Chapter XV - Business Reports

• Reports take many forms and lengths, but common purpose to gather, process, evaluate and disseminate information

• Aims of chapter: to understand structure of short reports, sections to be typically included, and the language of reports

Specimen Documents – 1Report on the Staff Canteen at Whesson Ltd.

 

 1. Terms of Reference

On 10 October 2012, the HR Manager asked the undersigned, John Partridge and Moira Smith, to investigate the services provided by the staff canteen at Whesson Ltd., as some dissatisfaction had been expressed for a considerable time by its users. We were instructed to look into the services and physical space of the canteen, report our findings and make appropriate recommendations for improvement.

 

2. Procedure

We visited the canteen twice daily during the coffee breaks and lunch breaks over a three-week period from 15 October to 7 November 2012 and observed the way the canteen was organized and operated, making notes on the services provided. We examined the food and drink for quantity and quality and interviewed personnel who were taking coffee and lunch there.

 

3. Findings

3.1 Provision of Food

The quality of the food. We had lunch every day for three weeks and interviewed the personnel. All agreed that the quality of the food on offer was consistently good.

The quantity of the food. The size of the portions was adequate on most occasions, but the lunch was sometimes rather small and especially the meat portions were sometimes inadequate.

 

Specimen Documents – 1The distribution of the food. Staff who wanted only coffee or tea or a snack had to join the general lunch queue and had to wait for some minutes to be served. There was typically only one person serving all the refreshments and food and this resulted sometimes in a wait of 10 minutes to be served. There were many complaints from the staff who wanted only a hot drink and/or snack, and many staff complained about the waiting time to be served lunch.

 3.2 Seating

The size of the canteen. The seating area is only 16m by 6m. This seemed sufficient in the lunch break and at other times, but in the morning coffee break there were not enough seats for everyone, which resulted in an overspill into the corridor outside.

The seating. At lunchtime, everyone was able to find a table space, but sometimes there was a lack of chairs. The tables are also placed rather close together, so the movement of chairs, and in some cases, getting into a chair, were difficult.

Specimen Documents – 1 (Cont.)4. Conclusions

4.1 Provision of food

Although the meals were well cooked, they were sometimes inadequate and the portions, especially the meat portions, too small. Moreover, because of poor serving arrangements, many staff were kept waiting far too long to be served.

 

4.2 Seating

The floor space in the canteen was sufficient overall, but the seating arrangement was not adequate at peak periods, especially at the morning coffee break and to some extent at lunchtime.

 

5. Recommendations

5.1 Portion size

It is recommended that there should be an increase in the size of the portions, especially the meat portions.

 

5.2 Serving arrangements

Extra staff should be employed in the serving of food, and arrangements made for a separate queue for drinks and snacks during the lunch hour. There should be one line for hot food and full-scale lunches and another for drinks, sandwiches, cakes and other snacks.

 

5.3 TablesThe distribution of the food. Staff who wanted only coffee or tea or a snack had to join the general lunch queue and had to wait for some minutes to be served. There was typically only one person serving all the refreshments and food and this resulted sometimes in a wait of 10 minutes to be served. There were many complaints from the staff who wanted only a hot drink and/or snack, and many staff complained about the waiting time to be served lunch.

5.4 Staggered breaks

We recommend that the management of Whesson Ltd also consider the possibility of organizing the breaks for different departments at different times, which would then relieve congestion and also cut waiting times in the canteen.

 

 

15 November 2012 J. Partridge M. Smith staggered breaks 错开的休息时间

Specimen Documents – 1 (Cont.)5.3 TablesThe distribution of the food. Staff who wanted only coffee or tea or a snack had to join the general lunch queue and had to wait for some minutes to be served. There was typically only one person serving all the refreshments and food and this resulted sometimes in a wait of 10 minutes to be served. There were many complaints from the staff who wanted only a hot drink and/or snack, and many staff complained about the waiting time to be served lunch.

5.4 Staggered breaks

We recommend that the management of Whesson Ltd also consider the possibility of organizing the breaks for different departments at different times, which would then relieve congestion and also cut waiting times in the canteen.

Specimen Documents – 2Report on Sales of JWB Electric Fences for Year ending December 2011

 

As requested in your memo of 15 March 2012, I am sending you a brief report on the decline in sales of JWB cattle fencing systems over the past five years, and in particular the past year, 2011, together with my recommendations for turning round this trend. My findings are based on data received from your own company, market reports, my own observation and experience of the EU markets over the past five years and a questionnaire sent to EU farmers in November 2012.

 

Total sales and turnover in the EU area are summarized in the Appendix to this report. As you will see from the data and my more detailed comments there, the figures show a gradual decrease in demand, which has accelerated particularly fast over the past year. Under the present market conditions, no upturn in sales is foreseen in the near future.

 

The data reveals that the following factors may be operating to cause the decline in sales:

There has been an overall reduction in demand. This is probably because the market in the EU is at near-saturation point and farmers will only buy to replace existing equipment. EU subsidies have enabled farmers to purchase hi-tech equipment, and your company may well have to look outside the EU to increase sales significantly in the future.

There has been an increase in the intensive rearing of cattle, so that the demand for outdoor fencing is being proportionately reduced. Only a change in EU farming policy is likely to change this situation.

Intensified competition from low cost manufacturers from outside Europe has led to decreased sales around the world and also to some extent in Europe.

Specimen Documents – 2My research has shown that EU farmers lack awareness of JWB agricultural machinery. Less than 50% of the respondents to the questionnaire had heard of JWB and most had little knowledge of the product range and the high quality of the products.

A detailed analysis and discussion of the data and questionnaire results are contained in the Appendix to this report. Based on these, my recommendations are as follows:

Market diversification. Two areas where use of JWB fencing systems can be promoted are in zoos, particularly private zoos, where the animals are semi-domesticated, and in market gardens, where vegetable and fruit growers could use the fences to keep wild animals out.

Price revision. JWB has unsuccessfully tried to compete on price with Asian competitors: this has not worked and will not work in the future. JWB should consider improving the quality features of the equipment and re-branding with a higher price and marketing the products appropriately.

Advertising. Since JWB products are not widely known in the EU, we suggest a marketing and promotion campaign, starting with advertising in the agricultural press. An outlay of 25, 000€ would pay for a series of half-page adverts in the EU farming press and would yield good results.

 

27 February, 2012 JS/MR The appendix is omitted here.

Specimen Documents – 3Report on a Proposed Flexitime System at Elland Hughes Ltd.

 

I have been requested by Mr. Peters, the company secretary of Elland Hughes Ltd., to prepare a short report on the potential to introduce a flexi-time system to the company, report my findings and make any necessary recommendations.

 

The findings of this report are based on interviews and questionnaires to company employees, discussions with the senior management team and also financial data from the chief accountant. The detailed answers to the questionnaires and financial breakdowns are enclosed in Appendix 1 of this report.

 

The outlined proposal (see Appendix 2) is that employees would select their preferred working hours from 0700 to 2100, Monday to Saturday. They would work their normal eight-hour period, with a one-hour lunch break. A day off during the week in lieu of Saturday is proposed.

 

The advantages of the system are as follows:

The office will be open for longer hours, and this will facilitate longer periods of customer contact, especially with foreign customers, during the day and also Saturdays. It is expected this will help increase productivity and profits.

Staggering the hours will relieve pressure on office equipment: employees are complaining of wasted time queuing to make copies, using the fax machines, etc.

Staff well-being and motivation will improve since they will avoid the worst rush hour traffic (some staff take as much as 3-4 hours daily to get to and from work (see Appendix 1), and by more effective use of their time off. It is anticipated that morale and also efficiency will improve.

Security in the company will improve, as the offices will be staffed six days per week, 12 hours per day.

 

The disadvantages of the proposed system are as follows:

The costs of introducing the scheme will be considerable. Overheads will increase by 7%, but will be offset by reduced insurance premiums and office equipment costs (see Appendix 1).

There is staff resistance to the idea of a clocking-in system (see Appendix 2). Monitoring of staff attendance will be very difficult without such a system.

Total flexibility may lead to departments being empty at key times.

 

Recommendations

I would recommend that flexi-time in some form be adopted by the company. It will be financially viable and well received by the staff.

It is recommended that a clocking-in system should be introduced, perhaps on the basis of a “trial period”, which may be more acceptable to staff and perceived as less threatening.

Departments should plan a rota system to ensure that there is staff cover at all times during every working day.

 

 

11 December 2012 John Smith, HR Department clocking-in system 上下班刷卡制度a rota system (Br E) 轮流值班制度

Specimen Documents – 3The disadvantages of the proposed system are as follows:

The costs of introducing the scheme will be considerable. Overheads will increase by 7%, but will be offset by reduced insurance premiums and office equipment costs (see Appendix 1).

There is staff resistance to the idea of a clocking-in system (see Appendix 2). Monitoring of staff attendance will be very difficult without such a system.

Total flexibility may lead to departments being empty at key times.

 

Recommendations

I would recommend that flexi-time in some form be adopted by the company. It will be financially viable and well received by the staff.

It is recommended that a clocking-in system should be introduced, perhaps on the basis of a “trial period”, which may be more acceptable to staff and perceived as less threatening.

Departments should plan a rota system to ensure that there is staff cover at all times during every working day.

 

 

11 December 2012 John Smith, HR Department clocking-in system 上下班刷卡制度a rota system (Br E) 轮流值班制度

Specimen Documents

• Specimens 1 & 2 show how short report should be structured:

1. Explanatory title + purpose of report

2. How information was gathered

3. Main body: details and meaning of findings

4. Recommendations (how to improve situation)

5. (Date & Names of writers at beginning or end)

• Specimen 3:

1. Main body takes form ‘advantages vs. disadvantages’

2. Otherwise all elements of report present

Useful Expressions - Example Sentences

• Report on the Training Needs Analysis of the Sales Department Staff Implemented During 22-26 May 2012. (Title of a report)

• The report will analyse the current situation at Elland Hughes and assess the advantages and disadvantages of introducing a flexi-time system. (Introduction)

• I have been instructed to investigate the possibility of constructing a new water mains in the Hartburn area and report my findings to Northumbrian Water Ltd. (Terms of Reference)

• Our survey was based on…(Sources)

• A summary of the figures is presented in Table 1. (Sources)

• A further finding was… (Findings)

• There was a considerable increase/decrease in sales in 2011. (Findings)

• We recommend that…/it is recommended that…(Recommendations)

• On the basis of the findings we believe it is necessary/advisable to … (Conclusions/Recommendations)

Useful Expressions – Describing Trends, Figures and Graphs

• Prices have risen/increased/gone up (rapidly/sharply/dramatically/steadily/gradually/moderately/slightly)

• Sales have decreased/fallen/dropped/declined (suddenly/abruptly/alarmingly/markedly/noticeably)

• The figures have reached a peak/plateau; have leveled off; have remained static

• The figures show an upward/downward trend, fluctuations; the figures have fluctuated.

• There was a fall/a rise/an increase/a decrease in the number of units sold…

• Prices have soared/slumped; prices are sluggish/static/stable.

Guide to Writing 1: Basic Principles

1. Title should be as full as possible – give reader clear idea of content

2. Layout should help readability: double spacing between sections, number points, section headings

etc.

3. Formal and simple language; passive and impersonal common

4. State why the report is being written, and on whose request or authority it is being written, and,

always, what items the report covers

5. Sufficient background information should be given to provide a basis for evaluation, discussion, and

findings in the report: if there is a lot of detail, this can be presented separately, e.g. in an appendix.

6. How the data was collected, what methods were used, or where the data used can be found.

7. Data presentation (for clarity/relevance): chronological, order of importance, advantages vs.

disadvantages, problem-solution, etc.

8. Recommendations must have been called for in the report: do not make recommendations if they are

not needed or irrelevant. The recommendations must be based on the data presented and logically

follow from the evaluation and discussion preceding the recommendation section.

Guide to Writing 2: Structure of Short Reports

Common to all reports would be some or all of the following:

•Terms of reference: This will state why the report is being written and who authorized it, and also the parameters of the report, i.e. what points it will be covering.

•Procedures: This states how the writer got the information, what methods were used, and where the reader may obtain the information which was used.

•Findings: Will include a discussion and analysis of the information as the main body of the report. This will be the main part and may cover several sections.

•Conclusions: These will comprise the report writer’s opinions on the facts and their significance.

•Recommendations: This part would include the steps to be taken, the measures needed to solve the problem, etc. (but only if you are asked to provide recommendations, this is not always the case in reports; some are routine progress reports, giving feedback, etc.)

Exercises

I. Directions: Fill in the missing prepositions in the following sentences describing trends/graphs.•In January, sales increased ___ 10 000 units to reach 80 000 units in total.•The following month, there was a further increase ___ 20 000 units.•In March, sales remained steady ___ 100 000 units.•During the next two months sales dropped ___ 40 000 units and bottomed out at 60 000 units in total.•Between June and September, sales picked up again and increased ___ 90 000 units in total•In October, sales rose again ___ 10 000 units.•This was followed in November by a dramatic fall ___ 45 000 units and sales stood at an all-time low this year of only 55 000 units sold.•However, we are pleased to report that the Christmas sales of our products in December led to a rapid increase to finish the year ___ 105 000 units.•Sales reached a high point ___ 1 million. •The interest rate stabilized ___ 32%.

Exercises

II. Directions: Fill in the following report extract with the proper grammatical forms of words or phrases from the graph below, to complete the description.

After __________ throughout the month of December due to erratic sales, prices ____________________ in January. Nevertheless, this __________ was not sustained; there was a ____________________ in February and early March. In mid-March prices made a ____________________, __________ a peak in early June. This recovery, __________, was not long-lived. During May and June prices __________ several times, and in the second half of June there was a ____________________; however, prices then _____________________ in early July. Before starting to __________ in mid-August, prices remained __________ during July and the early part of August. By September, prices were __________, and this continued until the second week in October. Prices then ______________ until November, when they _____________ and reached a __________ at the same level as in early June.

Exercises

III. Directions: The following text describes the trends in the sales of “Greenforce” washing powder (in thousands of units), as shown in the bar chart. You are asked to complete the text with appropriate verbs and prepositions (e.g. as a result, due to, consequently, nevertheless) to make the report coherent.  

At the beginning of January, sales of Greenforce ____________ 175 000 units. During the next four months there was a continuous and steady __________ in sales, which reached a low point of 125 000 units in April. __________, there was a __________ following the start of a new sales campaign, and sales _________ to a _________ of 275 000 units in August. The sales campaign ended in August and at the same time, a rival product was launched by a competitor, and ___________, sales of Greenforce ____________ and bottomed out again at 125 000 units in October. After larger discounts were introduced in mid-October, sales again _____________and at the end of the year ________ 180 000 units. We foresee continuing steady growth in the first quarter of next year.

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Exercises

IV. Tone Directions: Say whether the following recommendations are strong, neutral or weak.

•It is advisable to reduce telephone cold calling.•National advertising must be stopped as soon as possible.•The appointment of a customer relations manager could be considered.•It is highly recommended that after-sales service be improved.•The rates of commission might be reviewed.•The viability of using our own sales personnel should be considered as a matter of urgency.•It is recommended that the company commissions independent market research.•More frequent follow-up sales calls could be a possible development.

Exercises

V. Guided Report Writing - Directions: Write a fuller version of this report using the notes below.

1.Terms of reference - Review results of market survey into demand for foreign language training in small and medium sized businesses in the UK.

2.Findings - Increase in need for export to EU countries, especially Germany, Spain and France. Small businesses: recognized advantage of speaking customers´ own languages. Prepared to invest resources in French language training for sales personnel. Medium sized companies: also see advantages in speaking the languages of their customers, but not enough money for language training.

3.Conclusions - Difficult to sell foreign language training to medium-size companies; good potential for small companies. Prices must be reasonable. Emphasis on oral skill training.

4.Recommendations - Advertise short intensive courses. Emphasis on French language courses and oral skills courses. Advertise directly to small companies. Take personal contact and arrange visits.

Exercises

VI. Report Writing (adapted from http://www.onestopenglish.com). Directions: The chart below shows quarterly sales figures for the year 2011 for “Bishop Chocolate Bars Ltd”. The vertical Y-axis shows the amount of chocolate bars sold in thousands. The horizontal X- axis shows the type of chocolate bar sold. You are asked to write a statistical report describing the chart below, in no less than 150 words. State the purpose of the chart and its main features. Write your report using language which describes upward or downward movement, a variety of verbs introducing numbers, words which contrast or add information and a variety of words which introduce a cause-and-effect relationship.

Model Answers

I. Fill in the missing prepositions in the following sentences describing trends/graphs:

1-by 2-of 3-at 4-by 5-to 6-by 7-of at

II. Fill in the text below with appropriate words or phrases to complete the description.

After fluctuating throughout the month of December due to erratic sales, prices rose gradually in January.

Nevertheless, this rise was not sustained; there was a gradual fall in February and early March. In mid-

March prices made a recovery, reaching a peak in early June. This recovery, however, was not long-lived.

During May and June prices fluctuated several times, and in the second half of June there was a dramatic

fall; however, prices then stabilised in early July. Before starting to rise steadily from mid-August, prices

remained static during July and the early part of August. By September, prices were rising steadily, and

this continued until the second week in October. Prices then levelled off until November, when they leapt

upwards and reached a peak at the same level as in early June.

Model Answers

III. The following text describes the trends in the sales of “Greenforce” washing powder (in thousands

of units), as shown in the bar chart. You are asked to complete the text with appropriate words.

At the beginning of January, sales of Greenforce stood at 175 000 units. During the next four months

there was a continuous and steady decrease in sales, which reached a low point of 125 000 units in April.

Subsequently, there was a rise following the start of a new sales campaign, and sales climbed to a peak

of 275 000 units in August. The sales campaign ended in August, and at the same time a rival product was

launched by a competitor, and as a result, sales of Greenforce fell rapidly and bottomed out again at 125

000 units in October. After larger discounts were introduced in mid-October, sales again rose and at the end

of the year reached 180 000 units. We foresee continuing steady growth in the first quarter of next year.

Model Answers

IV. Say whether the following recommendations are strong, neutral or weak:

1-weak 2-strong 3-weak 4-strong 5-neutral 6-strong 7-neutral 8-weak

V. Report on Foreign Language Training in SMEs: model answer

1. This report reviews the results of a market survey on the demand for foreign language teaching

in small and medium size enterprises (SMEs) in the UK and reports on the potential for in-

service company training in languages.

2. The findings of the market survey in brief were that there is an increase in the need to export

to EU countries, especially Germany, Spain and France. Small businesses reported that they

recognized the advantages of speaking the language of their foreign customers and they were

prepared to invest at least in French language courses for their sales personnel. Medium sized

businesses also saw distinct advantages in being able to communicate in the language of

their overseas customers but stated that they lacked financial resources for extensive training

programmes in different languages.

Model Answers

3. The following conclusions can be drawn from the results of the survey: it seems difficult at

the present time to market foreign language courses for in-company training in medium sized

enterprises due to the financial constraints experienced by those companies. However, the

situation in small companies seems more promising and there is good potential for sales of

language courses here. However, since the companies are small and their budgets limited, the

prices must be reasonable. There should be emphasis on oral communication as this was the

area that sales personnel need above all.

4. It is recommended that the marketing focus for foreign language courses should be on smaller

companies and oral skills courses seem to be the most attractive and French the language most

in demand. The most effective strategy could be in direct advertising and in personal contact

and visits to with these companies. Face to face meetings and presentations of the courses and

training together with attractive introductory offers could be most effective in securing good

results.

JS Sept. 2012

Model Answers

3. The following conclusions can be drawn from the results of the survey: it seems difficult at

the present time to market foreign language courses for in-company training in medium sized

enterprises due to the financial constraints experienced by those companies. However, the

situation in small companies seems more promising and there is good potential for sales of

language courses here. However, since the companies are small and their budgets limited, the

prices must be reasonable. There should be emphasis on oral communication as this was the

area that sales personnel need above all.

4. It is recommended that the marketing focus for foreign language courses should be on smaller

companies and oral skills courses seem to be the most attractive and French the language most

in demand. The most effective strategy could be in direct advertising and in personal contact

and visits to with these companies. Face to face meetings and presentations of the courses and

training together with attractive introductory offers could be most effective in securing good

results.

JS Sept. 2012

Model Answers

VI. Model text

Banjo was the most popular chocolate product in 2011, selling a total of 206,000 bars. Banjo´s sales figures

began the year higher than those of the other brands with 66,000 units sold in the first quarter. However, by

the end of the year Banjo was selling less than at the start, with only 50,000 sales in the last quarter.

Gremlin and Yahoo bars followed the same trend throughout the year, though more Yahoo bars were eaten

overall. Yahoo and Gremlin´s worst quarter was the second, when they sold only 16,000 and 12,000 units

respectively. Sales of Gremlin bars increased dramatically in the third quarter, with sales doubling from

15,000 to 30,000 units. Gremlin sales continued to rise slowly and finished the year at 35,000 bars sold in the

last quarter.

Razzle grew in popularity for the first three quarters of the year, but the sales plunged in the last quarter to a

low point of just 11,000 bars.

Razzle sales were consistently the lowest, except in the second quarter, when they outsold Gremlin by 3,000

units, with Banjo remaining the best selling bar.