SlideMagic Blog

You are only aware of your own sales or investor pitch. Your audience (investors, clients) sit through dozens of them. After 10 sales or investor pitches in a certain industry, they probably understood the key industry trends, and in their heads they are wondering how you are different from the others.

Have the “101” slides ready, but the body language of your audience should tell you whether you are the first presentation they are watching, or number 12.

Image by Malcolm Carlow

In spreadsheets, I have now moved from Microsoft Excel to Google Sheets as my favourite app.

• It is faster to fire up quickly for a small calculation doodle
• It also snappier in use to do the basic things, entering data and moving around
• It has some neat functions (like automatically cutting up a string and putting all words, numbers in subsequent columns)
• While I don’t believe in online collaboration of presentations, for models it is actually useful that all the people in the team have access to the laters numbers 24/7
• Filing and naming of presentation documents is usually pretty organised. With spreadsheets however, I always lose that calculation I did, and the Google search function is really helpful here.

Part of this might be rooted in the way I use spreadsheets: basic functions only, even for the biggest models. I “grew up” with Lotus 123 and early on in my McKinsey career realised that errors in a valuation model can make a difference of billions of dollars. A simple model is far easier to debug because it allows you to see every step in the calculation.

Group editing of a slide deck is difficult, especially if it involves a lot of people, and especially if some of the people editing dial in from a remote location. If you do not have the full view of the presentation (either because you are far away, or you have not been involved in the process that much), you should resist the urge to ask the junior analyst to add “an extra bullet to the slide that say [fill in message]”. There is a good chance that that point is already made on another slide.

Art: Dogs Playing Poker by C. M. Coolidge

They are different.

• Strategy presentation. In most cases, the audience of a strategy project recommendation presentation understands the context. A large part of them probably participated in the project (steering committee meetings, interviews, doing analysis). Therefore, the presentation can be highly in your face, conclusions upfront, in a strict logical order. Pretty much like the classic consulting presentation.
• Sales presentation. Your audience will be less familiar with the background, you need to drag them in a bit slower, show that you understand their problem, etc. And, logic only is unlikely to lead to a sale.

Some clients don’t want to be compared to, seen as, a certain competitor or market alternative. These type of companies might have a very low reputation in the market, typically charge very low prices, or there could be regulatory issues involved where lawyers recommend to change the tone of the pitch slightly.

What you put in, is what you get out. If you confuse, obscure, make it less clear who you are, your presentation will be less powerful. This is especially true for the cold audience who will first try to compare you to a company or concept they are familiar with. If you leave your pitch confused, they will be confused. “Hmm, they are sort of a company A competitor”.

The above is especially dangerous when it is not you who has to present the story, but a third party salesforce, if you confuse things, the salesforce will be confused, let alone the potential customers or investors down the chain.

It might be better to take things head on, and almost follow the thought line of the audience: “yes, this sounds a lot like company A”, but let me explain why this in fact is totally different". But that takes courage.

Art: Composition VII—according to Kandinsky, the most complex piece he ever painted (1913)

Saturday, I visited one of 4 sold out performances of the stand up comedian Jerry Seinfeld here in Tel Aviv. The setting: 10,000 people in a covered basketball stadium with poor acoustics. Here are some of the things that Jerry did to get through to the crowd. And was interesting to see how effective he was in comparison to the warm up act who had less experience.

• Timing of punch lines. Know when to keep the flow of words going, know when to pause, and when you pause, pause for a really long time to let a point sink in with the audience.
• Immediately build a connection with the audience. This is more than speaking 1 word of Hebrew, and more than showing how you appreciate the country. Seinfeld build an entire series of jokes about the experience of fighting traffic and crowds to go to a major event (and leaving it). It created an instant bond with the speaker, but also a shared experience between the members of the audience. This was a good set up for the later sections in his show that often were derived from material targeted at a US audience. Started to throw these types of jokes into the crowd right at the beginning would not have gone down well.
• Fake eye contact, there was now way that Jerry could see anyone in the audience because of the lights, still he was moving his eyes around and holding them left, right, front, and back as if he was connecting with a member of the audience.
• It was interesting to see how Jerry ended the show with a punch line, and then boom, said goodbye and thank you, walking of the stage immediately after. There was no time for the “well, this was it…”

There are differences:

• The investor presentation contains more content than a sales presentation: financials, strategy, etc.
• The investor presentation makes a competitive comparison explicit, while usually in a sales presentation you state your competitive advantage without explicitly mentioning competitor names and their strengths and weaknesses
• A (summary of) the sales presentation should be embedded in the investor presentation to convince the investor that you can sell your product today (she will look at the content of the slides, but also - more importantly - how good a job you do at selling the product)
• Sales presentations are often too “deep in the trenches” for the big picture investor presentation. Tactical and operational issues are addressed that are very important to close that deal, but add less to the investor pitch
• Sales presentations are usually geared towards bigger customers (that merit a customised approach) and do not address self service sales to smaller customers (that could be an equally big, or even bigger part of your business).
• Sales presentations talk about customer issues today, outside the context of a longer-term roadmap for the company.

Art: a recent painting by Andrew Stevovich, check out his blog, it has detailed backgrounds on how he creates his artwork.

It has been years since I have worked on Windows machines, and given that they do not have Helvetica installed, I would still prefer design most of my presentations in Arial over Calibri, the current default Microsoft Office font on my Mac.

But the light version of Calibri (Calibri Light) looks actually pretty nice, especially if you use it in combination with the bold (not the regular) to put accents. Calibri Light comes installed on Windows 8 and Windows 10 machines, not 7.

Goodbye Arial.

Image on WikiPedia

They appear often in business presentations: hierarchies of bullet points:

• A summary point that partly repeats what is said below
  • A sub summary point that partly repeats what is said below
    • A sub sub summary point that partly repeats what is said below

The worst of all bullet point sins: the lone bullet point that jut hangs there without a brother or sister.

Breaking up a problem/story in its components is great for solving problems: you can get a hypothesis quickly and carve up your team to work on each of the individual bits. They might even work as the skeleton of a presentation story flow.

On actual slides though, it is a different matter. These hierarchies are hard to read and process. You read the summary, read the supporting points, then combine the supporting points to internalise the summary again. Too much.

For a presentation, you need to flatten the bullet points.

• Kill bullet point hierarchies as much as possible, creating a linear flow
• Then, spreading out each bullet point on a separate chart (as much as possible).

Ever wondered why my presentation app SlideMagic does not even feature the option of a bullet point?

Analogies are great. You take a concept that anyone can relate to, and use it to explain something unfamiliar. But you can push it too far.

• An analogy that is complex in its own right defeats the purpose
• An analogy that only partly fits
• An analogy for which you cannot find the appropriate professional visuals easily without an advance degree in Photoshop
• An analogy that is number 12 in a series of completely unrelated analogies for every single concept in your presentation
• An analogy that is not “serious”, it undermines the professionalism of your presentation, a bit of humour is OK, college humour is not.
• An analogy that is a cliche

Or, like in the Accenture ad below, you are actually insulting your target group.

Good analogies are pretty much the opposite of the above. They are simple, fit the subject, are easy to visualise, and ideally, can cover all aspects of your story.