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laWdaWf nda VRmeWm eb rko Rla oimola, sˆ}ÕÀiÊÓÊThe business cycle: from the business writing perspective xiv Preface sˆ}ÕÀiÊ£ÊThe business cycle: from the individual's perspective Figure 1: The business cycle; from the individual's perspective B HF H HD H

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I use many practical examples and scenarios in this book that relate to standard sales or customer pitches. Because we are all consumers in our private lives, we can easily relate to and understand these examples. What I would like to stress is that the concepts apply equally to every scenario in the list that follows. Think of lobbying; think of politics; think of char- ities; think of fundraising; think of promotions.

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People sometimes think of business writing as a 'soft' skill. In fact, you may see communication generally classified as a soft skill, as opposed to the 'hard' skills of finance, law, IT etc. But I think this description is misleading. After all, people drive processes. And how do they do this? By communication. The label 'soft' can give the impression that business writing is an easy option, which it certainly is not. Business writing can impact on the whole business cycle; it can win business, it can lose business and it can communicate the framework by which results can be achieved. This is why, at the outset of my training workshops, I always take time to ask people why they actually write in their job and what outcomes they seek, individually and as teams. I ask my clients to write down why they need to write in their businesses. And the following aspects of business writing always come top of the list:  to inform or record;  to cascade information;

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There is no doubt: the written word is unforgiving. When I read, I judge what I see written for what it is. If I am looking for products or services, what I see can be what I think I get. If it is your writing, I will judge both you as an individual and your company on the basis of how you expressed yourself at that point in time. It is amazing how many written messages can lead to con- fusion and misunderstanding - even when a company is writ- ing in its native language. Poor writing can also lead to cust- omer complaints. At the least, these complicate relations with customers - even though we may still be able to convert a complaint to a positive experience. The worst scenarios are where customers walk away from the companies concerned, and tell others about the bad ex- perience they have received or think they have received. That is the impact that ineffective writing can have. It becomes quite clear that if, as customers, we do not understand or like what supplier A is writing, we prefer to buy from supplier B, who cares enough about our needs to get the message right.

And if this takes less time, so much the better.

/P CPEZ MBOHVBHF TJHOBMT JO XSJUJOH When we communicate face to face, people around us attach a lot of importance to the signals given by our body language. These are said to account for 55 per cent of the impact we make when giving a talk. Our voice can account for perhaps

38 per cent - and our words just 7 per cent.

This is because, in face to face communication, unlike writ- ing, we do not need to focus just on words. We can ask if we are not sure what is being said. We can look for clues from the

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 Remember that English business writing - in its many forms - is your most common route to market. Be the

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