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Q.

1 Explain how strategies are formulated and implemented

The term ‘strategy’ is drawn from the armed forces. It is a strategic plan that interlocks all
aspects of the corporate mission designed to overpower the enemy or the competitor. An
appropriate strategy is considered to be essential to face adverse situations such as cut-throat
competition.

Strategy may imply general or specific programmes of action outlining how the resources are
deployed to attain goals in a given set of conditions. If these conditions change, the strategy also
changes. Strategies give direction for the achievement of objectives necessary through the
deployment of resources.

In this unit, we would attempt to understand the meaning and purpose of strategy, its
formulation, implementation and evaluation.

Strategy Formulation and Implementation

It is the crux of the strategic management process. Strategy refers to the course of action desired
to achieve the objectives of the enterprise. Formulation, together with its implementation,
constitutes an integral part of the management activity. Managers use strategies for different
purposes such as to overcome competition, to increase sales, to increase production, to motivate
the employees to provide their best, and so on. Implementation of a strategy is a crucial task as
the formulation of it. There may be a lot of resistance during the implementation process. It is
necessary for the manager to be very tactful to involve the members of his group in the
formulation of strategy to facilitate the implementation process.

1.5.1 Stages in Strategy Formulation and Implementation

a) Identification of mission and objectives

b) Environment scanning

c) Generic strategy alternatives

d) Strategy variations

e) Strategic choice

f) Allocation of resources and formulation of organisational structure

g) Formulation of plans, policies, programmes and administration

h) Evaluation and control


Q.2 Mr. Nandankumar wants to start a business of his own. He is seeking
advice from a consultancy firm on how to go about it. If you were an
employee of this consultancy firm, how would you guide him in preparing
a business plan that would suit Nandankumar’s business?

It is also important to establish a timeline for completing the plan. A business plan can be
completed by one staff member working full time in as little as a week, although a thorough
market analysis will add several days at least. A committee will probably need much more time.
Combinations of staff, volunteers, consultants and a board committee may lengthen or shorten
the process depending on skill level, available time, experience with planning and research, and
the group’s facilitation needs. Now that you have decided who will put together your business
plan and have set a timeline for its completion, you are ready to begin assembling the elements of
the plan. Your business plan should contain the following sections:

· Executive summary

· Company and product description

· Market description

· Operations

· Management and ownership

· Financial information and timeline

· Risks and their mitigation

A solid business plan will clearly explain the business concept, describe the market for your
product or service, attract investment, and establish operating goals and guidelines.

2.3.1 Executive Summary

In this section of your business plan, provide a description of your company, the industry you will
be competing in, and the product or service you plan to offer.

Sell your concept! The executive summary may be the first and only section of your business plan
that most of your audience will read. Tell the audience why the business is a great idea. Some
readers will look at this section to determine whether or not they want to learn more about a
business. Other readers will look to the executive summary as a sample of the quality and
professionalism of the overall plan. The executive summary should be no more than one to three
pages long and should answer the following questions:

· Who are you? (describe your organization)

· What are you planning? (describe the service or product)

· Why are you planning it? (discuss the demand and market for the service or product)

· How will you operate your business?


· When will you be in operation? (overview of timeline)

· What is your expected net profit? (discuss your projected sales and costs)

Although the executive summary is the first part of your business plan, you should write it after
you have written the other sections of the plan in order to include the most important points of
each section.

2.3.2 Company and Product Description

In describing your company be sure to include what type of business you are planning
(homeownership development, wholesale, retail, manufacturing

or service) and the legal structure (corporation or partnership). You should discuss why you are
creating this new venture, referencing the goals you set at the beginning of the business planning
process. Also include a description of your non-profit organization, the role it has played in
developing this new venture and the on-going role, if any, it will play in operations. Give the
reader a brief overview of the industry, describing historic and current growth trends.

Whenever possible, provide documentation or references supporting your trend analysis such as
articles from business-oriented newspapers and magazines, research journals or other
publications. Include these references in the attachments of your business plan.

Product or Service

After describing your company and its industry context, describe the products or services you plan
to provide. Focus on what distinguishes your product or service from the rest of the market.
Discuss what will attract consumers to your product or service. Provide as much detail as
necessary to inform the reader about the particular characteristics of your product that
distinguish it from its competition – many nonprofits, for example, expect to produce higher-
quality housing than otherwise exists in the area. Mention any distinctive elements in the
manufacture of the product, such as being “hand-made by a particular people from a specific
area.” If you are providing a service, explain the steps you will take to provide a service that is
better than your competition.

Price

Provide a realistic estimate of the price for your product or service, and discuss the rationale
behind that price. An unrealistic price estimate may undermine the credibility of your plan and
raise concerns that your product or service may not be of sufficient quality or that you will not be
able to maintain profitability in the long run. Describe where this price positions you in the
marketplace: at the high end, low end or in the middle of the existing range of prices for a similar
product or service.

In other sections of the plan you will discuss the target market for your product or service and also
provide additional details on how the price of your product fits into the overall financial
projections for the enterprise.

Place
Describe the location where you will produce or distribute your product or provide your service.
Discuss the advantages of the location, such as its accessibility, surrounding amenities and other
characteristics that may enhance your business.

Depending on your anticipated customer base, accessibility to your location via public
transportation could affect the marketability of your product or service.

Customers

In this section of your business plan, you will describe the customer base or market for your
product or service. In addition to providing a detailed description of your customer base, you will
also need to describe your competition (other local developers or nearby businesses providing a
similar service to your potential customer base).

Who will purchase your product or use your service? How large is your customer base? Define the
characteristics of your target market in terms of its:

· Demographics – Measures of age, gender, race, religion and family size.

· Geography – Measures based on location.

· Socioeconomic Status – Measures based on individual or household annual income.

Provide statistical data to describe the size of your target market. Sources for this information
may include recent data from the Bureau of Statistics, state or local census data, or information
gathered by your organization, such as membership lists, neighborhood surveys and group or
individual interviews. Be sure to list the sources for your data, as this will further validate your
market assumptions. Include any relevant information regarding the growth potential for your
target market if your business is expected to rely on growth. Cite any research forecasting
population increases in your target market or other trends and factors that may increase the
demand for your product or service.

Competition

Discuss how people identified in your target market currently meet their need for your product or
service. What other businesses exist in your area that are similar to your proposed venture? For
example, for a housing business, what are the local markets for purchase and rental? How much
are people currently paying for similar products or services? Briefly describe what differentiates
your proposed venture from these existing businesses and discuss why you are entering this
market.

Sales Projections

Present an estimate of how many people you expect will purchase your product or service. Your
estimate should be based on the size of your market, the characteristics of your customers and
the share of the market you will gain over your competition. Project how many units you will sell
at a specified price over several years. The initial year should be broken down in monthly or
quarterly increments. Account for initial presentation and market penetration of your product and
any seasonal variations in sales, if appropriate.

2.3.3 Market Description


In this section, you will describe how you plan to operate the business. You will present
information on how you plan to create your product or provide your service, describe the staff
required to operate and manage the business, discuss the equipment and materials necessary, and
define the site or facility requirements, if any. A key component of the operation of your business
will be your sales and marketing strategy, so you must describe how you will inform your target
market about your product or service and how you will convince customers to purchase it.

Production Description

Describe the steps for creating your product, from the raw material or initial stage to the finished
product, packaged and ready for distribution and sale. If you plan to provide a service, describe
the process of service deliver (such as the initial interview, for instance, if you are offering
consulting services), assessment, research and design, and final presentation. Provide a
description of any sub-contractors or external services you plan to use in the production process.
The reader of the plan may be unfamiliar with the industry, so avoid using industry jargon to
describe the production process.

Staffing

Describe the staff required to operate your business: discuss how many people you will need;
describe the tasks they will carry out; and the skills they will need. Prepare a chart outlining the
salaries and benefits you will provide to your workforce. Provide information on how you will
recruit staff and provide initial and ongoing training of employees.

2.3.4 Equipment and Materials

To manufacture your product or provide your service, what type of equipment will you need?
Describe any machinery and vehicles necessary in the production, packaging and distribution of
your product, including any office equipment such as computers, copiers, furniture, fixtures and
telephone systems. Also discuss the types of materials you will use in the production process and
describe the source and cost of those materials.

Facility

Describe the type of facility in which you will house your business. Indicate the amount of building
space you will need for production and administration. Also discuss any building features required
for the production process such as high ceilings, specialized ventilation and heating systems,
sanitized laboratory space or vehicular accessibility. If you have already identified a location and
a facility that meets your requirements, describe its features. Even if you are planning to provide
a service instead of manufacturing a product, you need to demonstrate that you will have
adequate space for administrative functions and other activities related to the service you plan to
provide .

Market Description

Describe your strategy for locating your target market, informing or educating customers about
your product or service and convincing them to purchase it. Provide details on the methods you
will use to advertise your product, such as print media (advertisements in newspapers, magazines
or trade journals), electronic media (television, radio and the Internet), direct mail,
telemarketing, individual sales agents or representatives, or other approaches. Discuss the
product’s or service’s features you plan to emphasize to gain the attention of your target market.
Also detail how you will distribute and sell your product or service. Will you use sales agents or
existing retail outlets, or directly distribute your product through a delivery service such as United
Parcel Service, Federal Express or independent trucking company?

2.3.5 Operations

In this section of your business plan, describe the senior managers responsible for overseeing the
start-up and operation of your business, their background and their responsibilities in the
business. Be sure to highlight your management team’s experience in managing the production,
marketing and administration of similar businesses or within the selected industry and attach the
resumes of each member to the plan. Be sure to provide a complete job description of any
vacancies in your management team. Describe the responsibilities, the skills, the background
required and the steps you plan to take to fill that key position.

Ownership

What is its relationship to your existing organization? Who is on the board of directors / board of
advisors of the new business and what are their backgrounds and areas of expertise? Potential
investors or lenders will be interested in the ownership stake of the board of directors and also in
what portion of the company’s equity is available. Success is often due to one’s contacts, so fully
describe your business relationships with attorneys, accountants and advertising or public
relations agencies, and any industry-specific services such as suppliers and distributors.

2.3.6 Management and Ownership

In this section you will describe the financial feasibility of your planned venture and provide
several financial reports and statements to document why your business will be a viable enterprise
and a sound investment. At a minimum, you should provide a brief descriptive narrative for each
of the following financial statements and include a copy in the attachments to your plan:

· Start-up budget

· Cash flow projection

· Income statement

· Balance sheet

In preparing these statements, you may want to seek the advice of a certified public accountant
(CPA).

Start-up Budget

Describe the initial expenses you will incur to get your business up and running. Some items you
might include in your start-up budget research and product design and development expenses,
legal incorporation and licensing expenses, facility purchase or rental, equipment and vehicle
purchase or rental, and initial material or supply purchase. You can use Worksheet B as a sample
format for preparing your start-up budget.

Cash Flow Projection


This statement presents a month-to-month schedule of the estimated cash inflows and outflows of
your business for the first year. This schedule should indicate how much money your business will
have or need and when you will need it. You should describe your sources of income and capital,
detailing your projected sales revenue and indicating your own or investor equity contribution,
lenders, investors and other sources of capital. Itemize your projected expenses, distinguishing
between the cost of goods sold (materials, supplies, production labor), overhead expenses (rent,
utilities, insurance, maintenance, interest, insurance, administrative costs and salaries, legal and
accounting services, marketing, taxes, fees and other ongoing operating expenses) and capital
expenditures (land and buildings, equipment, furniture, vehicles, and building repair or renovation
expenses). In preparing this statement, account for a gradual increase in sales from initial product
introduction and any expected seasonal fluctuations in revenue projections.

Income Statement

Prepare a multiyear (three- to five – year) statement of projected revenue, expenses, capital
expenditures and cost of goods sold. If you make assumptions about the growth of your business,
provide supporting documentation such as growth patterns of similar companies or studies that
forecast an industry-wide growth rate. This statement should indicate to the reader the potential
of your business to generate cash and its profitability over time. For an existing business, also
submit an income statement for at least three prior consecutive years. Lenders may look at this
statement to determine whether your business can support the additional debt you are
requesting.

Balance Sheet

A start-up business probably will not have any assets or liabilities at the time you are drafting the
business plan. Provide a copy of the balance sheet of the business’s sponsoring organization or
individual. Describe in your narrative any assets that will be allocated to the start-up of the
business.

2.3.7 Financial Information and Start up Timeline

Capital Requirements

Describe the amount and type of financing you are seeking for your business. Are you looking for
debt from a lender or equity from an investor? Refer to your start up budget and cash flow
statement presented earlier. Discuss how and when you will draw on these funds and how they
will affect the bottom line. Also describe any commitments or investments that you may have
already secured.

If you are seeking investors, such as venture capitalists, describe what they will receive in return
for their capital. What is the repayment period and the expected return on investment? Also
discuss the nature of their ownership share and how it may change with future investments.
Equity investors are looking for rates of return higher than rates offered by banks or other
business lenders. The level of risk in your business and industry will help to determine the actual
market rate, as will the availability of equity dollars. Check with other businesses (although not
direct competitors) to see what return on investment their investors demanded. Be prepared to
negotiate. And make sure you research the investment market carefully; several socially minded
investment pools exist and more are in development. or lenders, describe the type of financing
you are seeking:

· Seed Capital – Short-term financing to cover start-up costs.


· Fixed Asset Financing – Longer-term financing for property, building improvements, equipment
or vehicles. The asset being purchased is usually pledged as security for the loan.

· Working Capital – Short-term financing to cover operating expenses and to bridge gaps in cash
flow.

Initial Start-up Timeline

Provide a timeline of tasks and events necessary to get your business operational. Be sure to
describe the current stage you are in and what steps you have taken to date. Include deadlines for
task completion. Set realistic deadlines according to your capacity to complete these tasks. The
following is a list of some of the steps you may wish to include:

· Filing legal incorporation documents

· Identifying and securing suitable space

· Designing and developing the product

· Obtaining required licenses or permits

· Securing necessary financing

· Leasing or purchasing equipment

· Hiring key staff

· Hiring and training of production or support staff

· Purchasing materials and production supplies

· Beginning marketing activities

· Opening

Although it is impossible to know exactly what will go wrong in starting and running your business,
thinking about different challenges will strengthen your plan. Potential problems could include:

· Insufficient public subsidy available to new home owners or residents

· The competition drops its prices

· Not enough customers

· Production costs exceed estimates

· Difficulty in finding qualified employees

· Environmental or governmental changes such as tax increases, additional regulations or


population changes
For each potential problem, discuss its likelihood and describe possible solutions or actions you
might undertake to mitigate the problem.

2.3.8 Risks and their Mitigation

Although it is impossible to know exactly what will go wrong in starting and running your business,
thinking about different challenges will strengthen your plan.

After you have completed all of the elements of your business plan, you should focus its
presentation. A well-organized plan will assist you in communicating the most important elements
of your business plan to the reader, and a persuasive plan will help you to convince the reader to
invest in your business.

Q.3. a. What is the purpose of business continuity plan?

Introduction

The Business Continuity Guideline is a tool to allow organizations to consider the factors and
steps necessary to prepare for a crisis (disaster or emergency) so that it can manage and survive
the crisis and take all appropriate actions to help ensure the organization’s continued viability.
The advisory portion of the guideline is divided into two parts: (1) the planning process and (2)
successful implementation and maintenance. Part One provides step-by-step Business Continuity
Plan preparation and activation guidance, including readiness, prevention, response, and
recovery/ resumption. Part Two details those tasks required for the Business Continuity Plan to
be maintained as a living document, changing and growing with the organization and remaining
relevant and executable.

Purpose of Business Continuity Plan

Recent world events have challenged us to prepare to manage previously unthinkable situations
that may threaten an organization’s future. This new challenge goes beyond the mere emergency
response plan or disaster management activities that we previously employed. Organizations now
must engage in a comprehensive process best described generically as Business Continuity. It is
no longer enough to draft a response plan that anticipates naturally, accidentally, or intentionally
caused disaster or emergency scenarios.

Today’s threats require the creation of an on-going, interactive process that serves to assure the
continuation of an organization’s core activities before, during, and most importantly, after a
major crisis event.

In the simplest of terms, it is good business for a company to secure its assets. CEOs and
shareholders must be prepared to budget for and secure the necessary resources to make this
happen. It is necessary that an appropriate administrative structure be put in place to effectively
deal with crisis management. This will ensure that all concerned understand who makes
decisions, how the decisions are implemented, and what the roles and responsibilities of
participants are. Personnel used for crisis management should be assigned to perform these roles
as part of their normal duties and not be expected to perform them on a voluntary basis.
Regardless of the organization – for profit, not for profit, faith-based, non-governmental – its
leadership has a duty to stakeholders to plan for its survival. The vast majority of the national
critical infrastructure is owned and operated by private sector organizations, and it is largely for
these organizations that this guideline is intended. ASIS, the world’s largest organization of
security professionals, recognizes these facts and believes the BC Guideline offers the reader a
user-friendly method to enhance infrastructure protection.

b. Give a short note on mitigation strategies

Mitigation Strategies

Devise Mitigation Strategies

Cost effective mitigation strategies should be employed to prevent or lessen the impact of
potential crises. For example, securing equipment to walls or desks with strapping can mitigate
damage from an earthquake; sprinkler systems can lessen the risk of a fire; a strong records
management and technology disaster recovery program can mitigate the loss of key documents
and data.

Resources Needed for Mitigation

The various resources that would contribute to the mitigation process should be identified. These
resources, including essential personnel and their roles and responsibilities, facilities, technology,
and equipment should be documented in the plan and become part of ‘‘business as usual.’’

Monitoring Systems and Resources

Systems and resources should be monitored continually as part of mitigation strategies. Such
monitoring can be likened to simple inventory management.

The resources that will support the organization to mitigate the crisis should also be monitored
continually to ensure that they will be available and able to perform as planned during the crisis.
Examples of such systems and resources include, but are not limited to:

· Emergency equipment

· Fire alarms and suppression systems

· Local resources and vendors

· Alternate worksites

· Maps and floor plans updated/changed due to construction and internal moves
· System backups and offsite storage.

Q.4. Distinguish between financial investor and strategic investor.

Financial Investor vs. Strategic Investor

In the not so distant past, there was little difference between financial and strategic investors.
Investors of all colors sought to safeguard their investment by taking over as many management
functions as they could. Additionally, investments were small and shareholders few. A firm
resembled a household and the number of people involved – in ownership and in management –
was correspondingly limited. People invested in industries they were acquainted with first hand.

As markets grew, the scales of industrial production (and of service provision) expanded. A
single investor (or a small group of investors) could no longer accommodate the needs even of a
single firm. As knowledge increased and specialization ensued – it was no longer feasible or
possible to micro-manage a firm one invested in. Actually, separate businesses of money making
and business management emerged. An investor was expected to excel in obtaining high yields
on his capital – not in industrial management or in marketing. A manager was expected to
manage, not to be capable of personally tackling the various and varying tasks of the business
that he managed.

Thus, two classes of investors emerged. One type supplied firms with capital. The other type
supplied them with know-how, technology, management skills, marketing techniques,
intellectual property, clientele and a vision, a sense of direction.

In many cases, the strategic investor also provided the necessary funding. But, more and more, a
separation was maintained. Venture capital and risk capital funds, for instance, are purely
financial investors. So are, to a growing extent, investment banks and other financial institutions.

The financial investor represents the past. Its money is the result of past – right and wrong –
decisions. Its orientation is short term: an "exit strategy" is sought as soon as feasible. For “exit
strategy” read quick profits. The financial investor is always on the lookout, searching for willing
buyers for his stake. The stock exchange is a popular exit strategy. The financial investor has
little interest in the company’s management. Optimally, his money buys for him not only a good
product and a good market, but also a good management. But his interpretation of the rolls and
functions of "good management" are very different to that offered by the strategic investor. The
financial investor is satisfied with a management team which maximizes value. The price of his
shares is the most important indication of success. This is "bottom line" short termism which also
characterizes operators in the capital markets. Invested in so many ventures and companies, the
financial investor has no interest, nor the resources to get seriously involved in any one of them.
Micro-management is left to others – but, in many cases, so is macro-management. The financial
investor participates in quarterly or annual general shareholders meetings. This is the extent of its
involvement.
The strategic investor, on the other hand, represents the real long term accumulator of value.
Paradoxically, it is the strategic investor that has the greater influence on the value of the
company’s shares. The quality of management, the rate of the introduction of new products, the
success or failure of marketing strategies, the level of customer satisfaction, the education of the
workforce – all depend on the strategic investor. That there is a strong relationship between the
quality and decisions of the strategic investor and the share price is small wonder. The strategic
investor represents a discounted future in the same manner that shares do. Indeed, gradually, the
balance between financial investors and strategic investors is shifting in favour of the latter.
People understand that money is abundant and what is in short supply is good management.
Given the ability to create a brand, to generate profits, to issue new products and to acquire new
clients – money is abundant.

Q. 5 Give a note on enforcement of intellectual property rights.

Intellectual property rights can be very valuable commercial rights for inventors, creators and
researchers. Intellectual property rights are legal rights to do certain things in relation to an
invention or creation. In general terms, intellectual property rights are infringed if someone
exercises an intellectual property right without the permission of the owner of the right. In order
to protect the value of intellectual property rights effective legal remedies must be available if
intellectual property rights are infringed.

Enforcement of Intellectual Property Rights

Intellectual property rights are of limited value unless they are effectively enforced. Without
enforcement, there are no real deterrents for infringers or

remedies for those whose rights are infringed. The legal authorities do have some role in
enforcing intellectual property rights, but this is often limited, and for infringement of rights such
as patents, plant breeders rights and trade secrets, you would normally have to take action
yourself to take the infringing party to court. The same practical commercial considerations that
apply to obtaining and managing IP rights also apply to enforcement – in some cases, the
possibility of taking court action could act to encourage the infringing party to take out a licence
to use your technology. This would save you the expense and the uncertainty of a protracted
court case, and could provide you with a good financial return.

The procedures for enforcement of IP rights differ widely between countries, because they have
much more to do with the general legal system than other aspects of IP rights, such as
examination and grant of rights by a patent office. The TRIPS Agreement has established some
general principles for IP enforcement which are reflected in the laws of many countries, so this
discussion will focus on the TRIPS provisions to give an overall picture of how enforcement
operates.
One basic distinction in enforcement lies between more those IP infringements which tend to be
infringed widely, potentially by many different people and on a large commercial scale, and
general IP rights. In the first category are pirated copyright works and counterfeit trade mark
goods.

TRIPS, for instance, specifies that the government or legal authorities need to have a more active
role in dealing with these infringements than, say, for patents and plant breeders’ rights. So the
state often has an active role in tracking down and prosecuting those who infringe copyright and
trademark rights on a commercial scale, whereas for patents it is normally up to the patent holder
or licensee to take an infringer to court.

Q. 6. Give a note on complex systems behaviour and creativity

Complex Systems Behaviour

In studying Complex Systems, initially in physics and chemistry, it became clear that the key
properties of ‘open’ systems, where flows of matter, energy and information can occur across
their boundaries, were that they could undergo spontaneous transformations of structure and
functionality. Instead of a ‘fixed’ mechanical system, this showed how systems came into being,
and evolved over time, changing structurally, gaining, and sometimes shedding, complexity and
qualities.

The study of Complex Systems therefore revealed a co-evolutionary process of a system and its
environment in which successive change and adaptation each involved two separate steps:

· Discovering what to do (exploration and evaluation).

· Doing what has been decided (implementation).

And these two steps are radically different in nature.

In Complex Systems, the first step is ‘taken’ by the ‘non-average’ underlying elements within
the system, while the second – the emergence of a transformed, functioning system – concerns
new, effective ‘average’ behaviour of the elements. The successful co-evolution of a system with
its environment therefore occurs through the dynamic interplay of the average and non-average
behaviours within it. Successive instabilities occur each time that existing structure and
organisation fail to withstand the impact of some new circumstance or behaviour. When this
occurs, the system re-structures and becomes a different system, subjected in its turn to the
disturbances from its own non-average individuals and situations. It is this dialogue between
successive ‘systems’ and their own inner ‘richness’ that provides the capacity for continuous
adaptation and change.

Creativity
Everyone in business is creative.

Some of most creative people are in manufacturing.

They actually CREATE products that change the world.

Some of the least creative people perhaps are in advertising.

They spend most of their creative energy telling manufacturers that they…aren’t creative!

Salespeople Are Creative – They are natural born story-tellers.

Accountants are creative.

3.5.1 Best Creative Exercise Ever

Write down your ideas.

You have a ton every day.

But most of the time, you can’t remember them by the day’s end.

Don’t let spelling and grammar issues or relentless self-editing stop you.

Get your ideas on paper (Let someone else edit it.)

Go retro: Carry a notebook, pen, and calendar into your meetings.

Look up at people.

Story First, Technology Last.

Don’t invest in a presentation class called “How to Use PowerPoint”….


…until you’ve taken a class called “How to Tell Stories and Connect with Your Audience”.

3.5.2 A Simple Creative Exercise…

Simplify everything. Your life, your home, your office, your desk, your processes, vision, policy,
procedures. Everything.

Fixing Problems is Creative.

Your job is to fix problems, not to complain.

Brainstorming
Don’t tell people that their ideas are bad, especially if you don’t have a better one.

It’s only your life’s work.

Never say, “It’s not my job to be creative.”

How to Lose an Audience…

· Show your audience slides with columns of numbers.

· Refuse to tell them a story about the meaning of the numbers.

· Do not read your speech or presentation.

· Instead, read your audience.

How about a Show?

Try “giving a performance” instead of merely “giving a presentation.”

Everyone in Sales Knows…

· Tell stories.

· Don’t just provide data.

Avoid Meetings.

Do not attend more than two meetings a day, or else you will never get any real creative work
done.

Get Fresh Ideas.

Leave the office building at least once a day.

Another Lame Excuse…

Designers should put more of their passion into designing great work, instead of endless
(boring) discussions about the superiority of the Macintosh over the PC!

The Lame Excuse …

“I can’t [write/design/create] because I don’t have the latest


[software/hardware/ upgrade]….”

You can’t let a machine take credit for your creativity.


And you can’t blame a machine for your creative failures, either.

Don’t Blame the Tool!

The more you become a master of your particular creative form….

….the fewer tools you will use.

Master carpenters use fewer tools than novices.

So do cooks.

Use what works.

Creativity: Use it or Lose it.

Create something every day.

Creativity takes place every day, not once in a while.

It’s not rare.

It’s just been mystified – Own your creativity.