Business Report Writing is purely based on the purpose. There are different types and format of the reports available, each have different purpose and readers. Many people tend to copy the reports or modify the sample reports ignoring the critical point that the source purpose may not be the same as yours. So this article describes the main points to keep in mind while writing business reports.

Business Report Writing : Purpose and Reader

Experienced writers always allow plenty of time for these – the first two stages in report writing, even when they are working against the clock. They know that once these are clear in their minds, they’ll save themselves hours of work and worry later on.

1: Defining the purpose

In Business Report Writing, the purpose – the major aim – the reason why you are writing the report at all. This will determine what kind of report you write.

a) Factual report

For example, it may be to inform – when, say, there’s been an accident, or a new programme of work. What’s needed here is a factual report – a straightforward statement of the facts – to give people an accurate record.

b) Instructional report

Or, it may be to explain – for example, when some change is introduced, like a revised appraisal system, or a new job evaluation scheme. Here you write an instructional report – a step-by-step description – to tell people about the new procedures.

c) Leading report

Lastly, it may be to persuade – when you are trying to sell your ideas. This kind is usually called a ‘leading’ report, because you are leading the reader towards making a decision – the one you want him or her to make.

Once the major aim has been defined in this way, subsidiary aims will fall into place – thus, we inform in order to explain, and inform and explain in order to persuade. And usually the result will be a leading report – which is often the most difficult to write, because it has to motivate the reader to do something at the end.

2: Identifying the reader

But who is the reader? What do we really know about them? Often, they are just a dim and shadowy figure in the mind, but we can usually get a clearer picture by asking three questions:

a) What does the reader know?

Two common mistakes in report writing are to overestimate a reader’s knowledge-and blind them with science, or to underestimate it – and bore them to tears. We must

always try to discover how much the reader knows already, so that we can communicate at their level of knowledge.

b) What are the reader’s attitudes?

However good our ideas, they may get thrown out if we don’t take account of these, the reader’s special interests, likes, and dislikes. The truth has many faces, and it is only sensible to feature the one most likely to appeal to them.

c) What does the reader really want?

The reader is rarely a passive recipient of our report, to be swayed this way and that by our arguments. We’ll need to find out just what their hopes and expectations are. Then we shall know what we’re up against, and can prepare our case accordingly.

Sometimes, it is difficult to answer these questions, especially when writing for a varied readership. In such cases, aim for the important reader – that is, the most important to you – but without offending others. Some are probably only on the distribution list anyway for reasons of prestige or courtesy, or because no-one remembered to cross them off. They will probably be quite happy just to read the opening summary (see p.7).

3: Setting the objective

Matching the purpose to the reader, we are now ready to set our objective. In other words, what do we want the reader to think and do after reading our report? Here is an example:

To persuade the managing director to authorize a proposed system of flexible working hours. Notice the words ‘to persuade’ and ‘to authorize’. They show that we must produce a logical and consistent case: one that will spur our reader to positive action. Also, once we have set the objective, we can usually anticipate the likely problems in meeting it, eg:

a) Knowledge

The managing director is a busy man, and has never heard of flexible working hours. We’ll need to give him ample background information, and define any technical terms as we go along.

b) Attitudes

He is a stickler for discipline and good timekeeping. We’ll have to convince him that the scheme won’t be a licence for lateness, but that, on the contrary, timekeeping might actually improve.

c) Wants

According to the grapevine, he is worried just now about rising costs. So we’ll need to stress how flexible working hours would actually save him money, even if this means playing down other benefits. Arriving at an objective like this is the most important step in writing any report. Sometimes the process will even show that a report is not necessary at all, and that the objective can best be met in some other way – in which case, you will have saved yourself a great deal of time and trouble.

Hope by following such simple points your business report writing skills will improve.