GLD-BPL5100-HW-CentralMessage-9-18-2020-9-27-2020.pdf

BERNARD L. SCHWARTZ COMMUNICATION INSTITUTE

Homework Handout 1: What Is a Central Message?

Directions. Read this page, and then complete the task at the end.

Central messages. The central message of your presentation is the guiding claim (or set of
claims) you seek to communicate to the audience. For example:

In to compete with low-cost airlines, we recommend that Fancy Airlines focus on advertising its brand image as
the industry leader in on-time flight arrivals, and retain its commitment to high-quality and reliable service in the form
of spacious seating, generous luggage allowances, and complimentary entertainment. Rather than pivot to a cost
leadership strategy, Fancy Airlines should undertake a differentiated broad market approach designed to attract more
business travelers and low-cost airline customers fed up with hidden fees and poor service.

Note that the above central message asserts a debatable claim supported by specific evidence,
thereby overviewing the presentation’s main ideas.

The central message above contains specific evidence in support of its debatable claim. That
evidence is:

• Fancy Airlines is the industry leader in on-time flight arrivals
• Fancy Airlines provides high quality, reliable flight experiences
• Business travelers make up a significant part of Fancy Airlines’ consumer base, but there is

room for Fancy Airlines to grow their market share of business travel
• Other airlines cut costs to attract customers looking for lower fares
• Customers are increasingly frustrated by their experiences with lower-cost airlines

Draft an alternate central message. Because central messages contain claims that are
debatable, the same evidence can be used to make very different claims. Use the evidence above
about Fancy Airlines to draft a new central message that makes a recommendation for their future
strategy. Your alternate central message should be different from the example at the top of the page.

Alternate central message:

BERNARD L. SCHWARTZ COMMUNICATION INSTITUTE

Homework Handout 2: Extracting Evidence to Construct Central Messages

Directions. Read The Hangers Case on the next page (Homework Handout 3). Then complete the
two tasks below.

Extracting evidence. Respond to the following questions. Practice using disciplinary language
whenever possible.

When reading about Hangers, what trends did you observe?

• A
• B
• C

What were some significant moments of change?

• A
• B
• C

What are the biggest challenges?

• A
• B
• C

What are the biggest successes?

• A
• B
• C

Constructing a central message. Imagine you’ve been hired by Hangers to analyze their
previous strategy and performance and make recommendations for future strategy in a 20-minute
presentation. What would be the central message of your presentation?

Central message:

BERNARD L. SCHWARTZ COMMUNICATION INSTITUTE

Homework Handout 3: The Hangers Case

Background
Joe Runyan is the owner of a dry-cleaning company in Kansas City called Hangers. They specialize
in eco-friendly dry-cleaning, friendly off-beat customer service with strong ties to the local
community, and at-home pickup and drop-off services. In 2009, Proctor and Gamble opened a
storefront in Kansas City that also uses eco-friendly materials, has a drive-through for pickup and
drop-off, and offers slightly cheaper services.

Hangers’ Strategy by the Numbers
2009: 10 storefronts, 6 vans, 35 employees, 0 community outreach events, $0 spent on community
2010: 10 storefronts, 6 vans, 35 employees, 0 community outreach events, $0 spent on community
2011: 5 storefronts, 10 vans, 35 employees, 4 community outreach events, $20,000 spent in

contributions to local schools
2012: 4 storefronts, 11 vans, 35 employees, 4 community outreach events, $25,000 spent in

contributions to local schools

Hangers’ Revenue History (in millions of dollars)

Adapted from Ryckman, Pamela. “A Local Dry Cleaner Tries to Compete Against P&G.” New York Times 14 April, 2010. Web. 20 January 2016.

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2009 2010 2011 2012

Total Revenue

Van Revenue

Storefront Revenue