Document 6488932

How to Write It:
Business Plans and Reports
Sandra E. Lamb
How to write business plans and reports that get results.
(Editor's Note: This article is taken
from three chapters that are reprinted
with permission from iHow to Write it,
Revised, by Sandra E. Lamb. Copyright © 1998, 2006 by Sandra E. Lamb,
Ten Speed Press, Berkeley, California,
www.ten s peed .co m)
It ain 't wiiat you don't know
ttiat gets you in trouble;
it's what you know for sure
that ain't so.
—Mark Twain
The Business Plan
he business plan is really a proposal that sets out a new business venture, direction, product,
or course of action. Write a business
plan in order to gain support for your
idea. Like the proposal, it is written to
persuade.
Your audience may be potential
investors, bankers, and sometimes
executives within your organization.
You may need to convince a bank or
investors to offer financing, or organization executives to offer cooperation,
resources, or other types of support,
including enthusiasm. You may also
want others to offer an evaluation, additional ideas, and counsel. Business
plans are generally of limited distribution and are kept confidential.
T
Think About Content
Sandra E. Lamb is an award-winning author and writer. She began her career as
a technical writer, and has worked as a
ghostwriter, editor, newspaper columnist,
and CEO of a public relations agency. She
frequently writes for national magazines
and newspapers on writing and many
other topics and speaks to audiences
across the country. Visit her Web site at
sandralamb.com
• Focus your plan on your precise
audience, e.g., your bank loan
officer. For each audience, you'll
want to write a precise plan.
• Research your audience to
determine the elements each
wants to see. Bankers, for example, will have very prescribed
requirements, like a balance
sheet, profit-and-loss statement,
cash-flow projections, projected
expenditures, break-even points,
and so on.
• Develop the plan sections:
—The generai business description will state the business type,
products and/or services to be
produced, and the market positioning. Start with the legal name
of the organization, its location,
and status (for example, "X Company is a California Corporation,
located at 324 Locust Street, Los
Angeles, licensed to do business
as . . . " ) ; describe what the organization will do; include a statement about the customer or client base; describe the growth
opportunity; explain where the
product(s) or service(s) will fit in
the competitive field, and what
makes the plan viable. Make
a brief statement about future
growth. This section may be only
a sentence or a number of paragraphs in length.
— A mission statement briefly defines the purpose and reason
for existing. Distill this to a simple statement. For example, "X
Company will offer an affordable
alternative to Y Company's . . . "
— Goais may be segmented into
short-term, mid-term, and longterm, but should also be projected precisely on a timetable.
Be realistic, offer specific and
measurable terms, and be con-
Business & Economic Review I October-December 2006
17
servative rather than overly optimistic.
Management team members
should be identified and their
expertise described. Include key
support team members, too, like
outside consultants, accountants, lawyers, insurance agents,
and marketing experts who have
committed to work with the organization. Describe their expertise
and list some of their references.
(You may include resumes in the
appendices.) This section may
aiso inciude a iisting of organization positions that wili be added
in the future and projections
about staging and expansion.
•Market analysis is the heart of
your pian, because It creates the
basis for your plan to succeed.
You must demonstrate that you
understand the market. This is
where you will analyze competitive organizations and products
or services, and then show how
your product or service can compete and become successful.
The marketing plan must lay out,
in concrete terms, what you will
do and how you will use various
promotional, advertising, and
public relations techniques to
launch the organization. Include
this information for each particular service and product, and for
each market segment.
•The financial analysis must show,
from the beginning of the plan
period, how finances will be
used to achieve success. Financial statements need to include
all investments and starting capital, as well as debt. Projections
for financial growth must include
a discussion of strengths and
weaknesses, cost-control measures, and potential problem areas. Show how you are prepared
to deal with them. Include here
a balance sheet, profit-and-loss
statements, and cash-flow projections for the short-, mid-, and
long-term. Usually projections
will go to six months, and one,
two, and three years, at least for
banks.
•Appendices or supporting documents will include a number
18
"The business plan is really a proposal that sets out a
new business venture, direction, product, or course of
action. Write a business plan in order to gain support
for your idea."
of items to bolster your case.
Include resumes of key team
members; customer or client
contracts or orders; letters of
support by experts in the field;
marketing studies or focus-group
responses; positive reviews of
the product or service; patents
or licenses; documentation that
you have secured incorporation,
name rights, and other unique
legal documents; and publicity
or statements about demand for
the product or service. Include
anything that helps to make your
case, carefully tabbed and correctly referenced in the appropriate plan section.
Eliminate Wrong Messages
• Don't think one plan fits all. Be
sure you include only the relevant material for your audience,
and meticulously focus on and
tailor each plan accordingly.
• Don't pad your plan. A winning
plan can be as short as a few
pages. (The shorter it is, the more
likely it will be carefully read.)
• Eliminate stilted language. A
conversational tone will help
warm up your audience.
• Don't mail off your plan without
first getting a face-to-face, if at
all possible. If a meeting isn't
possible, call and discuss your
plan with the person who'll evaluate it before submitting it.
Consider Special Situations
• Different audiences will dictate
the weighting of your plan. Have
as much preliminary discussion
with the audience (for example,
bank loan officer) as possible
in the research phase before
you start. It's important to make
sure you present the Information
required in the preferred form;
submitting a business plan for
consideration may be a one-time
opportunity.
Business & Economic Review I October-December 2006
• Demonstrate that you have a
winning plan by using creative
resources whenever possible to
demonstrate the validity of your
plan. Research online the many
sources of help available, like the
Small Business Administration's
group of retired executives,
chambers of commerce, and industry-specific counselors.
• Be sure to thoroughly check out
any audiences you are considering partnering with. Ask the
bank you are considering, for
example, for the names of other
small businesses they partner
with. Check the bank's reserves,
and interview similar organizations that partner with the bank.
Ask about loan limits, and check
the bank's record of calling in
loans, extending payment plans,
and their willingness and ability
to stick with a small business
through a difficult period.
• Consider all your options in creating a plan presentation in visual form.
Select a Format
• Create a visually appealing printed document by using doublespaced text on 8 'A by 11-inch
quality, white or off-white bond.
• For the printed and bound hard
copy (paper) plan, prepare a title page; a table of contents, if
needed; and a table of graphs,
illustrations, and charts, if appropriate.
• Prepare and print graphs, charts,
and illustrations in professionallooking color to illustrate the
main points of your plan.
• Use a computer presentation,
in person, whenever possible.
When your audience can be
assembled, think about PowerPoint or another audiovisual
format that allows you to "show
and tell" to your best advantage.
Use actual products and/or ser-
vice samples whenever possible.
Practice your presentation until
you can present it flawlessly. Anticipate and prepare answers to
key questions.
Edit, Edit, Edit
Fine-tune your plan, have trusted
professionals review and critique it,
and make any and all corrections and
changes until it's perfect.
The Formal Report
Whatever we conceive
well we express clearly.
—Boileau
The formal report collects and interprets data and reports information.
Reports are used to inform, analyze,
recommend, and persuade. They are
usually written in indirect order—presenting information, analyzing it, making conclusions, and making recommendations. The formal report is often
very complex and may be bound like
a book. (An example is The 9-11 Commission Report. See samples at the
end of this chapter.) In the business
setting, the informal report is usually
used for internal distribution, and the
forma! report is prepared for external
distribution to stockholders, customers, and the general public. The format
report is often a written account of a
major project. Examples of subject
matter include new technologies, the
results of a study or experiment, analysis of locations for corporate relocation, an annual report, or a year-end
review of developments in the field.
Careful planning and meticulous organization are necessary to guide readers through the material.
Three main sections—preliminary,
or front, material, body, and back
material—help give the report form.
Within these sections, there may be a
number of subsections as needed:
"A formal report is
often very complex
and may be bound
like a book."
Preliminary (Front) Material
— Title Page
— Letter of Authorization
— Letter of Transmittal
—Abstract
— Table of Contents
— List of Figures
— List of Tables
— List of Symbols and/or
Abbreviations
— Statement of Problem, Abstract,
Synopsis, or Summary
— Foreword
— Preface
•
•
•
Body
— Executive Summary
— Introduction
— Text (with Appropriate
Headings, Subheadings)
— Conciusions or Summary
— Recommendations
Supplemental (Back) Material
— References
— Appendices
— Bibiiography
— Glossary
— Index
Preliminary or Front Material
Front material describes for the
reader the purpose of the report. It
provides an overview and lists specific
content.
• The title page lists the topic or
subject, scope, and purpose;
the writer with title and/or role
and affiliate organization; date
of issuance (and period, such as
quarterly, annual); and the name
of the commissioning organization. This page isn't numbered,
but is page i; the blank back of
the page, also unnumbered, is
page ii.
• Letter of authorization lists the
sponsoring organization (or person) commissioning the work
and the report.
• Letter of transmittal is a cover
letter identifying who the report
is sent by and to whom it is being sent. It may point out special
sections or points of interest.
• The abstract gives the major
points of the report.
• Table of contents lists the major
sections or headings, in order of
•
appearance, and the page numbers on which they begin.
List of figures (when there are
five or more) shows the pages
on which they appear.
List of tabies is used when five or
more of these are used. It gives
the page numbers where they
appear.
A foreword, when included,
contains an introductory statement by someone other than the
author(s), giving background and
perhaps comparisons to other
reports in the field. The writer/
author's name appears at the
end, along with the date.
The preface is the author's statement about the what, why, when,
and so on of the report.
Body
Here's where the methods, procedures, tests, and comparisons used
are covered. It also includes the results, analyses, conclusions, and recommendations, if any.
• The executive summary is an
overview, more detailed than the
abstract.
• The introduction indicates the
report's purpose, scope, and
other information.
• The text details how the study,
investigation, and research were
pursued or explored, and the initial findings.
• Conciusions or summary distills
the findings, results, and outcome, and offers deductive conclusions.
• Recommendations may be combined with conclusions. This
usually states a course of action
or results that indicate the need
for the next step.
Supplemental (Back) Material
• The back material lists sources,
documentation, and supplemental material.
• The appendices contain supporting information that is either
too detailed or would disrupt the
flow of the report if inserted in
the text.
• The bibliography is an alphabetical listing of sources used by the
author of the report.
Business & Economic Review I October-December 2006
19
• The glossary is an alphabetical
listing of terms and definitions.
• The index is an alphabetical list
of the terms, subjects, or names
used in the report, and the pages
on which they appear.
Think About Organization
After determining what sections
you'll need to write, start to organize
your material in outline form. To organize the report in a conventional outline manner, use:
I. Major or First Level Heading
A. Minor or Second Level Heading
1. Subhead or Third Level Heading
a. Fourth Level
(1) Fifth Level
(a) Sixth Level
To arrange the report by the decimal system, use:
1.0 First Level Heading
1.1 Second Level Heading
1.2.1 Third Level
1.2.2.1 Fourth Level
In typing the report, the outline
form may be presented in the outline
methods mentioned, or in one of the
following:
I. MAJOR OR FIRST LEVEL HEADING
A. Minor or Second Level Heading
1. Subhead or Third Level Heading
a. Fourth Level Heading or Paragraph Heading
Headings may be typed without
numbers or letters:
MAJOR OR FIRST LEVEL HEADING
Minor or Second Level Heading
Subtopic or Third Level Heading
Fourth Level Heading or Paragraph
Heading
Think About Content
• Remember that most formal reports use an indirect approach.
(This is a pattern where the information order is: a "buffer"
statement of neutral information
or an explanation, followed by
a statement of the bad news or
the problem, followed by a conclusion statement offering good
news or a solution.) This ap20
proach introduces the problem,
then gives the facts with analyses (when needed), and summarizes the information given.
• The informal report often uses
the direct approach, offering the
conclusion or recommendation,
followed by the facts often given
much more briefly.
• Begin by answering why this report is needed, and make your
need statement specific. It may
be to convey information, to analyze, or to recommend a course
of action, or all three.
• The need statement should include the reader. For example,
"Our sales representatives need
to know why competitive products X, Y, and Z are outselling
our product A." Focus your need
statement on a specific goal or
purpose statement. It can be
expressed as a question, a declarative statement, or an infinitive phrase:
Question: "What do our sales representatives need to know about
competitive products X, Y, and Z in
order to effectively sell product A?"
Declarative Statement: "Our sales
representatives need to know the
features of competitive products X,
Y, and Z in order to effectively sell
product A."
Infinitive Phrase: "To sell product
A effectively, our sales representatives need to know the features of
competitive products X, Y, and Z."
• Divide the task into its component parts. You will want to look
at subtopics within the purpose
statements.
• If you are reporting information,
such as the results of an experiment or a list of books on a topic,
the structure will be a straightforward, logical narrative. Make
sure your report is objective;
base it on facts. This helps free
it of opinion and bias.
• If you are making analyses,
drawing conclusions, or making
recommendations, you probably need to carefully organize
some additional elements. Take
the case of our product, for example. After defining the broad
subtopics—product X, product
Business & Economic Review I October-December 2006
Y, product Z—you may want to
complete some initial observations or surveys of competitive
products. You may give these
responses to the question "Why
are products X, Y, and Z outselling product A?";
1. Products X and Z are cheaper
than product A.
2. Products Y and Z are available in
designer colors; product A isn't.
3. Products X, Y, and Z are packaged in carrying cases, which
buyers
seem to prefer over
product A's packaging.
You will want to research some
facts that can be used as sales points
for product A. You may find that:
1. Although product A costs more,
it outperforms and outlasts products X and Z.
2. Product A is not a fashion accessory. Designer colors aren't
related to performance.
3. Product A is self-contained and
has no detachable parts, so it is
handsome and more convenient
without a carrying case.
At the same time, your observations
and surveys may lead you to develop
some theories or hypotheses about
your product:
1. We should reduce product A's
price to be more competitive
with products X and Z.
2. We should make product A available in designer colors to compete with products Y and Z.
3. We should develop a useful carrying case for product A to compete favorably with products X,
Y and Z.
• Evaluate your hypotheses by assigning point values to each or
by using another test method.
They may all be partially true or
false. If your hypotheses prove
false, you may have to advance
some additional hypotheses to
evaluate. In the case of product
A, research may indicate that
price, a wide range of colors,
and a carrying case are the three
top buyer criteria.
• Break down the subtopics into
sub-subtopics, if this is helpful
to get at the real solutions to the
problem.
• Gather all the information. This
"The informal report...usually takes the form of a memo, letter, or a very short internal dooument....lt differs from the formal report in length and formality."
can require personal research,
data collection, surveys, or experiments. Business problems
usually rely on surveys, scientific
problems, or experiments. Information problems may be solved
using library research. Employ
objective, proper, and thorough
methods here to avoid invalidating your solution.
• Test your gathered data:
Is it objective? Keep an open mind
and consider all aspects to determine if sources are reported fairly
and completely. Guard against
bias.
Do others agree? Use the input of
others to question and challenge
your interpretation.
Is it reasonable? Check conclusions vi/ith logical thinking and
make the surrounding facts support them.
Does it hold up? Play devil's advocate, taking the opposing viewpoint, and see if your conclusions
hold up. Represent them fairly in
your report, showing supporting
evidence.
Statistical data and interpretation
are key in many reports. But scientific
accuracy and integrity must be used
In reporting this information. Check
this out thoroughly before including it
in your report.
• Organize the information into a
report format, keeping precise
records of sources.
• Write the rough draft.
• Be consistent in tense. Either
present or past works well, but
use the same tense throughout.
• Be consistent, too, in personal or
impersonal (third person) viewpoint. The personal " I " or "we"
can be as effective as the impersonal tests and facts, but different organizations and disciplines
prefer one over the other. Often
the informal report will use the
personal, and the formal report
will use impersonal. Check your
organization's style preference.
• Use effective transition words
to begin new paragraphs. This
helps keep the reader's attention.
• Make effective use of graphs, illustrations, and charts to make
points.
• Enliven your writing by using effective, vigorous action words,
but don't overdo it.
• Revise. Cut out nonessential
parts, check for stilted words,
jargon, inconsistencies, redundancies, and errors in logic.
Eliminate any general, abstract,
or vague statements. During this
process, ask these questions:
— Does the introduction establish
the scope and methods to be
used?
— Are all the points in the introduction fully developed in the body?
— Is the development of points logical and complete?
— Are there ideas or sections that
should be combined or relocated?
— Is there a clear solution to, or a
complete discussion of, the stated problem?
— Is there a clear relationship between ideas and facts?
— Does the report flow logically?
— Is information complete for reader understanding?
— Is opinion correctly identified
from fact?
— Have all the facts been doublechecked?
— Do headings and subheadings
properly reflect content?
— Are all grammar and spelling errors eliminated?
• Review and proofread with as
many other people as practical.
Consider any pertinent reactions, comments, and changes.
• Edit. It is best to give your report
a few days on the shelf so you
can become objective again.
Then give it a fresh, last look.
Eliminate Wrong Messages
• Don't embellish facts, use them
out of context, or misinterpret
them to support a point.
• Don't use material without giving
proper credit.
• Do not make faulty or illogical
cause-and-effect conclusions.
Use sound reasoning to be sure
of a relationship. And remember,
conclusions are not always necessary. Some things are inconclusive. Say so.
• Don't make the mistake of assuming a lack of evidence proves
the opposite is true. Maybe it
isn't.
• Do not compare apples to oranges. Data must be similar in
nature for comparisons to be authentic.
• Eliminate digressions or unfocused material. These can easily
derail the report.
Select a Format
• Establish a consistent format for
all your organization's reports.
• Follow an approved and consistent reference system such as
shown in the Chicago Manual
of Style to record footnotes and
bibliography listings.
• Create all the necessary graphics in visually appealing form to
promote understanding.
• Print and bind the report in a
professional manner.
Edit, Edit, Edit
• Employ key content experts to
review the report and check all
facts included.
• Use a professional proofreader
to check for proper grammar,
consistent tense, redundancies,
and other problems or errors.
• Use a proofreader and the spellchecker to eliminate any typos.
Sample of Report Contents
The 9-11 Commission Report (List
ing of Contents):
Front Matter
Table of Contents
List of Illustrations and Tables
Member List
Staff List
Business & Economic Review I October-December 2006
21
Preface
1. "We Have Some Planes"
' 1.1 Inside the Four Flights
" 1.2 Improvising a
Homeland Defense
* 1.3 National Crisis
Management
2. The Foundation of the
New Terrorism
*2.1 A Deolaration of War
* 2.2 Bin Laden's Appeal
in the Islamic World
* 2.3 The Rise of Bin Laden and
alQaeda (1988-1992)
* 2.4 Building an Organization,
Declaring War on the
United States
(1992-1996)
* 2.5 Al Qaeda's Renewal in
Afghanistan (1996-1998)
3. Counterterrorism Evolves
* 3.1 From the Old Terrorism to
the New: The First World
Trade Oenter Bombing
* 3.2 Adaptation—and
Nonadaptation—in the
Law Enforcement
Community
* 3.3 . . . and in the Federal
Aviation Administration
* 3.4 . . . and in the
Intelligence Community
" 3.5 . . . and In the State
Department and the
Defense Department
' 3 . 6 . . . and in the White
House
* 3.7 . . . and in the Congress
4. Responses to al Qaeda's Initial
Assaults
* 4.1 Before the Bombings
in Kenya and Tanzania
*4.2 Crisis: August 1998
* 4.3 Diplomacy
* 4.4 Covert Action
* 4.5 Searching for
Fresh Options
5. Al Qaeda Aims at the American
Homeland
* 5.1 Terrorist Entrepreneurs
' 5.2 The "Planes Operation"
* 5.3 The Hamburg Contingent
* 5.4 A Money Trail?
6. From Threat to Threat
* 6.1 The Millennium Crisis
* 6.2 Post-Crisis Reflection:
Agenda for 2000
* 6.3 The Attack on the
USS Cole
22
* 6.4
* 6.5
Change and Continuity
The New Administration's
Approach
7. The Attack Looms
' 7.1 First Arrivals in California
*7.2 The 9/11 Pilots in the
United States
* 7.3 Assembling the Teams
* 7.4 Final Strategies and
Tactics
8. "The System Was Blinking Red"
* 8.1 The Summer of Threat
* 8.2 Late Leads—Mihdhar,
Moussaoui, and KSM
9. Heroism and Horror
* 9.1 Preparedness as of
September 11
* 9.2 September 11. 2001
* 9.3 Emergency Response
at the Pentagon
* 9.4 Analysis
10. Wartime
*10.1 Immediate Responses
at Home
" 10.2 Planning fcr War
* 10.3 "Phase Two" and the
Question of Iraq
11. Foresight—and Hindsight
'11.1 Imagination
'11.2 Policy
* 11.3 Capabilities
' 11.4 Management
12. What to Do? A Global Strategy
* 12.1 Reflecting on a
Generational Challenge
* 12.2 Attack Terrorists and
Their Organizations
* 12.3 Prevent the Continued
Growth of Islamist
Terrorism
*12.4 Protect Against and
Prepare for Terrorist
Attacks
13. How to Do it? A Different Way of
Organizing the Government
*13.1 Unityof Effort Across the
Foreign-Domestic Divide
' 13.2 Unity of Effort in the
Intelligence Community
* 13.3 Unity of Effort in Sharing
Information
*13.4 Unity of Effort in the
Congress
* 13.5 Organizing America's
Defenses in the United
States
Appendix A: Common
Abbreviations
Appendix B: Table of Names
Business & Economic Review I October-December 2006
Appendix C: Commission
Hearings
Notes
The Informal Report
For we write you nothing but what
you can read and understand.
—II Corinthians 1:13
The informal report functions to
inform, analyze, and recommend.
It usually takes the form of a memo,
letter, or a very short internal document like a monthly financial report,
monthly activities report, research and
development report, and the like. This
report differs from the formal report in
length and formality. It's written according to organization style rules and
usually includes an introduction, body,
conclusion, and recommendations
sections—but usually doesn't include
the preliminary (front) and supplemental (back) material. The informal report is usually more conversational in
tone and typically deals with everyday
problems and issues addressed to a
narrow readership inside the organization.
Participatory management diminished the role of the informal report,
but computers revived it, especially
since management team members
are frequently in different locations,
An informal report is often completed
quickly and transmitted electronically.
Decide to Write
There are many forms of the informal report:
• Progress report
• Sales activity report
• Financial report
• Feasibility report
• Literature review
• Recommendations and suggestions
• Acceptance or rejection of proposals.
Think About Content
• Informal reports usually do not
include introductory material,
but include it if necessary.
• Start by asking yourself, "What
does my reader need to know,
precisely, about the subject?"
•
•
•
•
•
•
•
•
Put this into a purpose statement
in a single, explicit sentence, In a
memo format, this can be your
subject line.
Use direct order organization.
Begin with the most important
information, usually the conclusion and a recommendation, for
most routine problems. This approach saves your reader time. It
offers the important information
right up front. Write this down
in outline form. For example, if
you believe your copy machine
should be replaced, you would
start with this subject line: Recommend replacing copy machine. In this, you would back up
your recommendations with the
reasons:
' Required 12 repairs in the past
month
* Requires clerk for operation
' Produces too few copies per
minute
* Is out of warranty
Or, use an indirect approach.
Start with general information,
review the facts, and end with
your recommendation. In the indirect approach, you might start
with this subject line: New copy
machine offers superior performance.
Follow this rule for selecting
the direct or indirect approach:
When your audience favors your
conclusion or recommendation,
state it directly, then back it up
with facts. When your audience
resists your conclusion or recommendation, or knows little or
nothing about it, give the facts
first and state your conclusion
and recommendation at the
end.
Organize your information under
the subtopics of your report.
Use a personal writing style—
using /, you, he, they, and we—if
your organization allows it.
Write and rewrite until your report is interesting, concise, and
flows well.
Make a conclusion, summary, or
recommendation statement at
the end, even if it repeats your
subject line.
Check to be sure you have com-
pletely answered or solved your
subject problem or statement.
• Have others review it and give
input, if possible.
• Give your report a little shelf time,
then come back and give it one
more fresh review.
Eliminate Wrong Messages
• Do not assume a level of knowledge your reader doesn't have.
• Using a direct approach does not
relieve you of listing all the facts.
Be sure all your backup facts are
logically listed.
• Don't fire off a report without giving it an objective, second look.
With e-mail and online communications, it's tempting to send
something off immediately. Be
sure to give yourself reflection
time.
• Don't make your report too long.
This is usually a sign that it lacks
organization. Keep it to under
one page for simple subjects.
• Don't automatically begin every
report in a direct approach. In
cur example, for instance, if the
facts or evidence is not so clearcut, you may be considered biased, capricious, or arbitrary. In
cases where the subject is not
on the top of everyone's mind,
an indirect approach may work
better
Select a Format
Use memo, letter, or report form.
Informal reports are often sent by email.
Edit, Edit, Edit
• Check and recheck your information to be sure it is accurate
and complete.
• Have others review and critique
your report in draft form, if possible.
• Give your report (and yourself)
some breathing time. Go back
and read it when you are fresh to
make sure you are satisfied with
it before sending.
TO: Employees and physicians
FROM: John Allen,
president and CEO
RE: "Give Health a Hand" campaign
DATE: Nov. 22, 2004
With flu season upon us. Good Samaritan Hospital is working to keep
central Nebraska healthy through a
new campaign called "Give Health a
Hand."
Good Samaritan developed Give
Health a Hand to remind children and
adults that frequent hand washing is
the best way to prevent the spread
of germs. We have retained Omahabased Redstone Communications
and Hanser & Associates for regional
advertising and public relations services surrounding the campaign.
In recognition of National Hand
Washing Awareness Week, December
5-11, Good Samaritan will be visiting
schools, businesses, and restaurants
to demonstrate proper hand washing
techniques and distribute hand washing kits and posters. The campaign,
which has been endorsed by the Nebraska Health and Human Services
System, will continue through February.
Highlights of the campaign, to begin Monday, December 6, include:
• TV and radio spots with hand
washing theme song
• Hand washing posters and kits
(containing hand washing instructions, a bar of soap, and a
coloring book)
• Announcement of campaign to
area news media
• Guest column in the Kearney
Hub
• Ongoing hand washing events
in the community (December
through February)
I thank all employees and physicians at Good Samaritan for your ongoing commitment to rigorous hand
washing at work, home, and in the
community. Our community is trusting
you, me, and all of us at Good Samaritan to Give Health a Hand.
Help us spread the word about Give
Health a Hand by sharing information
about the campaign with your family,
friends, neighbors, and others in your
community. Key points include:
• Frequent hand washing is the
best way to prevent the spread
of germs that cause illness.
• It takes vigorous scrubbing with
soap and warm water fcr at
Business & Economic Review I October-December 2006
23
least 20 seconds to wash germs
away.
It is especially important to wash
your hands before, during, and
after handling food, as well as
before you eat.
Washing up after using the restroom is imperative. After you've
washed your hands, use a paper
towel to turn off the faucet and
to open the door of a public restroom. Properly dispose of your
paper towel.
Alcohol-based disposable hand
24
wipes or gel sanitizers are good
alternatives if soap and water are
not available.
In addition to frequent hand
washing, these four good health
habits will help ward off flu and
other viral infections:
- Cover your mouth and nose
when you sneeze or cough.
- Avoid touching your eyes,
nose, or mouth.
- Stay hcme when you are sick.
- Avoid close contact with
people who are sick.
Business & Economic Review I October-December 2006
Contact the Corporate Communications Department at 555-0123 for
more information about the campaign,
or if you would like to help conduct
hand washing demonstrations or have
suggestions on possible venues, i