Choose one of the situations below to present a short extract from a presentation. Use linking expressions to connect the different parts of the talk.

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Situation 1 You are a Project Manager of Sasi, a Dutch electronic components manufacturer. You have to give a presentation to colleagues explaining the company’s decision to build a factory in Indonesia. Important factors influencing the decision are: a) local employment conditions: well-trained workforce, skilled in oil industry, experienced in chemical engineering b) local economic factors and market potential: strong growth in Indonesian economy, wealth of Java, good location, access to Southeast Asia market c) economically strong area d) available subsidies, tax concessions: government wants inward investment.

Situation 2 You are a design consultant working for Land Inc., a New York-based financial services company. The company plans to build new offices for its European headquarters in Brussels. There are three tenders for the design. Present an overview of each tender to senior executives of the company.

b) Shikishima: Japanese - $5.8m - ultra-modern - solar energy-based heating and air-conditioning

c) HaraldKhaan Group: Dutch - $6.0m - 20% more office space - low-running costs, conventional heating - modern design - exceptional energy conservation

a) Fox Lee Associates: British - $4.0m - Conventional air conditioning and heating system - Neo-classical design

Summarizing and concluding

12. Answer the following questions:

a) What does the end of presentation contain?

b) What is the difference, if any, between a summary and a conclusion?

Open for questions: The silent disaster

A nightmare scenario is as follows: the speaker finishes his talk with the words ‘Any questions? This is met by total silence. Not a word. Then an embarrassed shuffling, a cough…. How can this be avoided? A possible answer is that if the presentation has been good and the audience is clearly interested someone will have something to say.

Another way to avoid the nightmare of utter silence is to end with an instruction to the audience. This should ensure immediate audience response. Giving an instruction is often useful in sales presentations and where the audience has special requirements.

Here are two examples:

A Sales presentation

After talking about his or her products or services, the speaker wants the audience to explain their needs and says:

‘Okay – I’ve told you about the ways Snappo can help companies like yours. Now for us to do that, we need to know more about the way you work. For example, tell me about your particular situation, tell me what in particular may interest you....’

This places a responsibility on the audience to respond - unless of course they have a completely negative view of both the presenter and the message! Assuming they arc well-disposed towards the potential supplier, it is probably in their interests to offer some information and begin discussion.

B Training Manager

Speaking to an audience of Department Managers, vice-presidents, or potential trainees, the Training Manager has outlined recommendations and explained what is available. He/she can end with:

‘Right’ I’ve told you what we can offer. Now tell me what are your impressions, what are your priorities and what else do you need to know now? "

Another option is for the speaker to have a question prepared. Ask something which you know the audience will have to answer. This often breaks the ice and starts discussion. It may be possible to single out an individual who is most likely to have a question to ask you or a comment to make, or it may be apparent from earlier contact perhaps during the reception or a coffee break, that a particdividual has something to say or to ask.

Imagine that you have given a talk on Marketing in Japan at a conference on business trends. What would you say in these situations?

1. At the end of your presentation, move to comments / discussion / questions.

2. A member of the audience suggests that you said that many small retail outlets, small shops, had actually closed down in recent years. In fact, you said this process has been going on for a long time. Politely correct the other person.

3. Ask the audience for comments on why this has happened.

4. Agree with someone’s suggestions, but suggest other factors. One is the increasing number of take-over’s of smaller companies.

5. A member of the audience says the following: I... I understand that a report showed that 700 new soft thinks came out in Japan in 1990 and one rear Inter 90% had faded. Unit’s a pretty amazing figure paraphrasing this; ask if in the USA or Europe that could not happen.

6. Someone suggests that in Japan there has always been an emphasis on qualm and oil products. In the West market research has been more developed. Agree, but say the situation is changing.

7. A speaker says something you don’t understand. What do you say?

Divide into groups of four. Each person should prepare, in about two to three minutes, part of a short presentation on any topic he/she knows well.

Describe just one or two aspects of the topic in some detail for about three to four minutes. Then end what you say with a brief summary and/or conclusion. Finally, move to questions/comments or discussion.

Your colleagues should:

§ ask questions

§ ask for more details

§ ask for clarification/repetition

§ paraphrase part(s) of what you said

§ offer more information based on their knowledge and /or experience.

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