by Ed Barks

Talk about an "oops" moment. Early in my communications consulting career I committed a whopper of a mistake. I was aiming for collaboration with a large public relations agency to provide media training to its clients. We set a time for me to stop by their office to talk. I launched into a PowerPoint presentation that focused on my services, not the needs of the agency and its clients. To their everlasting credit, they listened and even nodded on occasion. But now, years later, I realize that I must have bored them to tears.

We never did collaborate on communications training projects. Small wonder. You may be a marketing consultant whose revenues live and die by successfully pitching to new clients. Or you may handle marketing in an internal capacity at your association. Regardless, success is a matter of persuading that prospective client or your boss about the value of the marketing initiative at hand; and that demands a pitch that is pitch perfect.

Consider the Other Side of the Table

Getting a green light for your project, whether internal or external, involves a number of important aspects. Most important, you must get a handle on your audience so that you can speak to them—their needs, goals, and dreams.

Internal practitioners may labor under the impression that they have a smoother road in this regard. Maybe, but maybe not. For instance, are you pitching a new boss? It will be well worth your time to conduct some due diligence on tendencies at her previous organization. What types of campaigns did she favor? Which never got past her desk?

Consultants, too, need a sense of who they are pitching. Fortunately, in today's wired environment, this type of information is easier than ever to dig up. But don't stop with a cursory internet search. Pick up the phone and call colleagues who may have insights or who may be able to refer you to others who hold valuable tidbits.

Now that you have a bit of working intelligence, what do you do with it? Use it to shape your pitch to the individual situation. And always approach matters from your potential client's perspective.

Get over yourself (as I hope I have done since that ill-fated pitch many years ago). You are there to communicate, not to deliver a sermon. Keep the spotlight shining on your prospect. Yes, you need to give them some idea why you are qualified for the project, but keep that section brief (You are already in the room. Do you think you would have gotten that far if you didn't pass the hurdle of holding at least the basic qualifications?). Your wonderful credentials aren't nearly as important as your client's problem.

Demands for a Perfect Pitch

Your perfect pitch consists of a number of basic elements:

• Set your team: For consultants, this is fairly straightforward. You are the show (unless you opt to collaborate with others). For marketing firms and for internal pitches, you have some decisions to make. Who needs to be involved? Will one person suffice or do you need a team approach? (friendly word of advice: If you send in the big guns to win the account, but plan to turn it over to junior staff for implementation, you are skirting ethical bounds if you fail to disclose this to your prospective client).
• Determine who plays what role: Everyone in the room must have a role. If someone is there solely to answer questions or to take notes, let your prospect know. Otherwise, they may wonder why you brought along so many people who have no apparent function.
• Practice: This sounds so basic, but it seems that too many marketers give short shrift to this essential step. Have someone role play the client. Insist that the entire team participate. Anyone who tries to weasel out should be kicked off the team.
• Tell success stories: And I do mean stories. Data is fine up to a point. But most of us react to stories on an emotional level. Emotions count, even in business. If the decision boiled down solely to who had the cheapest solution, there would be no need for your pitch.
• Use your nonverbal tools: Figure out where your “body language” strengths reside, then use those strengths during your pitch. If an indispensable member of your team tends to drone on in a monotone or stand like a statue while presenting, get him some training. He will not be transformed into an ace overnight, but a communications consultant who concentrates on lifelong learning and developing strengths should be able to coax at least some short-term improvement.
• Ditch the PowerPoint: Now that I have your attention…This does sound extreme, and I do not mean to suggest that you should never use presentation software. But you need to think long and hard about whether this technology will add to your persuasiveness or facilitate nap time among your prospects.

• Discuss what worked. Too many of us tend to focus on shortcomings. But research tells us that zeroing in on what we are good at provides the main building block for future success. Note well that most people, even when asked to describe strengths, segue into a treatise on weaknesses almost immediately. I see this time and again when reviewing videos with media training clients. Don't let it happen. Stick to the high points until everyone feels they have exhausted them.
• Discuss what didn't work. After you have talked strengths, allow the discussion to turn to weaknesses. These may not be items you can correct immediately. But you can begin to set out a medium- or long-range plan for addressing them.

Ed Barks works with corporate and association executives who need a magnetic message and sharp communications skills, and with public affairs and public relations consultants who counsel their bosses and clients. He is also the author of The Truth About Public Speaking: The Three Keys to Great Presentations and President of Barks Communications. Learn more at www.barkscomm.com . Contact Ed at (540) 955-0600 or via e-mail.

© Edward J. Barks 2008