SET ONE

• Where people stand on particular issues - their values and beliefs?
• What are the interesting aspects of particular corporate cultures?
• Where is the group focus at the moment?What the primary needs are of the group - what does the group absolutely have to have in order to feel satisfied and fulfill
• What particular challenges or special circumstance confront the group at the momen
• What does the group need to have in order to achieve its goals?

If you have been invited to speak to larger groups make a point of finding out as much as you can about the composition of your audience. Gathering the following types of information:

SET TWO

• What are the basic demographics of the group: age range, gender, positional rank, social background, educational level, etc.?
• What are the expectations of the audience? What do they expect of you and how has your presentation or speech been promoted?
• Ask about attitudes, schools of thought, or general political persuasions. A group of liberal lawyers will require a different approach than a gro
  Choosing the Best Franchise Opportunity Is More Than Just Luck
  When you decide to buy a franchise, you’re giving your business a major head start in so many ways. By trading on an established name, you slash your advertising costs. Because the franchisor wants you to succeed, you have access to everything that they’ve learned in years of doing business to help you choose your site, develop your staff, design your store – in fact, in every aspect of starting up your own business. A franchise business opportunity gives you your best shot at succeeding in owning your own business – if you choose the best franchise opportunity for you.Those last two words are important. All franchise opportunities are not created equal. The best choice for your best friend may not be the best franchise opportunity for you. It’s important to evaluate your choices in relation to your own personality and strengths, and choose a franchise that makes the most of them. In that, cho
  Charismatic communication demands a transaction between speaker and listeners, and, as with most forms of fair-trading, customer satisfaction is predicated on exchanging things of equal value. For example, in exchange for a piece of electronic equipment at your local electrical store, you hand over its alleged value in dollars. In effect, the salesman buys your money with the piece of equipment.

  Similar dynamics apply when you seek to buy people's commitment to your proposals or ideas. So, what currency do you need to use to purchase attention and a fair hearing from your audience? The currency comes in three denominations:

  1. Discovery 2. Groundwork 3. Dialogue

  You can choose to spend a reasonable amount of time in discovery mode. It's part of a process of learning about the people you intend to influence. It enables you to gain an insight into their personal worldviews, and the information you gather enables you to respect fully their models of the world and talk their particular dialect.

  Groundwork is also a key element, as it represents the preparation phase, of involving others in discussion and debate on the desirability and value of your position and ideas. It enables you to respond with feedback and engage in a mutual search for alternatives. It also provides you with the opportunity to informally test ideas on potential adversaries and modify your approach as you go along.

  You can test, revise, hone, and polish your message before you arrive at a final product that incorporates the key needs of your target group. There are many benefits in accommodating other people's concerns, ideas and solutions into your final strategy or proposal. Your groundwork phase can often save you from embarrassing and sometimes perilous consequences.

  Dialogue is the art of talking with people rather than talking at them or pretending to consult. It can occur during every stage of the communication process. Formal dialogue, as in a presentation or proposal, best occurs at the stage when you are certain of winning assent and support.

  Open dialogue encourages commitment and motivation. It alerts you to the emotional temperature of your audience or group and avoids having an idea or strategy stall through covert opposition and resistance at every turn.

  GROUNDWORK AND DISCOVERY

  It may not always be possible to know the individual needs, values, or beliefs of larger audiences. So, some communications, presentations, and speeches are necessarily "catch-all" affairs where you may use other powers of persuasion to draw listeners into shared space to discuss the merits of your ideas. Size of crowd, media speeches and interviews, diversity of the congregation, and other factors, sometimes make it difficult to gain an accurate measure of your audience. Never the less, it would be foolhardy to deliver a presentation to a group of people about whom you knew nothing.

  Consider extolling the virtues of Australian beef to a group of Vegans, advocating Judaism to a gathering of Shiite fundamentalists, or telling Irish jokes at a Celtic Club. The point is that if you want your listeners to like and trust you, you must tailor your message to the people you're seeking to persuade.

  Even rudimentary knowledge about your audience is better than none. But, the more information you have about your listeners, the better you will be able to communicate your message using their language register. After all, if a small or large group comes together to listen to you, it must, by definition, have something in common.

  When you align your content with the audience's belief and value structures, you send the signal "We are of the same mind". High-order 'sameness' is one of the most important factors determining whether your presentation will win the day or fall on deaf ears. The more your audience views you and itself as being of one mind, the more receptive it will be to your ideas and proposals.

  People make rapid, unconscious calculations on the degree of one-mindedness they share with others, based on finding answers to the following questions:

  • Does the speaker/leader think like I do, or think like I want to think, and have a similar attitude and approach?
  • Does the speaker/leader share and reflect my core beliefs and values?
  • Does s/he share my traditions: roots, culture, education and background?

  
  

  Approach, attitude, beliefs, and values are significant elements people apply in determining one-mindedness. In important situations when much is riding on the success of your presentation, it would be folly to misalign or mismatch the beliefs and values of your audience.

  There are two principle ways to discover and mirror the beliefs and values of your audience or target group.

  1. research and/or elicit them

  2. mirror universal values and virtues

  In researching the values and beliefs of your audience, speak to the client group before the presentation and ask questions along the lines of "What are the things that are important to you in bringing this product to market?" or "Why is it important to you to be seen as an independent operator?" The key part of your questions should be what, why, or how, is something important. If you listen closely to the responses, you will hear words that represent values, beliefs, and deeply held attitudes. Ask questions about:

  SET ONE

  • Where people stand on particular issues - their values and beliefs?
  • What are the interesting aspects of particular corporate cultures?
  • Where is the group focus at the moment?What the primary needs are of the group - what does the group absolutely have to have in order to feel satisfied and fulfill
  • What particular challenges or special circumstance confront the group at the momen
  • What does the group need to have in order to achieve its goals?

  
  If you have been invited to speak to larger groups make a point of finding out as much as you can about the composition of your audience. Gathering the following types of information:
  
  SET TWO
  

  • What are the basic demographics of the group: age range, gender, positional rank, social background, educational level, etc.?
  • What are the expectations of the audience? What do they expect of you and how has your presentation or speech been promoted?
  • Ask about attitudes, schools of thought, or general political persuasions. A group of liberal lawyers will require a different approach than a grou
    Pharmaceutical Sales as a Great Combination of Business and Science
    Let’s say that you have a science background but want to get more into the business world with dollars and cents rather than microscopes and labs. Or let’s say you have a business background but are completely fascinated with the science, particularly the medical healthcare world. Well, a great way to combine science and business is to work as a pharmaceutical sales representative.First, the science part of this interesting job. Pharmaceutical sales reps will have to understand physiology, anatomy and pharmacology. They also have to know how to go through scientific medical papers and clinical studies. There is a lot of medical science involved during communications with customers including doctors, nurses and pharmacists in pharmaceutical sales.Now for the business part. Instead of wearing a white lab coat, pharmaceutical sales representatives will be wearing business suits and c
    formally test ideas on potential adversaries and modify your approach as you go along.

    You can test, revise, hone, and polish your message before you arrive at a final product that incorporates the key needs of your target group. There are many benefits in accommodating other people's concerns, ideas and solutions into your final strategy or proposal. Your groundwork phase can often save you from embarrassing and sometimes perilous consequences.

    Dialogue is the art of talking with people rather than talking at them or pretending to consult. It can occur during every stage of the communication process. Formal dialogue, as in a presentation or proposal, best occurs at the stage when you are certain of winning assent and support.

    Open dialogue encourages commitment and motivation. It alerts you to the emotional temperature of your audience or group and avoids having an idea or strategy stall through covert opposition and resistance at every turn.

    GROUNDWORK AND DISCOVERY

    It may not always be possible to know the individual needs, values, or beliefs of larger audiences. So, some communications, presentations, and speeches are necessarily "catch-all" affairs where you may use other powers of persuasion to draw listeners into shared space to discuss the merits of your ideas. Size of crowd, media speeches and interviews, diversity of the congregation, and other factors, sometimes make it difficult to gain an accurate measure of your audience. Never the less, it would be foolhardy to deliver a presentation to a group of people about whom you knew nothing.

    Consider extolling the virtues of Australian beef to a group of Vegans, advocating Judaism to a gathering of Shiite fundamentalists, or telling Irish jokes at a Celtic Club. The point is that if you want your listeners to like and trust you, you must tailor your message to the people you're seeking to persuade.

    Even rudimentary knowledge about your audience is better than none. But, the more information you have about your listeners, the better you will be able to communicate your message using their language register. After all, if a small or large group comes together to listen to you, it must, by definition, have something in common.

    When you align your content with the audience's belief and value structures, you send the signal "We are of the same mind". High-order 'sameness' is one of the most important factors determining whether your presentation will win the day or fall on deaf ears. The more your audience views you and itself as being of one mind, the more receptive it will be to your ideas and proposals.

    People make rapid, unconscious calculations on the degree of one-mindedness they share with others, based on finding answers to the following questions:

    • Does the speaker/leader think like I do, or think like I want to think, and have a similar attitude and approach?
    • Does the speaker/leader share and reflect my core beliefs and values?
    • Does s/he share my traditions: roots, culture, education and background?

    
    

    Approach, attitude, beliefs, and values are significant elements people apply in determining one-mindedness. In important situations when much is riding on the success of your presentation, it would be folly to misalign or mismatch the beliefs and values of your audience.

    There are two principle ways to discover and mirror the beliefs and values of your audience or target group.

    1. research and/or elicit them

    2. mirror universal values and virtues

    In researching the values and beliefs of your audience, speak to the client group before the presentation and ask questions along the lines of "What are the things that are important to you in bringing this product to market?" or "Why is it important to you to be seen as an independent operator?" The key part of your questions should be what, why, or how, is something important. If you listen closely to the responses, you will hear words that represent values, beliefs, and deeply held attitudes. Ask questions about:

    SET ONE

    • Where people stand on particular issues - their values and beliefs?
    • What are the interesting aspects of particular corporate cultures?
    • Where is the group focus at the moment?What the primary needs are of the group - what does the group absolutely have to have in order to feel satisfied and fulfill
    • What particular challenges or special circumstance confront the group at the momen
    • What does the group need to have in order to achieve its goals?

    
    If you have been invited to speak to larger groups make a point of finding out as much as you can about the composition of your audience. Gathering the following types of information:
    
    SET TWO
    

    • What are the basic demographics of the group: age range, gender, positional rank, social background, educational level, etc.?
    • What are the expectations of the audience? What do they expect of you and how has your presentation or speech been promoted?
    • Ask about attitudes, schools of thought, or general political persuasions. A group of liberal lawyers will require a different approach than a gro
      Arnie Morton's Steakhouse
      The paper is a marketing analysis based on the example of Arnie Morton’s steakhouse. Particularly, the marketing environment, including the analysis of the company’s consumers and competitors, and the marketing mixing are analyzed. Finally, the companies perspectives are taken into consideration and positive and negative aspects of the company’s marketing is briefly analyzed.Processes that are now observed in the contemporary economy differ significantly from what happened even a few decades ago. The 20th century became a very important period in which the main preferences and interests of customers changed in favor of such industries as entertainment and food industry. It means that material interests are quite important society and investments in such industries may be very perspective. Arnie Morton’s steakhouse may be a good example that serves as a strong argument for the statement mention
      of crowd, media speeches and interviews, diversity of the congregation, and other factors, sometimes make it difficult to gain an accurate measure of your audience. Never the less, it would be foolhardy to deliver a presentation to a group of people about whom you knew nothing.

      Consider extolling the virtues of Australian beef to a group of Vegans, advocating Judaism to a gathering of Shiite fundamentalists, or telling Irish jokes at a Celtic Club. The point is that if you want your listeners to like and trust you, you must tailor your message to the people you're seeking to persuade.

      Even rudimentary knowledge about your audience is better than none. But, the more information you have about your listeners, the better you will be able to communicate your message using their language register. After all, if a small or large group comes together to listen to you, it must, by definition, have something in common.

      When you align your content with the audience's belief and value structures, you send the signal "We are of the same mind". High-order 'sameness' is one of the most important factors determining whether your presentation will win the day or fall on deaf ears. The more your audience views you and itself as being of one mind, the more receptive it will be to your ideas and proposals.

      People make rapid, unconscious calculations on the degree of one-mindedness they share with others, based on finding answers to the following questions:

      • Does the speaker/leader think like I do, or think like I want to think, and have a similar attitude and approach?
      • Does the speaker/leader share and reflect my core beliefs and values?
      • Does s/he share my traditions: roots, culture, education and background?

      
      

      Approach, attitude, beliefs, and values are significant elements people apply in determining one-mindedness. In important situations when much is riding on the success of your presentation, it would be folly to misalign or mismatch the beliefs and values of your audience.

      There are two principle ways to discover and mirror the beliefs and values of your audience or target group.

      1. research and/or elicit them

      2. mirror universal values and virtues

      In researching the values and beliefs of your audience, speak to the client group before the presentation and ask questions along the lines of "What are the things that are important to you in bringing this product to market?" or "Why is it important to you to be seen as an independent operator?" The key part of your questions should be what, why, or how, is something important. If you listen closely to the responses, you will hear words that represent values, beliefs, and deeply held attitudes. Ask questions about:

      SET ONE

      • Where people stand on particular issues - their values and beliefs?
      • What are the interesting aspects of particular corporate cultures?
      • Where is the group focus at the moment?What the primary needs are of the group - what does the group absolutely have to have in order to feel satisfied and fulfill
      • What particular challenges or special circumstance confront the group at the momen
      • What does the group need to have in order to achieve its goals?

      
      If you have been invited to speak to larger groups make a point of finding out as much as you can about the composition of your audience. Gathering the following types of information:
      
      SET TWO
      

      • What are the basic demographics of the group: age range, gender, positional rank, social background, educational level, etc.?
      • What are the expectations of the audience? What do they expect of you and how has your presentation or speech been promoted?
      • Ask about attitudes, schools of thought, or general political persuasions. A group of liberal lawyers will require a different approach than a gro
        Matching Your Skills to Find Appropriate Jobs
        Skills refer to the things you do well. The key to finding the most appropriate jobs in the industry is recognizing your own skills and communicating the significance written and verbally to a probable employer.Majority of the most viable skills are those that are used in a variety of work settings. What are these skills? Would matching your skills to find the right job be successful?* Determine your skills. This would help you in becoming the lead candidate of landing the job. A skill does not necessarily mean it was adapted in a work environment. If this would be your first job hunt and you have no job experience to date, you still have a chance in the industry.Majority of skills, including knowledge-based and transferable, could be absorbed and developed as a volunteer, a student, a homemaker, or in your other personal activities. The skills you have used for these activities
        ke rapid, unconscious calculations on the degree of one-mindedness they share with others, based on finding answers to the following questions:
        • Does the speaker/leader think like I do, or think like I want to think, and have a similar attitude and approach?
        • Does the speaker/leader share and reflect my core beliefs and values?
        • Does s/he share my traditions: roots, culture, education and background?

        
        

        Approach, attitude, beliefs, and values are significant elements people apply in determining one-mindedness. In important situations when much is riding on the success of your presentation, it would be folly to misalign or mismatch the beliefs and values of your audience.

        There are two principle ways to discover and mirror the beliefs and values of your audience or target group.

        1. research and/or elicit them

        2. mirror universal values and virtues

        In researching the values and beliefs of your audience, speak to the client group before the presentation and ask questions along the lines of "What are the things that are important to you in bringing this product to market?" or "Why is it important to you to be seen as an independent operator?" The key part of your questions should be what, why, or how, is something important. If you listen closely to the responses, you will hear words that represent values, beliefs, and deeply held attitudes. Ask questions about:

        SET ONE

        • Where people stand on particular issues - their values and beliefs?
        • What are the interesting aspects of particular corporate cultures?
        • Where is the group focus at the moment?What the primary needs are of the group - what does the group absolutely have to have in order to feel satisfied and fulfill
        • What particular challenges or special circumstance confront the group at the momen
        • What does the group need to have in order to achieve its goals?

        
        If you have been invited to speak to larger groups make a point of finding out as much as you can about the composition of your audience. Gathering the following types of information:
        
        SET TWO
        

        • What are the basic demographics of the group: age range, gender, positional rank, social background, educational level, etc.?
        • What are the expectations of the audience? What do they expect of you and how has your presentation or speech been promoted?
        • Ask about attitudes, schools of thought, or general political persuasions. A group of liberal lawyers will require a different approach than a gro
          4 Sales Strategies with Your Trade Show Exhibition Booth
          Trade show booths can act as an excellent source for generating sales enquiries in the short run. Companies are able to demonstrate their products or services and get instant enquiries at the booth which on timely follow up can result in sales. Some of the tips on how to maximize the benefits of a trade show booth as a sales tool are mentioned below:1. On-Spot promotion schemes: This is an age old trick which works well at trade shows. Firstly it makes the visitor stop at your booth for more than a few seconds. Secondly, a structured promotion method quickly puts the visitor through the benefits of the products (obviously in an attractive fashion) and then a decision making opportunity is thrown at the visitor introducing them to on the spot interesting offers. Offers can range from products sold on the spot at attractive pricing, free gifts with purchases, extended time period of services, li
          y to the responses, you will hear words that represent values, beliefs, and deeply held attitudes. Ask questions about:

          SET ONE

          • Where people stand on particular issues - their values and beliefs?
          • What are the interesting aspects of particular corporate cultures?
          • Where is the group focus at the moment?What the primary needs are of the group - what does the group absolutely have to have in order to feel satisfied and fulfill
          • What particular challenges or special circumstance confront the group at the momen
          • What does the group need to have in order to achieve its goals?

          
          If you have been invited to speak to larger groups make a point of finding out as much as you can about the composition of your audience. Gathering the following types of information:
          
          SET TWO
          

          • What are the basic demographics of the group: age range, gender, positional rank, social background, educational level, etc.?
          • What are the expectations of the audience? What do they expect of you and how has your presentation or speech been promoted?
          • Ask about attitudes, schools of thought, or general political persuasions. A group of liberal lawyers will require a different approach than a group of CBD accountants.
          • Discover as much as you can about the group or organisation that has invited you to speak. What is its history, what are its aims and objectives and what is its main thrust at the moment?
          • Find out if there are any specific issues the group is lobbying for or on which they have tgaken a strong position
          • Who are the group's patrons and senior membership?

          
          In Part Two of this article, you will review how to integrate this information into your formal dialogue with an audience.

          (c) Desmond Guilfoyle 2004 - 2006