308 CHAPTER 12 GETTING IT APPROVED
PERSONAL PRESENTATION
The day has finally come. It’s terrible weather so you wear a track suit and put your copy
of the business plan in a plastic bag to keep it dry. Your car breaks down. The train is can-
celled. You arrive late, soaked through by the rain, and looking thoroughly dishevelled.
What impression have you made?
No one would be this careless? This would not happen, I hear you say. Wrong. I have
seen people arrive at meetings in exactly this way. Forget self-importance. Make sure that
you are early. Be dressed appropriately and well groomed, and for goodness sake find a
decent folder or briefcase to hold your papers.
‘The concept is interesting and well formed, but in order to earn better than a C the idea
must be feasible.’
YALE UNIVERSITY MANAGEMENT PROFESSOR RESPONDING TO A PROPOSAL FOR A
RELIABLE OVERNIGHT DELIVERY SERVICE PRESENTED BY FRED SMITH WHO WENT ON TO
FOUND FEDERAL EXPRESS CORP.
Think about what your audience is expecting and try not to create any surprises. You do
not want to get snagged on someone’s personal prejudices. This is not the day to make
a stand over the right to dress as you wish. In particular, wear your smartest business uni-
form. Corporate executives are usually attired in formal business suits. Fashion designers
present themselves in the latest style of semi-formal day-wear – probably their own crea-
tion. Artists are allowed to be a touch creative in their dress sense. The one exception is if
you are an economist, computer programmer or playwright then leave the carpet slippers
and cardigan behind. You want to give the impression that you are part of your industry
and you are a competent businessperson. Almost anywhere in the world, dark suits help
convey an impression of business competence – unless you usually wear a dishdasha,
toga or barong to the office. Whatever it is, make sure that it is immaculate.
At last, the first meeting
When you finally sit down to talk to the nice people with the money, whoever they are,
you will find that their focus is on what-how-money in exactly this order.
1 What – what is your business proposition?
2 How – how will you achieve the intended results?
3 Money – how will the funds be applied and what do your financials look like?
They want to get a clear idea about the business before they look at the numbers. Of
course, you might begin with two minutes on the amount and terms that you are looking
for – otherwise you could all be wasting your time. There is little point in talking to a leas-
ing company about factoring (selling them) your trade debts.
AT LAST, THE FIRST MEETING 309
If the ball is thrown to you immediately, I suggest that you start by telling them about
yourself. If you have gone along to the meeting with colleagues, introduce them also.
Explain who you are and why you are there. Give yourself credibility by mentioning rel-
evant experiences and successes. I am a research chemist with 20 years’ experience in the
petroleum industry … .
As already indicated, assume that you are the only person in the room who has read
the business plan. Never show exasperation when others do not know the most basic of
details. Explain it to them carefully and gently, avoiding jargon. Use anecdotes to intro-
duce complex topics.
SELL TO THE QUEEN BEE
Remember to sell to everyone present, and especially to the person who will make the
decision (again, see Seven groups at the conference table, page 290). The person showing
most interest or asking many questions may be trying to impress the boss, but might
not have any influence in the decision-making process. Of course, your answers and the
respect you show to everyone are critical, especially if the thoughtful observer who says
nothing and leaves early turns out to be in charge of hand-outs from the honey pot.
COPING WITH QUESTIONS
The most common error that I observe at meetings is that people actually answer the
questions that are asked. The worst offenders are technical experts called in for the day
who are eager to please.
Do not answer until you know what it is that the questioner wants to find out.
Sometimes queries are badly phrased. Remember that the people you are meeting are
probably not experts in your business and they might make errors when using jargon
or when making assumptions. You might find it useful to restate the enquiry so that it is
clear what question you are answering.
When you know what the question is, always ask yourself – and perhaps the questioner
– why do they want to know? This is easiest to illustrate in a sales situation.
Invariably, technical staff do not realise that they have made these mistakes and the
prospective customers remain disappointed (and prospective). Much better to deter-
mine what the customers want to hear and make them happy. This is exactly how it is
when presenting business plans. Tell them what they want to hear – of course, within the
bounds of honesty – not what you think they want to hear.
310 CHAPTER 12 GETTING IT APPROVED
BODY LANGUAGE
Body language is hugely important. Yours and theirs. It is terrible listening to people talk-
ing about their business plan if they are slumped in their seat and mumbling. If you are
bored with your business, how can you expect someone else to be enthusiastic? In fact,
executives tend to take more notice of business plans when they are presented with
enthusiasm. She is certainly excited by her plan, let’s take a closer look is the sort of com-
ment that I have heard frequently after these meetings.
By the same token, if you notice signs of boredom in your audience, you need to liven
up your presentation, change tack, or otherwise create some excitement. Directing a
question to the disinterested person might help bring them back into the conversation.
Watch your audience carefully. Listen aggressively. Pick up on interests and concerns.
PLAN FOR ACTION
As the meeting draws to a close, try to establish a clear point of contact, agreed actions
and a key date.
More important perhaps, you want to know who is responsible for assessing your plan
and how long they will take. Try to establish agreement that you will work closely with
this person. Immediately schedule a meeting for just after they have conducted their
preliminary review so that you can answer the questions that will arise. When you have
agreement to this, and as you leave, suggest that you will call them the next morning to
see if they need anything else from you.
Prospective customer: Does your product do x, y, z?
Technical expert:
It does x and y on request,
and z on Wednesdays only
Disappointed prospect: Oh.
Seasoned sales executive:
Why? Do you need it to do x, y, z?
Prospect: Not really. We don’t like
having to pay for these features,
because we never use them.
Sales executive:
We have a special cut-down version
of the product especially for people
like you.
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