IBM演示技巧教程.

1、presentation methodologyThere are three steps to making an IBM presentation:(1) plan itPla n It offers advice on orga nizing your message, sharpe ning your focus on what you wantto say, and arra nging it in a manner that audie nces can follow.(2) prepare itPrepare It is a resource for con struct ing

2、 graphic support materials in Freela nce Graphics(PowerPoint is also supported). You will find instructions on how to in clude eleme nts suchas text, charts and graphs in a style that will be con siste nt to all our audie nces - an IBMlook, i n much the same way that our advertis ing and marketi ng

3、materials have a disti netappeara nce.(3) present itPresent It offers tips on how to deliver what youve prepared effectively to an audie nce.Prese ntati ons are not about show ing a series of slides; they are about you, communicatinga message, with visual elements in a supporting role.(1)plan iWhere

4、 to beg inHeres what you do first: Stop. Take some time. As Thomas Wats onSr. used to advise, famously: Thi nk.You are about to mount an argume nt. What do you n eed? Dontsuccumb to the temptati on of collect ing every appare ntly releva ntitem into a jumble and then trying to reshuffle them into a

5、cohere ntorder. (Jim has a nice chart on this, and Lisa has some good marketdata, Ill get those.) Thats the flawed tech ni que behi nd many of themore overblow n, leade n prese ntati ons youve ever dozed through.Thats work ing backwards. In stead, start with nothing. and workforward.Ask yourself thi

6、s: What is my point? Every presentation is an attempt to communicatesometh in g. It may be a complex topic, with lots of support ing data, but fun dame ntallythere will always be someth ing simple you want to say. It might be IBM un dersta nds yourbus in ess, or This tech no logy is the best for our

7、 requireme nts or We n eed more time todo this job right.Figure out what youre trying to communicate, in its simplest, clearest, most concise form.Write it down, in one sentence. Does it make sense? Does it really cut to the heart of whatyou n eed to con vey? If no t, rewrite it.If you only could de

8、liver this one sentence to your audienee, with no charts or any supportinginformation, would this be the one youd choose?Composing this basic sentence might take two minutes, or it might take an hour. It does ntreally matter which. Just get it right. Without a clear point of view, you are n avigat i

9、ngwithout directi on.Get it wrong, and youll struggle the rest of the way.Get it right, and the pieces will begin falling naturally into place behind it.Build your casepresentation centraIn her book Secrets of PowerPresentations , Micki Hollidaysuggests answering the followingquestions as a first st

10、art to organizingyour presentation:. What does the audience need to know? What does the audience want to know?. What are the possible benefits of asuccessful meeting for this audience?(Whats in it for me?) What questions might the audience have?OK, youre clear about the point you need to convey. But

11、 its safe to assume that your audience is not prepared toaccept your message on faith. After all, if everyone in the room already knew what you wanted to tell them, andagreed with it, there would be no point whatever to your standing up and talking.The purpose of your talk is to move your audience t

12、o your point of view. So you will have to build your case. Youneed to organize your argument.Make a rough flow chart of the information you are going to present. Just sketch it out on paper - this isnt going tobe a chart youll show, and youll probably have to revise it a few times anyway.The organiz

13、ing principle behind this is a pyramid: each statement you make will have one, or more likely several,supporting pieces of information under it. As you build your presentation in this outline form, a pyramid will form,with your basic statement at the top and everything else arrayed beneath it. Dont

14、worry yet about the order in whichyoull actually present each item. Just get them all down on paper to look at.The Pyramid Principlebook listed in our recommended reading list is devoted to thismethod of organization, and its a useful resource. But the basic idea is really common sense, merely a way

15、 oflaying out your information so you can arrange and, later on, present it logically.Lets take a look at a hypothetical presentation and how you might organize its various elements, using thistechnique.From the top downLets assume your basic point is: IBMs solution is your best option, because its

16、combination of products andservices is integrated and flexible, and because we understand your business challenges.Now, put yourself in your audiences position. They want to know why they should believe this. They expect proof.You have, lets assume, four reasons. First, IBM products work together. S

17、econd, IBM offers the flexibility of opensystems. Third, IBM services tie everything together. Fourth, IBM has experience in the customers industry.This is the heart and framework of your pitch. Lay it out graphically.IBMs elution Is your best cption, because its sctribinalipr pf precuts and service

18、s isintegrated and flfiflbecauseunderstand year business chllrtdes.1 IBM products 1IBM offersL1 ISd services tiel i IBM has experi- werk togeftier |flexibility of openl I!every+tiirig 1 enceinyour1L_LIsys+ems1pg總總+her1irtdushYou now see that youre going to ope n by stat ing your main point, and your

19、e going to proceed through yourpresentation by offering facts and data in these four areas. Dont worry yet about which will come first.Take each of your support ing argume nts and do the same aga in. Build ano ther pyramid un der each of the four.Un der products work together you might have in forma

20、ti on about each of the elements in the solution: servers,middleware, storage. You might want to talk about in ter-divisio nal efforts in IBM to in tegrate tech no logies acrossour product lin es. It would look someth ing like this:iBrII andI flexibleFor this example, we dont n eed to bother creati

21、ng all the pyramids that build dow nward,but you will want to do this for your en tire prese ntati on. Organize all the information thatyou might want to include. You will then have a pyramid that en compasses everyth ingyou n eed to con vey.Now, play with it. Look at the big picture. See whats most

22、 importa nt. Take out thi ngsthat, while you might thi nk theyre importa nt, just wont reson ate with or be un derstoodby your audie nee. Move things arou nd. Add or delete, but keep the orga nizing structurein tact.Once you have a pyramid that seems to represe nt your theme and the various points y

23、oun eed to get across, youre ready to start creat ing the materials you will actually showpeople: bullet poin ts, charts, graphs. In stead of orga nizing on-the-fly, youve organizedfirst. Congratulations: you now have a clear picture - literally - of what in formatio n isreleva nt to your prese ntat

24、i on, what points it supports, and where it should go.Un fortu nately, many people dont bother to beg in with this formal, structured approach.Although you have nt eve n created your first slide, the most critical (a nd often botched)work in creating your presentation is complete.If this all seems t

25、oo plodding, too restrictive and structured, dont worry: it isnt. By the timeyou have a presentation ready to show, the underlying organization will fade from view,leav ing beh ind merely a framework that helps your audie nee focus more easily on yourmessage, and enhan ces your own mastery of the ma

26、terial, since you un dersta ndthoroughly how it all fits together.Now, lets take your graphical, pyramid outl ine and prepare a prese ntati on.MM Fallen PyramidsSome people find it helpful to use apyramid on its side, with the topic in theleft-most box, and building the pyramidout to the right, inst

27、ead of below it. If youuse this method, youll notice that thepyramid more closely resembles a classicoutline structure. Unlike an outline,however, the relative equality of the boxesmake it much easier to restructure andre-order your presentation and establishnew relationships to item without alterin

28、gthe entire organization, as often occurswhen creating an outline.presentation centralUsed thoughtfully, they canbe valuable tools.Used in discri min ately, or con structed poorly, however, they can actually detract from yourmessage. They can clutter your prese ntati on and con fuse your audie nee.T

29、his template will facilitate the preparation of your presentation and will help to continue establishi ngyou as one of the best expressi ons of the IBM bra nd.*It reflects IBMs corporate desig n style, which also in flue nces our advertis ing and marketing materials. It is straightforward, clea n, a

30、nd simple.*Its flexible enough to accommodate a variety of uses. Some may use it with little or nographic elements, while others might need to convey far more complicated data.*Its simple to use. Although commu ni cati ons specialists and graphicdesigners have worked to create this template, anyone

31、in IBM should be able to use itwithout any special skills or software beyond what is already available.Dont automatically assume you n eed to use prese ntati on software to make your prese ntati on!Some of the most effective sales jobs are done just by speak ing directly, sin cerely andinformatively

32、 about the subject, without hiding behind charts. In Say It With Prese ntati ons, no tedprese ntati on desig ner Gene Zelaz ny gives three basic types of media you should con sider if you need visuals to help con vey your message:Lap visuals, so called because each member of the audie nee receives h

33、is or her own copy of thematerials at the start of the meeti ng, if not before. Best for small groups, their use can ope n updiscussi on and help every one participate as equal part ners.The downside is that they may read ahead and start asking questions you would prefer to deal withlater in the dis

34、cussion. And you can also miss opportunities for eye con tact if every one is look ingdow n readi ng.Easels or white boards. Great for in creas ing in teractivity among 15 or fewer people, since yourerecord ing the audie nees ideas as they come up. Down sides: Avoid spe nding all your time withVisua

35、l eleme nts such asWhere to beg ingraphs, charts, and text canenhance your ability tocommu ni cate, help ing youraudie nee follow yourmessage and quickly understa nd various types ofin formation.your back to the audie nee; perhaps deputize a member of the meeti ng to help write dow n points soyou ca

36、n concen trate on their comme nts and reacti ons to you and each other.On-scree n prese ntati ons. While less pers on able tha n the other two methods, this is by far themost polished and suitable for large audie nces. Since this is also the medium with the greatestpitfalls, this is the type of pres

37、e ntati on well be work ing on in this secti on.Title scree nBy using a sta ndard title chart and follow ing the style con siste ntly, we will add a professi onal touchnot only to our in dividual prese ntati ons but collectively to all of IBMs face-to-face commu ni cations.The title slide is a strai

38、ghtforward eleme nt, and gen erally requires only that you in clude your n ame,IBM orga ni zati on, and speak ing topic in the places provided. However, the template allows forother eleme nts that might be required, and its importa nt to follow the guideli nes if you will be usingthese.More text (if

39、 you must)The templatealso providesa format forlon ger blocksof text. Youshould useblocks of textvery sparingly.Yes, once in awhile theremight be a lon ger passage that is releva nt, and valuable. For in sta nee, you might have aquote from an an alyst or customer that is particularly striki ng:If yo

40、u are going to make your audie nee read somethi ng, their time and effort.More important, make sure its worth dont have much available and youve justtur ned some of it assig nment.Dont overdo itBefore you begi n, keep in mind some key points:*Visuals are not your prese ntati on.You are the prese nta

41、ti on. Youraudie nee has not gathered for the purpose of readi ng your Freela nee (or PowerPoint) pages; they have come to hear you commu ni cate. Use visualsto support your message.*Less is more. A graph that shows (for example) levels of customer spe nding oncerta in tech no logies can reveal at a

42、 gla nce trends in the market, but it rema insyour task to expla in that datas releva nce to your audie nce. A sin gle, well-c onstructed graphic, supported by your thoughtful expla nati on,is more effective than a series of charts that the audience must decipher.*Projected visuals have severe limit

43、s.They are con stra ined by theresoluti on of a computer scree n, which is far lower tha n the pr in ted page.They are limited further by being projected onto a scree n that people must readfrom a distance. For this reason, we want to keep visuals simple and bold. Morecomplex graphics are better sui

44、ted for inclusion in printed materials.Lets take a look at the main eleme nts of the IBM Prese ntati on Template that you mightneed to include. More possibilities and variations are available in the prese ntati on templatesthemselves. But un dersta nding which you n eed, and whe n,Uni lb PrcdUEl NBT

45、IESince vje outsourcedourIT to !BMGlobaf Services, our costs a佗佗ctowqproofsare up,/Vebeen promoted tothe board of directors, my fids r&getting higher grades京school andthe weather has been rrtuch betterTh&nyou,A delighted Fortune 500 CIOmake sure its worthyour time, since youinto a small read

46、 ingis the first step.Bullet-point textYour audie nee is ready to liste n and to look, but they dont want to read longpassages of text on a scree n. And you dont want them too, either their atte nti onaway from what you are say ing.The most effective way to use text is with short phrases that can be

47、 read at a glanee.Prese nted this way, text can remi nd people of your key poin ts, or help them followthe progress of your prese ntati on. Heres an example of text poorly used:That isnt a bad-looking page, and it isnt too difficult to read. But it can be improved. Thiswould be even better:Hijflress

48、 UinAl4f FrcduEl MaritIBM eServers Price-perTormanceedga: 3d% Advanced management lower total cost Linux & open stand aids = fl exibilityThe first example tries to prese nt your message. The sec ond example merely providescues to the messages you are discuss in g. It en gages the audie nees time

49、 only for a moment, and dema nds that they liste n to what youre say ing as you expla in the poin ts.read ing takesOf course, eve n whe n you reduce your message to a bullet-po int phrase, you can stilldefeat yourself by cramming too many onto a single page. Thats why you should limit anypage of tex

50、t to no more than five items (and even five is pushing it). Youll see that thetemplate reflects this limit.This limit of five is not a matter of how much text will fit onto a page while remaining bothlegible and visually pleas ing, although these are importa nt con siderati ons. Rather, its aquesti

51、on of how much in formatio n some on e can easily retain at one time, especially whileliste ning to you speak.But what if you have more than three or even five points to make about IBM servers?Perhaps you want to talk about the tech no logies that give our servers their price-performanee edge, and c

52、ite some ben chmark studies as evide nee. You have more to say aboutmanagement capabilities, too. It simply wont fit into five lines.No problem. If you examine your information, you are likely to find that it will arra nge itself into groups of details that support more gen eral poin ts. (If youd pr

53、epared your in formati oncarefully, accord ing to the pyramid structure described in the Plan It module, this shouldalready be clear.) The solution is to create ano ther page which focuses in greater detail onone of your topics. In our curre nt example, you might progress to this:w w Ari TW | PTM-M

54、Uit*| CM胃也Here aga in, you are giv ing your audie nee a limited, man ageable amou nt of informati on at any one time. If you have ben ehmark data (in this example) that simplydema nds a graphic treatme nt, dont eram it onto this page uni ess its a very simplegraphic. Make ano ther page, devoted to t

55、hat.When youve fini shed with your in formatio n about priee-performa nee, return to yourlist and the see ond point. Your n ext page might list the key points about IBM serversadva need man ageme nt eapabilities, followed by one with more detail on Linux andope n sta ndards.If those other topies don

56、t have as mueh support ing detail, you might simply showyour first page about IBM servers again, perhaps with your next point highlighted:IBM eServersPrice-performance edge: 30%-/ Aitvnced marragenierH = lower total coslLi nux & ope n stand ards = flexibilityYou would the n proeeed to diseuss th

57、e adva need man ageme nt features. Youraudie nee has a elear and quiek visual eue that youre moving on to the see ond point,along with a rem in der that a third one will follow.Its perfeetly okay to repeat pages in this manner. Repeating pages can help youraudie nee follow the prese ntati on, withou

58、t requiri ng a lot of their atte nti on to do so.While its true that less is more on any sin gle page (and eve n for visuals in general)so long as your pages are brief and direet, repeating pages in order to highlight theprogress of your prese ntati on is an effeetive use of support ing visuals. In

59、this in stanee, more can be more. Just dont get earried away: you dont n eed a line on thescree n to summarize every sin gle thing youre going to say.(If you are prepari ng a prin ted versi on of your pitch to distribute to your audie nee,you will probably in elude a page only on ee, and remove any

60、highlighted andrepeated pages.)Charts & graphsCharts and graphs can be very effective tools. They can alsobe annoyin gly clumsy, obscuri ng the very in formati ontheyre inten ded to commu ni cate. Like other tools, theymust be used whe n the task requires them, and with care.Our template calls for charts stripped