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Report Structure: TheShorter Forms
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11-2
Overview
Length and formality determine report structure
Characteristics of short reports
Direct and indirect order for organizing short reportsForms of short reports
Forms of special reports
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11-3
Length and Formality DetermineReport Structure
Long problems and formal contexts require a
more complex structure
Short problems and informal contexts need asimpler structure
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3rd Step
4th Step
TitleFly
TitlePage
TitlePage
TitlePage
TitlePage
TitlePage
CombinationTransmittal/Exec.Sum.
Letterof
Trans.
Letterof
Trans.
Tableof
Contents
Tableof
Contents
Tableof
Contents
ExecutiveSummary
ExecutiveSummary
CombinationTransmittal/Exec.Sum.
MEMOREPORT
THE REPORT PROPER
THE REPORT PROPER
THE REPORT PROPER
THE REPORT PROPER
THE REPORT PROPER
LETTER REPORT
1stStep
5th Step
6th Step
7th StepLow formality
High formality
2nd Step
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Characteristics of Short Reports
Little need for introductory information
Predominance of direct order
More personal writing styleLess need for a structured coherence plan
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Informational memorandumreports
The main purpose of informationalreport is to inform and to summarizeinformation, similar to the speech to
inform.3 often used reports are:
Conference Reports
Progress ReportsPeriodic Reports
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Informational memorandumreports
Conference Reports
Topics of conference reports range
from summaries of personal salescall conference to write-ups of
meetings attended by hundreds of
persons.
The text of such reports is usuallyorganized by topics discussed or
presented simply in a chronological
progression.
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Informational memorandumreports
Progress Reports
As the name implies, progressreposts show progress of a project,an assignment or a major task.
The organizational plan is usuallyinductive:
Introduction (purpose, type of project)
Description of accomplishment
Unanticipated problems (if any)
Plan for the remaining period
Summary
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Informational memorandumreports
Periodic Reports
Periodic reports are written weekly,
monthly, quarterly or yearly or inother regular recurring periods.
For internal periodic reports, an
introduction and terminal sections
are unnecessary.
Most organizations write annual
reports to summarize activities and
financial affairs.
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Analytical memorandum reports
An analytical memorandum report
attempts to analyze a situation, or
problem and usually ends with orwithout recommendation.
Following reports are pertinent:
Analytical Personnel ReportRecommendationJustification
Reports
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Analytical memorandum reports
Steps in Preparing an Analytical
Personnel Report
Preparing introduction [includes
authorization, purpose, background, and
methodology sources]
Body or Text
Closing Section
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Analytical memorandum reports
RecommendationJustification
Reports
Persuasion is central torecommendation reports.
Four section are included:
Introduction
Body (Text, Discussion)
Conclusion, Recommendation
Organizational Plans
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Analytical memorandum reports
RecommendationJustification
Reports
IntroductionBe precise about the aim or purpose.
Give the organization of the report.
Remember that this section is in real sense
the foundation for the report.A good introductory text could give a good
start and can hold the attention of the
reader.
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Analytical memorandum reports
RecommendationJustification
Reports
Body (Text, Discussion)Do not move too quickly to a solution or
recommendation.
Do not presume that everyone agrees
that the problem exists.
Include evidence in support of the facts
and arguments.
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Analytical memorandum reports
RecommendationJustification
Reports
Body (Text, Discussion)Include following sections in the body of
the report.
Current state of problem
Effects and causes of the problems
Possible options to remove the problem
Criteria in evaluating a solution
Recommended solution
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Analytical memorandum reports
RecommendationJustification
Reports
Conclusion, RecommendationBe brief in this section
Include short summary of major points
and the recommendation, usually
numbered consecutively.
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Analytical memorandum reports
RecommendationJustificationReports
Organizational Plans
Recommendation-Justification Reportscan be organized in one of the two ways:Deductive Planin which recommendation
is presented first and then the othersections.
Inductive Planin which facts are presentedfirst and then the recommendations.
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Letter reports informationaland analytical
A letter report is simply a report in letter
form.
It is often used when sending information
to a reader outside the organization.
It includes following sections:
Date and Inside address
SalutationBody (the heart of the report)
Complimentary Close
Signature
Reference Section
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Letter reports informationaland analytical
A letter report often has a subject line.
The length of a letter report may range
from two to five pages.
It may have two purposes: informational
or analytical.
The general format of a letter report is
like that of a letter.
However, body ofletter report requires
some special qualities.
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Letter reports informationaland analytical
The first paragraph includespleasant greetings
and authorization, purpose of the report, problems
and issues involved, conclusions or statements of
results and road map or plan of presentation.The middle paragraphs presents the factboth
favorable and unfavorable very objectively.
Sources and methods should be mentioned.
The last paragraph brings the letter report to apleasant, friendly close.
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Recommended action.
My investigation of the quality of fire protection at the plant supports theserecommendations:
1. That the Safety Supervisor conduct training sessions for each firebrigade until it is thoroughly trained.
2. That monthly practice runs be scheduled for all fire brigades.
3. That an alarm bell be placed outside the Shift Maintenance office inBuilding 135.
Illustration of an Email Report,Direct Order (1 of 3)
Jeff T. Koontz
Quality of Plant Fire Protection
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4. That four standard fire extinguishers be placed in Building 135.
5. That the entire plant be inspected to determine the adequacy of fireextinguishers.
Purpose of investigation.These recommendations are based on information gathered from myinvestigation following the fire in the Calcination Department, Building 133, lastJuly 14. As you will recall, you asked me to look into the quality of our fireprotection. Following are my findings.
Training deficiency of fire brigade.
Although they worked hard to put out the fire, the fire brigade was not effective.It was obvious to all present at the scene (including brigade members) that thebrigade had not been trained properly. Brigade members had difficulty workingthe pump and generally did not perform as a coordinated unit.
Illustration of an Email Report,Direct Order (2 of 3)
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Inadequacy of alarm system.
The plant alarm was not heard in Building 135 (the fire brigade work area). Atelephone call was needed to alert brigade members. Thus, about seven
minutes were lost before fire-fighting work began.
Shortage of fire extinguishers.
The supply of fire extinguishers in the fire area was inadequate. So brigademembers had to go to other work areas to find the fire extinguishers. The
result was a loss of valuable fire-fighting time and unnecessary fire damage.Informal reports received from workers in other parts of the plant indicate thatthe shortage of fire extinguishers is plantwide.
Illustration of an Email Report,Direct Order (3 of 3)
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Jeff T. Koontz
Quality of Plant Fire Protection
Introduction.
Following the fire in the Calcination Department July 14, you instructed me toinvestigate the quality of our fire protection. My investigations revealed thefollowing deficiencies.
Training deficiency of fire brigade.
Although they worked hard to put out the fire, the fire brigade was not effective.It was obvious to all present at the scene (including brigade members) that thebrigade had not been trained properly. Brigade members had difficulty workingthe pump and generally did not perform as a coordinated unit.
Illustration of a MemorandumReport, Indirect Order (1 of 3)
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Inadequacy of alarm system.
The plant alarm was not heard in Building 135 (the fire brigade work area).A telephone call was needed to alert brigade members. Thus, about seven
minutes were lost before fire-fighting work began.Shortage of fire extinguishers.
The supply of fire extinguishers in the fire area was inadequate. So brigademembers had to go to other work areas to find the fire extinguishers. Theresult was a loss of valuable fire-fighting time and unnecessary fire
damage. Informal reports received from workers in other parts of the plantindicate that the shortage of fire extinguishers is plantwide.
Illustration of a MemorandumReport, Indirect Order (2 of 3)
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Recommended actions.
Based on the information reported , I make these recommendations:
1. That the Safety Supervisor conduct training sessions for each fire
brigade until it is thoroughly trained.
2. That monthly practice runs be scheduled for all fire brigades.
3. That an alarm bell be placed outside the Shift Maintenance officein Building 135.
4. That four standard fire extinguishers be placed in Building135.
5. That the entire plant be inspected to determine the adequacy offire extinguishers.
Illustration of a MemorandumReport, Indirect Order (3 of 3)
11-27
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11-27
Forms of Short Reports
Short Report
Letter Report
Email ReportSpecial Report
11-28
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11-28
Special Report Forms
Staff Report
Meeting Minutes
Progress ReportAudit Report
Proposal
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Long, Formal Reports
12-30
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12 30
Overview
The organization and content of long reports
The components of a long report
Structural coherence in a long report
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Long (formal) reports
A long report is simply an expansion of
a short report
The major differences are: greater
length and depth of discussion of more
complex problems.
A formal report does not mean more
formal language; it means the report ismore detailed, more complex in
structure.
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Long (formal) reports
Some long report extend from a
few pages to several hundred
even into several volumes ofinformation.
Let us look at the Prefatoryand
Supplemental sections of a longreport.
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Organization and Contentof a Long Report
Prefatory componentsTitle FlyTitle PageAuthorization Message
Transmittal Message, Preface or ForewordTable of Contents & List of IllustrationsExecutive Summary
The Report ProperIntroduction
Report Findings with Footnotes (Two or more divisions)Summary Conclusion, and Recommendation
Appended PartsBibliographyAppendix
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Prefatory sections
Cover and External Title
The cover of the report should be printed.
A report title should indicate briefly and
clearly what the report covers.Remember 5 Ws and use it properly to
compose the title of the report.Performance Appraisal System a study of methods
in XYZ corporation for 2009Keep the title short.
Consider subtitle and indicate with acolon.
Avoid vague titles and judgmental terms.
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Prefatory sections
Title Fly and Internal Title
Title fly is simply the sheet of paper
between the cover and the internal title
page. It is usually a butter paper or aplastic transparent sheet.
Immediately following this page is the
internal title page, which has four parts:
the title as stated on the external cover,
the recipient of the report, the preparer,
and the date.
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Prefatory sections
Letter or Memorandum of Transmittal
It is a cover letter or cover
memorandum.
Most transmittal has five parts.
Authorization
Transmittal Details
Background, MethodologyHighlights
Courteous Ending
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Prefatory sections
Table of Contents
This page is to be prepared at the last
after having decided on all the headings
and subheadings.
Place the table of contents just before
the report body.
Make table of tables included in thereport.
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Supplemental sections
Long reports have numerous
headings and sections.
A long report may also includevarious kinds of supplementary
informationwhich is for those
readers who need more details,but not required to be included
within the report.
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Supplemental sections
Such supplementary material
may include the following:
BibliographyFootnotes and Endnotes (Citation)
Appendix
GlossaryIndex
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Supplemental sections
Bibliography
Bibliography is the list of sources ofinformation that are cited as
documentation for relevant content in thereport.
These sources may be books, periodicals,other published reports or websites.
Many business reports omit full-citationfootnotes and bibliography.
It is usually placed at the end of thedocument.
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Supplemental sections
Bibliography
There are two choices pertaining to
writing Bibliographic form:
The Modern Language Association (MLA)
Format.
The American Psychological Association
(APA) format. This is more frequently
used format.
Refer to the Text for more details on how
to write bibliography.
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Supplemental sections
Footnotes and Endnotes (Citation)
Footnotes may appear at the bottom of the
page (footer); endnotes may appear at the
end of the report.
Citation is nothing but giving credit to the
original source of information from where
information was collected.
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Supplemental sections
Appendix
Appendix includes all those bulky containsthat may needed to support the points
made in the report but not as an integralpart of the report.
It helps avoid unnecessary clutter in thereport.
It is place at the end of the report.It includes report, datasheet, data
collection instrument, illustrations,blueprints, plans, etc.
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Supplemental sections
Glossary
When the report uses several terms which
might be interpreted differently, include
definition used for the purpose of readingthe report.
If the report includes several technical
terms, it is necessary to include meanings
of such technical words for the benefits of
the readers.
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Supplemental sections
Index
This section provides list of important termsand topics included in the report.
It helps easy retrieval of the page number ofthe topic a reader may be particularlyinterested.
Usually very long reports have this section.
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Letter of Transmittal
MIDWESTERN RESEARCH, INC.1732 Midday Avenue
Chicago, IL 60607
Telephone: 312.481.2919
April 13, 2005
Mr. W. Norman W. Bigbee
Vice President in Charge of Sales
Allied Distributors, Inc.
3131 Speedall Street
Akron, Ohio 44302
Dear Mr. Bigbee:
Here is the report on the four makes of subcompact automobiles you
asked me to compare last January 3.
To help you in deciding which of the four makes you should buy as
replacements for your fleet, I gathered what I believe to be the most
complete information available. Much of the operating informationcomes from your own records. The remaining data are the findings of
both consumer research engineers and professional automotive
analysts. Only my analyses of these data are subjective.I sincerely hope, Mr. Bigbee, that my analyses will help you in
making the correct decision. I truly appreciate this assignment. And
should you need any assistance in interpreting my analyses, please
call on me.
Sincerely,
George W. Franklin
George W. Franklin
Associate Director
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Table of Contents
Part Page
B. Gamma Gives Best Ride............................................11
C. Gamma Is Judged Most Durable........................................11
V. RECOMMENDATION OF GAMMA.....................................12
LIST OF TABLES AND CHARTS
TABLES
I. ORIGINAL COST OF FOUR BRANDS
OF SUBCOMPACT CARS IN 2005.........................................3
II. COMPARISON OF REPAIRS AND RELATED LOST
WORKING TIME FOR FOUR MAKES OF CARS FORTWO YEARS.........................................................................5
III. COST-PER-MILE ESTIMATE OF OPERATION...................5
IV. LIST OF STANDARD SAFETY FEATURES..........................7
V. COMPARATIVE WEIGHT DISTRIBUTIONS,
BRAKING DISTANCES, AND CORNERINGABILITIES..............................................................................9
VI. COMPARATIVE COMFORT AND RIDE..........................11
CHARTS
1. Estimated Total Operating Cost..............................................6
2. Comparison of Acceleration Times.........................................8
TABLE OF CONTENTS
Part Page
Executive Summary ................................. .................................................vi
I. THE FLEET REPLACEMNT PROBLEM......................................1
A. The Authorization by Vice President Bigbee.............................1
B. Problem of Selecting Fleet Replacements................. .................1
C. Reports and Records as Sources of Data ................................. ..2
D. A Preview to the Presentation ...................................................2
II. THE MAJOR FACTOR OF COST ................................. ................2
A. Initial Costs Favor Beta ................................. ............................3
B. Trade-in Values Show Uniformity .................................... ........4
C. Operating Costs Are Lowest for Gamma ..................................4
D. Cost Composite Favors Gamma ...... .........................................6
III. EVALUATION OF SAFETY FEATURES ....................................6
A. Delta Is Best Equipped with Safety Devices .............................7
B. Acceleration Adds Extra Safety to Delta ................................. ..8
C. Weight Distribution Is Best in Alpha and Gamma ................. ..9
D. Gamma Has Best Braking Quality ..........................................10
IV. RIDING COMFORT AND OVERALL CONSTRUCTION ........10
A. Gamma Ranks First in Handling .............................................10
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Di f th E ti S
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III
Diagram of the Executive Summaryin Indirect and Direct Order
V
I
II
III III
IV
IV
I
II
V IV
III
V
Executive summary(in indirect order)
Executive summary(in direct order)
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Executive Summary
The recommendation of this study is that Gamma is the best buy for Allied
Distributors, Inc.
Authorized by Mr. Norman W. Bigbee, Vice President, on January 3. 2005, this
report is submitted on April 13, 2005. This study gives Allied Distributors an
insight into the problem of replacing the approximately 50 two-year-oldsubcompact cars in its present sales fleet. The basis for this recommendation is
an analysis of cost, safety, and construction factors of four models of
subcompact cars (Alpha, Beta, Gamma, and Delta).
The four cars do not show much difference in ownership cost (initial cost less
trade-in allowance after two years). On a per-car basis, Beta costs least for atwo-year period--$3,216. Compared with costs for the other cars, Beta is $370
under Gamma, $588 under Alpha, and $634 under Delta. For the entire sales
fleet, these differences become more significant. A purchase of 50 Betas would
save $18,500 over Gamma, $29,400 over Alpha, and $31,700 over Delta.
Operation costs would favor Gamma. Cost per mile for this car is $0.13970, as
compared with $0.14558 for Alpha, $0.14785 for Delta, and $0.15184 for Beta.The totals of all costs for the 50-car fleet over the two-year period show
Gamma to be least costly at $385,094. In second place is Alpha, with a cost of
$400,208. Third is Delta with $406,560, and fourth is Beta with a cost of$417,532.
On the qualities that pertain to driving safety, Gamma is again superior to theother cars. It has the best brakes and is tied with Alpha for the best weight
distribution. It is second in acceleration and is again tied with Alpha for the
number of standard safety devices. Alpha is second overall in this category,having the second best brakes of the group. Beta is last because of its poor
acceleration and poor brakes.
Construction features and handling abilities place Gamma all by itself. It scoreshigher than any other car in every category. Alpha and Delta are tied for
second place. Again Beta is last, having poor steering and handling qualities.
vi
Executive Summary
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Report Text (1 or 4)
RECOMMENDATIONS FOR 2005 REPLACEMENTS IN ALLIEDDISTRIBUTORS, INC., SALES FLEET BASED ON A COMPARISON OF
FOUR SUBCOMPACT AUTOMOBILES
I. PRELIMINARIES TO THE FLEET REPLACEMENT
PROBLEM
A. Authorization by Vice President Bigbee
This comparison of the qualities of four brands of subcompact automobiles issubmitted April 13, 2005, to W. Norman W. Bigbee, Vice President, Allied
Distributors, Inc. At a meeting in his office January 3, 2005, Mr. Bigbee orally
authorized Midwestern Research, Inc., to conduct this investigation. W. GeorgeW. Franklin, Associate Director for Midwestern Research, served as director of
the project.
B. Problem of Selecting Fleet Replacements
The objective of this study is to determine which model of subcompact
automobile Allied Distributors, Inc., should select for replacement in its salesfleet. The firm's policy is to replace all two-year old models. It replaces
approximately 50 automobiles each year.
The replacements involve a major capital outlay, and the sales fleet expenseconstitutes a major sales cost. Thus, the proper selection of a new model presents
an important problem. The model selected must be economical, dependable, andsafe. Allied is considering four subcompact automobiles as replacement
possibilities. As instructed by Mr. Bigbee, for reasons of information security,
the cars are identified in this report only as Alpha, Beta, Gamma, and Delta.
1
2
C. Reports and Records as Sources of Data
The selection of the replacement brand is based on a comparative analysis of merits
of the four makes. Data for the comparisons were obtained from both companyrecords and statistical reports. Operating records of 10 representative cars of each
make provide information on operating costs. These reports are summaries
compiled by salesperson-drivers and represent actual performance of company carsunder daily selling conditions. Additional material enumerating safety features,
overall driving quality, and dependability comes from the reports of the Consumers
Union of the United States, Inc.,Automotive Industries, and Bond PublishingCompany's periodical,Road and Track. Mr. Bigbee furnished the trade-in
allowance granted on the old models. From this material extensive comparisons ofthe four makes are presented.
D. A Preview of the Presentation
In the following pages of the report, the four cars are compared on the basis of three
factors: operating costs, safety, and total performance. Operating costs receive
primary attention. In this part, the individual cost items for each car are analyzed.This analysis leads to the determination of the most economical of the four cars.
Safety features make up the second factor of comparison. In this part the analysis
centers on the presence or absence of safety features in each car and the quality of
the features that are present. From this analysis comes a safety ranking on the cars.The third factor for comparison is total performance and durability. As in precedingplan, here the analysis produces a ranking of the cars.
II. THE MAJOR FACTOR OF COST
As cost is an obvious and generally accepted requirement of any major purchase, it
is a logical first point of concern in selecting a car to buy. Here the first concern isthe original cost--that is, the fleet discount price. Of second interest in a logical
thinking process is the cash difference after trade-in allowance for the old cars.
These figures clearly indicate the cash outlay for the new fleet.
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3
A. Initial Costs Favor Beta
From Table I it is evident that Beta has the lowest window sticker price before and
after trade-in allowances. It has a $634 margin, which must beconsidered in the light
of what features are standard on Beta in comparison with those standard on the othercars. That is, the Beta may have fewer standard features included in its original cost
and, therefore, may not be worth as much as the Alpha, Gamma, or Delta.
Table I
ORIGINAL COST OF FOUR BRANDS
OF SUBCOMPACT CARS IN 2005
Make Windows Sticker Trade-in Value Cash Costs afterPrices for Two-Year Trade-in Allowance Old Makes*
Alpha $9,318 $4,514 $4,804
Beta $8,716 $4,500 $4,216
Gamma $9,140 $4,552 $4,588
Delta $9,700 $4,850 $4,850
*Trade-in value for Alpha and Beta are estimatesSources: Primary andRoad and Track, 2005
It is clear that where features are listed as standard they do not add to original cost,but where listed as options they do. As will be shown later, Delta has many more
standard features than do the other makes. In addition to a study of standard features,a close look at trade-in values and operating costs will also be necessary to properly
evaluate original cost.
4
Further discussion of standard features of the cars appears in the following discussions
of safety and per-mile operating costs.
B. Trade-in Values Show Uniformity
Original costs alone do not tell the complete purchase-cost story. The values of the
cars at the ends of their useful lives (trade-in values) are a vital part of cost. In thiscase, the highest trade-in value is $4,850 for Delta the lowest is $4,500 for Beta (see
Table I). Only $350 separates the field.
Although fairly uniform, these figures appear to be more significant when converted tototal amounts involved in the fleet purchases. A fleet of 50 Betas would cost
$160,800. The same fleet of Gammas, Alphas, and Deltas would cost $179,376,
$190,222, and $190,500, respectively. Thus, Allied's total cost of purchasing Betaswould be $18,550 lower than Gammas, Alphas, and Deltas would cost $179,376,
$190,222, and $190,500, respectively. Thus, Allied's total cost of purchasing Betas
would be $18,550 lower than Gammas, $29,216 lower than Alphas, and $31,676 lowerthan Deltas.
C. Operating Costs Are Lowest for Gamma
Gamma has the lowest maintenance cost of the four, 1.970 cents per mile. But Delta is
close behind with 2.0650 cents. Both of these cars are well below the Beta and Alpha
figures of 2.7336 and 2.7616, respectively. As shown in Table II, these costs are basedon estimates of repairs, resulting loss of working time, tire replacements, and
miscellaneous items.
It should be stressed here how greatly repair expense influences the estimates.
Actually, two expenses are involved, for to the cost of repairs the expense of time lost
by salespeople must be added. Obviously, a salesperson without a car is unproductive.Each hour lost by car repairs adds to the cost of the car's operation.
The time lost for repair is the same for each car--five hours. Thus, the important
consideration is the number of repairs and the costs of these repairs. On this basis, theGamma has the lowest total cost burden at $1,086 (see Table II). Delta ranks second
with $1,038. Beta is third with $1,506, and Alpha is last with $1,520.
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Alpha's margin is $1,034 per car and $11,742 for the fleet total. Alpha's per car
margin over Beta is $356.12, and its fleet margin is $17,806.
D. Cost Composite Favors Gamma
Gamma is the most economical of all cars when all cost figures are considered (see
Table III). Its total cost per mile is 13.970 cents, as compared with 14.558 cents for
Alpha, 14.786 cents for Delta, and 15.184 cents for Beta. These figures take onmore meaning when converted to total fleet cost over the two-year period the cars
will be owned. As shown in Chart 1, a fleet of 50 Gammas would cost Allied a total
of $385,094.
CHART 1
Estimated Total Operating Cost
Gamma
Alpha
Delta
Beta
THOUSANDS OF DOLLARS
This figure is under all other car totals. It is $15,114 below Alpha's $400,208,
$21,466 below Delta's $406,560, and $32,436 below Gamma's $417,532.
III. EVALUATION OF SAFETY FEATURES
Even though cost receives major emphasis in this analysis, safety of the cars is alsoimportant How much importance safety should receive, however, is a matter for
Allied management.
0 360 400 420
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C. Gamma Is Judged Most Durable
Gamma is assembled with better-than-average care. In fact, Consumer Researchengineers have found only 16 minor defects in the car. In addition, Gamma has a
better-than-average record for frequency of repairs. Delta, second in this
category, has only 20 problems. Some of these problems are judged as serious,however.
For instance, in the test run the starter refused to disengage after a few hundredmiles had accumulated on the car. The car's ignition timing, idle mixture, and
idle speed were incorrectly set. An optically distorted windshield and inside
mirror were discovered. In spite of all these defects, Delta ranks above Alphaand Beta on durability.
Clearly, Gamma leads in all categories of riding comfort and overall
construction. It handles best. It gives the best ride. And it has some definiteconstruction advantages over the other three.
V. RECOMMENDATION OF GAMMA
Normally, this simulation cannot be merely a count of rankings on theevaluations made, for the qualities carry different weights. Cost, for example, is
the major factor in most such decisions. In this instance, however, weighting is
not necessary, for one automobile is the clear leader on all three of the basesused for evaluation. Thus, it would lead in any arrangement of weights.
From the data presented, Gamma is the best buy when all cost are considered.
The total difference on a purchase of 50 automobiles is a significant $15,114over the second-place brand. Gamma has a slight edge when safety features are
considered. And it is the superior car in handling ease, ride quality, andconstruction. These facts point clearly to the recommendation that Allied buy
Gammas this year.
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Diagram of the StructuralCoherence Plan of a Long, Formal
Report(1 of 2)
The first part of the structural coherence plan isthe introduction preview. Here the readers aretold how the report will unfold. Specifically, theyare told what will be covered, in what order it willbe covered, and the reasons for this order.
Because the report is long and involved,introductions are needed at the beginnings of themajor sections to remind the readers where they
are in the plan outlined in the preview. Theseparts introduce the topics to be discussed, pointthe way through the sections, and relate thetopics of the sections to the overall plan of thereport.
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Diagram of the StructuralCoherence Plan of a Long, Formal
Report(2 of 2)
Conclusions and summaries for each major
report section help readers to gather their
thoughts and see the relationships of the
report topics.
Completing the plan, a final conclusion or
summary section brings the report to a head.
Here, previously drawn section summaries
and conclusions are brought together. From
these a final conclusion and
recommendation may be drawn.
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The harder you work, the
harder it is to surrender.--Vince Lombardi