강남경제인포럼-KMI

일시: 11/25(목) 07:10~08:50

장소: 한국벤처투자 회의실(B1 레드룸)

[초대의 말씀]

Dr. Yury Boshyk

이번11월 25일(목)에는스위스 IMD대학의 석좌교수인 Yury Boshyk교수를 모시고 아래와 같이 글로벌브즈니스학습모임을

준비하였습니다. Boshyk교수는 최고의 경영저문교육 조직인 GELN의 회장이기도 합니다. 그는 어떻게 하면 인간의 실행력을

통한 영업성과를 향상시키는가 하는데 대한체계적인 BDAL방식을 소개 할 것입니다.조찬강의는Yury Boshyk박사께서 영어로

프리젠테이션을 하시고 한국파트너인 Alex Chow컨설턴트께서 핵심부문을 설명하여 주시는 것으로 진행합니다. 모처럼

성과를 내는 인재.조직활성화에 관한 탁월한 석학을 모신것 같습니다. 회원여러분의 많은 참여와 학습을 바랍니다.

KMI지식경영원

★ 참가신청: 좌석이 제한되어있기에 반드시 아래 답신 이메일주소로 반드시 사전 참가

신청바랍니다. (25명) Tel: 02-566-8564, E-mail: mo51@paran.com,

Mobile: 010-3359-3771 <참가신청 >

*참가비:회원(등록회원이상),초빙인사10,000원, 비회원 20,000원
(사전입금 요망: 외환은행 057-13-42490-2 이원모 지식경영원)

[장소약도] 서초역의 한국벤처투자 회의실1층 레드룸 (www.k-vic.co.kr)

Tel: 1588-6520

서초역 7.8번출구에서 150M 거리 안동국시 안쪽빌딩
주차 한국벤처투자 지하주차장 이용

주제: 美피츠버그시장초청 글로벌비즈니스조찬모임
-韓美비즈니스교류네트워크

연사: 루크 라벤스탈 시장(美피츠버그市)

일시: 10/14(목) 07:10~08:50

장소: 한국벤처투자 회의실(B1 레드룸)

[초대의 말씀]

오는 10월 13일부터 -15일까지 피츠버그시장 Luke Revenstahl 그리고 전 펜실베니아주
경제개발부장관을 역임하셨고 현재 Allegheny Conference의 회장으로 계시는 Dennis
Yablonsky의 일행이서울을 방문합니다.피츠버그시는 지난해 G-20정상회의가 열였던

활력있는 도시로 미국시장진출의 징검다리가 될 중요한 비즈니스지역입니다. 생명공학, 로봇공학,
컴퓨터 공학, IT & Communciation, 첨단제조업,에너지산업이 많이 발달되어 있습니다.
특히 CMU(카네기 멜론대학)이 있어 한국의 IT업계와 매우 긴밀한 협력관계를 유지하고
있습니다.비즈니스는 열린시장으로 통합니다. 새로운 분야와 해외시장을 개척하고자 하시는
기업인 여러분의 많은 참여를 바랍니다.

<참석자: 피츠버그市-Dennis Yablonsky,CEO, AlleghenyConference on Economic

Development / Luke Ravenstahl, Mayor, City of Pittsburgh/ Suzi Pegg, Vice President,

Pittsburgh/ Regional Alliance / Yaron Zorber, Chief of Staff, City of Pittsburgh / David Kim,

Goldstein & Associates

<Ravenstahl시장>

North Catholic 고등학교 및 Washington and Jefferson College, Business Administration 전공, 市長 재임 중, 피츠버그 시내에서만 48억 달러 이상의 경제발전과 일자리 창출, 피츠버그 시의 실업률은2%대임. 또한 市는 청정에너지 산업의 중심지이며, 최고수준의 환경교육프로그램을 보유하고 있으며 높은 신재생 에너지 구매를 통해 미국 환경부 Green Power Partnership의 멤버로 인정 받았습니다.

[Pittsburgh 市 전경]

★ 참가신청: 좌석이 제한되어있기에 반드시 아래 답신 이메일주소로 반드시 사전 참가

신청바랍니다. (30명) Tel: 02-566-8564, E-mail: mo51@paran.com,

Mobile: 010-3359-3771 <참가신청

*참가비: 없슴

[장소약도] 서초역의 한국벤처투자 회의실1층 레드룸 (www.k-vic.co.kr)

Tel: 1588-6520

서초역 7.8번출구에서 150M 거리 안동국시 안쪽빌딩
주차 한국벤처투자 지하주차장 이용

Vocabulary and Movement

A.J.Hoge

So many students waste time trying to memorize English vocabulary. They study long lists of vocabulary.

They repeat the lists many times, trying to memorize the English words and their translated meanings.

Research shows that 80% of vocabulary learned in this way is forgotten in less than a year.

That’s a lot of wasted time and effort.

There’s another problem with this vocabulary learning method– it’s boring and therefore it kills long term motivation. Students must be very careful– killing your motivation is the worst thing you can do.

Learning English is a marathon, it’s a long run. It requires high levels of motivation that are sustained for many years.

Using boring vocabulary learning methods, therefore, is doubly bad: it is inefficient and it weakens motivation.

There is a better way– as participants in my recent Breakthrough Seminar in Bangkok learned.

It is possible to learn new vocabulary in a way that is far more powerful AND is a lot of fun. When you learn in this way, you will remember 80% one year later! That’s powerful.

The key to deep, powerful, long term vocabulary learning is movement. When we combine strong physical movements with understandable new vocabulary, we create deep connections in our brains and bodies. These connections are long term. They last!

In the seminar, I taught a number of new words using strong actions. The students shouted the new words with me, while simultaneously using the strong actions I showed them. By the end of the lesson, they knew those words well.

But that’s not all.

Since Effortless English is a deep learning system, I repeated those new words again– this time in a Mini-Story.

Each time I used one of the new words in the story, I used the same physical movement we had been practicing. Through the Mini-Story, the students got even more repetition of the vocabulary, with emotion and strong movements.

Finally, I gave the students homework: download the audio of the same Mini-Story lesson, and listen to that audio

every day for one week.

If the students do this, they will learn these new vocabulary words very deeply, and will remember them forever.

That is the power of the Effortless English system, and that is the power of using physical movement while learning!

Editor's Note: This "Sustainable Developments" column will be printed in the December 2008 issue of Scientific American.

The origin of the U.S. financial crisis is that commercial banks and investment banks lent vast sums—trillions of dollars—for housing purchases and consumer loans to borrowers ill-equipped to repay. The easy lending pushed up housing prices around the U.S., which then ratcheted still higher when speculators bought houses on the expectation of yet further price increases. When the easy lending slowed and then stopped during 2006-07, the housing prices peaked and began to fall. The housing boom began to unravel and now threatens an economy-wide bust.

The U.S. economy faces four cascading threats: First, the sharp decline in consumer spending on houses, autos and other durables, following the sharp decline in lending to households, will cause a recession as construction of new houses and production of consumer durables nosedive. Second, many homeowners will default on their mortgage payments and consumer loans, especially as house values fall below the mortgage values. Third, the banking sector will cut back sharply on its lending in line with the fall in its capital following the write-off of bad mortgage and consumer loans. Those capital losses will push still more financial institutions into bankruptcy or forced mergers with stronger banks. Fourth, the retrenchment of lending now threatens even the shortest-term loans, which banks and other institutions lend to each other for working capital. Interbank loans and other commercial paper are extremely hard to place.

The gravest risks to the economy come back to front. The fourth threat is by far the worst. If the short-term commercial paper and money markets were to break down, the economy could go into a severe collapse because solvent and profitable businesses would be unable to attract working capital. Unemployment, now at 6 percent of the labor force, could soar to more than 10 percent. That kind of liquidity collapse was the basic reason why Asian national incomes declined by around 10 percent between 1997 and 1998, and why the U.S. economy fell by around 25 percent during the Great Depression.

The third threat, the serious impairment of bank capital as banks write off their bad loans, could cause a severe recession, but not a depression. Unemployment might rise, for example, up to 10 percent, which would create enormous social hardships. The ongoing fall in bank capital as the housing boom turns to bust is already forcing banks to cut back their outstanding loans significantly, because they must keep the lending in proportion to their now-shrunken capital base. Major investment projects, such as acquisition of new buildings and major machinery, are being scaled back. Some major nonfinancial companies will likely go bankrupt as well.

The second threat, the financial distress of homeowners, will certainly be painful for millions of households, especially the ones that borrowed heavily in recent years. Many will lose their homes; some will be pushed into bankruptcy. Some may see their credit terms eased in renegotiations with their banks. Consumers as a group will start to become net savers again after years of heavy net borrowing. That trend will not be bad in the long term but will be painful in the short run.

The first threat, the cutback in sales of housing and other consumer durables, is the Humpty-Dumpty of the economy that cannot be put back together. The inventory of unsold homes is now large; housing demand and new construction will be low for many years. Consumer spending on appliances and autos is also plummeting. All these consequences are largely unavoidable and will force the U.S. into at least a modest recession, with unemployment likely to rise

The goal of any new policy cannot be to prevent a recession. It's too late to stop such a downturn. The goal cannot be to save every bank. The U.S. economy has built up too many imbalances—consumer debt, overextended construction, impaired capital of banks—to avoid an economic downturn and a major retrenchment of the banking sector. The goal must be to avoid an outright collapse or deep recession. Two actions are therefore critical, and two more are subsidiary but still important.

Most important, the government and Federal Reserve Board must prevent the collapse of working capital by supplying short-term loans and taking other measures to sustain the commercial paper market, interbank lending and the smooth functioning of money market funds. They have the instruments to do so, and should use them aggressively. The government should also aggressively promote a recapitalization of the banking system so that bank lending is not squeezed for years to come. It can directly inject some public capital into banks, and can both pressure and entice the banks to raise additional private capital. Unfortunately, the $700-billion bailout nearing approval in Congress does not focus adequately on those liquidity or recapitalization challenges.(The legislation is better than nothing (to help forestall panic) but the real work of stabilizing and recapitalizing the banking system will now await the next administration, and the Federal Reserve will need to stay aggressive in preventing a liquidity collapse."

Two additional steps will be useful. The first will be to ease the repayment terms on existing mortgage holders, to reduce the flood of defaults and foreclosures that will otherwise occur. The second is to encourage expansionary monetary and fiscal policies abroad (most notably in cash-rich Asia), so that the decline in U.S. consumer spending is smoothly offset by a rise in spending in other countries. This overseas expansion would allow the U.S. to offset the fall in housing construction by a rise in exports, and would allow other countries to offset the fall in their exports to the U.S. by a rise in their internal demand. All these steps will have to await the next administration.

temporarily to perhaps 8 percent.

ABOUT THE AUTHOR(S)
Jeffrey D. Sachs is director of the Earth Institute at Columbia University (www.earth.columbia.edu)

5월 일본연구회 오찬간담은 고바야시 롯데JTB 영업본부장을 모시고

한일간 비즈니스확대 방안과 연결고리를 모색하고자 합니다.

일본과의 교류에 관심있는 여러분들의 많은 참여를 바랍니다.

참가 가능하신분은 이메일 답신으로 신청바랍니다.

*신청접수 (5/20 까지)

1. 일시:2. 장소:3. 제목: 한일간 교류확대 방안

4. 참가비: \10,000

5. 참가신청: 답신 이메일로 신청바랍니다.

KMI지식경영원

Tel: 566-8564, 010-3359-3771

E-mail: mo51@paran.com

<사진: 5월모임 참가자>

We had Luncheon Meeting with Mr. James Rooney at Leader's Club on April 17th.

We, Wonmo Lee(KMI), Youngchul Cho(Dongbu Steel), Hyokeun Kim(PAMCO)and

Dohwan Kim(Eton Korea), shared business information and plans for theprograms

which could be developed as amamagement academy starting small study class.

Mr. Rooney often visits Kazakhstan for thenickel project. He helps people to well

establish newfirmsforglobal market place. In the near future he willarrange us to

visit Kazakhstan for business purpose.

<Photo taken right after Luncheon from left: H.Kim, Rooney, Lee, Cho, D.Kim>

일본연구포럼 3월 오찬간담회

주제: 최근 일본의 경제와 변화의 흐름

일시: 3/4(화) 12:00

장소: 진상(서초점) Tel: 581-0092

참가자: 하야시테쯔오소장(JETRO)외 5~6명

위와 같이 일본경제의 최근 흐름과 변화에 관한 정보교류의 시간을 갖고자 하오니

참가 가능하신 분은 답신연락바랍니다.

KMI지식경영원

Eaton Corporation, Getting a grip

Manufacturing in Action, Source : The Manufacturer US
Published : August 2005

Manufacturing Manager Alan Anderson helps writer Mali Schantz-Feld get a handle on manufacturing methods at Eaton Corporation’s Golf Grip division

For the past 36 years the vast majority of new or replacement grips on golf clubs have been manufactured at the Golf Pride plant in Laurinburg, NC. Golf Pride boasts 80 to 90 percent usage at virtually every level of major professional and amateur competition, with 23 of the top 25 PGA golfers in the world keeping their hands firmly wrapped around the product.

While some people just keep their eye on the ball, others devise new ways to improve their game. Thomas L. Fawick, inventor of the pneumatic clutch and brake, and also an avid golfer, conjectured that rubber golf grips would provide a more secure and durable gripping surface than the traditional leather, as well as being lighter, absorbing shock more effectively and providing a more positive, high traction gripping surface. He ventured to Akron, “the Rubber Capital of the World,” and entered into a manufacturing agreement with Westgate Rubber Company, which later became the Fawick Flexi-Grip Company. In 1968, Eaton purchased Fawick’s clutch and brake business and the golf division. Eaton, a diversified industrial manufacturer/vehicle components supplier with 2004 sales reaching $9.8 billion and a total of 56,000 employees, includes four distinct segments: Fluid Power, Electrical, Automotive, and Truck.

Early models were molded directly onto the club shaft, causing many problems. Logistics was costly, and molding the grips at remote locations limited production and created difficulties in servicing and quality control. Over time, the grip continued to improve, evolving from a molded-on product to a “slip-on grip,” increasing convenience for golf club manufacturers as well as lead-time for the factory.

Now, material development and rubber compounding abound at the grip design, testing, and manufacturing facility. Unable to support full-time six sigma due to the facility’s size, Eaton introduced Variation Reduction Kaizen (VRK) that uses six sigma tools to identify an issue and find a solution within a five-day period. “We focus on a certain problem area, attack it, and eliminate it,” says Alan Anderson, manufacturing manager, who points out that the firm has achieved a 34-percent increase in employee engagement, “actively getting employees on the floor involved in decisions.” He notes: “Our average worker here has 20 years of employment with us. They know what’s important. If we see a problem, we form a team and tackle it.” Starting in 1999, black belt or green belt status has been conferred upon several employees following six sigma training.

“Our lean manufacturing journey began in November, 2000,” with the inception of the Eaton Lean System (ELS), recalls Anderson, who has been with the company for a decade. Since then, eight people within the plant have earned LEAN certification from the University of Michigan College of Engineering. “Prior to 2000 we were a batch-oriented plant,” he describes, with lead times between 50 and 60 days. “Between 2001 and 2003, a lot of transformation took place in the plant,” as a result of the implementation of the first value-stream map. Internal supply departments were set up in a visual kanban system. “The operators are empowered to fill their empty buggies at a level that they feel is satisfactory for JIT delivery,” he says. Major customer work cells were created, and cycle times were reduced. A pull system was created to obtain natural and synthetic rubber from the supplier. Inventory was pared down. “We keep less than one and a half days of raw materials in the plant,” says Anderson.

Shifts were also modified. Anderson found “sub assembly was running every shift whether we needed them or not,” so internal supply departments cut back to one shift. Also, the factory layout was modified so that two operators could run three machines simultaneously. “We moved equipment, set up standardized work, and 5S and TPM (Total Productive Maintenance) practices were put in operation in a position where they could be successful,” explains Anderson. 5S prescribes principles of maintaining an effective, efficient workspace. The 5S’s are: sort; set-in-order; shine (regarding cleanliness); standardize, and sustain.

Employees’ suggestions regarding innovative machinery have improved production. In 2003, Laurinburg’s laboratory purchased the Rubber Process Analyzer (RPA 2000) that represents the latest in Rheological test technology in the rubber industry to date. This equipment purchase resulted from a Six Sigma Black Belt Project that was successful in reducing incoming variation of material quality to the mixing process. In addition, an on-site lab boasts “211 years of rubber and chemical quality expertise,” according to Anderson. “We can get prototypes to market in nine days when the best that our competition can do is 30 days.”

In February 2004, implementation of the second value-stream map resulted in the establishment of a pull system for a customer who faxes the pull order and receives the product seven days later. Golf Pride also brought a previously outsourced component (that Anderson preferred not to specify for competitive reasons) in-house to help with lead-time and inventory reduction. Raw materials were also brought in-house on a consignment basis to increase flexibility and reduce inventory

basic information

Business Meeting Etiquette

1. Casual American-style attire is still uncommon in the Japanese business place. You should dress appropriately for the occasion when meeting your counterparts on business.

2. When sitting down to a business meeting with your Asian counterparts, the seating arrangement will be determined by the status of the participants. Do not just sit anywhere; as the guest, you will be directed to the appropriate seat.

3. As a general rule, the highest ranking person from the host side will sit at the head of the table. Then, other people will take their seats starting from the seats closest to him and working to the other end of the table. Those of higher status sit closest to the "head honcho".

4. You should stand at your seat and wait for the top guy to tell you to be seated. Then, when the meeting is finished, wait until he has stood up before standing up yourself.

5. Non-alcoholic drinks will probably be served at the beginning of the meeting and they will be distributed in the order of descending importance of recipients. You may want to wait for the top guy to drink from his glass before starting on yours.

6. Gifts are always appreciated. Consider bringing a small souvenir that represents well your hometown to give to your host. Don't be surprised if your hosts give you something from their country too. If the gift is wrapped, don't open it until you leave. If the gift is not wrapped, make sure to express copious appreciation (whether you like it or not). Ask some questions about the gift to show interest.

7. You may want to take notes during the meeting. This will show that you are interested and will be appreciated by your hosts. However, you should make certain never to write anyone's name in red ink (even your own) and so carry a black or blue pen.

8. Click here for information about Japanese business cards.

Social Interaction

1. Your hosts may bring up the idea of getting together socially later. This may be a sincere invitation to dinner; it may just be polite banter. Do not be offended if an invitation turns out to have been just talk and don't aggressively bug your counterpart about when you can get together. He may not say "no" directly so you might need to read from his body language what he really wants.

2. If you do go out for dinner, keep in mind that "going Dutch" is not normal in Japan. If you're the buyer, you'll likely be in for a free evening of entertainment. If you're the seller... well, if you were a local, you'd probably be picking up the tab. However, it's not quite this simple since your hosts may still insist on paying because you are a visitor in their country. Also, it is normal for the inviting party to pay.

3. In all cases, if your host is planning to bear the dinner expenses, make at least a meek attempt to pay. Don't worry... he won't let you. But even your insincere attempt to pick up the tab will have looked good. And, you can offer to pay for his dinner when he visits your home country.

4. Japanese are unlikely to invite you into their homes. It is normal for dinner meetings to be held in restaurants. Also, it is common to extend an evening's entertainment by going out to a coffee shop (or a second round of drinking) after the meal. If your host has paid for the meal, you might want to consider being even more pushy about paying for the coffee or drinks. But be careful! In some settings (especially where hostesses are involved), drinks can get very expensive.

5. Japanese are liable to ask you questions that make you uncomfortable, such as your age. You don't have to answer, but at least be gracious about it. They are certainly not trying to be offensive; it's just that some questions you would consider rude back home are not necessarily impolite in the country you are visiting.

6. Japanese love to drink alcohol with and after dinner. If you don't drink... well, that's a strike against you. You should try to drink. But if drinking is completely out of the question, make up an excuse and be ready to explain it several different ways and times. Your hosts may push you to drink and you should be careful not to get angry.

7. If alcohol is served, DO NOT drink from the bottle. You should pour the beverage into a cup or glass provided and then drink. Tipping is not customary in Japan and you don't have to do it.

8. When eating with your hosts, try to eat some of everything and look like you are enjoying the food. If there are certain kinds of food you don't like, it would be helpful to alert your hosts to this before they choose the restaurant or the meal. They'll appreciate hearing that you like their food.

Growth Scenarios:
Tools to Resolve Leaders’ Denial and Paralysis
Jonathan Star and Doug Randall

The 12 Life Secrets

► The Rule of Tell'em
Tell'em what you are going to tell'em, Tell it to them, and then Tell'em what you told them. Translation: start with an introduction, including an "agenda" or set of goals for the presentation, provide the content, information and summarize the presentation.

If the fear of public speaking causes you to prepare more, then the fear of speaking serves as it's own best antidote.

Useful Phrases

· Good morning, everyone, I’d like to get started.
· On behalf of my department allow me to extend a warm welcome to you.
· Let me say at the outset how happy I am to ...
· The topic of today’s presentation is ...
· I’ve divided my presentation into three parts.
· First, I’ll talk about ... Second ... Third ...
· If you have any questions, please feel free to interrupt me.
· The purpose of today's presentation is to take a decision on ...
· So, to begin, I’d like to look at ...
· If there are no questions, I’ll move on.
· OK, let me come back to the main point.
· Now I would like to move on to look at ...
· Please allow me to make the following remarks about the ...
· The background to this issue is ...
· What are the implications of this proposal?
· To illustrate this point, let us take the case of ...
· It hardly needs to be emphasized that ...
· There is not a shadow of doubt in my mind that ...
· I am happy to submit for your consideration the study on ...
· A few typographical errors have crept into the report.
· Thank you very much for your attention.
· This is as far as I wish to go at the present stage of our discussion.
· May I ask for your thoughts on ...?
· Am I to understand from your remarks that ...?
· We have had a useful exchange of views ...
· Before I finish, I’d like to summarize the main points.
· Finally, let’s consider ...
· OK, that brings me to the end of my presentation.
· I would like to thank everyone for their contributions.

Telling tales. A great story well told can boost the impact of your next business presentation
by Jim Woodard

There's an age-old, success-proven secret for maximizing positive responses to business speeches and sales presentations, and it's just as effective today: storytelling. What a difference a bit of storytelling can do to enhance the effectiveness of a presentation. It can spark life into what might otherwise be a rather boring dialogue. It can transform the presentation into a memorable and motivating event and motivate listeners into action.

As resident storyteller at the Ronald Reagan Presidential Library in Simi Valley, California, for the past six years, I've noticed a huge increase in the number of business people attending my seminars. By studying techniques used by seasoned storytellers, they learn how to enhance their own business and sales presentation styles. Here are some tips on how to tell a story well and what kinds of stories will work best for you.

What's in it for them? You must select stories for your business presentation that not only fascinate the audience but educate and motivate. A good source of such stories is biographies of great achievers.

Delivery is everything. After selecting a story to tell, read or review it several times. Make an outline of the key points and scenes you want to include in your presentation. Then it's practice time — deliver the story in your mind as though it were during a speech. After the first practice, go back to the written outline and underscore or add items that you missed in the first practice. Then practice again. As a final practice, read it aloud. I often do this in my car on short trips.

Don't be a ham. When delivering the stories to an audience, it's important to be expressive — but naturally expressive. Don't over-gesture or become overly dramatic. That can distract and annoy your audience. If you are involved in the story you're telling, expressiveness will take care of itself.

Speak in pictures. Creating and producing mental images in the minds of listeners, rather than having them look at a TV or movie screen, has a much greater impact and influence in the listener's life. Why? Because the images are personally created by the listener — not spoon-fed into the system with electronic images flashed on a screen. Include lots of detail in your story, and your presentation will be impossible to forget.

POWERFUL PRESENTATION TIPS
People who communicate strategically understand that all effective communications begin with the audience in mind. Too often we fail to spend enough time analyzing our audience before starting to develop a presentation. All audience members are asking themselves: So what? Who cares? What's in it for me? It's vitally important that you answer these questions first. Ask yourself: Is this presentation to inform? To persuade? To motivate? If your presentation is to inform, what do you want the audience to know? If you are there to persuade, what do you want the audience to feel? If your goal is to motivate, what do you want them to do?

Surveys show that people decide in the first seven seconds whether they are interested in what you are saying. The bottom line is that you have a small window to captivate your audience. Are they going to listen or make a grocery list? If you answer the questions of "so what?", "who cares?", and "what's in it for me?" and the odds of the audience tuning in increase.

Presentation Do's · Do begin preparing as early as possible. · Do define your measure of success. · Do contact audience members beforehand. · Do rehearse outloud. · Do arrive early to check the room for logistics. · Do make your bottom line absolutely clear. · Do make eye contact. · Do tell personal stories. · Do control anxiety with slow, deep breaths. · Do use your notes to stay on track. · Do close with thanks.

Presentation Don'ts · Don't make lots of last minute changes. · Don't be afraid to change the format. · Don't overdo graphics or technology. · Don't try to say too much. · Don't wing it. · Don't debate or argue with questioners. · Don't exceed your time. · Don't lock your hands together or hide them. · Don't read your slides. · Don't give long answers. · Don't stay longer than necessary. · Don't obsess on what went wrong. · Don't expect to become a "pro" overnight.

TOP 10 Tips for HIGH-IMPACT Business Presentations

TELL US STORIES
"Have you ever been in the situation where you've had to negotiate with the Japanese? I remember when I was working in Nagoya and everybody had told me the Japanese don’t like saying no. So in meetings I just kept saying yeah to everything. And they hated it. Turned out yeah sounds like no in Japanese!"

WOW US WITH THINGS WE DIDN’T KNOW
"Did you know that the Japanese spend more on business lunches in a year then the entire GDP of Bulgaria?" I read somewhere the other day that the world’s highest paid executive gets $230 million a year. That means he’s making more money that Volkswagen!" "Statistics show that half a million people emigrate to the States every year. Over ten years that’s the population of Greece!".

EXAGGERATE
"We’re doing extremely well now, but how can we do even better?" "We really shouldn’t be neglecting such a highly lucrative market" "So, just how big is the market for this? Absolutely enormous."

CONSPIRE WITH US
"Haven’t we all had the same problem from time to time? We have, haven’t we?" "There’s a real need for more teamwork, isn’t there? Now, isn’t this something we should all be looking at? What do you think?"

MAKE A PRESENTATION SOUND LIKE A CONVERSATION
"You know, more than 500 companies have set up in the UAE already. Now, that’s amazing growth. I mean, just look at these figures. You see? Ok, I know what you’re thinking: what about telecommunications and travel? Well, they’re actually far better than we’ve got over here. So no problems there".

CONTINUALLY USE RHETORICAL QUESTIONS
"So how did we do it?" "So what are we waiting for?" "So where do we go from here?"

REPEAT THEMSELVES AGAIN AND AGAIN
"It really is very, very difficult to say just what effect this might have". "These days more and more people are fighting over fewer and fewer jobs" "It’s easy to spend money. It’s easy to spend money when it’s not your own!" "Nobody knows that better than we do - nobody" "So, what’s the problem? The problem is the product itself is out-of-date".

CONSCIOUSLY PACKAGE THE NUMBER OF POINTS THEY MAKE
"The new system is foolproof, efficient and fast". "What’s needed now is time, effort and money". How did we reach our goals? Simple. By building new plant. By taking on more workers. And by keeping production costs down". "It’s cheaper, newer, faster, bigger, cleaner, safer and better-designed than anything else on the market. What more can I say?"

USE DRAMATIC CONTRASTS
"If we don’t take care of the customer, someone else will". "It can take years to win new business, but it only takes minutes to lose it" "Ten years ago we had a reputation for excellence. Today we’re in danger of losing that reputation".

BUILD ‘EM UP...
"As far as this contract in Saudi is concerned, we’re petty tied up with a lot of other projects at the moment, so there’s no way we could meet their deadlines. We’ve very little experience of this kind of work, anyway. And to be honest, they’re not prepared to pay us what we’d want... Basically, it’s out of the question."

...AND KNOCK ‘EM DOWN!
"Of course, the experts said a palm-top computer could never succeed They did market research which showed that people would just see it as a gimmick. They said its memory capacity would be too limited for serious business users, And they did feasibility studies which showed the keyboard would be too small for even the fingers of a five year old!... So, how come it sold more than a million units in its first year?"

Make an effective presentation. From doing your homework to grabbing the audience's attention, here's how to prepare a presentation that will knock everyone's socks off — and three tips to make sure you sound great doing it (by Karen Kelly)
Dreaming of a standing ovation at the end of your presentation? It could happen — if you master the right techniques. If you think it comes naturally, think again. Even seasoned public speakers know that there's a lot of strategy behind an effective presentation.

Allan Bonner, owner of Toronto-based Allan Bonner Communications Management Inc., a firm that teaches communications skills to executives, says the first thing to do when you discover you must make a presentation is gather as much background information on the subject as possible. "Napoleon said that time spent in reconnaissance is seldom wasted," says Bonner, who regularly advises well-known business leaders and government officials. He advises would-be presenters to call industry élites and presidents of associations to find out what people want to know.

After you've uncovered the issues, identify the purpose of the presentation. Is it for information gathering or sharing? Cajoling or entertaining people? Each requires a different technique. "I once counseled a CFO who complained that nobody was paying attention to his annual reports," says Bonner. "I told him to do a game show." Bonner's tactic was to start the presentation by asking audience key questions and engage them directly. The end result? "The CFO said people applauded at the end of it," says Bonner. "They said it's the only financial report they'd ever understood."

Your opening 30 seconds should be great, but most speeches Bonner has heard start slowly. Make sure you've got a hook in the beginning. "Prime time is the opening thirty seconds of your speech," says Bonner. "But most speeches begin on page two or three of the text." Considering the fact people are inundated daily with flashy commercials, a presentation can't afford to start off flat.

Once you've laid the groundwork, work on the art of delivery. Here are three tips from Bonner on being a good messenger:

Practice, practice, practice. "There's no simple way around this — you've got to practice out loud," says Bonner. "If you don't practice out loud a couple of times, preferably in front of an audience, you're just a proofreader."

Don't forget to project. While it's an obvious point, many presenters leave people in the back of the room straining to hear information. "Speak at a volume that is appropriate for a room about ten feet bigger in both directions," says Bonner. Also remember, from the back of the room, you're just a head on a stick. Reach out from behind the podium.

Work the room. "I recommend dividing the room mentally into four quadrants," says Bonner. First look at the middle of the upper left quadrant, then the upper right, then the lower left and then the lower right. "Move [your eyes] very slowly around the room, stay on one spot for half a dozen sentences, then move onto the next spot," advises Bonner. He says that a quick scan ends up looking like shifty eyes or windshield wipers — the kiss of death for any presenter.

Keep control of a room. Gearing up for a big presentation that could ruffle a few feathers? Here's how to control the room and avoid a disastrous blowup (by Karen Kelly)

The key to controlling the room is diffusion, says Roger Snowdon, president of the Fredericton-based communications / media firm Media Magic. Identifying and cooling potential hotspots before they flare up is crucial. "It doesn't mean that you'll necessarily win the issue, but you will control the environment," says Snowdon. "That will increase your chances of persuading a larger piece of the audience to your point of view."

The best time to start getting control of the room is before the presentation starts. Here's how to do it:

► Anticipate and address issues in advance
Before the audience enters the room, send out material that outlines pertinent arguments and facts. "The intent is to answer the difficult questions before they are asked," says Snowdon. "It will be a charged environment if you don't answer them beforehand." Depending on the formality of the presentation, greeting people at the door and discussing the issues is another way to avoid confrontation in the presentation.

► Lose audience anonymity
People are more apt to ask nasty questions if they don't have to be identified. To get rid of anonymity, Snowdon suggests placing a microphone in the audience and requesting speakers identify themselves when asking questions.

► Set up the room properly
The key to avoiding a confrontation is to make it virtually a physical impossibility. Snowdon's worse case scenario? Sitting behind a table, facing the audience head-on. Instead, he suggests setting up displays around the room with experts on various issues. This forces participants to gather in small groups. "It enforces a reasonable discussion rather than a more dangerous question and answer session," says Snowdon.

► Choose a Sergeant-at-Arms
Select someone to call an end to questioning at the appropriate time and keep an eye out for troublemakers. This person will step in if venting gets out of control.

"It's your final opportunity to make a lasting impression," says David J. Dempsey, an Atlanta-based professor, lawyer and the author of Legally Speaking: 40 Powerful Presentation Principles Lawyers Need to Know. "They [the audience] may have forgotten 90 per cent of what you said in the middle, but they'll remember what you said in the end if you do it correctly."

Your ideal closing depends on what you're trying to accomplish, according to Dempsey. Is your presentation meant to inspire the audience? Entertain them? Inform them? A laser-sharp focus and a clear sense of purpose are crucial, he says.

Once you decide on your objective, use Dempsey's seven techniques for closing a presentation and driving the point home:

► Close with a quotation or poem
A poem or quotation lends artistry to the presentation, according to Dempsey. Since these techniques are not often used in everyday conversation, they'll stand out in your audience's mind. Just be sure to use the right quote or poem. "It has to be short, memorable and has to tie into the presentation," Dempsey says.

► Close with a story
The words "let me tell you a story" are what Dempsey calls an "ear-perker". "People don't want to be lectured to," says Dempsey, "they want to be involved in a story." Again, make sure it's succinct and relates to your presentation.

► Close with a challenge
Is your presentation a call to action? Get the audience directly involved by presenting them with a challenge. Be careful that you've explained (logically and emotionally) why they should take the action. "If you haven't laid out the groundwork," says Dempsey, "the challenge will simply fall on deaf ears."

► Complete a story
Opening with a story and finishing with its conclusion is a surefire way to get the audience's attention. "A well-told story will be far more memorable than the most persuasive fact you have," says Dempsey.

► "Bookend" the closing with the opening
Repeat a quotation, statement or an observation you used in the beginning. Answer your opening question. "Bring it back and wrap it up in a nice little package," advises Dempsey.

► Close with a question
This is a great way to engage an audience, if it's done properly. Dempsey says you want to pause before you begin, step forward, ask the question, pause again and let the audience process the question. If you ask the question casually, then it signals that you don't care about their answer.

► Close with pathos
Don't run out of steam. The end should be the climax of your presentation. Dempsey points to Martin Luther King's "I have a dream" speech. Says Dempsey: "He started off in a very quiet, almost ponderous way and when he got to the end, he had worked the crowd up into a frenzy." End with a bang.

1. Find out in advance how much time you'll have. Have you ever had a key decision-maker leave in the middle of your presentation because he or she was out of time? You aren't holding the attention of a prospect who is looking at the clock! At the beginning of the call, ask how much time the prospect has set aside. Then adjust your presentation to take more no more than 60 percent of the allotted time. Why only 60 percent? Because your prospect's decisions to act typically occur at the end of a meeting, so you want to allow enough time to resolve any remaining issues and reach an agreement.

2. Another question I ask at the beginning of every sales presentation is, "Since the last time we met, has anything changed?" If your competitor gave them a presentation yesterday you may have a few new hurdles to overcome. And the sooner you know what those hurdles are, the more time you have to plan a response.

3. The next question you want to ask is "Where are you in your decision process?" If they tell me they have scheduled presentations with three suppliers, and I'm the first presenter, I know the chances of them agreeing to a decision at the end of my presentation are virtually nil. Why? You play the customer. Suppose you schedule appointments with three suppliers - would you make a decision at the end of the first presentation? No, because it would take more time, energy and stress to cancel the appointments than it would to just go ahead with them.

Also, you wouldn't cancel them because comparison is necessary to recognize value. Recently one of my clients showed me his new sales brochure - he was obviously very pleased with it. My immediate reaction was that it looked okay but it did not strike me one way or the other.

Then I asked him to show me what he was using before - and then I KNEW how much better this brochure was then the last! It was the comparison that allowed me to recognize the improvement. Your customers need comparison too, to recognize your value. So if it happens that you're the first presenter, don't go for the close - because you would be asking for something you can't get - and your customer will think you are pushy. Instead, come up with a reason to come back and see them after their other presentations - when they will likely be in a position to make a decision.

For this reason I prefer to present last because it's closest to the customer's point of decision. And that's�

4. The 4th key to effective presentations - try to be the last presenter. If I'm the final supplier to present, and I've shown why I'm their best choice, it's only reasonable to ask for a commitment to buy. In one of the largest sales opportunities I've ever worked on - I was the third of three presenters to a committee of seven decision makers, the most senior of whom was the executive vice president, a Mr. Burns. About 10 minutes before the conclusion of my presentation the phone rang - Mr. Burns' cab had arrived - he had a plane to catch. As he stood up I said, "Mr. Burns, before you leave, may I ask you one final question? He said, "Sure." I asked him, "Now that you've evaluated all the options, is there any reason why my solution is not your best option?"

He said, "Yep!" And out it came - his final concern about my solution. It was a concern that I was ready for - I had anticipated that it would be a concern - but I never got the chance to respond to it because his comment triggered a firestorm of conversation around the conference table. Mr. Burns missed his cab - but several other decision- makers drove him to the airport so they could continue their discussion. A few weeks later I learned that, in the car, a lower-level decision-maker had resolved his concern - and I won the sale! This example also points out that today, as much as 90 percent of the sale takes place when you're not there. So you've got to make sure that the prospect(s) championing your cause have the tools to sell other decision-makers for you.

5. A good sales presentation starts with a quick review of the customers' goals and objectives. Then list on a flip chart each of the customer's buying criteria. This list of criteria is your outline for an effective sales presentation. Show how your solution meets and exceeds each decision factor.

6. Throughout your presentation, get reaction from your prospects. After demonstrating a capability you could ask, "How would this be an improvement?" or "How would this help?" Interactive presentations keep prospects more involved and interested.

7. Communicate all of your unique strengths. Today, it's not enough to show that you can meet your customer's needs. Your customer wants to know two things: can you do what we need done and how can you do it better than the other options we are considering? So, you must have some reasons why you are their best choice. And to ensure that my strengths are understood, I always prepare a flip chart titled "Why We're Your Best Choice." Here, I put at least three reasons why I am the customer's best choice. Many times I'll list seven or eight reasons. The more reasons you have, and the more compelling those reasons are - the better your chances of winning the sale.

8. Use visuals in your presentations because a picture is worth a thousand words. Support your important ideas with a picture, show images on an overhead, flip chart, or laptop computer. Keep your visuals simple. One idea per image. Make it interesting, relevant and readable.

9. Last, but not least, have fun and be yourself. If you want to persuade other people, you must connect with them on personal level first. Think of John Madden, the former football coach and commentator. Madden is successful because he makes emotional contact with by just being who he is. To put more impact in your sales presentations, connect with your prospects by just being YOU.

In sports, when two teams are evenly matched, the winner will be the team that executes its plays the best - the team that makes the fewest mistakes. To deliver a winning sales presentation, you must do the same. When you implement these nine tips in your sales presentations you'll win more sales!

According to the book of lists, the fear of speaking in public is the #1 fear of all fears. The fear of dying is #7! Over 41% of people have some fear or anxiety dealing with speaking in front of groups. People who have this fear can experience all kinds of symptoms: Sweaty palms, accelerated heart rate, memory loss and even difficulty in breathing. Some of the world's most famous presenters have freely admitted to nervousness and stage fright. Mark Twain said it best, "There are two types of speakers: those that are nervous and those that are liars".

Everyone, even experienced speakers, has some anxiety when speaking in front of a group of people. This is perfectly normal. The best way to deal with this anxiety is to first acknowledge that this fear is perfectly normal and you are not alone. To reduce your fear, you need to make sure you properly and thoroughly prepare yourself before you speak.

Proper preparation and rehearsal can help to reduce this fear by about 75%. Proper breathing techniques can further reduce this fear by another 15%. Your mental state accounts for the remaining 10%. Below are just a few suggestions you should use to overcome your speaking anxiety. The first and most important of all is preparation. I like to think of it as the 9 P's:

Five Phrases to Avoid during Your Next Sales Presentation
The success of your next sale may be riding on more than the product or service you’re offering. Learn the five
phrases to avoid during your next presentation by Charlotte Purvis

The success of your next sale may be riding on more than the product or service you’re offering. Your presentation will play a major role in the sale -- the words, your style, and the tone of your delivery. Here are five phrases to avoid during your next presentation . By avoiding these common phrases you will have a better chance at making a favorable impression.

Hey “y’all,” “you guys” or “yous."
As endearing as these words are, they are best left out of your presentation. These and other informal words can drain the professionalism out of your presentation and may send the message you want to win them over with your charm. Instead, work to draw attention to your product, the customer service after the sale, and the professionalism of your organization. Remember to use formal words delivered with a friendly tone

“The competitor’s product is not as good as ours.
Instead of saying, “Theirs is very low-performing,” say “Ours meets all industry standards and recently won awards for best performance in all three major categories.” It is acceptable to make objective comparisons to help the audience in the decision-making process (“Ours has three xyz’s and theirs has one”). Remember that the decision-makers in the audience may have purchased the product you’re disparaging! What happens when that competitor you mentioned merges with your company and you have to come back and meet with this same group? Or if you take a job with that competitor? Instead of drawing attention to the competitor, keep them focused on your product or service.

I don’t know.
OK then, who does? It’s a natural response to say, “I don’t know,” but that doesn’t help your audience. What they want to hear is that you are pleased they asked that question up and that you will be on the telephone to get an answer within minutes of the close of the meeting. They don’t want to hear you say, “I’ll get back with you,” they want to know when and how you will get their answer.

We never make a mistake.
You might/ not say it that bluntly but you might imply it with your praises, your promises, and your passion. On the other hand, you don’t want to dwell on the mistakes you and your company have made. If they ask you about reliability of your product, tell the truth. Focus on what you do to make things right when things go wrong, your clients’ comments about your recovery strategies, and your commitment to excellence. Every organization has challenges. It is how you respond to those challenges and your customers’ concerns that can help you stand apart in your industry.

We’ve just always done it that way.
So they’re asking for something you’ve never tried before. Just because you haven’t tried it doesn’t mean you shouldn’t. Isn’t it true that many of the best ideas come from customers and clients? Probe for more of their ideas. Tell them about something else you currently do that was first done to meet another client’s needs. Most of all, thank them for their creative ideas and suggestions. When your organization decides that this really is a good idea, send them something special. If their idea is something you can’t implement, then still help them find a reasonable solution. After all, you are there to listen, learn, and help them find solutions.

Open and Close Your Presentations with Power by Patricia Fripp