You didn't know you need this

If you pitch your product as a direct alternative to something else, the purchasing manager might say that it is a nice solution, but we already spent our budget on something that is acceptable. Often, it is better to convince the buyer that this is a new market, a new product, that has no substitutes yet. An opportunity for startups that are out there to change the world.

And also, and also, and also

There are so many wonderful things to say about your idea. all the problems it solves, all the things it can do, all the thought you have put in to make it perfect.

In the middle of the “and also, and also, and also, and also” the audience gets bored and wonders what it actually boils down to. In 99% of pitches I have designed, there is one original idea that is more important than all the other features.

Design your presentation around this. When describing the problem (always easier to do than selling the solution), focus on the most important issue. When presenting the solution, hammer in that one crucial innovation. After that is done, you can mention other elements of your story as a “by the way”. But, watch out not to get carried away here.

Prioritising that one big idea out of all your smaller ideas is not a matter of diluting things with generic terms: “we deliver ROI”. It should be highly specific.

I can only explain it in 45 minutes...

I often get this issue in client discussions. So we start out, and in that first meeting, it often turns out that the client can explain it in 5 to 10 minutes. The difference? Me impolitely interrupting monologues where I got the point already, and asking questions inviting conversation about issues that are not covered.

How to do it without the help of a probing presentation designer? Take a radical approach to how much time you spend on each element of your story. If a certain section is incredibly important, but at the same time totally obvious, old news, and well known, cut it to the minimum. On the other hand there might be a tiny detail that is completely counter intuitive and merits a total 5 minute deep dive.

You are not writing an essay about your brilliant idea, you are racing against the clock to explain your idea in 5-10 minutes.

I admit that this is easier to do in 1-1 conversations than in formal presentations. Test your story in 1-1 conversations with smart people before pitching it to larger audiences.

How to explain magic

Some technology solutions appear to be magic, almost too good to be true. Complicated algorithms that are hard to apprehend for example. Your audience might not believe you, because they cannot understand it, you are trying to sell snake oil. How to pitch magic?

• Do not start of your audience on the wrong foot by claiming yourself that it is magic. It does magical things, but it is not snake oil, everything is science and engineering.
• Use two stories:
• One: a powerful analogy/story that explains the fundamental approach your system takes. This is to explain the concept.
• Two: a super detailed, super in-depth deep dive on one aspect of your algorithm, show how it works on one micro example. This is to show that it is tangible and real

Many people try to make story 1.5: an analogy that is too forced and complicated to understand quickly, and a technology explanation that is too vague that it leaves people wondering whether they are looking at a magician instead of an engineer.

Strangely enough, it is a visual analogy that might drive you to story 1.5. A simpler, verbal story might do a better job here.

The PGDN test

Many investors will scroll rapidly with the page down key through a presentation that is attached to an email. They will skip the cover letter in the email body (too much text), they will skip the dense summary page one of the presentation (too much text) and will continue to scroll down your slides, stopping at pictures (newspaper readers read the caption of a photo before the headline of the article).

I have seen horribly looking presentations that pass the PGDN test. When scrolling rapidly through the pages you actually get what the author wants to say.

I have seen very sophisticated, professional-looking presentations that completely fail the PGDN test (many were written by consulting firms and investment banks).

To your own PGDN test before cold-emailing your pitch.

Overdoing the icons

It is tempting to use an icon for everything in your presentation: enterprise customer, picture of a guy in suit; small business, picture of a chef; consumer segment, picture of a smiling woman. Alternative: a factory icon, a house icon, a face icon. Other alternative: browse the clip art library

There are a few problems with this:

• Unless you are pro designer, icons, pictures are hardly ever consistent in format/style
• Icons/small pictures add clutter to already busy presentation slides
• For the viewer in the back of the room, the small icons/pictures are actually hard to see
• Clipart looks so 1990..

Sometimes keeping it simple is the best solution: 3 boxes in 3 different colours with the words ENTERPRISE, SMB, CONSUMER will do fine. Throughout the presentation, use the same 3 colour to talk about your user segments.

A PPM is not a sales presentation

The PPM (private placement memorandum) is a big book that investment bankers prepare when they want to sell a company. It contains all the facts about the company, the legal fine print, disclaimers, and warnings about risks.

Often, this PPM gets used without modification as the sales presentation (investor presentation) of the company. Unfortunately, your presentation design efforts starts with the PPM, rather than ends with it.

Why is a PPM a poor sales document? It contains too many pages, it has a logical rather than a story structure, it is not targeted at a specific type of investor, it is not very visual.

What to do? Finish the PPM, put it aside, and start designing a sales/investor presentation from start, for a specific type of investor. Tell why she should buy your company, and eliminate all facts and detail that are not essential for the first meeting.

The full PPM is the fact base that is needed for the 2nd, 3rd and subsequent meetings, not the first one.

Hiding is not possible

Begin cryptic post...

A potential client discovered that what they are trying to offer in the market is really something that is needed, but nobody wants to admit that they need it. (If we admit we do this, our share price will go down by 20%) You cannot talk about this directly. As a result, the sales pitch diluted and dumbed down. The result: no sales pitch.

It is hard to hide a story, in order to tell a story. A possible solution: define the position of your company as something broader, and give 4 example applications of your technology. One of which is the one no one admits they need.

End of cryptic post...

P.S. The activities of this client are perfectly legal.

All the same

I have a number of clients in the IT security sector. My main challenge with them is to make them sound less similar to all other IT security companies in the world. IT security presentations or brochures usually follow this pattern:

1. Scary, scary, scary reminder of awful security risks. The audience knows this already. The visual images are unpleasant to look at. 
2. A relentless stream of marketing abbreviations and buzzwords that sound exactly the same as the ones the competition is using.

I try to keep a positive mood in the presentation without using images of hackers wearing a balaclava. The marketing buzzwords can be replaced by a deep dive of one particular aspect of your technology that takes a completely different approach to IT security than your competitors use.

Harvesting the Board presentation

The last Board presentation is usually the only document in the company that more or less talks about everything what the organisation is about: strategy, financials, people, product pipeline. It is tempting to harvest the Board slide deck for sales and/or investor presentations. Here is why should not:

• Board presentations talk about you, not about your (potential) customer, not very useful in sales meetings
• Board presentations reveal your weaknesses, give a too transparent comparison to competitors.
• Board presentations are all about trade offs and choices, not a clear articulation of a way forward
• Board presentations have a boring agenda-like structure, not a captivating story
• Board presentations are usually stitched together last minute with input from multiple people, not the most creative story writing process
• Board presentations are designed for long meetings, not 20 minute pitches
• Board presentations are usually Boaring...

Mentioned in Forbes

See an article on Forbes by Mark Fidelman with 20 tips to make better presentations. Due to the format of the article (an email interview with presentation design experts including me), the suggestions are slightly random, but useful nonetheless.

Writing for skimmers

Busy investors do not have (want to make) time for long verbose cover letters/emails for your presentation. Write for a skimmer:

1. Keep it really short
2. Cut out all management buzzwords and padding (synergies, engagement, strategic, flexible, ROI, etc.) that everyone else is using and which have become verbal white noise. Use conversational, human language
3. Say how you got to her (our dads were in high school together)
4. Say what you want early on (advice, money, intro to someone), and ask for a very specific next step.
5. Prioritise interesting content of the pitch (unusual facts, case example, unexpected advantage over a well-known competitor (2x as many users as Facebook, etc.) over a well structured, complete, business school essay. You are not trying to get a grade for your mid terms, you are trying to get a follow up phone call. 
6. Make it highly/relevant/specific to her: complements portfolio company x, y, z, matches what you spoke about at a conference last week.
7. Use typography to break the text, to make it easier to speed read: big concept, 3 (short) supporting bullets, another concept, supporting bullets.

One chart, multiple levels

A good novel has multiple levels of depth, the basic story, below that the deeper themes.

In presentation design I often apply similar techniques. The top level message screams from the chart through the use of colours (target: the listener), but for the reader, there are ways to find richer information to back up the bold conclusions you draw.

One example could be a simple table of pros and cons. Big colour contrasts indicate "in favour" and "against" for each of the criteria, but small text inside the boxes that is not meant to be readable for a live audience gives the more detailed explanation.

For TED-like big budget presentations, you it is worth to take out the detail. But most business presentations are used in multiple settings, it is just more efficient to have one set of slides supporting both of them.

Data backups

A good presentation uses very simple data charts. Often, in the last minute, changes are made to the data: it is easy to change a number in PowerPoint here and there.

In most cases the first versions of these simple data charts were extracted from very complicated Excel sheets. And here is where the trouble starts. After a few PowerPoint iterations, the presentation and the backup model is no longer consistent. This is fine if the presentation was a one-off event, but most of the time, the Excel model will live on for future iterations.

The solution is to include a worksheet in your Excel model that pulls the data exactly as it goes in your charts. Put in the correct rounding, everything. Anyone who wants to change the numbers, need to make changes in the Excel model to get the numbers to change.

And yes, sometimes that might involve a goal seek.

If these charts frequently change, you might even consider designing a presentation in Excel. Excel has the same chart and shape design tools as PowerPoint, and you can create direct links between charts and work sheets without having to copy things across. See a previous post (2009) on this technique.

Data overload

In a recent project, I had to visualise the 5 year IT spend plan of a very large company: different business processes, different applications, different responsibilities, different timing, some were build, some were buy, different budgets.

Rather than pages of bullet point slides, I went for a simple table that showed the applications by business division, around 60 boxes. Then this - relatively complex - structure was repeated over and over again, each time with a different set of highlights and colour codings. After the first few repeats, the audience will slowly start to recognise the position of the applications on the grid, and i can introduce more complexity.

Here are some techniques to deal with complex tables and lots of different data set:

• Colour: use similar colours to highlight similar items. Pick how you use colour: colour an entire box, add a coloured dot to a box, colour the line around a box. Use muted, calm colours for larger surfaces, use very bright, highly contrasting colours for small accent objects.
• Semi-transparent white to cover parts of the table you do not need for a slide. Use shape booleans to cut out pieces of the cover.
• Elimination: take the audience through a process where you throw out items bit by bit: here are the applications that we are not responsible for (out), here are the applications that we will not work on (out).
• Re-order: Flip rows and columns until you get a layout where similar items are grouped together.
• Shapes: squares, triangles, circles can make nice small objects to highlight different aspects.

In the meeting, try projecting the tables on a whiteboard, which allows you to make live markings on your slides.

Bogged down

Often, detail can be good. Big-picture pitches are vague and generic, and sometimes even insulting to an intelligent audience. Diving in deep in selected aspects of your story shows that you know what you are talking about, and often, the big innovation might be coming from something very specific.

This is detail to adds to, builds on, one story line.

Details that distract from the main story confuse. Going off on a tangent, getting bogged down, are not going to help to convince an audience that comes in cold and which has barely had the time to get used to your funny sounding English accent.

Leave the side tracks for later (if at all), wait for the key idea to sink in.

Keynote with Dropbox/Box/Gmail

The new Keynote creates files that look like a single file on a Mac, but on other machine appear as a folder with multiple files in them. This has implications for online file sharing:

• Gmail: emailing a Keynote file as attachment does not work
• Box: file syncing, or sharing a download link does not work
• Dropbox: seems to have fixed the issue.

Has anyone had issues or is it just me?

Confusing Keynote?

Apple is known for making beautiful and easy-to-use software, but I am struggling with the new Keynote, especially with the simple task of colouring shapes, and the text inside them. I always pick the wrong colour box, and need to switch a number of different menus to complete very basic actions.

From a UI design perspective the user interface looks perfectly clean and organised. For power-editing at very high speed, it breaks down. This is the reason that the QWERTY keyboard was invented: the logical thing would have been to make ABCDEF keyboards, at high speed though they are less efficient.

Maybe it is me or is it that “the emperor has no clothes”? I got used to working in a certain way? I am in my mid-40s and my ability to learn new UIs slows down? I am not a typical Keynote user and it works perfectly fine for everyone else?

Executive Summary RIP

An executive summary that sits on top of a management consulting document is usually a page that summarises the recommendations, next steps, and decisions. It is meant for an insider, the executive reading it is likely to have a 90% understanding of what is inside the document. There is no need for graphics here, a few dry bullets with decisions will do the trick to remind everyone of what will happen next, and who will do it.

So, this is totally the opposite of the other use of an executive summary that I come across often: a short teaser to someone who has no understanding at all of what you want to achieve. Here, a dense text, or a dry list of bullets will do the opposite of attracting attention.

Feel free to step away from the habit of sending dense text pages to get people excited about your project. Instead, think of the time you want the recipient to spend on your document. Now, fill that time with the most visually pleasing and exciting way to present your case. Lower your expectations, you do not want to close a deal at this stage, you want a phone call, or a next meeting. Sending a short, visual presentation that can stand on its own without verbal explanation is a perfect reply to the request for an executive summary.

"I need a conference presentation"

You have a sales presentation that - despite the fact that it is loaded with bullet points - has been very successful in 1-on-1 meetings with customers. Now you have an invitation to speak at a conference for an audience of more than 100 people for a maximum of 20 minutes. What next? Here is a recipe.

1. Trim down the content. In the conference audience are competitors, analysts, journalists, all kind of people that might not be suitable to receive the ins and outs you would discuss with a prospective customer. Remember, the object of a conference presentation is not to close a deal, it is to tease people into calling/emailing you to set up a first meeting.
2. Flatten the story. Take out overview/summary slides, and spread them out: one slide covers one bullet. We want a story, not a structured table of contents of a business school text book.
3. Beef up the “problem” section of your presentation to let the audience connect with the issue you are trying to solve. The problem might be totally obvious to you, and 60% of the audience, the other 39% is not there yet.
4. Avoid repetition. If you talk early on in the presentation how highly accurate your product is, group that together with the a slide in the back that shows test data confirming accuracy.
5. Find big bold visuals that support your points (one point per slide). Stretch images to a full page size, and cut text.
6. Take out any live demos or demonstrations
7. Use your videos (if you have them), BUT only if you can integrate them seamlessly in your presentation flow. Embed it and test it 300 times to make sure there are no technical glitches. Think where you want to insert the videos. Videos are excellent wake up calls, anticipate where in your story the audience runs the risk of getting bored.
8. Practice, practice, practice, until you can deliver the whole talk in 15-17 out of the allocated 20 minutes.

Good luck!