out. Be
positive, but don’t
sugarcoat the bad news.

39. Ch. 7 / Slide 39