Case studies : SAS

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Из курса от партнера National Research Tomsk State University

Presentation skills: Speechwriting and Storytelling

117 оценки

National Research Tomsk State University

Presentation skills: Speechwriting and Storytelling

117 оценки

Курс 1 из 4 — Specialization Presentation Skills: Speechwriting, Slides and Delivery

“99% presentations suck!”, — said Apple former evangelist Guy Kawasaki in 2005. Up to now the situation hasn’t improved yet. Why? Most public speaking courses focus on “how” instead of “what & why”. How to stand, walk and talk during delivery with little attention paid to “what” — the quality of storytelling itself. Thereby a usual result is a looking slightly confident speaker with mesmerizing voice delivering an obscure mess of facts, figures and claims. In this course we take a more systematic approach, focusing on the content. How to structure your ideas, facts and data into a logical convincing story using a narrative structure. This course covers fundamentals of scriptwriting, packing, argumentation and language. This course is not about how to fabricate a catching tale, but rather how to structure your ideas, facts and data into an interesting story you are going to tell during your presentation.

Из урока

Part 1: Setting the goals

This week is about setting proper goals for a presentation. Most people don’t set any proper goals when preparing for a presentation. That’s an error we are going to fix this week.

What's the deal with goals?7:03

How do we change that?4:13

Case studies: Kindle Fire HD7:53

Case Studies : KPMG2:58

Case studies : SAS6:36

Case study : Anniversary speech2:14

Problems with motivation7:01

Познакомьтесь с преподавателями

Alexei Kapterev
Lomonosov MSU BS

The second example is an example of something they call motivational approach,

and it is totally different.

Once again, this is a written document just like the previous one.

But as you will see, it is structured in a very different way which will make for

me so much easier to present it to the audience.

I have to give you some background information.

This is from the 80s, from a company called Scandinavian Airline System,

SAS as you probably know them.

And in the 80s, there was time when competition

as far as international air travel was concerned was severely limited.

There was a rule that each country had to

designate their own, it was called flag carrier,

an exclusive provider of international air travel services to that particular county.

And in the United States, there was Pan-Am and for

the three Scandinavian countries, there was SAS.

So, they had this exclusive right of flying.

There was very limited competition.

But then things started to change, and you will see what happened next.

Well, for 17 years,

we were a very profitable company flying under the really nice umbrella of IATA.

Which is an international air travel regulatory agency protecting us, right?

Shielding us from competition.

But then things started to change and here we are at the moment.

Lots and lots of competition.

Lots of new entrants to this new competitive field of

international air travel.

And as a result of that last year we've lost $12 million and actually the previous

CEO of the company was fired, and this is the new CEO doing this presentation.

We are currently in a free fall, but we can recover,

if we're prepared to fight for our jobs and our future.

We can fly high again.

All right, it won't be easy, because we have too much excess weight.

Which is from the previous years where we had lots of money.

We had to dream that way now, but

we have to do it because this is what our competitors look like,

like Delta, for example, aggressive, efficient, in shape, ready to fight.

And these are our European competitors punctual,

on time, making money hard times or not.

These are the same previous slides but

put into objective figures, objective indicators.

And we are indeed worse than, so we say, compared to Delta,

we are also losing to them, this battle for the client.

And this is our profit and losses statement.

And last year we lost $12 million.

And next year we should earn at least $12 million.

And we're going to be in very bad shape if we don't make it.

I've spent a few months in this company and

I believe that we can recover and this is my plan.

We have to become much more efficient.

We have to consolidate and

we have to reorient ourselves towards a new market segment.

And let me clarify what I mean.

Efficiency means much more freedom, but also much more responsibility.

We have to simplify our business processes, they're overly complex.

We need to be able to get this stuff done.

We have to improve our efficiency in terms of punctuality as well.

I think there were the least punctual airlines,

or one of the least punctual airlines in Europe at the time.

We have to become much more punctual.

We have to consolidate, which means fewer aircraft types.

A much cleaner network with more profitable routes.

And finally and most importantly, we have to concentrate on the new market.

And this is business travel market,

which is different from the tourist market we were concentrating before.

And it is big, it is profitable.

And this is where the money is.

And these are all two slides with lots of text.

These are all the things that we need to do for this new market.

Better service, better punctuality, etc, etc.

And you can have lots and lots of text in your presentation,

in the middle of presentation, if you've created that motivational overlay.

People will make an effort and read this whole thing,

provided that they are motivated properly.

We need to do something about our cargo services and about our charters.

And to sum things up, we're slashing our costs.

We're improving our efficiency.

We are tailoring our services and products for the new market segment.

And the last bullet over there,

we're going to find that it is much more fun to work this way.

And if we do all those things, that would bring us an additional 2%,

which would mean $30 million.

And we need those money as our first step toward the new profitable company.

And finally, let's stop doing what's on the left and

start doing what's on the right.

Let's stop pointing at one another and

blaming each other and lets start working together.

Because the customers you see they don't care whose fault it is.

All they care is the end result, and we should be providing them with that result.

Don't wait, start now, calls to action for

various audiences, something for the salespeople, something for

the service people, something for the maintenance people.

And this is it.

Sincerely yours, the CEO of the company.

And as you can see, it's a totally different approach to communication.

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