| Course | BUS 225 Critical Business Skills for Success |
|---|---|
| Module | Module 7 |
| Paper type | undergraduate project presentation with slides and speaker notes |
| Length | 12 slides with speaker notes, about 1,030 words |
| Format | APA 7 student paper |
| School | Southern New Hampshire University |
| Program | BS Business Administration |
| Updated | October 2026 |
Free sample paper for BUS 225 Module 7
Bringing Callbacks Back Down: Recommendation to the Owner and Staff
[Student Name]
Southern New Hampshire University
BUS 225: Critical Business Skills for Success
Module 7 Assignment
[Instructor Name]
[Date]
The organization, setting and figures below are a composite written as a model document. No real employer, client, colleague or patient is described.
Slide 1: What We Are Asking For
Approve four changes to bring callbacks back down
Expected result: callbacks from 11% to about 7% of visits
Added cost about $26,000 a year; savings and retained customers worth far more
Speaker notes: Good morning. I will start with what I am asking for, so you know where this is going. I am asking the owner to approve four changes that our data and a two-month test say will bring callbacks back down from 11 percent of visits to about 7 percent. Together they cost about $26,000 a year. For the technicians and the office, they mean fewer return trips and fewer angry calls. The next few minutes explain why. I have built this talk the way presentation researchers recommend, starting from where we are and showing the better place we can reach (Duarte, 2010).
Slide 2: What Callbacks Are Costing Us
Callbacks up from 6% to 11% of visits in a year
About 1,300 extra free return trips, roughly $62,000
Cancellations up from 14% to 19%
Speaker notes: Here is why this matters. A year ago, about six visits in a hundred became callbacks. Now it is eleven. That is around 1,300 extra free trips, about $62,000 in time and materials. And customers who have two callbacks are far more likely to cancel; our cancellations rose from 14 to 19 percent. Each of you has felt this, on the phone or in the truck.
Slide 3: What We Tested
Cheaper perimeter product, March
Busier routes, 14 to 17 stops
New technicians, shorter training
Wet summer
Post-treatment text stopped
Technician effort
Speaker notes: When we started, people had different explanations, and some of them blamed each other. Rather than pick one, we listed six and tested each against a year of service records. Some of these are things the company changed. One of them, effort, was the owner's first concern, and we tested it as fairly as the others.
Slide 4: What the Records Showed
Perimeter callbacks jumped from 5% to 13% when the product changed
Interior callbacks stayed at 6%
No pests found on 38% of callbacks after the text stopped
Speaker notes: Two causes stood out. Perimeter callbacks, the only service using the new product, jumped in the very month it changed, while interior callbacks did not move. That pattern points to the product, not to effort. Second, after we stopped the text warning customers to expect some bugs, the share of callbacks where technicians found nothing rose from 15 to 38 percent. New technicians and busy routes added smaller effects. I have kept just the two numbers that tell the story on this slide, because a crowded chart would hide them (Knaflic, 2015).
Slide 5: The Two-Month Test
Old product on half the routes, new product on the other half
Old-product routes: 5.8% perimeter callbacks
New-product routes: 12.9%
Speaker notes: Because the product change happened in the same month routes got busier, we ran a test to be sure. For September and October, half the routes went back to the old product, and we split them so each half had a mix of heavy and light schedules and of veteran and recent hires. Perimeter callbacks on old-product routes fell to 5.8 percent. On new-product routes they stayed at 12.9. The product is the main cause.
Slide 6: Four Changes
Return to the old perimeter product, all routes: about $11,000
Restore the post-treatment text: under $500, done
Restore three-week training for new hires: about $9,000
Cap routes at fifteen stops with a seasonal technician: about $6,000
Speaker notes: Here are the four changes. Going back to the old product costs about $11,000 a year more than the cheaper one. The text is already restored; it cost almost nothing. Restoring the third week of training costs about $9,000. And capping routes at fifteen stops, with a seasonal technician in the busy months, costs about $6,000 after the revenue that technician brings in.
Slide 7: What Changes for Each Team
Technicians: old product back, fewer stops, no callback penalty
Office: fewer callback calls, a monthly review with the field
New hires: three full weeks of training
Speaker notes: Let me say plainly what this means for each of you. For technicians, the old product is back, routes are capped and the bonus penalty that was discussed is off the table, because the data did not support it. For the office, there should be fewer upset callers, and you will meet with technicians once a month to look at the same numbers. New hires get their third week back. I want to be direct about this because people affected by a decision deserve to hear what it means for them first, not last (Bovée & Thill, 2021).
Slide 8: How We Will Know
Callback rate by service, monthly
Share of callbacks with no pests found
Cancellation rate, quarterly
Monthly joint review: office and technicians
Speaker notes: We will track four things. The callback rate by service each month, the share of callbacks where nothing was found, cancellations each quarter and how new and experienced technicians compare. The monthly review will look at these together, with the rule that we talk about processes, not people.
Slide 9: What Could Go Wrong
Old product prices rise: review each year
Wet seasons raise callbacks anyway: compare with prior years
Route cap strains peak weeks: seasonal technician, schedule early
Speaker notes: Three risks are worth naming. The old product's price could rise; we will review it every year. A wet season could push callbacks up regardless; we will compare with past years before drawing conclusions. And the route cap could strain our busiest weeks, which is why the seasonal technician needs to be hired by March.
Slide 10: Decision Today
Approve the four changes
Old product on all routes from November 1
First joint review: second Tuesday of November
Speaker notes: So, to come back to where I started, I am asking for approval of these four changes today, with the old product on every route from November 1 and our first joint review on the second Tuesday of November. Thank you for the help many of you gave with the records and the test. I am glad to take questions.
References
Bovée, C. L., & Thill, J. V. (2021). Business communication today (15th ed.). Pearson.
Duarte, N. (2010). Resonate: Present visual stories that transform audiences. Wiley.
Knaflic, C. N. (2015). Storytelling with data: A data visualization guide for business professionals. Wiley.
What the BUS 225 Module 7 instructions ask for
Project Two in BUS 225 usually asks you to present your analysis and recommendation to stakeholders, usually as a deck with notes or a recorded talk. You are expected to tailor the presentation to the audience, organize it so the main message is clear, use visuals that support rather than repeat the spoken words and close with a specific request. Strong submissions state the recommendation early, keep each slide to one idea, use one well-chosen number or chart per point and write speaker notes that sound like a person talking. They also anticipate the audience's concerns, especially when some listeners are affected by the decision. Cite your sources in the notes, where you would mention them aloud.
How this BUS 225 Module 7 project two example is built
The deck has ten slides. The first states the request: approve four changes that should cut callbacks by about a third. The second shows the cost of the problem, the third the six explanations tested, the fourth the evidence that the product change and the missing text matter most, and the fifth the two-month test result, in which perimeter callbacks on old-product routes fell to 5.8 percent while new-product routes stayed at 12.9. Slides six through nine cover the four actions and their costs, what changes for technicians and the office, the measures and the risks. The last slide repeats the request. Speaker notes address technicians and office staff directly.
Where the BUS 225 Module 7 rubric puts the points
Instructors grading Project Two typically weigh the organization and clarity of the message, audience awareness, slide design, use of evidence, speaker notes and the strength of the close. High-scoring decks state the main point first, use simple visuals with one idea per slide, connect evidence to the recommendation and speak to each part of the audience's concerns. Their speaker notes add explanation rather than reading the slides. Decks lose credit for crowded text slides, for evidence without a clear message, for notes that repeat the bullets and for endings that trail off without a request. A deck that a listener could follow with the sound off, and notes that a listener could follow with the screen off, usually scores well.
BUS 225 Module 7 help: the mistakes that cost points
Presentations often follow the order the work was done in. Reverse it: start with what you want the audience to approve, then show why. Keep slides sparse, with a headline that states the point and one number or short list that supports it, and put explanation in the speaker notes. Think about everyone in the room; people affected by the decision will listen for what it means for them, so say it plainly. End by repeating the request and naming the next step and date. Rehearse once aloud with a timer, since speaker notes that read well on paper often run long when spoken.
Get BUS 225 Module 7 written to your instructions
Send the BUS 225 Project Two guidelines and your analysis. You will get a slide deck with the ask up front, clean evidence slides and full speaker notes written for your real audience. About two days; a first project is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.
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BUS 225 Module 7 questions, answered
Where can I find a free BUS 225 Module 7 Project Two sample?
This page includes the complete BUS 225 Project Two recommendation presentation with slides and speaker notes.
How should a business recommendation presentation start?
With the request or main recommendation, so the audience knows the purpose before hearing the evidence.
How much text should go on a slide?
Very little; a headline that states the point and a few words or one number, with explanation delivered in speech and speaker notes.
What are speaker notes for?
To guide what the presenter says, adding the explanation, examples and transitions that the slides leave out, in natural spoken language.
How do you present to an audience affected by a decision?
Acknowledge their perspective, explain plainly what will change for them, show the evidence fairly and invite their questions.