1. Persuasive Messages Module Twelve McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
LO 12-1 Compare strategies for persuasive messages. LO 12-2 Create subject lines for persuasive LO 12-3 Apply strategies for persuasive message organization. LO 12-4 Identify solutions for objections.
LO 12-1 Compare strategies for persuasive messages.
LO 12-2 Create subject lines for persuasive messages.
LO 12-3 Apply strategies for persuasive message organization.
LO 12-4 Identify solutions for objections.

3. Learning Objectives
LO 12-5 Recognize techniques for more persuasive messages. LO 12-6 Apply strategies for common ground solutions. LO 12-7 List common kinds of persuasive messages. LO 12-8 Apply strategies for persuasive message analysis with PAIBOC.
LO 12-5 Recognize techniques for more persuasive messages.
LO 12-6 Apply strategies for common ground solutions.
LO 12-7 List common kinds of persuasive messages.
LO 12-8 Apply strategies for persuasive message analysis with PAIBOC.

4. Kinds of Persuasive Messages
Orders and Requests
Proposals and Recommendations
Sales and Fund-Raising Letters
Job Application Letters
Reports (if they recommend action)
Today, businesses depend on persuasion more and more. Common persuasive messages in the business world include those listed here.

5. Persuasive Messages Primary Purposes To have the reader act.
To provide enough information so the reader knows exactly what to do.
To overcome any objections that might prevent or delay action.
Persuasive messages want readers to do something. Therefore, they must persuade, with information complete and clear enough for readers to understand what is to be done and why.

6. Persuasive Messages Secondary Purposes
To build a good image of the writer.
To build a good image of the writer’s organization.
To cement a good relationship between the writer and reader.
To reduce or eliminate future correspondence on the same matter.
Building goodwill is particularly important in persuasive messages, where the audience must value the writer and his or her organization to support the purpose of the message.

7. What is the best persuasive strategy?
Use direct request pattern when
The audience will do as you ask without resistance.
You need a response only from people willing to act.
The audience is busy and may not read all messages.
Your organization’s culture prefers them.
If you expect the audience already favors your organization or point of view, use the direct request pattern. The pattern is also appropriate for those readers too busy to read all messages they receive and in organizations that prefer the direct approach.

8. What is the best persuasive strategy?
Use the problem-solving pattern when
The audience is likely to object to doing as you ask.
You need action from everyone.
You trust the audience to read the entire message.
You expect logic to be more important than emotion in the decision
A strategy that works in one organization may not work somewhere else.

9. What is the best subject line for a persuasive message?
For direct requests, use the request, the topic, or a question.
For problem-solving messages, use a directed subject line or a reader benefit.
When you have a reluctant reader, putting the request in the subject line just gets a quick no before you’ve had a chance to give all your arguments. One option is to use a directed subject line that makes your stance on the issue clear

10. How should I organize persuasive messages?
In direct requests, start with the request.
In a problem-solving message, start with the problem you share.
Start with the request only when you anticipate ready agreement, when you fear that a busy reader may not read a message whose relevance isn’t clear, or when your organization’s culture prefers direct requests.

11. Writing Direct Requests
Consider asking immediately for the information or service you want.
Give readers all the information and details they will need to act on your request.
Ask for the action you want.
Consider asking immediately for the information or service you want.
Delay the request if it seems too abrupt or if you have several purposes in the message.
2. Give readers all the information and details they will need to act on your request.
Number your questions or set them off with bullets so the reader can check to see that all of them have been answered.
3. Ask for the action you want. Do you want a check? A replacement? A catalogue? Answers to your questions? If you need an answer by a certain time, say so. If possible, show the reader why the time limit is necessary.

12. How to Organize a Direct Request
Figure 12.1 summarizes this pattern.

13. A Direct Request
Figure 12.2 illustrates the pattern as did the claim letter in Figure 9.4 (◀◀ p. 131). Note that direct requests do not contain reader benefits and do not need to overcome objections: They simply ask for what is needed.

14. Organizing Problem-Solving Messages
Describe the problem you both share.
Give the details of the problem.
Explain the solution to the problem.
Show that any negative elements are outweighed by advantages.
Summarize any additional benefits.
Ask for the action you want.
1. Describe the problem you both share (which your request will solve). Present the problem objectively: Don’t assign blame or mention personalities.
2. Give the details of the problem. Be specific about the cost in money, time, lost goodwill, and so on. You have to convince readers that something has to be done before you can convince them that your solution is the best one.
3. Explain the solution to the problem. If you know that the reader will favor another solution, start with that solution and show why it won’t work before you present your solution.
4. Show that any negative elements (cost, time, etc.) are outweighed by the advantages.
5. Summarize any additional benefits of the solution. The main benefit— solving the problem—can be presented briefly since you described the problem in detail. However, if there are any additional benefits, mention them.
6. Ask for the action you want. Often your reader will authorize or approve something; other people will implement the action.

15. How to Organize a Problem-Solving Persuasive Message
Figure 12.3 summarizes the pattern

16. A Problem-Solving Persuasive Message
Figure 12.4 implements the pattern. Reader benefits can be brief in this kind of message because the biggest benefit comes from solving the problem.

17. How do I identify and overcome objections?
Phrase your questions nondefensively
Ask follow-up questions

18. How do I identify and overcome objections?
Specify how much time/money is required.
Put the time/money in the context of the benefits they bring.
Show that money spent now saves money later.
Show benefits to another group or cause.
The easiest way to learn about objections your audience may have is to ask knowledgeable people in your organization or your town. The best way to deal with an objection is to eliminate it, but if objections remain, follow these approaches to overcoming them.

19. How do I identify and overcome objections?
Show that sacrifice is needed for a higher goal.
Show that advantages outweigh disadvantages.
Turn a disadvantage into an opportunity.
Specify how much time/money is required.
Put the time/money in the context of the benefits they bring.
Show that money spent now saves money later.
Show benefits to another group or cause.
Show that sacrifice is needed for a higher goal.
Show that advantages outweigh disadvantages.
Turn a disadvantage into an opportunity.

20. What other techniques can make my messages more persuasive?
Credibility
the audience’s response to you as the source of the message
Be factual, specific, reliable
Emotional appeal
making the reader want to do what you ask
People are more easily persuaded by someone they see as expert, powerful, attractive, or trustworthy. People don’t make decisions—even business decisions—based on logic alone.

21. Building a Common Ground
A common ground avoids the me-against-you of some persuasive situations and suggests both you and your audience have a mutual interest in solving the problems you face.
The easiest way to learn about objections your audience may have is to ask knowledgeable people in your organization or your town. The best way to deal with an objection is to eliminate it, but if objections remain, follow these approaches to overcoming them.

22. Building a Common Ground
To find a common ground
Analyze the audience.
Understand its biases, objections, and needs.
Identify with the audience so that you can make the audience identify with you.
To find a common ground - Analyze the audience, Understand its biases, objections, and needs, and Identify with the audience so that you can make the audience identify with you.

23. Offer a Reason for the Reader to Act Promptly
Show that the time limit is real
Show that acting now will save time or money
Show the cost of delaying action
• Show that the time limit is real. Perhaps you need information quickly to use it in a report that has a due date.
• Show that acting now will save time or money. If business is slow and your industry isn’t doing well, then your company needs to act now (to economize,
to better serve customers) in order to be competitive.
• Show the cost of delaying action. Will labor or material costs be higher in the future? Will delay mean more money spent on repairing something that will still need to be replaced?

24. What are the most common kinds of persuasive messages?
Orders
Collection letters
Performance appraisals
Letters of recommendation
Orders, collection letters, performance appraisals, and letters of recommendation are among the most common varieties of persuasive messages.

25. How can I apply what I’ve learned in this module?
Before you tackle the assignments for this module, examine the following problem. Figure 12.6 lists the necessary activities

26. Checklist for Direct Requests