Interpreting How To Work With Your Boss

First, what problems have you solved?

You should say, "the company wants to expand, and the boss has been thinking about how to find the outlet of the product. The fastest way to expand is M & A, and M & A needs a rigorous plan.

And increase investment opportunities; if we do not control risks and cases, we will lose to existing competitors and lose opportunities for growth.

The idea I put forward now is to solve these two problems, increase the source of cases, reduce risks, and finally expand effectively.

The difference is that although it is your own proposal, all the objectives are to solve the urgent needs of the boss, and he will pay the bill.

Two, explain why you should not solve this problem.

You have to prove that you are capable of defeating everyone on this proposal. At this point, you can say, because I have worked on a 1 billion scale fund and invested in 15 companies, with an average ROI of 280%, even in 2008.

If you are a project level, you have to say that because I have a large project, and I find that the defects of the existing system will lead to big problems. I am very experienced in dealing with this risk.

If it's a product level, you have to say that because I have a very special function in designing this product, it will stimulate consumers' desire to buy, and only I have the means to make this function.

The purpose of this stage is to get his attention back to you after the boss realizes the problem.

His mindset should be - like you talk about like he drifting in the ocean, and you are the only driftwood.

Taiwan boss can start, eight or nine Chengdu is because of the strong ability to cut costs, resulting in cost competitiveness, so thinking is to make the best products at the lowest price.

Back to Pitch, when you want to make a proposal, you can't help spending money. So no matter what the front questions and plans are persuaded by you, the boss can instantly turn a blind eye when he hears money.

Therefore, the processing of this piece is very necessary for art and to share our experience here.

Usually, when you are in a proposal, there will be pages of resources allocated or pages that will have expected benefits. My strong recommendation is to combine them on the same page.

It is better to use a master table to compare different options, and by this opportunity to highlight your plan is the best and most cost-effective.

Because the proposal board is what you do, you have a certain "home advantage" to strengthen your proposal (at least a lot stronger than other schemes).

My idea is that no matter how expensive the proposal is today, say 1 million. If you can create and prove the benefits of 1 million 100 thousand, that is to make money; on the contrary, if the proposal costs only 10 yuan, but the profit is only 9 yuan, it is called waste.

So the comparison here must be bloody. It is a good way to use Apple Daily's favorite victory or defeat.

Four, waiting for technology

There are two parts. First, the timing of the proposal should wait.

A proposal is a challenge to the company and a challenge to the boss's established ideas. Therefore, it is best to understand and test how the boss will react to your proposal and get a seven or eight degree of assurance.

Second, after the proposal is over, many bosses have accepted it on the surface, but they will be able to plan what they want.

Don't worry, some things must be fermented, but if you are ready and wait for the boss to think of it one day, ask again, if you still have a high degree of mastery of this proposal, things will be put into action immediately.

I honestly say, this is really related to experience and age. We can not deny that experienced hands are less dangerous. They can wait in the process of the proposal and report to the office when they are completely deadpan. They can wait for two or three months before they return to the office. They will continue to prepare things, and then suddenly call the boss to ask questions.

This plan is different from western culture. Western culture tends to track down and write a plan of action.

I said, if the company is clear about going east, you have to be positive; but if it is the challenge of its own proposal, I will suggest that you slow down and let the boss believe that you are gentle and firm in thinking about the company, and he will be moved.

3. the boss has a vision, but not very mature, you have to turn it into a practical task (50%).

This part is the most unique point of the company's internal pitch.

Unlike external pitch, although there are no standards, sellers always sell their ideas, and buyers always throw their problems out.

But inside the company, you are sometimes both a seller and a buyer.

The buyer's position is that the boss must be very clear about his needs, but honestly, few bosses have the ability.

If your boss can clearly explain the problems, the expected solutions and the expected benefits, please treasure this job. This boss will save a lot of time for his subordinates.

But in most cases, the boss's thinking is usually just a prototype. You have to spend a lot of energy to guess what he means, and to control his mind and finally form a plan of action.

This part of Pitch is about how to find out what the boss wants and how to carry out the proposal of action plan in accordance with his strong points when there are many uncertain factors.