Business Correspondence

Sometimes the distinction between business letters and official ones is slight. The major distinction between the two types is that while the commitments in official letters may be regarded as final and irrevocable, the same in a business letter may not be so final due to the bilateral character at the back of such correspondence. Bilateral agree­ments may be overlooked if the interested parties so desire, while a rule of authority or of the State may not be overlooked. Business letters also may or may not be precise, depending on the stage of correspondence. If a new party is approached, the writing may take some length in order to impress the other side about its capability. Once, however, replies are exchanged, the communication should stick more and more to the essentials.

The main objective of business correspondence is to produce and preserve business, and to take negotiations to their successful end. Business corres­pondence, therefore, has to take care of both form and mood. To understand and reciprocate the under­lying sense in the correspondence is the first step in business manners. It is politeness to express refusal in mild terms and this refers to the proposal stage when acceptance or postponement is communicated. The clear negation, if there be any, however, has to be used in orders, offers, cancellations, etc., and in final deals. In the business world, the importance of something or somebody may ebb and flow like the tide. The correspondence that does not leave scope for retrieving or retracing steps or reopening closed matters lacks the fundamental principle of business formalities. And hence the business letter has to be constructed on a non-committal basis, as far as possible. If no such possibility is foreseen at the moment, there is no harm in putting in those very words, hinting that future probability may not be hoped for.

The mood of the letter is important because the party that catches the mood rightly may also be able to secure the business. The taints of refusals or dis­agreements may be traced in some lack that has produced dissatisfaction somewhere in the negotia­tion and sometimes an alternative proposal of an increase in the number of choices may find its mark even in the face of a negative reply. Whatever the reply is, whether favourable or unfavourable, it has to be sent expeditiously and even a letter of thanks where no business has been contracted may create a good impression on the other party to be encashed in future. In this connection remindeis or follow-up communications may be helpful but reminders have their own tone and procedure and, if carried to extremes, they may prove counterproductive. Re­minders have to be especially soothing in language and since they constitute straining the etiquette, they ought to be humble and understanding. This kind of follow-up action should pay special attention to maintaining reasonable gaps between the chasers.