Fluent Essays

help Prior to beginning work on this final paper, read Chapter 14 and Chapter 15 from your textbook and the Week 5 Weekly Lecture. You will develop a business proposal persuading the senior management of your organization to initiate a change in processes, procedures, products, people, or structure based on events currently happening in your company. You may use experience with a past company if applicable. In your paper, · Develop an introduction that provides sufficient background on the topic, a thesis statement, and a logical conclusion that smoothly flows from the body of the paper. · Identify processes, procedures, products, people, or structures that need change based on events that are or were happening in your current or past company. · Organize the information using appropriate headings based on the context of the recommended change initiative. · Provide a fully developed rational argument to persuade management into initiating change. The Business Proposal Final Paper · Must be six to seven double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the University of Arizona Global Campus Writing Center’s APA Style (Links to an external site.) · Must include a separate title page with the following: · Title of paper · Student’s name · Course name and number · Instructor’s name · Date submitted For further assistance with the formatting and the title page, refer to APA Formatting for Word 2013 (Links to an external site.) . · Must utilize academic voice. See the Academic Voice (Links to an external site.)  resource for additional guidance. · Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper. · For assistance on writing Introductions & Conclusions (Links to an external site.)  as well as Writing a Thesis Statement (Links to an external site.) , refer to the University of Arizona Global Campus Writing Center resources. · Must use at least three scholarly or other credible sources in addition to the course text. · The Scholarly, Peer-Reviewed, and Other Credible Sources (Links to an external site.)  table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment. · To assist you in completing the research required for this assignment, view this University of Arizona Global Campus Library Quick ‘n’ Dirty (Links to an external site.)  tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips. · Must document any information used from sources in APA style as outlined in the University of Arizona Global Campus Writing Center’s Citing Within Your Paper (Links to an external site.) · Must include a separate references page that is formatted according to APA style as outlined in the University of Arizona Global Campus Writing Center. See the Formatting Your References List (Links to an external site.)  resource in the University of Arizona Global Campus Writing Center for specifications. 14 Planning Reports and Proposals LEARNING OBJECTIVES After studying this chapter, you will be able to 1 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P700101245100000000000000000514E) Adapt the three-step writing process to reports and proposals. 2 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p70010124510000000000000000052bb#P70010124510000000000000000052BF) List the options for organizing informational reports, and identify the key parts of a business plan. 3 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P700101245100000000000000000514E) Discuss three major ways to organize analytical reports. 4 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p70010124510000000000000000053dc#P70010124510000000000000000053E1) Explain how to choose an organizational strategy when writing a proposal. MyBCommLab® Improve Your Grade! More than 10 million students improved their results using Pearson MyLabs. Visit mybcommlab.com (http://mybcommlab.com) for simulations, tutorials, and end-of- chapter problems. COMMUNICATION CLOSE-UP AT Warby Parker www.warbyparker.com (http://www.warbyparker.com) When a company sets out to disrupt an entire industry, it’s not surprising that its communication efforts don’t follow all the old rules, either. Much of the worldwide market for eyeglasses is controlled by the Italian company Luxottica Group, which owns such well-known brands as Ray-Ban and Oakley and manufactures glasses for a host of high-fashion labels, from Dolce & Gabbana to Versace. Luxottica also operates more than 7,000 retail stores, including LensCrafters and Sunglass Hut. If you’ve ever purchased a pair of prescription glasses or sunglasses, chances are you’ve done business with Luxottica in one form or another. And business has been very good for Luxottica, earning it some 80 percent of the global market for glasses. Much of the remaining 20 percent of the market is in the hands of Costco and Walmart, two companies that compete on cost more than fashion. Between high fashion on one hand and low prices on the other, these three giants seem to have wrapped up the market. Neil Blumenthal and David Gilboa’s unconventional ideas behind the eyewear startup Warby Parker are re�lected in the company’s cheeky communication style. WENN Ltd/Alamy Stock Photo Neil Blumenthal and David Gilboa looked at the data and drew a different conclusion, however. They believed an opportunity existed for a company to compete on fashion and price. Together with their University of Pennsylvania classmates Andrew Hunt and Jeffrey Raider, they crafted a business model that combines fashion-forward designs and a brand image that appeals to younger consumers with the operational ef�iciency of online commerce. Echoing their unconventional aspirations, they named the company Warby Parker after two characters from the works of the Beat Generation writer Jack Kerouac. The quest to connect with buyers in a market dominated by a handful of major corporations gives Warby Parker’s communication efforts a different look and feel. You won’t �ind supermodels posing on yachts in the company’s promotional campaigns. You’re more likely to �ind a blog post about what company employees are reading or a wistful goodbye note to a summer intern heading back to high school. https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P700101245100000000000000000514E https://content.ashford.edu/books/Bovee.7626.18.1/sections/p70010124510000000000000000052bb#P70010124510000000000000000052BF https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P700101245100000000000000000514E https://content.ashford.edu/books/Bovee.7626.18.1/sections/p70010124510000000000000000053dc#P70010124510000000000000000053E1 http://mybcommlab.com/ http://www.warbyparker.com/ The company’s “annual reports” are a great example of how unconventional thinking can lead to communications that connect with audiences in fresh ways. All U.S. companies that sell stock to the public are required to issue annual reports that disclose a variety of �inancial details. Most companies expand on these minimum requirements with glossy, persuasive messages about their operations, products, and prospects. As a privately held company, Warby Parker isn’t required to publish an annual report, but it does so anyway—sort of. Its annual reports are anything but normal. One year, the report was an online calendar of major, minor, and just plain goofy things that happened around the company, from product launches to a survey about how many pairs of pants employees wear in a typical month. The following year, it was an interactive message generator that created personalized reports for website visitors based on how good or bad their year had been. This tradition-defying approach to communication �its the transparent, social, and conversational style of today’s younger consumers. And it helps position Warby Parker as a different kind of company—one more in touch with those customers and their needs and aspirations. The company won’t dethrone Luxottica anytime soon, but it has already carved out a nice chunk of the eyewear market and continues to grow as it heads toward a possible initial public offering in the stock market. At that point it will have to bend to convention just a little, at least enough to meet government reporting requirements, but it will surely maintain an of�beat approach in the rest of its communication efforts.1 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P700101245100000000000000000558F) https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P700101245100000000000000000558F 14.1 Applying the Three-Step Writing Process to Reports and Proposals LEARNING OBJECTIVE 1 Adapt the three-step writing process to reports and proposals. Whether they are routine documents or the unconventional messages that Warby Parker (pro�iled in the chapter-opening Communication Close-Up) tends to create, reports (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005499) are written accounts that objectively communicate information about some aspect of a business (see Figure 14.1 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005156) ). Informational reports (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005490) offer data, facts, feedback, and other types of information, without analysis or recommendations. Analytical reports (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005487) offer both information and analysis and can also include recommendations. Proposals (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005496) are a special category of reports that combine information delivery and persuasive communication. The purpose and content of business reports varies widely; in some cases you’ll follow strict guidelines, but in others the organization and format will be up to you. The nature of these reports can vary widely, depending on the circumstances. Some of the reports you write will be voluntary, launched on your own initiative and following whatever structure you �ind most effective. Other reports will be in response to a manager’s or customer’s request, and you may or may not receive guidance regarding the organization and content. You may also write certain reports that follow strict, speci�ic guidelines for content and layout. Many of your reports will be written for internal audiences, but you may also write reports for a wide range of outside readers. Your audience will sometimes be internal, which gives you more freedom to discuss sensitive information. Other times your audience might include customers, investors, community members, or news media, any of which can create additional demands as you present company information to such external groups. No matter what the circumstances, preparing reports requires all the skills and knowledge that you’ve gained throughout this course and will continue to gain on the job. View every business report as an opportunity to demonstrate your understanding of business challenges and your ability to contribute to your organization’s success. By adapting the three-step writing process, you can reduce the time required to write effective reports and still produce documents that make lasting and positive impressions on your audiences. The concepts are the same as those you explored in Chapters 4 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001f59#P7001012451000000000000000001F59) through 6 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000002ade#P7001012451000000000000000002ADE) and applied to shorter messages in Chapters 10 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000003e00#P7001012451000000000000000003E00) through 12 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000004853#P7001012451000000000000000004853) . However, the emphasis on speci�ic tasks can vary considerably. For instance, planning can take days or weeks for a complex report or proposal. https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005499 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005156 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005490 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005487 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P7001012451000000000000000005496 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000001f59#P7001012451000000000000000001F59 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000002ade#P7001012451000000000000000002ADE https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000003e00#P7001012451000000000000000003E00 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000004853#P7001012451000000000000000004853 Figure 14.1 Common Types of Business Reports and Proposals You will have the opportunity to read and write many types of reports in your career; here are some of the most common. ANALYZING THE SITUATION Given the length and complexity of many reports, it’s crucial to clearly de�ine your purpose so you don’t waste time with avoidable rework. The complexity of most reports and the magnitude of the work involved heighten the need to analyze the situation carefully. With an email or another short message, you can change direction halfway through the �irst draft and perhaps lose only a few minutes of work. In contrast, if you change direction halfway through a major report, you could lose days of work. To minimize that chance, pay special attention to your statement of purpose. In addition, for anything beyond the simplest reports, take the time to prepare a work plan before you start writing. De�ining Your Purpose Informational reports often address a predetermined need and must meet speci�ic audience expectations. For example, you may be asked to write reports that verify your company’s compliance with government regulations, that summarize sales, or that monitor a process—all of which have audiences who expect certain information in a certain format. With other informational reports, you will need to uncover audience needs before you can de�ine the optimum purpose. In some cases you’ll be told the purpose of the report; in others, it’s up to you to identify the purpose. Analytical reports and proposals are almost always written in response to a perceived problem or a perceived opportunity. A clear statement of this problem or opportunity helps frame the communication challenge by identifying what you’re going to write about, but it’s insuf�icient to guide your writing efforts. To plan effectively, address the problem or opportunity with a clear statement of purpose (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P700101245100000000000000000549F) that de�ines why you are preparing the report (see Table 14.1 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005191) ). The most useful way to phrase your purpose statement is to begin with an in�initive (to plus a verb). Using an in�initive encourages you to take control and decide where you’re going before you begin. When you choose an in�initive (such as to inform, to con�irm, to analyze, to persuade, or to recommend), you pin down your general goal in preparing the report. Consider these examples for informational reports: To update clients on the progress of the research project (progress report) To develop goals and objectives for the coming year (strategic plan) To identify customers and explain how the company will serve them (marketing plan) To submit monthly sales statistics to management (operating report) To summarize what occurred at the annual sales conference (personal activity report) https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000005475#P700101245100000000000000000549F https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005191 To explain building access procedures (policy implementation report) To submit required information to the Securities and Exchange Commission (compliance report) The statement of purpose for an analytical report often needs to be more comprehensive than a statement for an informational report. For example, a report suggesting ways to reduce employee travel and entertainment (T&E) costs might have the following as a statement of purpose: . . . to analyze the T&E budget, evaluate the impact of recent changes in airfares and hotel costs, and suggest ways to tighten management’s control over T&E expenses. If the writer had been assigned an informational report instead, she might have stated her purpose differently: To summarize the company’s spending on travel and entertainment You can see from these two examples how much in�luence the purpose statement has on the scope of your report. Because she was assigned an analytical report rather than an informational report, the writer had to go beyond merely collecting data; she had to draw conclusions and make recommendations. (You can see the full report based on this statement of purpose in Chapter 15 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p70010124510000000000000000055a2#P70010124510000000000000000055A2) .) Proposals must also be guided by a clear and speci�ic statement of purpose to help you focus on crafting a persuasive message. Here are several examples: To secure $400k of funding in next year’s capital budget for a new conveyor system in the warehouse (funding proposal) To get management approval to reorganize the North American salesforce (general project proposal) To secure $2 million in venture capital funding to complete design and production of the new line of titanium mountain bikes (investment proposal as part of a business plan) To convince Boeing to purchase a trial subscription to our latest database offering (sales proposal) TABLE 14.1 Problem Statements Versus Purpose Statements Problem Statement Statement of Purpose Our company’s market share is steadily declining. To explore new ways of promoting and selling our products and to recommend the approaches most likely to stabilize our market share Our computer network lacks suf�icient bandwidth and cannot be upgraded to meet our future needs. To analyze various networking options and to recommend the system that will best meet our current and future needs We need $2 million to launch our new product. To convince investors that our new business would be a sound investment so that we can obtain desired �inancing Our current operations are too decentralized and expensive. To justify closing the Newark plant and transferring East Coast operations to a single Midwest location in order to save the company money Preparing Your Work Plan A detailed work plan saves time and often produces more effective reports. You’re already accustomed to some schedule pressure with school reports. This is good practice for your business career, in which you’ll be expected to produce quality reports quickly and ef�iciently. Carefully thinking out a work plan is the best way to make sure you produce good work on schedule. By identifying all the tasks that must be performed, you ensure that nothing is overlooked (see Figure 14.2 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P70010124510000000000000000051D0) ). https://content.ashford.edu/books/Bovee.7626.18.1/sections/p70010124510000000000000000055a2#P70010124510000000000000000055A2 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P70010124510000000000000000051D0 Figure 14.2 Work Plan for a Report A formal work plan such as this is a vital tool for planning and managing complex writing projects. The preliminary outline here helps guide the research; the report writers may well modify the outline when they begin writing the report. If you are preparing a work plan for yourself, it can be relatively informal: a simple list of the steps you plan to take and an estimate of their sequence and timing. For more complicated projects, however, particularly those that involve multiple team members, you’ll want to prepare a formal, detailed work plan that can guide the performance of many tasks over a span of time. For consultants and others whose work output is a formal report, the work plan can also become the basis for a contract if the proposal is accepted. A formal work plan might include the following elements (especially the �irst two): MOBILE APP Readability lets you save articles for later reading and access them via your mobile device, Kindle reader, or web browser. Statement of the problem or opportunity. This statement clari�ies the challenge or opportunity at hand, helps you (and anyone working with you) stay focused on the core issues, and helps everyone avoid the distractions that are likely to arise along the way. Statement of the purpose and scope of your investigation. The purpose statement describes what you plan to accomplish and therefore also de�ines the boundaries of your work. Delineating which subjects you will cover and which you won’t is especially important for complex investigations. Discussion of tasks to be accomplished. For simple reports, the list of tasks to be accomplished will be short and probably obvious. However, longer reports and complex investigations require an exhaustive list so that you can reserve time with customers, with executives, or for outside services, such as market researchers or print shops. Description of any additional products or activities that will result from your investigation. Often the only outcome of your efforts will be the report itself. In other cases you’ll need to produce something or perform some task in addition to completing the report. Make such expectations clear at the outset. Review of project assignments, schedules, and resource requirements. Indicate who will be responsible for what, when tasks will be completed, and how much the investigation will cost. If more than one person will be involved, you may also want to include a brief section on coordinating report writing and production, such as whether you’ll use a wiki to develop the report content. If constraints on time, money, personnel, or data are likely to affect the quality of the report, identify these limitations up front. Plans for following up after delivering the report. Follow-up can be as simple as making sure people received the information they need or as complex as conducting additional research to evaluate the results of proposals included in your report. Even informal follow-up can help you improve your future reports and communicate that you care about your work’s effectiveness and its impact on the organization. Working outline. Some work plans include a tentative outline of the report, as does the plan in Figure 14.2 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P70010124510000000000000000051D0) . GATHERING INFORMATION https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P70010124510000000000000000051D0 Some reports require formal research projects in order to gather all the necessary information. The amount of information needed in many reports and proposals requires careful planning—and perhaps even a separate research project just to get the data and information you need. As Chapter 13 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000004d27#P7001012451000000000000000004D27) emphasizes, you should prioritize your information needs before you start and focus on the most important questions. Whenever possible, try to reuse or adapt existing information to save time. SELECTING THE BEST MEDIA AND CHANNELS MOBILE APP Sage Evolution Executive Dashboard (for IOS) and Databox are two of the executive dashboard apps available for mobile devices. In some situations you may be required to use a speci�ic medium for your reports. In addition to the general media selection criteria discussed in Chapter 4 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001f59#P7001012451000000000000000001F59) , consider several points for reports and proposals. First, audiences may have speci�ic media requirements, and you might not have a choice. For instance, executives in many corporations now expect to review many reports via their in-house intranets, sometimes in conjunction with an executive dashboard, a customized online presentation of highly summarized business information. Executive dashboards are particularly helpful for accessing report content on mobile devices (see Figure 14.3 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005222) ). Second, consider how your audience members want to provide feedback on your report or proposal. Do they prefer to write comments on a printed document or edit a wiki article? Third, will people need to search through your document or update it in the future? Fourth, bear in mind that your choice of medium sends a message. For instance, a routine sales report dressed up in expensive multimedia could look like a waste of valuable company resources. Figure 14.3 Executive Dashboards To help managers avoid information overload, many companies now use executive dashboards to present carefully �iltered highlights of key performance parameters. Dashboards are essentially super-summarized reports. The latest generation of software and mobile apps make it easy to customize screens to show each manager the speci�ic summaries he or she needs to see. ORGANIZING YOUR INFORMATION Most business reports use the direct approach. https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000004d27#P7001012451000000000000000004D27 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000001f59#P7001012451000000000000000001F59 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005222 The length and complexity of most reports and proposals require extra emphasis on clear, reader-oriented organization. Your readers might have the patience to struggle through a short, disorganized email message but not through a poorly organized 200-page report. As Chapter 4 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p7001012451000000000000000001f59#P7001012451000000000000000001F59) discusses, when an audience is likely to be receptive or at least open-minded, use the direct approach: Lead with a summary of your key �indings, conclusions, recommendations, or proposal—whichever is relevant. This “up-front” arrangement is by far the most popular and convenient for business reports. It saves time and makes the rest of the report easier to follow. For those who have questions or want more information, later parts of the report provide complete �indings and supporting details. The direct approach also produces a more forceful report. You sound sure of yourself when you state your conclusions con�idently at the outset. Use the indirect approach when you need to build support for your main idea or you want to avoid coming across as arrogant. At times, however, con�idence may be misconstrued as arrogance. If your position is relatively low in the organizational hierarchy, or if your audience is skeptical or hostile, consider the indirect approach: Introduce your �indings and provide supporting evidence and reasoning before presenting your conclusions and recommendations. The indirect approach gives you a chance to prove your points and gradually overcome your audience’s reservations. Although the indirect approach has advantages, some readers will always be in a hurry to get to the answer and will immediately �lip to the recommendations anyway, thus defeating your purpose. Therefore, consider length before choosing the direct or indirect approach. In general, the longer the message, the less effective an indirect approach is likely to be. Long reports sometimes combine direct and indirect approaches, building support for interim conclusions or recommendations along the way. Because both direct and indirect approaches have merit, businesspeople often combine them. They reveal their conclusions and recommendations as they go along rather than put them either �irst or last. Figure 14.4 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005239) on the next page presents the introductions from two reports that follow the same general outline. In the direct version, a series of statements summarizes the conclusion reached in relation to each main topic in the outline. In the indirect version, the same topics are introduced in the same order but without drawing any conclusions about them. Instead, the conclusions appear within the body of the report. Figure 14.4 Direct Approach Versus Indirect Approach in an Introduction https://content.ashford.edu/books/Bovee.7626.18.1/sections/p7001012451000000000000000001f59#P7001012451000000000000000001F59 https://content.ashford.edu/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005239 In the direct version of this introduction, the writer quickly presents the report’s recommendation, followed by the conclusions that led to that recommendation. In the indirect version, the same topics are introduced in the same order, but no conclusions are drawn about them (the conclusions and the ultimate recommendation appear later, in the body of the report). Audience expectations are one of the most important considerations when deciding on the organization of your report. Regardless of the format, length, or order of your report, think carefully about how your ideas will be subdivided and developed. Take care to choose the most logical argument structure—one that suits your topic and goals and that makes sense to your audience. As you outline your content, use informative (“talking”) headings rather than simple descriptive (“topical”) headings (see Table 14.2 (http://content.thuzelearning.com/books/Bovee.7626.18.1/sections/p700101245100000000000000000514a#P7001012451000000000000000005256) ). Informative headings in a question or summary form force you to think through the content rather than simply identifying the general topic area. Using informative headings also facilitates collaborative writing by reducing ambiguity about what each person needs to write. TABLE 14.2 Types of Outline Headings Descriptive (Topical) Outline Informative (Talking) Outline Question Form Summary Form 1. Industry Characteristics a. Annual sales b. Pro�itability c. Growth rate i. Sales ii. Pro�it 1. What is the nature of the industry? a. What are the annual sales? b. Is …