Title Revision notes.pdf ✅

BUSINESS COMMUNICATION LECTURER: BUI THI THAO HIEN Important Notice: This material is for revision purposes only. Do not bring it into the exam room under any circumstances, as doing so is strictly prohibited. Chapter 8: Persuasive Messages Persuasion in the Digital Age Modern business relies on persuasion at all levels – not just top-down commands. Key factors have made persuasion more important in the digital age: • Leaner corporate hierarchies: Flatter organizations mean managers must influence without direct authority (convincing others rather than simply giving orders). • Blurring lines of authority: Team-based structures and empowered employees require persuasion to gain buy-in for ideas and change, since strict chain-of-command is less defined. • Reliance on teams: Collaboration is essential, so peer-to-peer persuasion skills (negotiating, compromising) are needed to move projects forward. • Savvy, well-informed consumers: Today’s customers can easily research and compare options; effective marketing messages must appeal to informed buyers by highlighting true benefits and value. Because of these changes, persuasive skills are more critical than ever for business success – employees at all levels must be able to present ideas convincingly and ethically to colleagues, bosses, and customers. Principles of Effective Persuasion Crafting a persuasive message requires strategic thought. Proven techniques include: • Establish credibility: Build trust by being truthful, consistent, and demonstrating expertise or good will. An audience is more open to persuasion if they trust the sender. • Make a reasonable, specific request: Keep your request attainable and clear. Asking for too much or being vague can invite resistance. • Tie facts to reader benefits: Use logic and evidence (facts, statistics, examples) linked to how the audience will benefit. People are persuaded when they see “what’s in it for me”. • Recognize the power of loss: Sometimes showing what one might lose by not acting (foregone benefits or negative consequences) can be a strong motivator. However, use this tactic ethically. • Anticipate and overcome resistance: Be prepared for possible objections. Address concerns with counterarguments or solutions within your message. This shows you’ve thought about the audience’s perspective.


Persuasion isn’t just for external audiences – you also may need to persuade co-workers, subordinates, or your boss. The approach can differ: • Persuading Subordinates (Downward): Normally, instructions to team members are obeyed due to authority. But sometimes you need buy-in rather than just compliance – for example, to motivate employees to go above and beyond their normal duties or to accept a change that isn’t obviously in their interest. In such cases, rely on persuasion rather than commands. Explain the rationale for the request, highlight how it benefits them or the team, and perhaps invite their input. Situations requiring downward persuasion include asking staff to take on additional tasks outside their role or embrace an unpopular new policy – here you’d sell the idea by connecting it to personal or team goals (like skill growth or job security). • Persuading the Boss (Upward): When making requests of someone above you (e.g., asking for resources, proposing a new initiative), you must be especially tactful and evidence-based. Support your request with strong evidence (data, case studies, projections). Be realistic – don’t ask for too much at once. Use language that sounds respectful and nonthreatening; for instance, frame suggestions with phrases like “I recommend...” or “It might be helpful if...” rather than directives. The tone should be that of a suggestion from a competent employee, not an ultimatum. Also, consider timing and context – present your idea when your supervisor is receptive, and perhaps in writing so they have time to consider it. • Persuading Peers (Lateral): Persuading colleagues at your level often means building consensus. Use collegial language and find common ground. Peer persuasion might involve negotiating workload, deadlines, or project approaches. Emphasize shared goals and use logical reasoning and empathy (understand their perspective). Though not explicitly covered in slides, this is a real aspect of workplace persuasion. Overall, internal persuasion works best when you appeal to shared objectives, present compelling evidence, and show respect for the other person’s viewpoint. Marketing and Sales Messages (AIDA Strategy) When persuading customers to buy or take action (sales letters, marketing emails, advertisements), a classic approach is the AIDA strategy: Attention, Interest, Desire, Action. This four-part structure helps ensure your message is persuasive and audience-focused: • A = Attention: First, grab the reader’s attention immediately. Your opening should hook the audience – use an intriguing offer or promise, ask a question, present a startling statistic or fact, use a quotation or testimonial, or lead with a compelling story or scenario. For example, a marketing email might start with: “Did you know 70% of professionals feel overwhelmed by email? Take back your day with our app.” This piques curiosity. Examples of attention-getters: o Offer/Benefit: “Bring in an old phone, and we’ll recycle it plus give you $50 off a new one – help the environment and save money!” o Provocative Question: “Google has evolved. Have you?” (implying the reader might be missing out on something modern)