Microsoft PowerPoint - Wikipedia You’ve already put a great deal of work into preparing a solid business case for your project or idea. But when it comes to the critical presentation phase, how do you earn the support of decision makers in the room? How do you present your case so that it’s clear and straightforward while also persuasive? What the Experts Say Without a winning delivery, even the best-laid business plans are at a disadvantage. A memorable presentation transforms “numbers on a page” into something more tangible, says Raymond Sheen, author of the . “It becomes a business opportunity that we’re grasping, a problem we’re resolving, a step forward for the company.” Here’s how to create a persuasive pitch. Craft an emotional story You may be tempted to stick to facts and figures to do the persuading for you, but great presenters know that the best way to hook an audience is through a story. This ‘story’ can be as simple as outlining the need, impact, and solution; the key is to present what’s at stake through a clear arc. But the more you can inject an emotional appeal or human connection into your narrative, the stronger and more memorable your case will be. That could mean illustrating the effects of a proposed customer management system with testimonials from actual customers, or describing how the data-sharing project you want to expand helped keep employees connected during a major outage. “The first reaction to that change is typically fear,” and the only real way to get your audience to overcome their reluctance is to “appeal to the heart and not the mind.” Lead with the need In order to grab the attention of your audience from the outset, immediately identify the business need you are trying to address. Begin by asking yourself, “What is the message that I’m trying to get across? Is there a market opportunity the company is overlooking? Clearly articulate this need as soon as you begin, because no matter how well researched or innovative your solution, you won’t get support if the need isn’t apparent or convincing. “Make sure you also show how that the need aligns with corporate goals and strategies,” Sheen says. “Just because you see an opportunity doesn’t mean that the business will want to pursue it.” Address your audience’s concerns Addressing the individuals concerns of stakeholders in the room will go a long way toward winning you allies. “If the finance person frets about keeping expenses under control, discuss expense numbers,” says Sheen. “If you have someone who is interested in growth in Asia, show how your project helps the company grow in the region.” Research past presentations and the outcomes to make sure you have your bases covered. If there are “issues that other projects have had, you should have an answer for those,” says Sheen. You might also consider giving decision makers a preview of your presentation ahead of time, and asking for their input. You can then salt their recommendations into your presentation, which will increase their investment in your success. “They’ll feel like they’re representing their own idea.” Find the right medium for your message Well-presented data can do wonders for persuading an audience. But overwhelming slides with needless detail or trotting out tired visuals will also quickly lose you favor. Think carefully about the message you want to convey. Does a bar graph, table, or pie chart more effectively present your position? Are you able to circulate documents ahead of time, which might affect the data you want to emphasize in the actual presentation? Or will a unique, more entertaining route be more persuasive? It might also be worthwhile to use colorful metaphors, videos, or other multimedia to make your point stand out. One of her clients convinced his CEO to fund a multimillion project by relying on basic graphics he drew on a whiteboard. The real power of his presentation, she says, was in the strength of his narrative. Have an elevator pitch ready No matter how much time you’re allotted to present, you won’t know until you walk into the room whether you’ll actually have 5 minutes — or 50. It’s critical to have a short elevator pitch ready in the event your time is short. “Know which one or two slides you’re going to pull out, the ones that can tell the story,” says Sheen. By the same token, you may be asked to do a deeper dive into one facet of your case in the middle of the presentation. That’s when having some appendix slides can be helpful, so that you can expand on certain elements of your case. You don’t need to have every data point memorized, Sheen says, but if someone asks, ‘What happens if we expand into Eastern Europe? ’ you need to know what the general effect might be. It’s critical to “plan for short,” says Sheen, “and be prepared to go long.” Principles to Remember Do: • Tell a story — it will make your case more persuasive and memorable • Spell out the business need — it gives the audience a reason to listen • Have both a short and long version ready — you never know how much time you will have Don’t: • Overlook stakeholders’ pet concerns — address them directly to win allies in the room • Overwhelm your audience with needless detail • Read directly from your slides — no one wants to attend a boring read-along Case study #1: Build buy-in ahead of time Erik Mason, the marketing communications manager for an aesthetic skin laser company in the Northeast, felt the firm needed a new image. “Other companies with slicker marketing were gaining market share even though they had inferior technology,” Mason says. “Marketing was a bit of a nebulous concept for the executive team,” he says. Mason decided to pitch a total rebranding — a new logo, new tagline, and new copy and photography for ads and communications — to the new executive team brought in to prep the company for an IPO. “They knew they needed to do it,” but they weren’t sure why or what tangible effect a new marketing strategy might have. To build support for his case, Mason approached executive team members individually to ask them what they thought competitors were doing right, and how that compared with their own company’s strategy. Those conversations “gave me a roadmap of sorts for how I needed to present the recommendations to them,” Mason says, “so it felt tailored to them based on their input.” He crafted the presentation as a story of each of the company’s primary competitors, showcasing their branding and visuals side-by-side with their marketing spending and earnings. That analysis not only showed those with the most compelling brands and integrated marketing support had impressive revenues, but also the most positive performances on Wall Street, a helpful fact given the company’s IPO aspirations. “The cases showed how a marketing investment pays ahead, especially when it comes to shareholder value,” says Mason, now the head of his own marketing firm. Not long after, the executive team approved a full funding of Mason’s initiative. And in short order, the company achieved consistent double-digit sales growth — and a successful IPO. Case study #2: Impress with unique visuals When the 2008 financial crisis necessitated painful cuts at a Silicon Valley insurance company, chief information officer Jag Randhawa knew he needed a creative solution to boost morale and keep employees engaged. He decided to try to launch a bottom-up innovation program, which would allow IT employees to submit ideas to improve customer service, business processes, and products. Randhawa didn’t yet have data to illustrate how the program might work, only anecdotal evidence from companies in other industries. He knew that if he wanted to persuade management, he would have to make an emotional appeal. When it came time to present, Randhawa began by asking his audience to do a selective attention exercise, also known as the “invisible gorilla” exercise. The task involves watching a video and counting how many basketball passes are made between players wearing white jerseys. Most viewers are so focused on counting the passes that they completely overlook the man dressed as a gorilla who walks through the frame. Not only did the video lighten the mood, “it was also very relevant to my core message,” says Randhawa. “It demonstrated the need to have extra sets of eyes on a problem and the importance of diverse perspectives that employees can offer.” As the management team asked questions about how the program might work, it was clear that Randhawa’s hook had worked. There was already a “clear sense of collective ownership,” he says. In the end, he received an overwhelming “yes” to implement the program. PowerPoint, more than most other personal computer applications, has been experienced as a powerful force producing change throughout all of society.
Lessons Learned Five Whys , online Gantt chart software, which allows scheduling your project and easily adding the created project plan to your presentation. to cooperate with your team members to create your presentation or ask for suggestions and improvements when it is ready. In addition, you can instantly share it with potential investors during or after the presentation, and keep them informed about its status and progress if they are interested in investing in your business in future. Your team members’ approval will make you sure the presentation is ready to be shown to the potential investors. as a creative way to present a project and make it truly memorable. If you are afraid of being too casual, choose professionally designed templates (yes, Prezi can be professional too). Not every presentation you will be able present in person. However, please do not overdo your project plan with animation and media elements; remember that your main goal is to find investments, not to create a childish presentation. When it comes to a distanced presentation of your business idea, engaging the audience makes all the difference. Try to do something different instead of sending your potential investors PDF or boring Power Point presentation: create animated presentations and videos with to present and share Power Points via chosen devices. Its features include cloud storage integration, sharing and tracking views, broadcasting or presenting over the web, creating annotations on the slides, and of course presenter mode. The five whys methodology has been around for some time, not just as a continuous improvement technique, but as a general problem solving method in all areas of.
Codification of Staff Accounting Bulletins It’s important to understand the difference between a presentation deck and a send-ahead deck. You increase your chances of raising money if you honor the distinction and create two separate decks. If you ignore the distinction, if you consciously or unconsciously write slides to do double duty to both send out and show during an investor meeting, both will suffer. As my grandfather used to say, To write a send-ahead deck—slides that tell your story sans narrative—you’re forced to put a lot on the slides to make them self-explanatory. But if you present those busy slides to investors, you’re setting yourself up for failure. You’re inviting all the problems caused by cluttered slides and “too much detail.” Impatient investors quickly tune out, declare your presentation boring, and remember you as a poor communicator. Send-ahead slide deck (“stand-alone deck” or “reading deck”) is a document, a “slideument,” created in Power Point (or Keynote) to substitute for a written summary. It’s what you print out out or email when investors say, “Send me your slides.” (Though if you have a well-written executive summary, negotiate to send that instead of a deck.) Send-ahead slides are designed to convey complete thoughts without you being there to narrate. They’re designed to be skimmed and viewed out of order, which is how most investors read them. The number of slides matters—20 to 30 is plenty—because the reader has to navigate them on their own, and they might print them out. The objective of a send-ahead deck is to get the “first meeting.” Presentation deck (also called “talking deck”) is slides used solely as visual support for a face-to-face presentation—you talk, a live audience listens. This includes pitches to a small group where you show slides from your laptop or tablet, or a pitch over the phone. Presentation slides require your spoken narrative to be understood. They work best if low-density, with lots of images, white space, and minimal text. The number of slides in a presentation deck is irrelevant. You never give out or email a copy of your presentation deck. A presentation deck is a vehicle for a great presentation. The objective is to set up for a great Q&A, to make investors eager to know more. Ultimately, to get the “second meeting” and advance down the road to investment. If you want to give your audience something they can follow and write notes on during your presentation and Q&A, design a third set especially for that purpose—a hand-out deck. A hand-out deck is a highly abstracted version of you presentation deck, without all the photographs and drama slides. It should be no more than a few pages with key rubrics from your presentation outline, sparsely arranged to give lots of room for writing notes. You might append tables, charts, lists, financials that are too detailed to be included in the body of your presentation deck. If you use your send-ahead deck for a face-to-face presentation, you’re in trouble from the start. Your slides will be too dense, and the sequence won’t be optimized for a real-time unfolding of story and ideas. If everything the audience needs is on the slides then you, the presenter, are at cross-purposes with your own slides. Audience dilemma: you force the audience to choose between reading slides or listening to you. The audience came to hear from you, not read slides. If you’re a great presenter, they’ll listen to you and ignore the slides. Presenter dilemma is self-inflicted: you force yourself to either read most everything on the slides (audiences hate that! ) or skip whole sections of your own slides (audiences struggle to follow you). It’s almost impossible to be a smooth presenter if you’re battling your own slides. The advice to separate presentation from send-ahead deck cuts both ways. Don’t email investors the beautiful presentation slides you’ve created for your live show. There’s an art to creating an effective send-ahead deck. Yes, it includes more detail and text, but you still have to design it to be easy to follow without you there as guide. The psychology is almost the reverse of a presentation deck, where slides are designed to be revealed only in strict sequence. Once you hit ‘send’ you have no control over how the slides are viewed. Warning: just because you won’t be showing this deck to a live audience, it’s not a license to dump everything you’ve got onto the slides. Refrain from piling on all the wonderful reasons why you’re great, or doubling down on arguments for investment. It’s not a report, it’s still an invitation to want to know more. Instead, map out only the primary arguments for investment. Make the arguments clear in the way you segment and arrange the material. Save the rest of the good stuff for later, when you meet with investors. If you’re still not convinced that you need two decks, check to see if you unconsciously equate slide decks with presentations. Your voice, your words, your expressions, your gestures, the way you exchange subtle signals with sentient beings. It’s a common mistake, reinforced every time somebody says, “email me your presentation.” They are NOT the same thing. )A presentation is you speaking to a live audience. Slides, when used correctly, are an important part of the show. Admit it, when you need to prepare a presentation, you go directly to Power Point, open to slide one, and start writing. They reinforce your words, show photos to bring ideas to life, show tables and graphs to add intellectual heft. Or you load an old marketing presentation into Power Pointand tweak it to make an investor presentation. But all in service and subordinated to your narrative and story. ” They come to hear you, to see you in action, to begin a relationship. And when you’re happy with the slides, you say, “Well, that presentation is finished.” Wrong! Investors don’t go to the trouble of meeting with you face to face to see a slide show. So, from now on separate presentation deck and send-ahead deck in your mind and in actual practice. Have ready another entirely separate deck for emailing to investors. The bulk of my other writings focus on how to create a presentation deck used to deliver a great in-person presentation to investors. But send-ahead decks are increasingly the only way to get the meeting in the first place. It’s so important, I’ve written a guide on how to create a send-ahead deck: The Send-ahead Deck as Gladiator. A. Expenses of Offering. Facts Prior to the effective date of an offering of equity securities, Company Y incurs certain expenses related to the offering.
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