《外商教你簡報．文案的技術》

博客來-> 外商教你簡報．文案的技術

1. 只要能夠預先設想，並且解答那些存在所有聽眾心理的「So What」問題，你就能在生活害事業上獲得更大的成功。

2. 我們很容易配合自己的喜好來選擇做事方法，反而不去考慮買票的人、付錢的人、或是真正要接受我們點子的人的想法與喜好。
   電影《在看我一眼》在一九八四年推出時票房奇慘。但是菲爾．柯林斯演唱的電影主題曲卻成了當年暢銷金曲之一。這首主題曲是在電影結尾才播放，所以當時大多數觀眾根本還聽不到主題曲就已經離開了ˊ。為什麼主題曲會被放在結尾撥放演職員表時才出現呢? 那是因為當時監製覺得，用一首歌來總結這部電影，應該會很棒。

3. 用三個簡單的問題思考簡報
   * 為什麼? 做這個簡報的原因是什麼?
   * 那又如何? 為什麼這個原因對觀眾來說很重要? 和觀眾有什麼關係?
   * 現在如何? 你希望簡報帶來的結果是什麼?

   修正前:
   「謝謝你跟我見面。讓我先簡單地向你介紹我的公司、我的產品和我自己。本公司創立於一八五八年，目前在全球各地共有超過五千名員工。我們最近剛剛贏得一個顧客滿意大獎，也被譽為全美最棒的工作環境之一,.....」

   修正後
   「你一定知道，市面上有非常多投資業務都想進來推銷新產品。我跟他們不一樣。今天我想和你討論的是你和你的客戶最重視的問題：安全、保障和收入。」
   「簡單向你介紹本公司的背景，本公司創立於一八五八年。這個資料跟你相關的地方在於，這代表我們經歷過戰亂、經濟蕭條、地震和不景氣的種種考驗，不管環境如何艱困，一路走來都能信守對客戶的承諾。對於需要做超過三十年長遠投資計畫的你來說，這一點非常重要。」
   「本公司在全球共有超過五千名員工，也就是說，我們是一家規模頗大的企業，但同時也小道足以提供你客製化的服務。」
   「最後要提的是，本公司最近才被評選為全美最棒的工作環境之一。我們的服務人員在公司的平均年資是十二年。這也跟你息息相關，因為這代表當你來電尋求幫助時，三十秒以內就會有針人接聽電話。而且因為員工的素質良好，經驗豐富，通常在第一時間就能給你需要的回覆。」

4. 你的產品或服務有哪些讓消費者說「我喜歡」、「我想要」，「我決定買」的好處呢?
   務必走出辦公室，對你的客戶說：我發現，最重要的是先了解你們最關心的是的先後順序，所以，請針對我們的產品或服務，完成以下的句子：
   我真在在乎的其實是_______________________。

5. 很多人會用一套故事來解釋自己會甚麼要買某個產品，但其實很多人的故事都會受到世俗看法的影響，我稱這些故事為表面好處。表面上看似真實，其實未必。
   我有一個朋友想要買部新車，當時正在考慮的車款是豐田汽車的油電混合車Prius。我朋友一到汽車經銷商，銷售員就不停對她強調，開Prius能減少廢氣排放，幫助減緩地球暖化。 這就是一個不瞭解表面好處跟真正 So What 好處差別的例子。 沒錯，我朋友是喜歡油電車環保的好處，但是真正促使他說「我喜歡」、「我想要」，「我決定買」的其實是Prius的低耗油量。這部車超省油，不只幫他省球，也幫她省時間。 她之前開的事休旅車，每星期都必須加油兩到三次，這對她來說是一件麻煩事。
   但Prius除了省下三分之二的油錢，也省下每周跑兩次加油站的時間。現在她不再需要每周加油三次，只要去一次就夠了。 表面好處很明顯，真的非常明顯，但未必能讓客戶下決定買單。

6. 我在一九六七年加入職業高爾夫協會巡迴賽時還沒沒無聞，那時候，我講笑話根本沒有人笑。一九六八年，我贏得了美國公開賽。之後，我還是講了同樣的笑話，所有人笑瘋了。 --- 高爾夫球知名球星 李．區維諾。

7. 個人簡介要觀眾有關
   簡介內容重點如下：提出你能為他們做到的事情，並且不用艱深的行話或縮寫。
   * 你是誰
   * 你的個人特色、能力以及與觀眾的共同點 (教育背景、社團活動、嗜好、家鄉、喜愛的運動項目等)
   * 你與眾不同的地方

8. 個人簡介雖然是用來介紹你自己，但重點卻應該放在客戶、顧客或任何讀這份簡介的人，能從你的服務中得到的好處。

9. 一九八五年在瑞士日內瓦非常寒冷的某一天，美國前總統雷根做了一件讓他贏得「偉大的溝通者」 (The Great Communicator)稱號的事情。當時他正在會晤前蘇聯總書記戈巴契夫，討論裁撤美國與蘇聯境內核子飛彈的數量。這次會議是冷戰時期戈巴契夫執政之後的第一次破冰之旅。
  在會議中，雙方提起武器協商的話題時，雷根總統做了一個讓全與會者都嚇一跳的舉動，他轉頭對戈巴契夫說：不如你和我到外部走走，呼吸些新鮮空氣，讓部屬們討論一下關於武器協定的細節，你意下如何？
  戈巴契夫立刻起身，他的外交官們都對這個行程表上沒安排的變動，感到驚訝。雷根陪戈巴契夫走到一個湖邊小屋，屋子裡的爐火已經升好了。他們兩位單獨坐在爐火前，雷根說：我們並不是因為有武裝才不信任對方，而是因為不信任對方才會武裝。他想表達的重點是，如果兩個國家能真正信任對方，就能大幅減少雙方的核子武器。
   雷根總統後來說，我是先跟部屬交代過這些安排，但是在離開會場時，我故意表現得很像是臨時起意。
   其實雷根抵達日內瓦之前，早就在會議的前置作業時做了精心設計。為了會談能達到理想的結果，不只提出的問題，就連地點和環境都經過精心安排。
   韋氏辭典對「orchestrate」(精心策畫)的定義是：低調安排一個場面或活動，以達到預期的效果或結果。大部分的人習慣「即興發揮」 (wing it)，恰恰好和以上的詞完全相反。「即興發揮」這個詞原本是劇場用語，用來形容演員上場前才記台詞。上場後見機自由發揮。雷根曾經是一位演員，他非常熟悉也非常擅長如何即興發揮，但他在日內瓦的行動卻表現出，這次會議非常重要，他寧願精心策畫，也不可能毫無準備地即興發揮。

10. 從三萬英呎高空開始問問題。先從宏觀的問題著手，再回到海平面討論「技術性」問題。
   業務員: 請問你需要協助嗎?
   馬克: 我想找一部電腦給家人。
   業務員: 你的預算大約多少?
   馬克: 我還不確定，一部電腦大概多少錢?
   業務員: 從五百美元到五千美元都有。
   馬克: 我要一千元內。
   業務員: 你需要多少G的記憶體?
   馬克: 我沒概念。
   業務員:你想找多快的處理器?
   馬克: 我真的沒概念。
   業務員: 你想買這部電腦的用途是什麼?
   馬克: 這就容易回答了。我主要用來收發電子郵件，上網和下載音樂。
   業務員: 好的，那妳可以考慮這一部家庭影音娛樂電腦，它現在剛好在做特價,...

   這位業務員從海平面開始問問題，一直到我開始覺得有些不耐煩，才終於跳到三萬英呎的策略性問題。 雖然最後走到正確的方向，但在那之前卻先讓顧客感覺自己像個笨蛋，這實在不是好的銷售手法。

《HBR Guide to Persuasive Presentations》

Amazon Book Store-> HBR Guide to Persuasive Presentations

1. If I am to speak for ten minutes, I need a week for presentation; if fifteen minutes, three days; if half an hour, two days; if an hour, I am ready now.  -- Woodrow T. Wilson

2. Planning a presentation
   2.1 Audience: Know your audience and build empathy
   2.2 Message: Develop persuasive content
   2.3 Story: Use storytelling principles and structure to engage your audience
   2.4 Media: Identify the best modes for communicating your message
   2.5 Slides: Conceptualize and simplify the display of information
   2.6 Delivery: Deliver your presentation authentically
   2.7 Impact: Measure and increase your presentation's impact on your audience

3. I 've also learned a lot from success. When audiences can see that you've prepared -- they'll want to connect with you and support you. You'll get people to adopt your ideas, and you;ll win the resources to carry them out. You'll close more deals. You'll earn the backing of decision makers. You'll gain influence. In short, you'll go farther in your organization and your career.

4. Designing a presentation without an audience in  mid is like writing a love letter and addressing it to " to whom it may concern". Ken Haemer, Presentation Research Manager

5. The people in your audience came to see what you can do for them, not what they must do for you. So look at the audience as the "hero" of your idea-- and yourself as the mentor who helps people see themselves in that role so they'll want to get behind your idea and propel it forward.

   * Give the hero a special gift: Give people insights that will improve their lives. Perhaps you introduce senior managers at your company to an exiting new way to compete in the marketplace. Or maybe you show a roomful potential clients that you can save them money and time.

   * Teach the hero to use a magical tool: This is where the people in your audience pick up a new skill or mind-set from you -- something that enable them to reach their objectives and yours.

   * Help the hero get unstuck: Ideally, you'll come with an idea or solution that gets the audience out of a difficult or painful situation.

6. Present Clearly and Concisely to Senior Executives
   Long presentations with a big reveal at the end do not work for them, They'll want you to get to the bottom line right away --- and they often won't let you finish your shtick without interrupting.
    When presenting to an audience of senior executives, do everything you can to make their decision making easier and  more efficient:
     1. Get to the point:Take less time than you were allocated. If you were given 30 minutes, create your talk within that time frame but then pretend that your slot got cut to 5 minutes.That'll force you to be succinct and lead with the things they care about --- high level findings, conclusions, recommendations, your call to actions.
     2. Give them what they asked for: Stay on topic. If you were invited to give an update about the flooding of the manufacturing plant in Indonesia, do that before conveying anything else.

     3. Set expectations:  At the beginning, let the audience know you will spend the first 5 of your 30 minutes presenting your summary and the remaining time on discussion. Most executives will be patient for 5 minutes and let you present your main points well if they know they'll be able to ask questions fairly soon.

    4. Create executive summary slide:  Develop a clear, short overview of your key points, and place it in a set of executive summary slides at the front of the deck; have the rest of your slides serve as an appendix. Use 10% rule of thumb: 50 slides -> 5 slides for summary.
 
    5. Rehearse: Before presenting, run your slides by someone who has success getting ideas adopted at the executive level and who will serve as an honest coach.
 
   Sounds like a lot of work. It is, but presenting to an executive team is a great honor and can open tremendous doors. If you nail this, people with a lot of influence will become strong advocates for your ideas.

7. When getting ready to present to an audience you've never met, do some research online. If you know the names of stakeholders in your audience, look up their bios.  Knowing people -- really knowing them --- makes it easier to influence them.

8. Define how you'll change the audience
   Before you begin writing your presentation, map out that transformation --- where your audience is starting, and where you want people to end up.

9. If you tap into the group's resonant frequency, you can move the people listening to you. Think about what's inside them that's also inside you. That way, you're not pushing or pulling them; because you tapped into something they already believed,
    * Shared experience: What from your past do you have in common.
    * Common goals: Where are you all headed in the future? What types of outcomes are mutually desired?
    * Qualifications: Why are you uniquely qualified to be te audience;s guiding expert?

10. Are ideas born interesting or made interesting?  --- Chip and Dan Heath

11. Define Your Big Idea: Need a subject (often some version of "you" to highlight the audiences' role) and a verb (to convey action and elicit emotion)
   Your big idea is that one key message you must communicate.
   * Your point of view: express your perspective on a subject, not a generalization like "Q4 financials". Otherwise, why present?
   * What's at stake: convey why the audience should care about your perspective.