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What It Takes to Give a Great Presentation

• Carmine Gallo

Five tips to set yourself apart.

Never underestimate the power of great communication. It can help you land the job of your dreams, attract investors to back your idea, or elevate your stature within your organization. But while there are plenty of good speakers in the world, you can set yourself apart out by being the person who can deliver something great over and over. Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired together are more memorable); don’t underestimate the power of your voice (raise and lower it for emphasis); give your audience something extra (unexpected moments will grab their attention); rehearse (the best speakers are the best because they practice — a lot).

I was sitting across the table from a Silicon Valley CEO who had pioneered a technology that touches many of our lives — the flash memory that stores data on smartphones, digital cameras, and computers. He was a frequent guest on CNBC and had been delivering business presentations for at least 20 years before we met. And yet, the CEO wanted to sharpen his public speaking skills.

• Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman  (St. Martin’s Press).

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• Product development process: The 6 stag ...

Product development process: The 6 stages (with examples)

The product development process is a six-stage plan that involves taking a product from initial concept to final market launch. This process helps break down tasks and organize cross-departmental collaboration. Find out how to implement a process of your own.

Product development is both an exciting and difficult endeavor. From initial ideation to research and prototyping, no two product launches are the same. However, there’s a general process that can help you get started with the product development process. 

The product development process describes the six steps needed to take a product from initial concept to final market launch. This includes identifying a market need, researching the competition, ideating a solution, developing a product roadmap, and building a minimum viable product (MVP).

The product development process has evolved in recent years and is now commonly used by dividing each step into six separate phases. This helps better organize the process and break individual deliverables into smaller tasks.  

What is product development?

Is product development the same as product management.

Though they sound almost identical, there's an important difference between product development and product management. Product development describes the process of building a product, where product management is the overseeing of that work. It's a slight difference, but an important distinction. A product manager, who often oversees a team that is in the product development process, will lead product management.

The 6 stages of product development

Not only does the product development process help simplify a launch, but it also encourages cross-team collaboration with teamwork and communication at the forefront of the process. 

Let’s dive into the product life cycle and define the six product phases. All of which can help you successfully launch your next product. 

1. Idea generation (Ideation)

The initial stage of the product development process begins by generating new product ideas. This is the product innovation stage, where you brainstorm product concepts based on customer needs, concept testing, and market research. 

It’s a good idea to consider the following factors when initiating a new product concept:

Target market: Your target market is the consumer profile you’re building your product for. These are your potential customers. This is important to identify in the beginning so you can build your product concept around your target market from the start.  

Existing products: When you have a new product concept, it’s a good idea to evaluate your existing product portfolio. Are there existing products that solve a similar problem? Or does a competitor offer a product that doesn’t allow for market share? And if yes, is your new concept different enough to be viable? Answering these questions can ensure the success of your new concept.

Functionality: While you don’t need a detailed report of the product functionality just yet, you should have a general idea of what functions it will serve. Consider the look and feel of your product and why someone would be interested in purchasing it.

SWOT analysis : Analyzing your product strengths, weaknesses, opportunities, and threats early in the process can help you build the best version of your new concept. This will ensure your product is different from competitors and solves a market gap. 

SCAMPER method : To refine your idea, use brainstorming methods like SCAMPER , which involves substituting, combining, adapting, modifying, putting to another use, eliminating, or rearranging your product concept.   

To validate a product concept, consider documenting ideas in the form of a business case . This will allow all team members to have a clear understanding of the initial product features and the objectives of the new product launch. 

2. Product definition

Once you’ve completed the business case and discussed your target market and product functionality, it’s time to define the product. This is also referred to as scoping or concept development, and focuses on refining the product strategy. 

During this stage, it’s important to define specifics including:

Business analysis: A business analysis consists of mapping out distribution strategy, ecommerce strategy, and a more in-depth competitor analysis. The purpose of this step is to begin building a clearly defined product roadmap.

Value proposition: The value proposition is what problem the product is solving. Consider how it differs from other products in the market. This value can be useful for market research and for developing your marketing strategy.

Success metrics: It’s essential to clarify success metrics early so you can evaluate and measure success once the product is launched. Are there key metrics you want to look out for? These could be basic KPIs like average order value, or something more specific like custom set goals relevant to your organization. 

Marketing strategy: Once you’ve identified your value proposition and success metrics, begin brainstorming a marketing strategy that fits your needs. Consider which channels you want to promote your product on—such as social media or a blog post. While this strategy may need to be revised depending on the finished product, it’s a good idea to think about this when defining your product to begin planning ahead of time. 

Once these ideas have been defined, it’s time to begin building your minimum viable product (MVP) with initial prototyping.

3. Prototyping

During the prototyping stage, your team will intensively research and document the product by creating a more detailed business plan and constructing the product.

These early-stage prototypes might be as simple as a drawing or a more complex computer render of the initial design. These prototypes help you identify areas of risk before you create the product.

During the prototyping phase, you will work on specifics like:

Feasibility analysis: The next step in the process is to evaluate your product strategy based on feasibility. Determine if the workload and estimated timeline are possible to achieve. If not, adjust your dates accordingly and request help from additional stakeholders.

Market risk research: It’s important to analyze any potential risks associated with the production of your product before it’s physically created. This will prevent the product launch from being derailed later on. It will also ensure you communicate risks to the team by documenting them in a risk register . 

Development strategy: Next, you can begin working through your development plan. In other words, know how you’ll be assigning tasks and the timeline of these tasks. One way you can plan tasks and estimate timeline is by using the critical path method . 

MVP: The final outcome of the prototyping stage is a minimum viable product. Think of your MVP as a product that has the features necessary to go to launch with and nothing above what’s necessary for it to function. For example, an MVP bike would include a frame, wheels, and a seat, but wouldn’t contain a basket or bell. Creating an MVP can help your team execute the product launch quicker than building all the desired features, which can drag launch timelines out. Desired features can be added down the road when bandwidth is available.

Now it’s time to begin designing the product for market launch. 

4. Initial design

During the initial design phase, project stakeholders work together to produce a mockup of the product based on the MVP prototype. The design should be created with the target audience in mind and complement the key functions of your product. 

A successful product design may take several iterations to get just right, and may involve communicating with distributors in order to source necessary materials. 

To produce the initial design, you will: 

Source materials: Sourcing materials plays an important role in designing the initial mockup. This may entail working with various vendors and ordering materials or creating your own. Since materials can come from various places, you should document material use in a shared space to reference later if needed.  

Connect with stakeholders: It’s important to keep tight communication during the design phase to verify your initial design is on the right track. Share weekly or daily progress reports to share updates and get approvals as needed. 

Receive initial feedback: When the design is complete, ask senior management and project stakeholders for initial feedback. You can then revise the product design as needed until the final design is ready to be developed and implemented. 

Once the design is approved and ready to be handed off, move onto the validation phase for final testing before launching the product. 

5. Validation and testing

To go live with a new product, you first need to validate and test it. This ensures that every part of the product—from development to marketing—is working effectively before it’s released to the public.

To ensure the quality of your product, complete the following:

Concept development and testing: You may have successfully designed your prototype, but you’ll still need to work through any issues that arise while developing the concept. This could involve software development or the physical production of the initial prototype. Test functionality by enlisting the help of team members and beta testers to quality assure the development. 

Front-end testing: During this stage, test the front-end functionality for risks with development code or consumer-facing errors. This includes checking the ecommerce functionality and ensuring it’s stable for launch.

Test marketing: Before you begin producing your final product, test your marketing plan for functionality and errors. This is also a time to ensure that all campaigns are set up correctly and ready to launch. 

Once your initial testing is complete, you’re ready to begin producing the final product concept and launch it to your customer base. 

6. Commercialization

Now it’s time to commercialize your concept, which involves launching your product and implementing it on your website. 

By now, you’ve finalized the design and quality tested your development and marketing strategy. You should feel confident in your final iteration and be ready to produce your final product. 

In this stage you should be working on:

Product development: This is the physical creation of your product that will be released to your customers. This may require production or additional development for software concepts. Give your team the final prototype and MVP iterations to produce the product to the correct specifications. 

Ecommerce implementation: Once the product has been developed and you’re ready to launch, your development team will transition your ecommerce materials to a live state. This may require additional testing to ensure your live product is functioning as it was intended during the previous front-end testing phase. 

Your final product is now launched. All that’s left is to measure success with the initial success metrics you landed on. 

Product development process examples

Now that you understand the six stages of the product life cycle, let’s look at real world examples of some of the most successful product development strategies of iconic startups to inspire your own.

Example 1: How Figma expanded their product features

Originally started in 2012, Figma was the first professional-grade UI design tool built entirely in the browser. Today, Figma has grown into the leading competitor for design web applications.

Their mission is to make design accessible to more people and help them bring their creativity to life. They’ve shown this by continuously adding new product features—like multiple flow capabilities, a brainstorming timer, and an interactive whiteboard—coordinating successful software releases, and building trust through transparency.

Read our case study to learn how Figma uses Asana to manage development backlogs. 

Example 2: How Uber solved a market gap

While today we think of Uber as the biggest ride-sharing service, that wasn’t always the case. They too started with a compelling product strategy that made them into the innovative company they are today. 

Uber’s strategy began by solving a gap in the existing taxi industry: creating an easier ride-hailing process with simplified payment processing. But they didn’t stop there: they continued to innovate their product portfolio by developing ride tiers ranging from luxury to budget-friendly. 

While each situation varies slightly, with the right product strategy, you too can create an innovative portfolio. 

Who is part of the product development team?

There are many stakeholders and various teams that assist with the product development process. The main leader is the product manager, who oversees all product tasks related to ideation, research, development, and product launch. 

Additional important stakeholders include:

Product management: A product manager oversees all areas of the product life cycle and works to bridge communication gaps between various internal and external teams. The product manager works to initiate new product launches and initiates product ideation and market research.

Project management: A project manager may be involved in the product development process to assist with cross-departmental communication. They might also assist with task delegation and goal tracking.

Design: The design team helps during the prototyping and designing phase to support the visual product concept. It’s important to connect product designs with brand guidelines and UX best practices. 

Development: The development team helps with the implementation of the product on your website. Most commonly, a team of developers will work together to build the new product offering depending on the complexity of the concept.

Marketing: The marketing team will assist with developing the marketing strategy and testing it before the product goes live. They will also measure the success of the marketing initiatives.

Sales: The product manager works with the sales team to come up with an effective strategy and report on success metrics after the product has been implemented. 

Senior management: Senior stakeholders may need to give final approval before the product can go to launch. 

In addition to these important roles, other teams that may be involved are finance, engineering, and any other related stakeholders. All of which can play a role in the process depending on the complexity of the concept. 

The process that simplifies product development

The right product development process can help you streamline each step with organized tasks and team collaboration. The six stages outlined above will get your team through all steps of the process, from initial idea screening to the development phase. 

But you might need help along the way. Coordinate tasks and organize your product development process with Asana for product management . Asana can help get your products to market faster by tracking workload and simplifying planning.

Related resources

How Asana uses work management to streamline project intake processes

6 ways to develop adaptability in the workplace and embrace change

How to run more effective stand-up meetings

Waterfall, Agile, Kanban, and Scrum: What’s the difference?

Product Development

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How do you stay innovative and grow in a competitive market? Effective product development allows companies to sustain, grow, and thrive in both old and new markets. In this article, we'll explain what Product Development is, how to use it, how to customize our template to develop your own product, and if you watch until the end, you'll learn how Nike uses Product Development to beat the market. Our Product Development framework is useful for aspirational product developers who want to learn the product development process and for seasoned product managers who want to improve workflows with additional tools. The customizable template includes some of the best Product Development tools available today, such as Stage-Gate Process, Product Life Cycle, Product Dimensions, Growth Strategies, Scoring Models, and 25 other tools. Read on for a breakdown of how some of these tools can be used to develop a unique and innovative product.

While new product development is the process companies use to stay competitive and innovative in a crowded market, the risk of failure is high. But with the right strategy, a product manager can streamline the process with an emphasis on the creation of value for the customer.

Slide highlights

Stage-gate process.

The stage-gate development process, also referred to as phase-gate development, divides the product development process into different stages. Each stage is separated into decision points that inform the following stage. This slide provides a step-by-step guide that can be used for each new product. For instance, the initial idea for a product is followed by a preliminary screening gate. This gate determines whether or not a product manager wants to move forward with the development process. It's important to conduct market research and competitive analysis here before the project proceeds.

If it passes the preliminary screening, then the team moves forward to the preliminary investigation stage. The preliminary investigation stage is where the team decides what the development process will entail. If this is approved through a second screening, the next stage is to build a business case. Once a decision has been made on the business case, then it's time to move forward to the stage in which the product is finally developed. After a post-development assessment, the PM decides if it's ready to test and validate. After this validation stage, a post-launch review is conducted to decide if the product is ready for launch. (Slide 7)

Product life cycle

All products follow a similar life cycle. There's an initial introduction period, followed by a period of growth, then maturity, saturation, and possible further development. It's important to pay attention to the revenue curve, as its peak will determine the change from maturity to saturation, which can lead to three common outcomes. Worst case scenario, once revenue reaches its peak, it will either lead to the end of a product's life or a contraction in the product's market. On the positive end of the spectrum, new features could lead to a stage of renewed growth that extends the product's lifecycle. (Slide 10)

Product dimensions

A new product should always provide a customer with unique benefits to differentiate it from the competition. There are three main dimensions to every product. The first dimension is the core product in development. This is surrounded by a second dimension of core customer benefits, which are features or services the product provides to the customer. These could be the product's design, packing, quantity, functionality, or even branding. The third dimension is the extended products or services. These could be product-related services like step-by-step tutorials, payment terms, construction and installation, or free delivery.

For a company like Amazon, delivery is a core benefit rather than an extended service, while delivery from IKEA is an extended service as it's secondary to IKEA's core product of build-it-yourself furniture that customers select in-store. (Slide 12)

ABC analysis

ABC Analysis can be used to analyze revenues over a company's range of products. Plot each product in one of three ranges according to the product's volume of revenue share. In this example, only three products (according to the X-axis) in the A range account for over 60% of revenue (according to the Y-axis). Meanwhile, five products in the B range generate 30% of revenue, while 12 products in the C range generate only 10% of the revenue. When a PM determines the importance of each product range, efforts can be increased and directed towards products that provide maximum value. (Slide 14)

Having a great product that delivers the right value to customers is a good starting point. But then what? At what price point should you sell the product for? And how do you scale and grow the product? There are five main types of pricing strategies that can be used for a new product. Premium pricing can be used to price a product above current market value to generate more revenue, while price skimming takes a high introductory price and lowers it over time. The less price-sensitive will buy first and other customers will buy-in later at a lower price. Penetration is used to enter the market with a lower price point and then attract as many customers as possible to later raise the price. Freemium provides a free version of a product with additional features that must be paid for, either with a paid version or from ad revenue. Promotional pricing provides temporarily lowered prices via flash sales or discounted entry offers that revert back to the original pricing after a set date. (Slide 16)

Innovate and diversify

The product innovation process is used to improve an existing product in an old market. An example of this would be a smartphone that comes out with a new model that has additional features every year. Products can be analyzed to identify pain points to generate new ideas that are then incorporated into the product development process and introduced to the market as a new innovation. (Slide 20)

Product diversification optimizes growth and revenue. Companies can overcome market stagnation and become more "bulletproof" against market swings through the diversification process. For example, risk distribution helps a company put all their eggs in one product basket. It's also a practice to expand from the original market for a product. It can be used to increase sales of an existing product line and is especially helpful if your business has already experienced the decline or stagnant sales that come after market saturation. (Slide 21)

To determine the type of diversification strategy a product dev team should go over, you can refer to this table and assess each entry's strategies, advantages, disadvantages, and the associated time, cost and risks of each. (Slide 22)

Airbnb business case

What does that transformation look like in action? In May of 2015, Airbnb had a process problem. Designers had to wait on engineers to write code to visualize mockups on-screen, while engineers had to wait for researchers to validate a product, only to learn some of their fundamental assumptions were off. This approach used research as a validation tool and lacked true engagement between teams at the earliest stages of the process. Their product designers, engineers, and researchers operated in a functional capacity instead of a process-oriented one.

Through a collaborative BPR process, the 300-person product team spent nine months to entirely revamp the process to improve efficiency and capture more value. They created a single digital collaboration environment where designers and engineers could work together in real-time to update and redesign prototypes. This took a process that used to take days for product revisions and reengineered it to take 45 minutes. In this instance, Airbnb used IT to streamline their systems, change management to coach the team through a nine-month whole system redesign, and changed their internal value chain to prioritize outcomes instead of features. And they incorporated the research team early into the process so the design could be iterative, streamlined, and tested early to achieve the best results.

This process orientation ultimately made the product team more lean, holistic, team-oriented, and autonomous as workers knew they could trust each other since the digital platform showed all updates and data in one place. If your current workflows are holding back more profitable outcomes, you need this presentation. Download the Product Development presentation for more slides on Gap Analysis, benchmarking, value chain analysis, and top BPR strategies, plus many more to save time and hours of work.

Customer satisfaction

In a customer-centric product development approach, customer satisfaction can be visualized with the Kano diagram. The Y-axis on this graph is the level of enthusiasm (or delight) that customers feel, while the X-axis measures product features from fully integrated to absent. It can also be used to measure features from basic to advanced. If a product doesn't have a ton of features and is somewhat satisfying to customers, it is considered basic. If it's adequate and pleases consumers, it could be considered a value buy. If it has high satisfaction and some special features, it could be a performance product. While a product with very advanced and comprehensive features that are considered delightful by most customers then it's likely a premium product with a cult following. (Slide 24)

Growth strategies

Ansoff's matrix, also known as the product/market expansion grid, can be used to plan product growth strategies. Diversification and marketing strategies are separated into related and unrelated technology groups. Related means there are synergies between new and existing products, while unrelated has no such synergies. For instance, a phone company that develops a camera would be a new related product with synergy to the company's existing product, while an example of an unrelated product would be a taxi service that launches a new shoe brand. (Slide 25)

Target costing is another growth strategy related to getting the right price point to attract the most people. You want to be in the middle with an adequate mixture of benefits and price. Determine target costs, how target costs are split, and finally decide the target cost. (Slide 26)

Scoring model

At the end of the product development process, it's time for an evaluation via a post-launch review. Assess different areas of a product's development, how they did or didn't benefit the company or impacted the customer and retailer relationship. Other questions to ask are how much is the company lagging behind or exceeding its competitors because of this product? Or how is the company adhering to regulatory compliance and environmental regulations?

The scoring model ensures each category can be weighted to what a company's main values are. For instance, the company's business needs, competitive advantage, and customer happiness could be the most important so they have a higher weight on the score. Once the weight is assigned, score each category from 1-10 on how well the company has met its criteria being evaluated. The end score will show where the team succeeded or where the product needs to be improved. (Slide 28)

Nike business case

Founded in 1964, Nike has maintained market leadership because of its attention to customer needs and its success in new product development. Founder Phil Knight says "Nike is a marketing-oriented company, and the product is our most important marketing tool." Nike uses a version of the stage-gate process as part of its product development process. The company's first stage is idea generation. At this stage, companies have a choice to source ideas internally or externally. Knight says "We used to think that everything started in the lab. Now we realize that everything spins off the consumer." Nike engages with customers for product ideas, whether it's through shoe design competitions or direct feedback through its websites.

Second in the process comes idea screening . Nike uses a creative team of 75 product designers to sift through ideas and determine which shoe will most improve athletic performance. After idea screening, Nike implements concept development and testing. Here, Nike seeks customer reactions about their product ideas and conducts market research. Product teams determine whether the shoe will be accepted in the market. If not, alternative shoe ideas are tested. A marketing team then develops the promotional strategy.

Once the concept and marketing is approved, Nike conducts business analysis to ensure the product is in line with its long-term objectives. Analysis of expected sales and budget outlook is also conducted here. If a shoe passes this gate, it is finally ready for development and Nike's R&D department goes to work. After development, Nike conducts marketing tests with a limited number of the final products, and if all goes to plan, it's ready for mass commercialization. Most of Nike's time and energy goes into preliminary screening and testing stages to ensure every product is fit for the company and won't be a waste of resources.

If you want to develop successful products like Nike, you need this presentation. Download the Product Development presentation for more slides on Influencing Factors, ABC Analysis, Innovation, Customer Satisfaction, and Product Marketing to save time and hours of work.

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8.5: Making a Presentation for a Meeting

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What you’ll learn to do: Create a presentation intended for a business meeting

Tools, no matter how sophisticated, are simply tools. Moving from the right tools to a good presentation involves perspective and planning. For perspective, we’ll approach the concept of a good presentation from two standpoints: identifying the key features of a good presentation and common mistakes that contribute to presentation failure. We’ll also discuss what’s involved in the planning process, including the three essential questions that need to be answered prior to developing content. Finally, we’ll explore the classic story structure and apply that structure to a business presentation scenario.

Learning Outcomess

• Identify key features of a good presentation
• Identify the purpose, audience, and message of your presentation
• Discuss common mistakes in presentations
• Create a presentation intended for a business meeting

Parts of a Good Presentation

Like reverse engineering a product, we can distill the key features of a good presentation by looking at presentation evaluation scorecards. Refer to Table 1 for a sample class presentation grading rubric.

At the macro level, the key elements of a good presentation are content, organization, and delivery. There are both substance and style aspects of content. Substance elements include the originality and significance of your idea, the quality of your research and analysis, clarity and potential impact of your recommendations. Style aspects of content include confidence and credibility, both of which have a significant impact on how you—and your message—are received.

Good organization starts with a strong opening and continues in a logical and well-supported manner throughout the presentation, leading to a close that serves as a resolution of the problem or a summary of the situation you’ve presented. The audience experiences good organization as a sense of flow—an inevitable forward movement to a satisfying close. This forward momentum also requires audiences to have a certain level of technical and information-management competency. To the latter point, good presentation requires a presenter to put thought into information design, from the structure and content of slides to the transitions between individual points, slides and topics.

Delivery entails a range of factors from body language and word choice to vocal variety. In this category, your audience is responding to your personality and professionalism. For perspective, one of the three evaluation categories on the official Toastmasters speaker evaluation form is “As I Saw You;” in parentheses: “approach, position, personal appearance, facial expression, gestures and detracting mannerisms.” A good presenter has a passion for the subject and an ability to convey and perhaps elicit that emotion in the audience. Audience engagement—through eye contact, facial expression, perhaps the use of gestures or movement—also contributes to an effective presentation. However, to the point in the Toastmasters evaluation, gestures, movement other mannerisms can be distracting (see Module 7: Public Speaking for more on this). What works: natural (not staged) movement that reinforces communication of your idea.

Figure 1. The WIIFM Principle.

With those key features and presentation-evaluation criteria in mind, let’s add a disclaimer. The reality is that your features won’t matter if you don’t deliver one essential benefit: relevance.

Whether you think in Toastmasters terminology—”What’s in it for me? (WIIFM)” from the audience perspective—or put yourself in the audience’s position and ask “So what?,” it’s a question that you need to answer early. We’ll get into this more in the next section as we discuss presentation planning.

Practice Question

The key elements of a good presentation are:

• Strong opening and strong close
• Confidence and credibility

Content, organization and delivery

What’s My Presentation About?

It may be helpful to think of your presentation as having three key moving parts or interlocking gears: purpose, audience and message. Let’s walk through the presentation-development process at this planning level.

Generally the first step in developing a presentation is identifying your purpose. Purpose is a multi-layered term, but in this context, it simply means objective or intended outcome. And why is this? To riff on the classic Yogi Berra quote, if you don’t know where you’re going, you might as well be somewhere else. That is, don’t waste your audience’s (or your own) time.

Your purpose will determine both your content and approach and suggest supplemental tools, audience materials and room layout. Perhaps your purpose is already defined for you: perhaps your manager has asked you to research three possible sites for a new store. In this case, it’s likely there’s an established evaluation criteria and format for presenting that information. Voila! your content and approach is defined. If you don’t have a defined purpose, consider whether your objective is to inform, to educate, or to inspire a course of action. State that objective in a general sense, including what action you want your audience to take based on your presentation. Once you have that sketched in, consider your audience.

The second step in the presentation development process is audience research. Who are the members of your audience? Why are they attending this conference, meeting, or presentation? This step is similar to the demographic and psychographic research marketers conduct prior to crafting a product or service pitch—and is just as critical. Key factors to consider include your audience’s age range, educational level, industry/role, subject matter knowledge, etc. These factors matter for two reasons: you need to know what they know and what they need to know.

Understanding your audience will allow you to articulate what may be the most critical aspect of your presentation: “WIIFM,” or what’s in it for them. Profiling your audience also allows you adapt your message so it’s effective for this particular audience. That is, to present your idea (proposal, subject matter, recommendations) at a depth and in a manner (language, terminology, tools) that’s appropriate. Don’t expect your audience to meet you where you are; meet them where they are and then take them where you want to go together.

Returning to the site analysis example mentioned earlier, knowing your audience also means getting clear on what management expects from you. Are you serving in an analyst role—conducting research and presenting “just the facts”—to support a management decision? Or are you expected to make a specific recommendation? Be careful of power dynamics and don’t overstep your role. Either way, be prepared to take a stand and defend your position. You never know when a routine stand-and-deliver could become a career-defining opportunity.

The third step is honing your message. In “TED’s Secret to Great Public Speaking,” TED Conference curator Chris Anderson notes that there’s “no single formula” for a compelling talk, but there is one common denominator: great speakers build an idea inside the minds of their audience. Take, for instance, Chimamanda Adichie’s idea, which Anderson summarizes as “people are more than a single identity.” [1] As Adichie expresses it: “The problem with stereotypes [of a single story or identity] is not that they are untrue, but that they are incomplete.” [2] Or Sir Ken Robinson’s idea that creativity is a essential building block for learning. As he expresses the idea: “My contention is that creativity now is as important in education as literacy, and we should treat it with the same status.” [3] Ideas matter because they’re capable of changing our perceptions, our actions and our world. As Anderson puts it: “Ideas are the most powerful force shaping human culture.” [4]

So if ideas are that powerful, more is better, right? Perhaps a handful or a baker’s dozen? Wrong. As any seasoned sales person knows, you don’t walk into a meeting with a prospective client and launch into an overview of every item in your company’s product or service line. That’s what’s known as “throwing spaghetti on the wall to see what sticks.” And that’s an approach that will have you wearing your spaghetti—and perhaps the dust from one of your client’s shoes on your backside, as well. What audience members expect is that you’ve done your homework, that you know them and their pain, and that you have something to offer: a fresh perspective, an innovative approach or a key insight that will change things for the better. As Chris Anderson puts it: “pick one idea, and make it the through-line running through your entire talk.” [5] One message, brought vividly and relevantly to life.

So now that you have a macro view of the presentation development process, let’s review what can what can—and often does—go wrong so we can avoid the common mistakes.

The first step in developing a presentation is to identify:

• Your presentation subject and title

The intended outcome of your presentation

• Who should be invited to the presentation

Bad Presentations

For many, the prospect of developing and delivering a business presentation rates right up there with death and taxes. Interestingly, that same mixture of fear and loathing is often felt by audience members as well. But it doesn’t have to be that way. The ability to craft a compelling story is a skill as old as the human race, and the need to communicate is as primal and potentially powerful.

Figure 1. Akhenaten as a sphinx, and was originally found in the city of Amarna.

For millions of years before the invention of modern technology, humans used the tools available to perpetuate traditions and culture and to document—and often rewrite—history. Do a few internet searches and immerse yourself in the Egyptian tombs; the caves of Chauvet; or El Castillo, the Temple of Kukulcan. What you’re experiencing is a feat of both artistry and communication. Although we don’t know the full significance of these early carvings and structures, there’s no doubt that these early humans captured their world view in a way that is still deeply resonant. While the tools have changed, the communication challenges—and opportunity—remain the same: to communicate an engaging and inspiring point of view.

Regardless of whether you want to change the world, build your brand, or build a billion-dollar business, effective presentation skills are essential. To quote legendary investor, philanthropist and Berkshire Hathaway chairman and CEO Warren Buffet, “If you can’t communicate and talk to other people and get across your ideas, you’re giving up your potential.” [6] As would be expected of a numbers person, Buffet has quantified his point in talks on student campuses and professional organizations. Speaking at his alma mater in 2009, Warren Buffett told Columbia Business School students that he believed learning effective communication skills could translate into 50 percent higher lifetime earnings.

Given our vibrant storytelling tradition and with so much at stake, why are there still so many bad presentations? Wouldn’t you think that modern communication technology—considering the advances in graphics and communications software alone!—would lead to more compelling presentations? Interestingly, the problem is, to some extent, the technology. It’s estimated that 30 million PowerPoint presentations are created every day, with (seemingly) a majority of presenters opting for default layouts and templates. The problem is, we’re wired for story, not bullet points. A related failure is our use of available technology.

Seth Godin has a wonderful—and instructive—rant on these points: Really Bad PowerPoint (and how to avoid it) , blaming Microsoft wizards, templates, built-in clip art and lazy presenters for ineffective presentations. In response to a question regarding “death by PowerPoint” on the TechTarget Network, Margaret Rouse provided this definition: “a phenomenon cause by the poor use of presentation software,” identifying the primary contributors of this condition as “confusing graphics, slides with too much text and presenters whose idea of a good presentation is to read 40 slides out loud.” [7]

So how do we avoid causing “death by PowerPoint”—or by whatever presentation software we use? The common denominator of presentation mistakes is that they represent a failure of communication. This failure can be attributed to two errors: too much or too little. The error of too much is generally the result of trying to use slides as a teleprompter or a substitute to a report, or, it would seem, to bludgeon the audience into submission. Of course, this tends to have an alternate effect, namely, prompting audience members to walk out or tune out, turning their attention instead to doodling or their device of choice.

What bad presentations have too little of is emotion. Presentation expert and author of the classic Presentation Zen (and 4 related books) Gar Reynolds captures the crux of the problem: “a good presentation is a mix of logic, data, emotion, and inspiration. We are usually OK with the logic and data part, but fail on the emotional and inspirational end.” [8] There’s also a hybrid too little-too much mistake, where too little substance and/or no design sensibility is — in the mind of the presenter — offset by transitions and special effects. Heed Seth Godin’s advice: “No dissolves, spins or other transitions. None.” [9]

The 10/20/30 rule, generally attributed to venture capitalist Guy Kawasaki, is a good guideline to help you achieve a “just right” balance in your presentations. Geared for entrepreneurs pitching their business, his advice is a discipline that would improve the quality—and, effectiveness—of most presentations. In brief, 10/20/30 translates to a maximum of 10 slides, a maximum of 20 minutes and a minimum of 30 point font. [10]

Figure 2. Your presentation should have no more than 10 slides, take no more than 20 minutes, and use type no smaller than 30 point font.

While this rule is a good starting point, it doesn’t overrule your audience analysis or understanding of your purpose. Sometimes, you may need more slides or have a more involved purpose—like training people in new software or presenting the results of a research study—that takes more than 30 minutes to address. In that case, go with what your audience needs and what will make your presentation most effective. The concept behind the 10/20/30 rule—to make new learning easy for your audience to take in, process and remember—should still be your guide even if you don’t follow the rule exactly.

how to avoid death by powerpoint

For more on how to avoid causing death by PowerPoint, watch Swedish presentation expert and How to Avoid Death By PowerPoint author David Phillips TED Talk on the topic:

https://youtu.be/Iwpi1Lm6dFo

To balance readability and information processing, the 10/20/30 formatting rule recommends a:

• 10 point font size
• 20 point font size

30 point font size

Making a Presentation for a Meeting

With perspective on the technical tools, communications planning and information design, let’s take this learning for a test drive.

What’s considered an effective (that is, persuasive) presentation structure hasn’t changed fundamentally over the centuries. In his analysis of dramatic structure in the Poetics , Aristotle identified a play as having three parts: a beginning, middle and end. The story begins with a “complication” (problem), ends with an “unraveling” (resolution), and follows a logical sequence of events from beginning to end. Hollywood screenwriters use the same structure and dynamics. Screenwriter, producer and author Syd Field, whom CNN called “the guru of all screen writers,” translated this simple three-step structure into numerous books and workbooks, including the bestsellers Screenplay: The Foundations of Screenwriting and The Screenwriter’s Workbook .

In a business context, a good presentation is an effective presentation. That is, a good presentation achieves its intended outcome. Clearly, in order to achieve a specific outcome or objective, you need to know what it is. So, prior to crafting the drama (in word or slide), you need to hone in on three things:

• The purpose of your presentation
• Your audience
• Your (one) message

For a review of these elements, refer to What’s my Presentation About .

Once you’re clear on those points, let’s proceed.

To build our presentation, we’ll use presentation expert Nancy Duarte’s interpretation of the classic 3-part story structure illustrated in Figure 1. For additional perspective on this structure, watch her TED Talk, “ The Secret Structure of Great Talks, ” or read her Harvard Business Review article, “ Structure Your Presentation Like a Story .”

Figure 1. Persuasive story structure (Duarte, “Structure Your Presentation Like a Story,” 2012).

The Beginning

The story starts with “What is”—the current state. Describe this baseline state in a way that is recognizable to the audience. This allows you and the audience to get in sync. And with this base level of agreement, your audience will be more receptive to your proposed change.

The second step is to introduce “What could be.” The gap between what is and what could be adds tension and drama to your story and largely determines the significance of your presentation. If there’s no conflict, no proposed change, what’s the point of the presentation?

Let’s say you’re an analyst on the new product development team of a retailer known for exclusive, trend-forward “house” branded products. Your company’s reputation and revenue depends on consistent introduction of new consumer-product goods. Marketing and distribution are key strengths, but new-product performance is off, revenue is below expectations and the company’s stock price recently fell 30 percent. Within your company, R&D (research & development) is strictly an insider’s game; any ideas or innovations that weren’t developed in-house are blocked. The problem is, you can’t innovate fast enough—or with enough market demand accuracy—to meet financial and stock market expectations. You and the other analysts on your team have been tracking innovation trends and successes and you think the answer is opening the R&D works to outside ideas and innovations. Here’s how you might lay out your presentation:

• What Is: We missed our quarterly earnings numbers, largely due to a failure to meet our innovation success targets over the last six months.
• What Could Be: Initial data suggests we could get back on track by modifying our R&D model to incorporate external innovations.

The bulk of your the presentation is developing the contrast between what is and what could be in order to set up your proposed resolution of the conflict or challenge. The objective is also to establish the validity of your arguments, so your proposed call to action is perceived as a logical, ideally inevitable, conclusion of the conflict.

• What Is: We currently bear the full cost and risk of developing new products and our innovation success rate—the percentage of new products that meet financial objectives—is running 25 percent below target.
• What Could Be: Sourcing promising innovations from outside the company could reduce R&D costs and risk while also increasing our innovation success rate.
• What Is: Our R&D process is taking so long that we’re missing trends and losing our market-leading brand reputation.
• What Could Be: We could license or buy promising innovations for a fraction of the cost it would take to develop them from scratch and leverage our marketing and distribution strengths to claim shelf and market share.
• What Is: Our below-plan performance and new product pipeline is costing us political capital with executive management, and we’re at risk of losing budget and/or layoffs.
• What Could Be: Adopting an open innovation culture would allow us to create partnerships that leverage our strengths and drive revenue, regaining a position of value within the company.

To craft a powerful close, heed Duarte’s advice and avoid a list of bullet point to-dos. Your objective here is to achieve resolution of the conflict introduced at the beginning, to issue a call to action that inspires your audience to support your vision of what could be, a state Duarte refers to as the “new bliss.”

Call to Action

To recover our position of a source of revenue and brand value, we need to start working to build a culture and networks that support open innovation and accelerate the development of new products, regardless of the source of the idea.

Our ability to drive value secures our position and reputations in the company, and in the marketplace, and pays off in employee stock value and profit sharing.

The new bliss articulates the proposed—and a desired future state—incorporating the WIIFM, what’s in it for me, that motivates your audience to buy into and work to support the required change.

Which of the following is the best lead-in for your presentation?

• A bullet point list of action items.

A chart illustrating the new product development performance relative to plan.

• An image illustrating open innovation.
• Anderson, Chris. “ TED’s Secret to Great Public Speaking .” TED , March 2016. ↵
• Adichie, Chimamanda Ngozi. “ The danger of a single story .” TED , July 2009. ↵
• Robinson, Ken. “ Do schools kill creativity? ” TED , Feb 2006. ↵
• Anderson, TED ↵
• Gallo, Carmine. " How Warren Buffet and Joel Osteen Conquered Their Terrifying Fear of Public Speaking ," Forbes . May 16, 2013. ↵
• Rouse, Margaret. " What is death by PowerPoint? " TechTarget Network . ↵
• Reynolds, Garr. “ 10 tips for Improving Your Presentations Today ,” Presentation Zen. Nov 2014. ↵
• Godin, Seth. Fix Your Really Bad PowerPoint . Ebook, sethgodin.com, 2001. ↵
• Kawasaki, Guy. The 10/20/30 Rule of PowerPoint . December 2005. ↵

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How To Write A Presentation 101: A Step-by-Step Guide with Best Examples

Jane Ng • 02 Nov 2023 • 8 min read

Is it difficult to start of presentation? You’re standing before a room full of eager listeners, ready to share your knowledge and captivate their attention. But where do you begin? How do you structure your ideas and convey them effectively?

Take a deep breath, and fear not! In this article, we’ll provide a road map on how to write a presentation covering everything from crafting a script to creating an engaging introduction.

So, let’s dive in!

Table of Contents

What is a presentation , what should be in a powerful presentation.

• How To Write A Presentation Script
• How to Write A Presentation Introduction 

Key Takeaways

Tips for better presentation.

• How to start a presentation
• How to introduce yourself

Start in seconds.

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Presentations are all about connecting with your audience. 

Presenting is a fantastic way to share information, ideas, or arguments with your audience. Think of it as a structured approach to effectively convey your message. And you’ve got options such as slideshows, speeches, demos, videos, and even multimedia presentations!

The purpose of a presentation can vary depending on the situation and what the presenter wants to achieve. 

• In the business world, presentations are commonly used to pitch proposals, share reports, or make sales pitches. 
• In educational settings, presentations are a go-to for teaching or delivering engaging lectures. 
• For conferences, seminars, and public events—presentations are perfect for dishing out information, inspiring folks, or even persuading the audience.

That sounds brilliant. But, how to write a presentation?

How To Write A Presentation? What should be in a powerful presentation? A great presentation encompasses several key elements to captivate your audience and effectively convey your message. Here’s what you should consider including in a winning presentation:

• Clear and Engaging Introduction: Start your presentation with a bang! Hook your audience’s attention right from the beginning by using a captivating story, a surprising fact, a thought-provoking question, or a powerful quote. Clearly state the purpose of your presentation and establish a connection with your listeners.
• Well-Structured Content: Organize your content logically and coherently. Divide your presentation into sections or main points and provide smooth transitions between them. Each section should flow seamlessly into the next, creating a cohesive narrative. Use clear headings and subheadings to guide your audience through the presentation.
• Compelling Visuals: Incorporate visual aids, such as images, graphs, or videos, to enhance your presentation. Make sure your visuals are visually appealing, relevant, and easy to understand. Use a clean and uncluttered design with legible fonts and appropriate color schemes. 
• Engaging Delivery: Pay attention to your delivery style and body language. You should maintain eye contact with your audience, use gestures to emphasize key points, and vary your tone of voice to keep the presentation dynamic. 
• Clear and Memorable Conclusion: Leave your audience with a lasting impression by providing a strong closing statement, a call to action, or a thought-provoking question. Make sure your conclusion ties back to your introduction and reinforces the core message of your presentation.

How To Write A Presentation Script (With Examples)

To successfully convey your message to your audience, you must carefully craft and organize your presentation script. Here are steps on how to write a presentation script: 

1/ Understand Your Purpose and Audience:

• Clarify the purpose of your presentation. Are you informing, persuading, or entertaining?
• Identify your target audience and their knowledge level, interests, and expectations.
• Define what presentation format you want to use

2/ Outline the Structure of Your Presentation:

Strong opening: .

Start with an engaging opening that grabs the audience’s attention and introduces your topic. Some types of openings you can use are: 

• Start with a Thought-Provoking Question: “Have you ever…?”
• Begin with a Surprising Fact or Statistic: “Did you know that….?”
• Use a Powerful Quote: “As Maya Angelou once said,….”
• Tell a Compelling Story : “Picture this: You’re standing at….”
• Start with a Bold Statement: “In the fast-paced digital age….”

Main Points: 

Clearly state your main points or key ideas that you will discuss throughout the presentation.

• Clearly State the Purpose and Main Points: Example: “In this presentation, we will delve into three key areas. First,… Next,… Finally,…. we’ll discuss….”
• Provide Background and Context: Example: “Before we dive into the details, let’s understand the basics of…..”
• Present Supporting Information and Examples: Example: “To illustrate…., let’s look at an example. In,…..”
• Address Counterarguments or Potential Concerns: Example: “While…, we must also consider… .”
• Recap Key Points and Transition to the Next Section: Example: “To summarize, we’ve… Now, let’s shift our focus to…”

Remember to organize your content logically and coherently, ensuring smooth transitions between sections.

Ending: 

You can conclude with a strong closing statement summarizing your main points and leaving a lasting impression. Example: “As we conclude our presentation, it’s clear that… By…., we can….”

3/ Craft Clear and Concise Sentences:

Once you’ve outlined your presentation, you need to edit your sentences. Use clear and straightforward language to ensure your message is easily understood.

Alternatively, you can break down complex ideas into simpler concepts and provide clear explanations or examples to aid comprehension.

4/ Use Visual Aids and Supporting Materials:

Use supporting materials such as statistics, research findings, or real-life examples to back up your points and make them more compelling. 

• Example: “As you can see from this graph,… This demonstrates….”

5/ Include Engagement Techniques:

Incorporate interactive elements to engage your audience, such as Q&A sessions , conducting live polls , or encouraging participation.

6/ Rehearse and Revise:

• Practice delivering your presentation script to familiarize yourself with the content and improve your delivery.
• Revise and edit your script as needed, removing any unnecessary information or repetitions.

7/ Seek Feedback:

You can share your script or deliver a practice presentation to a trusted friend, colleague, or mentor to gather feedback on your script and make adjustments accordingly.

More on Script Presentation

How to Write A Presentation Introduction with Examples

How to write presentations that are engaging and visually appealing? Looking for introduction ideas for the presentation? As mentioned earlier, once you have completed your script, it’s crucial to focus on editing and refining the most critical element—the opening of your presentation – the section that determines whether you can captivate and retain your audience’s attention right from the start. 

Here is a guide on how to craft an opening that grabs your audience’s attention from the very first minute: 

1/ Start with a Hook

To begin, you can choose from five different openings mentioned in the script based on your desired purpose and content. Alternatively, you can opt for the approach that resonates with you the most, and instills your confidence. Remember, the key is to choose a starting point that aligns with your objectives and allows you to deliver your message effectively.

2/ Establish Relevance and Context:

Then you should establish the topic of your presentation and explain why it is important or relevant to your audience. Connect the topic to their interests, challenges, or aspirations to create a sense of relevance.

3/ State the Purpose

Clearly articulate the purpose or goal of your presentation. Let the audience know what they can expect to gain or achieve by listening to your presentation.

4/ Preview Your Main Points

Give a brief overview of the main points or sections you will cover in your presentation. It helps the audience understand the structure and flow of your presentation and creates anticipation.

5/ Establish Credibility

Share your expertise or credentials related to the topic to build trust with the audience, such as a brief personal story, relevant experience, or mentioning your professional background.

6/ Engage Emotionally

Connect emotional levels with your audience by appealing to their aspirations, fears, desires, or values. They help create a deeper connection and engagement from the very beginning.

Make sure your introduction is concise and to the point. Avoid unnecessary details or lengthy explanations. Aim for clarity and brevity to maintain the audience’s attention.

For example, Topic: Work-life balance

“Good morning, everyone! Can you imagine waking up each day feeling energized and ready to conquer both your personal and professional pursuits? Well, that’s exactly what we’ll explore today – the wonderful world of work-life balance. In a fast-paced society where work seems to consume every waking hour, it’s vital to find that spot where our careers and personal lives harmoniously coexist. Throughout this presentation, we’ll dive into practical strategies that help us achieve that coveted balance, boost productivity, and nurture our overall well-being. 

But before we dive in, let me share a bit about my journey. As a working professional and a passionate advocate for work-life balance, I have spent years researching and implementing strategies that have transformed my own life. I am excited to share my knowledge and experiences with all of you today, with the hope of inspiring positive change and creating a more fulfilling work-life balance for everyone in this room. So, let’s get started!”

Check out: How to Start a Presentation?

Whether you’re a seasoned speaker or new to the stage, understanding how to write a presentation that conveys your message effectively is a valuable skill. By following the steps in this guide, you can become a captivating presenter and make your mark in every presentation you deliver.

Additionally, AhaSlides can significantly enhance your presentation’s impact. With AhaSlides, you can use live polls, quizzes, and word cloud to turn your presentation into an engaging and interactive experience. Let’s take a moment to explore our vast template library !

Frequently Asked Questions

1/ how to write a presentation step by step .

You can refer to our step-by-step guide on How To Write A Presentation Script:

• Understand Your Purpose and Audience
• Outline the Structure of Your Presentation
• Craft Clear and Concise Sentences
• Use Visual Aids and Supporting Material
• Include Engagement Techniques
• Rehearse and Revise
• Seek Feedback

2/ How do you start a presentation? 

You can start with an engaging opening that grabs the audience’s attention and introduces your topic. Consider using one of the following approaches:

3/ What are the five parts of a presentation?

When it comes to presentation writing, a typical presentation consists of the following five parts:

• Introduction: Capturing the audience’s attention, introducing yourself, stating the purpose, and providing an overview.
• Main Body: Presenting main points, evidence, examples, and arguments.
• Visual Aids: Using visuals to enhance understanding and engage the audience.
• Conclusion: Summarizing main points, restating key message, and leaving a memorable takeaway or call to action.
• Q&A or Discussion: Optional part for addressing questions and encouraging audience participation.

A writer who wants to create practical and valuable content for the audience

More from AhaSlides

.css-1qrtm5m{display:block;margin-bottom:8px;text-transform:uppercase;font-size:14px;line-height:1.5714285714285714;-webkit-letter-spacing:-0.35px;-moz-letter-spacing:-0.35px;-ms-letter-spacing:-0.35px;letter-spacing:-0.35px;font-weight:300;color:#606F7B;}@media (min-width:600px){.css-1qrtm5m{font-size:16px;line-height:1.625;-webkit-letter-spacing:-0.5px;-moz-letter-spacing:-0.5px;-ms-letter-spacing:-0.5px;letter-spacing:-0.5px;}} Best Practices 5 essential preparation steps for a successful presentation

by Tom Rielly • June 15, 2020

Keeping your presentation visuals minimalistic, simple, and clear is just one important step to remember when designing a hit presentation. Leaving nothing to chance, great presenters prove quite methodical as they prepare. Here’s a checklist for everything you need to keep in mind before your next presentation:

1. Choose the right software for your needs

The easiest way to select the right presentation software for you is to simply find the one that is native to your device. For example, if you have a Mac, use Apple Keynote, if you work on Windows, use PowerPoint. Google Slides is recommended if you’re working with someone, as it makes collaboration very easy. Another software option is Prezi: a specialty tool called Prezi that creates a presentation using motion, zoom, and panning across one giant visual space.

2. Organize your files

As you develop your script and visuals, you will need to start assembling all the assets for your slides. Create a unique folder on your computer to hold these items. Keep the folder organized by media type (presentation drafts, photos, videos, scripts) and back them up frequently to the Cloud or external disk. Label each file with a specific descriptive name, e.g. “Susan Johnson singing magpie 2020”, as opposed to “IMG_4043.jpg”, which can make it confusing to find your assets. The more organized you are up front, the easier preparing for your presentation will be.

3. Prepare your presentation materials

Make sure your presentation materials (script, graphics, actual slides) are saved in at least two safe spots (for example, your computer and an external USB drive) and are backed-up frequently. If you are using an online presentation software, such as Google Slides, be sure to also download a copy of your presentation in case the internet connection is unreliable. Having all the individual assets on hand in addition to your presentation slides can be helpful if you experience tech issues before presenting, or if you need to make any last minute changes. Make sure to label your final presentation with the title and your name so it’s easy to find.

4. Practice, practice, practice!

Remember, practice makes perfect. People often run out of time making their presentations and have no time to practice. Most TED speakers practice at least ten times. Neuroscientist Jill-Bolte Taylor gave one of the most successful Talks in TED history with nearly 27 million views. How did she do it? She practiced her Talk over 40 times! By rehearsing multiple times you will naturally memorize your Talk, which means you won’t need note cards when you give your final presentation.

5. Do a final test run

Before presenting, make sure the equipment you need is working properly. It’s generally good practice to rehearse standing on the exact stage with the exact lighting using the exact computer that you will be using in your final presentation.

Here’s a quick checklist of what to look for when testing your equipment:

• If you're not using your own computer, the one provided might be slower and have trouble playing media. If you have videos or other media, make sure they play correctly
• Test the projector to make sure it’s HD
• Make sure images are clear
• Test the sound of any clips you use, as this is what goes wrong most frequently
• If you’re using a mic, test the volume

Don’t let technical issues or other blunders overshadow your presentation. By following these guidelines, and with a little preparation, you can engineer out the problems BEFORE they happen.

Ready to learn more about how to make your presentation even better? Get TED Masterclass and develop your ideas into TED-style talks

© 2024 TED Conferences, LLC. All rights reserved. Please note that the TED Talks Usage policy does not apply to this content and is not subject to our creative commons license.

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Customer Development Process PowerPoint Template

Customer Development Process PowerPoint Template – A presentation targeted for different segments with the aim to describe the structured process which successful startups execute in order to grow from an entrepreneurial team of people into a established company. The PowerPoint Template provides editable versions of the Customer Development Process, and describes an holistic methodology that minimize the risk of the startup and generates sustainable business.  This presentation can be adapted for the following scenarios:

• Entrepreneurs pitching a startup development process, growing strategy and customers acquisition.
• Teachers and Lecturers explaining new entrepreneurs the process of building a startup and transform it into a successful company.
• Executives trying to transform their organization from an entrepreneurial environment into a structured growing business.
• Professionals with a Product Idea who want to create a startup to commercialize it.
• Consultants who want to mentor new startups and help them structure their customer development process.

The Presentation Template provide the overall Startup Development Process

• Process Development
• Organization Structure
• Customer Development Process

What is the Customer Development Process?

Steve Blank first formally described the Customer Development Process in his book “The Four Steps to the Epiphany”. After years of practical experience and research, Steve Blank formalized the process which successful startups followed in order to create sustainable business. For years the academia (business schools) teached to new business owners and entrepreneurs, that the process to launch a company was through a Business Plan and a Product/Service development process. The process was straight forward, create a business plan, do the market research, create a set of assumptions, create a 5 years projection, and if the main variables (IRR, NPV) were positive, execute the plan and succeed. This process proved to be inaccurate and generated millions of dollars of losses to entrepreneurs and investors.

The mantra of the Customer Development Process is mainly that every assumption and hypothesis an entrepreneur formulates when building its company and product/service,  are false, and that if not proven against a real market sample with a real experience, it will fail. Even more, testing the hypothesis against the market will not guarantee the positive outcome, but will guarantee negative tests. Based on this observation, Steve Blank explains that the process an entrepreneur needs to execute is different and needs to be focused in learning from customers, not from technology or the product itself. This simple change of focus enables the entrepreneur to develop the product and the customer base together, minimizing the risks, keeping the budget under control and constantly evolving the value proposition. Even more, developing customers for profits.

The Customer Development Process is based in four looping steps. Each step itself is a cycle, and it loops until a hypothesis is validated against customers.

• Customer Discovery Cycle
• Customer Validation Cycle
• Customer Creation Cycle
• Company Building Cycle

Create amazing presentations editing the  Customer Development Process PowerPoint Template . Each object of the Diagram is created 100% with PowerPoint shapes, allowing the user to fully customize the diagrams appearance, and without losing visual quality when reusing the assets in existing presentations.

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U.S. Sues Apple, Accusing It of Maintaining an iPhone Monopoly

The lawsuit caps years of regulatory scrutiny of Apple’s wildly popular suite of devices and services, which have fueled its growth into a nearly $3 trillion public company.

Garland Accuses Apple of Violating Federal Antitrust Law

Attorney general merrick b. garland said that apple has employed a strategy that relies on exclusionary anti-competitive conduct that hurts both consumers and developers..

Over the last two decades, Apple has become one of the most valuable public companies in the world. Today, its net income exceeds the individual gross domestic product of more than 100 countries. That is in large part due to the success of the iPhone, Apple’s signature smartphone product. But as our complaint alleges, Apple has maintained monopoly power in the smartphone market, not simply by staying ahead of the competition on the merits, but by violating federal antitrust law. Consumers should not have to pay higher prices because companies break the law. We allege that Apple has employed a strategy that relies on exclusionary, anticompetitive conduct that hurts both consumers and developers. For consumers, that has meant fewer choices, higher prices and fees, lower quality smartphones, apps and accessories, and less innovation from Apple and its competitors. For developers, that has meant being forced to play by rules that insulate Apple from competition. And as outlined in our complaint, we allege that Apple has consolidated its monopoly power, not by making its own products better, but by making other products worse.

By David McCabe and Tripp Mickle

David McCabe reported from Washington, and Tripp Mickle from San Francisco.

The federal government’s aggressive crackdown on Big Tech expanded on Thursday to include an antitrust lawsuit by the Justice Department against Apple, one of the world’s best-known and most valuable companies.

The department joined 16 states and the District of Columbia to file a significant challenge to the reach and influence of Apple, arguing in an 88-page lawsuit that the company had violated antitrust laws with practices that were intended to keep customers reliant on their iPhones and less likely to switch to a competing device. The tech giant prevented other companies from offering applications that compete with Apple products like its digital wallet, which could diminish the value of the iPhone, and hurts consumers and smaller companies that compete with it, the government said.

The Justice Department’s lawsuit is seeking to put an end to those practices. The government even has the right to ask for a breakup of the Silicon Valley icon.

Read the Lawsuit Against Apple

The antitrust suit is the federal government’s most significant challenge to the reach and influence of the company.

The lawsuit caps years of regulatory scrutiny of Apple’s wildly popular suite of devices and services, which have fueled its growth into a nearly $2.75 trillion public company that was for years the most valuable on the planet. It takes direct aim at the iPhone, Apple’s most popular device and most powerful business, and attacks the way the company has turned the billions of smartphones it has sold since 2007 into the centerpiece of its empire.

By tightly controlling the user experience on iPhones and other devices, Apple has created what critics call an uneven playing field, where it grants its own products and services access to core features that it denies rivals. Over the years, it has limited finance companies’ access to the phone’s payment chip and Bluetooth trackers from tapping into its location-service feature. It’s also easier for users to connect Apple products, like smartwatches and laptops, to the iPhone than to those made by other manufacturers.

“Each step in Apple’s course of conduct built and reinforced the moat around its smartphone monopoly,” the government said in the lawsuit, which was filed in the U.S. District Court for the District of New Jersey. It added that the company’s practices resulted in “higher prices and less innovation.”

Apple says these practices make its iPhones more secure than other smartphones. But app developers and rival device makers say Apple uses its power to crush competition.

“This lawsuit threatens who we are and the principles that set Apple products apart in fiercely competitive markets,” an Apple spokeswoman said. “If successful, it would hinder our ability to create the kind of technology people expect from Apple — where hardware, software, and services intersect. It would also set a dangerous precedent, empowering government to take a heavy hand in designing people’s technology.”

Apple is the latest company the federal government has tried to rein in under a wave of antitrust pressure in recent years from both the Justice Department and the Federal Trade Commission, to which the Biden administration has appointed heads sharply focused on changing the laws to fit the modern era. Google, Meta and Amazon are all facing similar suits, and companies from Kroger to JetBlue Airways have faced greater scrutiny of potential acquisitions and expansion.

The lawsuit asks the court to stop Apple from engaging in current practices, including blocking cloud-streaming apps, undermining messaging across smartphone operating systems and preventing the creation of digital wallet alternatives.

The Justice Department has the right under the law to ask for structural changes to Apple’s business — including a breakup, said an agency official, who spoke on condition of anonymity. The official declined to identify what additional action the agency could request in this case but any demands would be tied to how a court rules on the question of whether — and how — Apple broke the law.

It’s unclear what implications the suit — which is likely to drag out years before any type of resolution — would have for consumers. Apple plans to file a motion to dismiss the case in the next 60 days. In its filing, the company plans to emphasize that competition laws permit it to adopt policies or designs that its competitors oppose, particularly when those designs would make using an iPhone a better experience.

Apple has effectively fought off other antitrust challenges. In a lawsuit over its App Store policies that Epic Games, the maker of Fortnite, brought in 2020, Apple persuaded the judge that customers could easily switch between its iPhone operating system and Google’s Android system. It has presented data showing that the reason few customers change phones is their loyalty to the iPhone.

It also has defended its business practices in the past by highlighting how the App Store, which it opened in 2008, created millions of new businesses. Over the past decade, the number of paid app makers has increased by 374 percent to 5.2 million, which Apple has said is a testament to a flourishing marketplace.

Every modern-day tech giant has faced a major federal antitrust challenge. The Justice Department is also pursuing a case against Google’s search business and another focused on Google’s hold over advertising technology. The Federal Trade Commission filed a lawsuit accusing Meta, which owns Facebook, of thwarting competition when it bought Instagram and WhatsApp and another accusing Amazon of abusing its power over online retail. The F.T.C. also tried unsuccessfully to block Microsoft from acquiring Activision Blizzard, the video game publisher.

The lawsuits reflect a push by the regulators to apply greater scrutiny to the companies’ roles as gatekeepers to commerce and communications. In 2019, under President Donald J. Trump, the agencies opened antitrust inquiries into Google, Meta, Amazon and Apple. The Biden administration has put even more energy behind the effort, appointing critics of the tech giants to lead both the F.T.C. and the antitrust division of the Department of Justice.

In Europe, regulators recently punished Apple for preventing music streaming competitors from communicating with users about promotions and options to upgrade their subscriptions, levying a 1.8 billion-euro fine. App makers have also appealed to the European Commission , the European Union’s executive arm, to investigate claims that Apple is violating a new law requiring it to open iPhones to third-party app stores.

In South Korea and the Netherlands , the company is facing potential fines over the fees it charges app developers to use alternative payment processors. Other countries, including Britain, Australia and Japan, are considering rules that would undercut Apple’s grip on the app economy.

The Justice Department, which began its investigation into Apple in 2019, chose to build a broader and more ambitious case than any other regulator has brought against the company. Rather than narrowly focus on the App Store, as European regulators have, it focused on Apple’s entire ecosystem of products and services.

The lawsuit filed Thursday focuses on a group of practices that the government said Apple had used to shore up its dominance.

The company “undermines” the ability of iPhone users to message with owners of other types of smartphones, like those running the Android operating system, the government said. That divide — epitomized by the green bubbles that show an Android owner’s messages — sent a signal that other smartphones were lower quality than the iPhone, according to the lawsuit.

Apple has similarly made it difficult for the iPhone to work with smartwatches other than its own Apple Watch, the government argued. Once an iPhone user owns an Apple Watch, it becomes far more costly for them to ditch the phone.

The government also said Apple had tried to maintain its monopoly by not allowing other companies to build their own digital wallets. Apple Wallet is the only app on the iPhone that can use the chip, known as the NFC, that allows a phone to tap-to-pay at checkout. Though Apple encourages banks and credit card companies to allow their products to work inside Apple Wallet, it blocks them from getting access to the chip and creating their own wallets as alternatives for customers.

The government said that Apple refuses to allow game streaming apps that could make the iPhone a less valuable piece of hardware or offer “super apps” that let users perform a variety of activities from one application.

The government’s complaint uses similar arguments to the claims it made against Microsoft decades ago, in a seminal lawsuit that argued the company was tying its web browser to the Windows operating system, said Colin Kass, an antitrust lawyer at Proskauer Rose. He added that the most compelling allegation — and the one that brings it closest to the Microsoft case — is that Apple could be contractually preventing rivals from developing apps that work with other app providers, as “super apps” could.

Other legal experts noted that companies are legally allowed to favor their own products and services, so the government will have to explain why that is a problem with Apple.

“This case is about technology,” Mr. Kass said. “Can the antitrust laws force a company to redesign its product to make it more compatible with competitors’ products?”

Apple has defended itself against other antitrust challenges by arguing that its policies are critical to make its devices private and secure. In its defense against Epic Games, it argued that restraining the distribution of apps allowed it to protect the iPhone from malware and fraud. The practice benefited customers and made the iPhone more attractive than competing devices with Android’s operating system.

The government will try to show that the effect of Apple’s policies was to hurt consumers, not help them.

“Competition makes devices more private and more secure,” said Jonathan Kanter, assistant attorney general of the Justice Department’s antitrust division. “In many instances, Apple’s conduct has made its ecosystem less private and less secure.”

David McCabe covers tech policy. He joined The Times from Axios in 2019. More about David McCabe

Tripp Mickle reports on Apple and Silicon Valley for The Times and is based in San Francisco. His focus on Apple includes product launches, manufacturing issues and political challenges. He also writes about trends across the tech industry, including layoffs, generative A.I. and robot taxis. More about Tripp Mickle

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