Top 10 presentation mistakes

Many articles and books have been written on the subject of presentations. Along with good meeting and good negotiating skills, the art of giving a presentation is one of the most fundamental if you want to get ahead in business. But all too often, a business presentation doesn’t have the effect on the audience that was intended. It’s not just what is wrong in terms of content or language, but sometimes the delivery, the use (or abuse) of visuals, a perceived lack of organisation – or even a missing “WOW” factor turn a presentation into a dull, boring “speech”.

Here are the top ten presentation mistakes:

1. Ignoring the “What’s in it for me?” factor
Any time you give a presentation, you should first think about why the audience is there. This “What’s in it for me?” factor is vital. Unless you involve and get your audience’s attention from the start, you’re going to lose their interest. Starting your presentation with a “hook” (a reason to listen to you) is one crucial step in making sure your audience pays attention.

2. Not practising in front of a live audience
Even if you feel confident that you know your presentation word for word, nothing compares to real, live practice. Deliver your presentation to a colleague, a family member or a friend, and you will soon know which areas of your presentation cause you difficulty.
There is no substitute for practice. My first teacher-trainer told me she practised her first ever lesson to her dining room table and chairs. Although a lesson is obviously not a business presentation, the principles are similar. If you practise, you get a better idea of timing, a better feel for where you need to pause, and you become more aware of nervous habits. So much better if the person you’re practising to can also video you. It may be embarrassing at first, but all exceptional public speakers use video to help them give great presentations.

3. Forgetting the main principle of public speaking
Audiences have short attention spans. They’re likely to remember less than one half of what you tell them. Some audience members get bored, drift off in day dreams, or start thinking about other things. Then when a colleague asks what your presentation was about, they’re unable to give a good summary. Help your audience remember what your presentation is about with these three rules:

1- Tell them what you are going to tell them

2- Tell them

3- Tell them what you have told them
Essentially, you tell them at the beginning what the presentation is about. Then you give your presentation. Finally, you summarise what you have said.

4. Using too many visuals
Visuals can be distracting. It is better to use fewer, but more self-explanatory visuals, than to overload your audience’s attention by giving them too many to look at. In my opinion, a good speaker can engage an audience better if he or she speaks directly to them. Use visuals only when the information you want to give is much better understood graphically. Choose your visual style carefully, and remember you can present information in a variety of ways, such as pie charts, graphs, tables and so on.

5. Not giving people time to look at visuals before commenting on them
Don’t fight with your visuals. As soon as you present a visual, your audience is going to look at it. Don’t distract them by talking while they are looking. By giving them a few seconds to absorb the information, you can then be sure to have their attention when you explain what is important or interesting about the information.

6. Using font that is too small
I was devastated to hear that during my first ever presentation (which I had worked so hard at!) the people at the back of the audience couldn’t see or read the slides. The font was just too small. Don’t underestimate how large the font will need to be, and if possible, try a visual in a similar sized room before you make all your slides or visuals. If the room is large, nothing less than 20 point will be visible to people at the back.

7. Using bad colour combinations
Blue or black text on white = good

Red text on yellow = bad
Don’t make your audience strain to read what you have written. Some colour combinations just do not work. When in doubt, stick to a classic blue or black text on a white or cream background.

8. Not having a clear questions policy
Let your audience know at the beginning of your presentation how you are going to handle questions. It is probably easier and less stressful if you have questions at the end of the presentation. Then you can speak knowing that you won’t be distracted. A simple sentence such as “Please feel free to ask questions at the end of the presentation” is generally enough.

9. Speaking too fast
A sure sign of nervousness, if you speak too fast, you risk losing your audience. Don’t be afraid to pause for effect and to let your audience absorb information. On the other hand, don’t speak so slowly that the audience risk getting bored. Practising your presentation before will help you find the optimum speed.

10. Bad or nervous posture
Body language is one of those almost undefinable factors that help us form an impression of someone. If you look relaxed, people will relax around you. If you look nervous (by standing stiffly or by making nervous gestures) your audience will not feel relaxed either. This can make the difference between a bad and a great presentation, so practise in front of the mirror to see how you look when you stand in front of people.

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Making a good first impression

Making a good impression on new business contacts is important as it means that the other person will take you seriously from the beginning, and feel comfortable doing business with you.

Greetings

How do you greet someone when you first meet them? Do you kiss their cheek, "airkiss" (kiss the air next to their cheek), hug, squeeze their arm, or shake their hand? The choice of greeting is confusing to many British people who, up until recently, would shake hands in a business context and only kiss close friends or relatives.

Social kissing has become more common in British business culture over the last few years (especially between people who already have a business relationship). However, it is better to give a firm handshake when you meet someone for the first time. This is particularly true when you meet people from cultures where social kissing is not generally practised.

Introducing yourself

(In order of formality)- How do you do? (With a falling intonation.)(Correct response is "How do you do?" also with a falling intonatin.)- Pleased to meet you. I'm …- Nice to meet you. I'm …- Hello. I'm…- Hi!

Responding to introductions

You can generally use the same words as the person who has introduced him or herself. So if someone says "Pleased to meet you. I'm …." you can also say "Pleased to meet you. I'm…." Alternatively, you can just give your name as a reply, but make sure you sound confident, rather than speaking too quietly for the other person to hear.

Introducing others

(in order of formality)- May I introduce you to…- Could / Can I introduce you to…- Let me introduce you to…- I'd like you to meet…- I don't believe you've met…- Have you met…- X, this is Y. Y, this is X.

Who do you introduce first?

In "Mr A, I'd like you to meet Mr B", Mr A has the higher status. When you are introduced to someone, you can use a standard phrase such as "Pleased to meet you". You don't need to say much at all, unless you are asked a direct question.
As you introduce someone, use your arm to gesture. So if you have Mr A on your left hand side and you want him to meet Mr B, move your right forearm slowly away from your body in the direction of Mr B so that it is clear who you are introducing.

Making small talk

If you meet someone at a business function, you'll probably spend a couple of minutes in small talk after you introduce yourselves. The topic of small talk is often related to the situation. For example, if you are both at a business conference, the topic of conversation will probably be the conference itself. "Interesting seminars this year" could be the starting point, or "Did you go to the talk by X?" If you are unsure about what to say, take your cue from the other person, responding to their questions, and taking the conversation further:

A: Did you go to the talk by X?

B: Yes, I did. I thought it was really interesting. Are you going to the seminar this afternoon?
A: Interesting seminars this year.

B: Yes, I agree. I particularly liked the one on Asian markets.

Saying good bye

Use a polite phrase to show that you have to leave the other person.- Well, it was nice meeting you.- Well, it was a pleasure to meet you



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Tips for successful communication

If you work in a company which has offices in different countries, or if your company does business with foreign companies, the chances are that you use English as a medium of communication. It's impossible to estimate how many people worldwide use English for business, but with the increase in globalisation, more and more communication in English takes place when one or both of the people involved is not a native speaker of English.
This can bring both advantages and disadvantages. Businesses that employ people from different cultures are often thought to be more dynamic and inventive. However, it is vital to have good communication to avoid misunderstandings or poor working relationships.
The following tips for successful communication in English are in two sections: tips for improving linguistic skills, and tips for improving personal skills and awareness.

Linguistic skills

1. Keep it simple
Avoid idioms and phrasal verbs and keep grammatical structures simple. This has two advantages: the person you are dealing with will be more likely to understand you, and secondly, you will be less likely to make mistakes.

2. Use clarifying and rephrasing techniques
Don't be afraid to check what you have understood. Clarifying (or rephrasing if the other person doesn't understand) saves time in the future.
If I understand you correctly…If I can paraphrase what you've just said…So you mean…Let me rephrase what I've just said…Let me say that in another way…In other words…

3. Ask if you don't understand
Rather than making assumptions (which can turn out to be untrue) make sure you understand the other person.
Sorry, but I don't understand.Can you go over that again?I'm not sure I understood your last point.Would you mind repeating that?

4. Prepare for meetings, presentations and negotiations

Before you meet someone, make sure you have prepared any vocabulary or questions you might need. The more familiar you are with any particular vocabulary, the more relaxed you will feel when you meet. It's also often helpful to "role play" a meeting or negotiation, so that you can predict what sort of questions or issues will arise and how you can best deal with them. See our other articles on meetings, presentations vocabulary and successful negotiations for useful phrases.

5. Write it down
Ask for a written agenda before a meeting so you can prepare. Take notes when others speak (during meetings, telephone conversations etc).
Follow up meetings or spoken agreements with a written note.
It was good to meet you yesterday. I'm just writing to confirm the main points of our meeting:Following our phone call this morning, I just wanted to confirm our agreement.

Personal skills

6. Respect different cultures
Different cultures have different business etiquette, customs and ethics. Doing business successfully in other countries means being able to accept that other people do things differently. It also means being sensitive and understanding other cultures so that you don't cause offence.

7. Be flexible
Rather than getting angry or irritated if things don't go to plan, try to find solutions to problems. Having a flexible approach will help you resolve problems, rather than increasing them.

8. Ask for training
This last tip is perhaps the most difficult to achieve! If you work closely with people where you need to use English, consider asking your HR department for language or cultural training. If you can pinpoint areas of weakness (telephoning skills, or proposal writing skills, for example) then it's easier to demonstrate to someone that there will be a definite return on investment than if you simply ask for English lessons

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How many people learn English globally?

It is estimated that over 1 billion people are currently learning English world wide. According to the British council, as of the year 2,000 there were 750 million English as a Foreign language speakers.

In addition, there were 375 million English as a Second Language speakers. The difference between the two groups amounts to English as a Foreign Language speakers using English occasionally for business or pleasure, while English as a Second Language speakers use English on a daily basis.

These impressive numbers are driven by adult speakers around the world who use English to communicate in the workplace. It is a commonly held misconception that these speakers need English to communicate with native speakers.

While ESL is required for those living and working in English speaking cultures such as the UK and USA, it is equally true that English is used as the lingua franca between nations where English is not the primary language.

In a globalized world, the number of English learners around the world is only expected to further grow.

For more detailed information on the trends behind English learning around the world, take a look at the British Council's "English Next".

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A Language for all: Globish

Through the system he called ''Globish'', it is possible to communicate with people from every country by using 1500 words in English. Nerriére is a marketing manager retired from the worldwide computer-manufacturing giant, IBM. The idea of Gobish was born during the 1980's when he was in Paris working among the company's employees from 40 different countries. He realized at that time hat he communicated in English with foreigners better than Americans did in Tokyo and Seoul where he had been working as an international marketing manager. According to Nerriére, people speak a kind of English peculiar to themselves, which is not quite understood by Americans or English. Globish is the systematized form of it and it serves to communicate on a basic level.

Nerriére who defines the language as ''the DNA of a culture'' sees Globish, far from claiming to be a language, considers it as just a ''mean'' for communication. On the other hand, Globish has nothing to do with efforts of producing a common language such as Esperanto or Kosmos, either. Globish is based on practical observation rather than being an artificial language adventure and aims at better communication for those using English. Nerriére defines his system, ''The most interesting aspect of Globish is that it can express everything with 1500 words. People all over the world communicate with this level of vocabulary.''

Globish is based on the most frequently used 1500 words English words. This is a big facility when you think that there are six hundred and fifteen thousand entries in the Oxford English Dictionary. It is possible to download the vocabulary from the Globish website. He vocabulary list generally includes basic words from ''able'' to ''zero''. For instance, words ''niece'' and ''nephew'' are not in the list but the expression ''the children of my brother'' is suggested instead. In addition, grammar rules of English are used but simple structures are preferred. According to Nerriére, what is not taught is ''wrong and bad English'' but just ''simple English''. This language can be learned on computer, it is possible to practice orally via phone or on the Internet. The site also mentions opportunities for affordable lessons in countries such as India where wages are low but English is spoken well.

There is a big demand for Globish. The book ''Parlez Globish'' published in Paris last year attracted great attention. The website, www.jpn-globish.com where the language is being taught has been visited Seventy-six thousand times already. Apart from Globish lessons, the website also includes learning tools such as songs to facilitate memorizing vocabulary. When you think of the many companies that require English, Globish by Nerriére seems to have a rather bright future.

People generally start learning English but become crushed under thick books and stop learning. Money and time spent for language learning may be wasted. Nerriére defends that this is a good opportunity to overcome this nightmare. It is possible to completely learn and understand Globish in 182 hours.

Frenchman, Nerriére interestingly claims that Globish can save other languages from the spread of English. He defends that by reducing English to 1500 basic words, it can be prevented from entering into other languages. He also adds that Globish is equally difficult for Americans and English. Nerriére hopes that the EU or the UN one day accepts this system as a common mean of communication.

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Job Interviews

A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm, and was established in the late 16th century.

A job interview typically precedes the hiring decision, and is used to evaluate the candidate. The interview is usually preceded by the evaluation of submitted résumés from interested candidates, then selecting a small number of candidates for interviews. The job interview is considered one of the most useful tools for evaluating potential employees. It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job.

Multiple rounds of job interviews may be used where there are many candidates or the job is particularly challenging or desirable. Earlier rounds may involve fewer staff from the employers and will typically be much shorter and less in-depth. A common initial interview form is the phone interview, a job interview conducted over the telephone. This is especially common when the candidates do not live near the employer and has the advantage of keeping costs low for both sides.

Once all candidates have been interviewed, the employer typically selects the most desirable candidate and begins the negotiation of a job offer.

It is very important to be well prepared for an interview. According to the University of Delaware's career center, a common reason employers give for not hiring an applicant is the inability of the applicant to fully explain the contents of his or her résumé. Therefore it is paramount to be able to discuss in detail every item listed on one's resume, and if possible to give examples when appropriate. It is also wise to research the company before the interview. To avoid being nervous, the applicant should practice answering difficult questions. Good sources of interview questions can be found by searching the Internet.

Here we have a video with many tips about how to behave on a job interview:

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Release Your Old Attitudes About Money

Money, in and of itself, has no value. You can't float on it, you can't shower with it, you can't eat it, and you can't drive it. If you tell it to roll over, it just ignores you.

Starting a business with the goal of making money is meaningless. Your business is more likely to do what money is good at doing by itself: Playing dead.

Okay, this is obvious stuff, right? You already knew that. You want money to buy a boat that floats, a shower head that pulsates, and a fast car to get the really good Chinese food.

Unfortunately, wanting money for those reasons still isn't good enough.

We can agree that money is a tool by which you purchase or provide something of value, but now we need to go a step further. We need to get in sync with the golden calf of economics: Growth.

Growth comes from giving without receiving, and if you're selling, giving more use value than you receive in cash value. But, wait a minute? Whom are we talking about? Your growth or the other guy's?

Yours, of course. Well, both actually. You see, what this does is create in your mind an attitude of increase. Hoarding money or providing minimal use value creates a mindset of stagnation and decrease.

Some of the wealthiest people the world has known understood this principle well. Andrew Carnegie gave tens of millions in money, gifts, and services during his lifetime. Early in his life, John D. Rockefeller was gifting more than half his paycheck while making less than five dollars per week. An attitude of increase was firmly set in their minds. The more you give the more you get.

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Business Letters in English

Business letters are formal paper communications between, to or from businesses and usually sent through the Post Office or sometimes by courier. Business letters are sometimes called "snail-mail" (in contrast to email which is faster). This lesson concentrates on business letters but also looks at other business correspondence. It includes:

• letter
• memo
• fax
• email

Who writes Business Letters?

Most people who have an occupation have to write business letters. Some write many letters each day and others only write a few letters over the course of a career. Business people also read letters on a daily basis. Letters are written from a person/group, known as the sender to a person/group, known in business as the recipient. Here are some examples of senders and recipients:

• business «» business
• business «» consumer
• job applicant «» company
• citizen «» government official
• employer «» employee
• staff member «» staff member

Why write Business Letters?

There are many reasons why you may need to write business letters or other correspondence:

• to persuade
• to inform
• to request
• to express thanks
• to remind
• to recommend
• to apologize
• to congratulate
• to reject a proposal or offer
• to introduce a person or policy
• to invite or welcome
• to follow up
• to formalize decisions

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ECommerce Problem: High Visitors, Low Purchases

One of the most common problems that eCommerce sites have is with regard to Conversion.

This is mainly because most sites focus on driving traffic to their site - through advertising campaigns (both offline and online) and putting all their energy into getting the word out about their website.

This is almost invariably done to the exclusion of actually thinking about their website and the content therein.

If you have high visitors but low sign-ups or purchases, then you should consider these questions:

- Is it clear what you want the user to do from the homepage?

If no - what can you do to make it more obvious (big call to action on the front page)

- Are the pages where you want people to do something well written with calls to action placed prominently?

If not, get an expert to write short, sharp copy for you. Do not ramble. Ensure that buttons to click are placed prominently, not hidden in the worst place - the bottom right corner of the page (where most buttons do end up...)

- Is the navigation intuitive and simple?

If not work out what can be done to simplify things. Try to flatten the structure of a site and think from the customer perspective. Remember that internal divisions of products and services may not accord with how the customer sees things.

- Ask for feedback!

Try and cajole colleagues or friends unfamiliar with the site to take a look and ask them to perform a few actions then tell you how difficult they were to perform.

- Look at your statistics

Are 1,000 people a week reaching stage one of the application process, then 95% dropping off at stage two?

If there are any bottlenecks in the process identify them and work out what could be done to make them easier. Normally this comes down to reducing the length of copy, the complexity of the page and the amount of effort.

Remember that people want to be engaged but once they want something, it needs to be easy for them - like water they will follow the path of least resistance!

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Contracts

When negotiating a contract in Romania or Bolivia, should your corporate counsel include a "protection clause" for your facility and staff? Andrei Muntean, Special Advisor to U.S. Senator Arlen Specter, recommends it. If it doesn’t, your CEO may end up with far more serious issues than attending a grand opening.

The reality is, 24-hour security is essential for the safety of your plant, your personnel and your everyday activities in dozens of countries like Russia, Ghana and Bulgaria.

The need for extraordinary security measures in international environments is so commonplace, the U.S. Foreign Corrupt Practices Act even overlooks bribery of police officials for safety purposes. Timothy D. Charlesworth, a prominent attorney at Fitzpatrick, Lentz & Bubba, confirmed the U.S. government’s view on maintaining security abroad.

The law allows U.S. companies and individuals to make "facilitating or expediting payment(s)" in order to obtain police protection. This is considered so important that Congress included this provision in a law that was aimed at curbing bribery of foreign government officials. Conversely, the act generally prohibits payments to foreign government officials, or political parties, if the payment is intended to help keep business or get new business.

Could your U.S. corporate counsel quote this provision? Perhaps. But even if you already know as much as Mr. Charlesworth, or Mr. Muntean, you should find a knowledgeable, in-country attorney who can ensure that your contracts are prepared with all the clauses required by their legal systems.

Are all laws common? Of course, all laws are not the same. According to Stephen Hrubala, executive director of the International Law Institute, there are as many legal systems as there are countries. Generally, legal systems can be broadly classified in two groups: common law (as in the United States, except Louisiana which practices civil law, and the United Kingdom) and civil law (used in Europe, the former Soviet Union, etc.). Unlike in the United States, lawyers and judges in Europe go "by the book"—the section of codified language that applies to each case.

Lawyers in civil-law countries are familiar with the ins and outs of code-based provisions and they allow the code to govern. In contrast, cases in the United States are argued by precedent, in front of a jury and lawyers are prone to address every point of the contract.
There are also many additional legal codes that are integral and binding around the world—like Islamic law, or Sharia, which governs parts of the Middle East. Never underestimate the importance of abiding by local legal codes.

Heed this advice One common oversight is the gravity of an agreement with a distributor. The pitfall here is that U.S. firms often don’t realize that a contract with a distributor in, say, Latin America or Asia, is final, and they must retain that representative forever. Once you are aligned with a specific distributor, you often cannot effectively terminate that agreement. Additionally, in many countries, you are obligated to pay his or her fee—whether or not he or she performs the duties to your standards.

Again, the key to doing business internationally lies in the relationships you develop with the people in power who know their country’s legal, political, economic and cultural environments. Without those relationships, you can get mired in the complexities of everything from real-estate ownership in Romania (title search firms are rare), to municipal, state and federal regulations in France.

No one likes to think about worst-case scenarios, but even the most well-intentioned relationships can go sour. Always be sure that your contract specifies arbitration either in your own country or in a neutral environment. If your firm is from the United States and the other is headquartered in Spain, a good country for arbitration would be England. First of all, it makes both legal teams travel, negotiations would be conducted in English, and the legal system in the United Kingdom is similar to the United States.

The last thing you want to do in an international case is resort to the courts. Lawsuits are exceedingly expensive and can drag on for years. Always attempt to resolve disagreements through mutual agreement, or arbitration and mediation.

However, if you opt to sue, you may very well spend tremendous amounts of money and years in a courtroom, where local laws can favor one side or the other. And even if you win, it can be extremely difficult to collect your settlement.

Many experts have expressed their views that all the complexities of international business boil down to the relationships that you develop with your associates in each country, and how much you can depend on each other.

As Mr. Hrubala, from the International Law Institute, summarized it:
Get to know your business partners. A contract is a legally enforceable promise, but is founded on a "relationship of trust" that evolves over time. Frank but polite discussion of concerns always wins out over "gotcha" tactics, or playing one’s hand so secretively that the other side doesn’t trust you. Always looking to the law to enforce something that both parties were uncertain, or dubious, of is not the answer.

Sage counsel is worth remembering in every business relationship.

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Merger Rage

For months, the press has reported on the difficult merger of Hewlett-Packard and Compaq computers. At least in one respect, it should be an easy merger, since it consists of two US-based companies. Mergers and acquisitions between firms based in different counties experience an additional challenge...the merger of cultures.

Executives who do business internationally often fall afoul of cultural differences. They inadvertently violate a local taboo, or overreact when a foreigner acts in a seemingly inappropriate manner. A single inadvertent insult can ruin an international meeting. Many US and European salesmen have accidentally insulted would-be customers in the Middle East simply by sitting incorrectly. When they cross their legs, they point the sole of their foot at their intended customer. As readers of this column know, displaying the sole of your foot is considered an insult in much of the Middle East and in the Muslim world.

Avoiding cross-cultural insults

Consider how many chances there are for cross-cultural insults to occur when a company is acquired by a foreign concern. Instead of brief contacts between foreigners, people from different cultural traditions must interact on a daily basis.

Cross-cultural communication problems can arise even on the most basic of issues. The 1998 merger of the US automaker Chrysler with the German firm Daimler-Benz is an example. Initially, US executives touted the move as “a merger of equals,” while German executives stayed silent. It soon became clear that Chrysler was going to be the subordinate partner. If the Chrysler executives believed their own press, they were badly mistaken. US executives are accustomed to making quick, high-profile decisions. The standard German business model is that of slow, cautious activity conducted out of the public’s eye. German companies also have a hierarchical system. To the Germans, there was no need for public pronouncements contradicting the “merger of equals” statement — the Americans would learn their place at the appropriate time.

Even when mergers go fairly smoothly, the differences between cultures can cause problems. For example, in 1990 the US pharmaceutical concern Rorer merged with the health division of the French company Rhone-Poulenc. (The merged company is now part of Aventis Pharmaceuticals.) Some US managers from Rorer had difficulties in dealing with French employees. The French way of doing business included long lunches, long discussions about every decision and a very un-American attitude towards time and punctuality. There were other unexpected cultural issues as well. While US workers rarely cry, that’s not uncommon in French workplaces where emotional outbursts are considered neither shameful nor potentially dangerous. One US manager reduced his secretary to tears just by telling her she had to work overtime. A female US executive became frightened when a frustrated French subordinate flung his binder against the wall. In both cases, the French employees soon returned to normal after their outbursts. US employees who displayed such outbursts would probably be surly and unproductive after such emotional scenes, but the French (who use the idiom “soupe au lait” — known as ”milk soup” in English — to describe such outbursts) believe this allows them to get anger out of their systems and prevents them from bearing grudges.

There are thousands of intercultural difficulties due to mergers and acquisitions across all industries. Whether you are a high growth, high acquisition firm, or are considering a single international merger, management should be aware that they face long-term maneuvering across cross-cultural minefields.

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Hints for Business in China

Tips on Chinese traditions to assist you not only in China, but also in Hong Kong, Taiwan and Singapore.

There are several Chinese dialects, which are mutually intelligible. Speakers of Mandarin (the official dialect of the People's Republic of China) cannot understand speakers of Cantonese.

Written material must be translated. Be sure your translator uses the appropriate written style for your destination.

One of the most challenging things to translate is your name. Translating phonetically may result in an undesirable meaning.

In a business setting, the highest-ranking Chinese executive will be the one who does most (if not all) of the talking. Your team should act the same way.

Many Chinese adhere to old beliefs such as astrology and geomancy. Even senior executives may wait until a "lucky" day to make a decision.

Red and gold are colors with favorable associations. They are good choices for your business card, but never write a person's name in red.

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Dress for Success

It is undeniable that garments form a large part of people's first impressions. In much of the world, a person dressed inappropriately will not be taken seriously, especially in a business situation.

Argentina: very formal. The Argentines have adopted British traditions towards clothing, usually wearing formal, conservative outfits, even in many social situations. Foreign business executives visiting Argentina should do likewise. Businesswomen in Argentina should be sure to wear stylish shoes.

Brazil: casual but stylish.By contrast with Argentina, style is the most important factor in Brazilian dress. Well-cut, fashionable clothing is expected of Brazilian executives. Many male executives manage to do without ties. But remember that Brazil is very large, and the degree of casualness varies. Rio de Janeiro is more casual than São Paulo, which itself is more casual than Brasília. Brazilian women consider carefully manicured nails to be very important. Women who wear open-toed shoes should have a pedicure as well.

Saudi Arabia: modesty. Air conditioning is common, so businesspeople should expect to wear full business suits to a first meeting. If it seems appropriate, men can dispense with ties and jackets at subsequent meetings. Despite the heat, legs and upper arms must be kept covered. Shorts are not acceptable, even for casual wear. Many foreigners have fallen foul of the Matawain (religious police). Clothes may not be tight; women, especially, should wear loose-fitting clothes. Baggy clothes also make sitting on a floor or cushion more comfortable.

France: stylish; best quality. As one would expect, the inventors of haute couture put a premium on style. Even low-paid, entry-level executives buy the best clothes they can afford. The typical French posture (very straight, even when sitting) makes their clothes look even better. Unlike the U.S.A., businessmen in France do not usually loosen their ties or take off their jackets in the office. One note on color: wearing a blue shirt to a meeting may generate some unwanted attention from your French associates. As blue shirts are worn by raw French military recruits, you may be labeled un bleu, "a greenhorn." Frenchwomen are famous for their hard-edged, feminine chic: a smart tailleur and good shoes are a must; a short skirt and lacquered nails certainly do not signify a lack of business savoir-faire. Frenchwomen are savvy!

U.K.: custom tailoring. Traditionally, the British looked suspiciously at clothes that were trendy or obviously new. In the past a gentleman wore well-made but well-worn clothes. Today, however, only academics wear old clothes. British business executives are likely to have a new, custom-tailored wardrobe, though conservative styles are still preferred. Women should remember that English weather is often cold and wet. One of the reasons tweed is so popular in England is because it is both warm and comparatively water-repellent.

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What do you think makes a good or a bad presentation?

Classic Presentation Style

This is very important. Think about the audience, they will be asking: Is this interesting, why am I here? Surveys show that the audience decides if they are interested in the first seven seconds. So the first seven seconds must be good!

Start and finish with a bang: Use a famous quote, tell a story, or ask a questione.g. “Is it better to be proactive or reactive?’; “My dream is to put a computer on every desk and in every home … “ Bill Gates.

Know the audience: Who are you presenting to? What do the audience know? What do they expect from you? Is English their second language?

Know your material: Make sure you know the subject in detail. Practice your presentation and deliver it naturally. Don’t read from notes. Keep it clear and make sure it has a structure.

Concentrate on your message: The central theme (in the title) must be linked to every point you make.

Use good linking and signaling: Tell the audience that you have finished one point and you are now moving onto the next one. Lead them from point to point.

Body language: Breathe slowly and don’t speak quickly, it will sound nervous. Have good posture, control your hands, make eye contact with different people in the audience, be enthusiastic … smile! Smile! SMILE!

Here we have a video with some tips about what to say on business presentations.

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Working Abroad

Living and working abroad would be really easy if everyone spoke the same way and behaved in the same way. But, as soon as you leave your own culture it quickly becomes clear that things are not the same.

There are small and large differences between cultures. And how well you are able to deal with these differences will affect how good your experience will be.

When people go into another cultural environment some of the things that can be different for them are such things as the verbal communication style, that can be radically different. And we're not just talking about a different language but literally the way that we use verbal communication.

Secondly, the non-verbal communication, body language, the gestures and the things that we do as part of our communication.

People are curious, or they might feel very much what to do and they want to have the equivalent of a gap year. They want to experience other cultures and then once you know, you've had some familiarity working in a foreign culture you can think about whether you want to go back to own.

Another reason for going is where people really want to go and improve themselves. Where the situation that they are in in their countries may not give them the scope for their ambitions and of course many people do go and work abroad for those reasons - to find a place where they can fulfil themselves.

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Business English training - e-learning

Did you know that, according to Democracy Works, the foreign-born population in the US had risen to more than 34 million by 2004, suggesting that there could be as many as 40 million immigrants in the United States by 2010?

This is one reason why intercultural awareness and cross-cultural communication skills are becoming increasingly important. In order to work and live together harmoniously we need to be able to communicate well with each other and most of us now have international interaction locally on a daily basis.

E-learning offers many advantages over face-to-face training, such as rolling-out training to large groups in a limited timeframe, offering standardized training (even in remote locations) and cost benefits.

Let's watch this video about how e-learning can help you learning English.

Make sure you clearly define your objectives, and choose the provider who shows you, just as clearly, how they are going to meet your objectives through enjoyable, professional, communicative training delivered by happy, qualified, devoted teachers. Take a look at different schools which offers these services and enjoy your course!

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4 Business For Sale Success Tips For Beginners to Take The Profits!

We have heard from lots of folks that the more one understands about any subject, the more knowledgeable they become. Since this article is related to Business For Sale, the more interesting it becomes. As you read this article you’ll find that the subject of Business For Sale is certainly no exception. By the end of this article related to Business For Sale, you should have gained enough new knowledge on this subject to be able to explain it’s main points to another person.

Business For Sale - 4 “Under The Radar” Tips To Profit

In many experts' opinion entrepreneurship has a high degree of risk, and the necessity to increase the security of the investment is to have solid info about the business for sale and its financial status. This confidence that you’d make a good deal has its price if we consider the fact that such investments are usually higher than in the situation when the business was bankrupt or in high debts. Moreover, it takes more out of the pocket to buy a business than to actually start it. The real process behind such a transaction has very complex mechanisms that have to be checked and investigated so that no problems occur.

Before searching for any business for sale, it is important to know what you want. How experienced are you in that business? How much of your time can you devote to the business? Can you be totally committed to it? Can you handle difficult situations without losing your temper? Can you handle the financial risk that comes with the purchase of a business for sale ? Full awareness of the reasons that motivate you to buy the business remains another key factor of the purchase equation. Some people just need a business for sale to practice a hobby when they are retired, others want to give a kick to their competition and last but not least, many investors look for an opportunity to get in control of their destiny.

Check several sources that offer business opportunities. Consider the necessity of relocation, in case the business activity is carried on in another city you should either change your home or move the business; the owner’s relocation or the transfer of business to a different site therefore remain important decision making factors. Check newspaper classifieds that are present in most local and metropolitan broadsheets.

Another viable source of information comes from brokerage newsletters and all sorts of publications. If you want a professional opinion for the purchase of a business, then brokers are the specialists to talk to. Sometimes, if the entrepreneur is not satisfied with anything in the offer, other brokerage agencies are contacted. In fact the circulation of the business listings among brokers is nothing new or restricted.

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