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Smart Presentations: Too Much Stuff
December 05, 2008
Imagine this: You're working your butt off, trying to get through to a client. And, with each bit of information you add onto the pile, you're actually weakening your chances. Sadly, it happens countless times every day—in sales pitches, in marketing pieces, in analyst briefings, in board meetings and in discussions with one's boss.
By John Windsor
When trying to persuade or influence a client or business associate, it's really tempting to bring out "all the stops"—product/service information, data, details, logic and other bits of, well, stuff. I guess the idea is that if you throw enough things at them, something is bound to stick. Or maybe it's the thought that the sheer weight of your logic will impress them into saying "Yes." But does all that really help? Typically, no.
In fact, giving too much information, particularly if it isn't relevant to your prospect's immediate needs or goals, works against you. (Company history, anyone?)
So what DOES work? A simple, powerful idea that is meaningful and supported by information that is critical and needed at that moment to understand the value of your idea.
And that's the hook for today: you want to include only what is absolutely necessary AT THAT MOMENT to help you tell your story and move them forward.
You'll get chances later to discuss other features, functions, ideas or plans. But if you try to give too much at once—if you take an encyclopedic approach to your pitch—you'll overload them and dilute the impact of the really compelling parts of what you have to say.
So here's how to tighten up your presentations and make them more compelling and effective:
1. Keys to the Next Step?
Start from the end point—the action or decision you want to prompt today. Then write down the minimum number of ideas or acknowledgements that your audience needs to know to move to this next step. There shouldn't be more than three or four items on this list. Make your descriptions as short and concise as possible.
2. What Supports Those Keys?
With your short list of keys, ask yourself what each item needs in order for your audience or prospects to understand and (hopefully) accept this. Limit your detail to three bits for each key. Be rigorous about this: if you have seven things that could validate one idea, choose only the three most significant ones.
3. Any Concerns?
Think about what the questions, concerns or objections may be and include those in your pitch. Being preemptive does wonders for your credibility; it shows your prospect you're focused on what is relevant to them. In particular, bringing up sensitive topics before you’re asked adds to your sense of authority—one of Cialdini's Six Principles of Persuasion.
Don't worry about whether or not you’ll cover all the things you used to tell them—like details on where your offices are located or every last feature of your product. If they want to know more, they'll certainly ask. And by saving them from a deluge of data, you'll make your case that much clearer, easier to remember, and more compelling.
John Windsor, an online columnist for Sales & Marketing Management, is President of Creating Thunder, a Boulder, Colo.-based communications training and consulting company. As author of the popular YouBlog, John offers a unique mix of innovation, communications, sales and marketing ideas. An award-winning marketer, John has held vice president positions in marketing, sales, and business development and has worked with companies like American Express, Reuters, Staples, and Knight-Ridder.
Sales & Marketing Management Magazine
This article is brought to you by Sales & Marketing Management, the leading authority for executives in the sales and marketing field.
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