Why the book plays a critical role in building assets

The book should be:

• A framework to guide consistent delivery of your firm’s story
• A series of clear exhibits with the capacity to ignite intellectual understanding
• A body of evidence—other than performance numbers—that proves your firm really does what you say you do
• A document considered key to the final buy decision (see War Story)
• A tangible representation of intangible attributes such as philosophy and process
• A physical record of quality for decision-makers who may never visit your firm in person

Why the book can be an impediment to a successful presentation

The book often is:

• A predictable document presented merely to fulfill a requirement
• An aid to rote, page-by-page delivery that inspires in the audience only a profound desire for your presentation to end
• Something to “get through” before reaching the part of the presentation that many consider to be most important (and where many presenters shine): the Q&A
• A cluttered tome filled with superfluous design elements (why is that flying triangle up there in the corner?) and a forest of words too dense to penetrate
• A document requiring so much time to create (developing consensus about key messages, for example) that the presentation team forgets what always matters most: the audience (you know, the people who ultimately decide whether to give your firm the money—or not!)

The presentation book does matter. But there is a happy medium. All aspects of the book must radiate quality. Tell a story consistent with the book. Refer to key exhibits selectively for the benefit of your audience. Leave the book behind with confidence that it provides a valid representation of your firm’s identity. But never let the book be the primary driver of your presentation.

For more on effective ways to use the book, see Presentation Strategy: To Script or Not to Script? in the Art & Science archive.