Presentation Organization

A successful presentation contains more than good material and the most convincing arguments. It displays good organization of sub­ject matter. The most forceful and persuasive presenter may fail to have a plan, idea, or information accepted by the audience if the message is not organized well.

The introduction and conclusion cannot be neglected. At the outset, the presentation should gain the interest of the audience and convey to the listeners what is to be covered.

In the conclusion, the presenter should review the key points of the presentation and pinpoint the action to be taken, if any.

The body of the presentation, located between the introduction and the conclusion, contains the  bulk of the message. It should be presented to the listener in a meaningful form. An outpouring of  plans, ideas, or information without form or relationship will not hold the attention of any audience very long.

Organization of the presentation involves fitting the parts into a coherent whole. The method depends upon the subject matter to be presented and the strategy to be used. The most familiar  form of presentation is probably the time-sequenced-chronological-approach. The problem-solution pattern is a logical choice for many "in- house" presentations. When there is a need to  compare alternative solutions to a problem, the comparison- contrast approach is a good choice.

In an informative presentation, a cause-effect technique might be used. When the purpose of the presentation is to clarify or explain the meaning or nature of something, the definition technique is ap­propriate. Another form commonly used involves discussing the "parts" comprising the whole, such as sub­division of an organization, or sub­system for components of a missile. Related to this technique is the presentation built around systems, and functions qualities-sub-systems of an aircraft, functions of units within an organization. If the material to be used does not fit into one of the commonly used organizing patterns, the presenter should establish a pattern of his/her own.

When one has an outstanding point to make in a presentation, it should be made normally at the  beginning. This has an advantage over "building up" to the main point. If it "sells" the plan or idea, the balance of the presentation then involves "nailing down" the plan or idea. Another reason for leading off with the main point, or points, is that important listeners could be called away before the presenter is finished. If they are, they will not miss the main point.

After a plan or an idea has been sold by citing its major advantage, or advantages the balance of the presentation should generally be treated as reinforcement of that plan or idea. The points to be made should be presented in descending order of importance. Remember, when the main point fails to deliver the message, the lesser points will not do it! Speaking of ensuring the  message comes through clearly, I am reminded of the 10-year-old ex­plaining the plot of "My Fair Lady" to her younger sister. She said, "It's about a dirty girl who gets remedial reading."

A presentation should be long enough to accomplish the objective. Generally, a presentation of less than one hour is best. Most au­diences don't absorb too many thoughts at a single sitting. Three or four important points can usually be established firmly. On some occa­sions, a half dozen points can be made if they are very closely related. Supplementary information should be screened from the subject matter before the presentation is made. Such material can be provided as a hand-out, if it is deemed important enough to convey to the audience.

At the end of the presentation, the audience should be left with a memorable impression of what the presenter said; accordingly, the presenter should recap the main point or points. If the presenter is expecting some action after the presentation, he/she should tell the people in the audience what is expected.

A good speaker rehearses his speeches; he practices what he preaches. After the presentation material has been assembled and organized, an evaluation should be made. This evaluation should include consideration of the factual contents as well as the personal delivery. There is always a possi­bility that someone in the audience will assume a "so what?" attitude. It is advisable to have a personally selected evaluator state what is clear, what is effective, and what should be reworked or eliminated. Undergoing such an evaluation by a friendly "so what" can be likened to seeing a dentist - it is not a pleas­ant thing to do because it may reveal some trouble, but it could be dangerous not to do so.

Someone has said that want of study, and want of knowing what one is driving at, must bear the blame of many a long and weary presentation. Hence, a short talk is usually of a better quality than a long one, and if it is not, it is all the better that it is short.

Presentation Delivery

At the outset, the presenter must establish a rapport with the au­dience. There must be a flow of understanding and mutual respect between presenter and audience. At the start, the presenter should win the kind of attention needed for the rest of the presentation. His/her walk, posture, facial expressions, hand movements, and clothing will be observed by the audience. Early in the presentation, the presenter will be judged, favorable or un­favorably, by the audience. After the audience decides whether it likes the presenter, it will determine whether it can give credence to what the presenter has to say. One story goes that after giving what he considered a stirring, fact-filled campaign speech, the candidate looked at his audience and confidently asked, "Now, any questions?"

"Yes," came a voice from the rear, "Who else is running?"

To be successful - assuming the message is good - the presenter must be animated, alert, and free from obvious tensions. A simple, indirect, natural, and relaxed style will gain audience acceptance, as will use of variety in voice, body movements, and subject content. The presenter must be intimately acquainted with the principal points and the sequence in which they are to be given, so  rehearsals are a must. If the presenter wants to "look alive" to the audience, he/she must know  the subject, have an intense belief in the subject, confidence in his/her ability to communicate, and an eagerness to communicate effectively.

As Soon as You have decided what Kind of Company you want to Begin and The investment requirements, you're ready to select a
location. The number of competitive companies already in the region should affect your choice of location. Many regions are
overloaded with service stations or certain types of restaurants. Check on the number of your type of business in Census figures,
the yellow pages, or by checking out the location.

Factors Aside from the Possible market, availability of Workers And number of aggressive businesses must be considered in choosing
a place. For example, how adequate are utilities - sewer, water, electricity, gas? Parking facilities? Police and fire protection?
What about housing and environmental factors like colleges, cultural and community activities for workers? What is the average
price of the location in rents and taxes? Check on zoning regulations. Evaluate the business of the local business-people, the
aggressiveness of civic associations. In short, what is the city spirit? Such factors should give you a clue to the city or city's
future.

Chambers of Commerce and nearby universities Normally Have made or Are familiar with local surveys which may provide answers to
these questions and the a number of other questions that will happen to you.

Next you have to decide in what part of town to find. If the town is Very little and you are establishing retail or service
business, there will probably be little choice. Just 1 shopping area is present. Cities have outlying shopping facilities along
with the central dining area, and stores spring up along main thoroughfares and local streets.

Consider the shopping center. It is different from different locations. The shopping centre construction is pre-planned as a
merchandising unit. The site has been deliberately selected by a programmer. On-site parking is a frequent feature. Clients may
drive , park and do their buying in relative speed and safety. Some facilities provide weather protection. Such amenities make the
shopping center a valuable site.

Additionally, there are some limitations you should know about. As a renter, You become part of a retailer group and must cover
your pro rata share of the budget. You have to keep store hourslight your windows, and set your signals according to established
rules. Many communities have restrictions on evidence and the middle management might have further limitations. What's more, if
you're considering a shopping centre for your first shop you could have an additional problem. Developers and owners of shopping
centers start looking for successful retailers.

The type and variety of merchandise you carry helps determine the Type of purchasing place you select. For example, clothing
shops, jewelry shops and department stores are more likely to be more successful in buying districts. On the other hand, grocery
stores, drug stores, filling stations, and bakeries usually do better on main thoroughfares and neighborhood streets outside the
shopping districts. Some sorts of shops customarily pay a low rent per square foot, while others cover a high rent. In the"low"
class are furniture, grocery and hardware stores. In the"large" are cigar, drug, women's furnishings, and department stores. There
is no hard and fast rule, however it is helpful to observe in what type of place a store like yours often appears to flourish.

After deciding an area best suited to your type of business, Obtain as many details as you can about it. Check the competition.
How many similar companies are located nearby? What exactly does their sales volume appear to be? If you are establishing a shop
or service trade, how far do people come to trade in the region? Are the traffic patterns favorable? If most of your customers
will probably be local inhabitants, research the population trends of the area. Is population increasing, stationary or
decreasing? Are the people native-born, blended or chiefly foreign? Are new cultural groups coming in? Are they predominantly
laborers, clerks, executives or retired persons? Are they all ages or principally retired, middle aged, or young? Judge buying
power by checking average house rental, average property taxes, number of telephones, number of automobiles and, if the amount can
be obtained, per capita income. Larger shopping centers have this sort of information available, and will ensure it is accessible
to serious prospective tenants.

Zoning ordinances, parking availability, transport facilities And natural barriers - such as bridges and hills - are important
factors in finding any sorts of company. Potential sources for this information are Chambers of Commerce, trade associations, real
estate businesses, local newspapers, banks, city officials, local merchants and private monitoring. In the event the Bureau of the
Census has developed census tract data for the specific area in which you are interested you will find this especially helpful. A
census tract is a small, permanently established, geographical area within a large city and its environs. The Census Bureau
provides population and housing characteristics for each tract. This information can be valuable in measuring your marketplace or
service possible.

Deciding upon the actual site within an area might well be accepting what you Can get. Very few buildings or plants will be
appropriate and in precisely the same time, available. Should you have a choice, be sure to weigh the chances carefully.

For a manufacturing plant, consider the condition and suitability Of the building, transportation, parking facilities, and the
type of lease. For A shop or service establishment, assess on the nearest competition, traffic Flow, parking amenities, road
location, physical aspects of the construction, Kind of lease and cost, and the rate, cost and quality of transportation.
Additionally Look into the history of the site. Find answers to these questions as: Has the Building remained empty for any length
of time? Why? Have various types of Stores occupied it for brief periods? It might have proved unprofitable for them. Sites where
many businesses have failed ought to be avoided. Vacant buildings Don't attract traffic and are usually regarded as poor
neighbors, so check on nearby unoccupied buildings.

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