Making it Stick: Planning Your Elevator Pitch

Introducing Moore’s Chasm

Innovator: These people are using the technology for the love of the challenge. It does not matter that there are some problems that’s all part of the fun to these “techies”. Early adopter: A more serious user of the product who sees the product for what it will bring, not for the technical challenge; these are the business “visionaries”. This is the brink of the chasm, get to the next segment and you are a proven market leader.

Early majority: If the product gets this far it has serious prospects of success. The toughest chasm is behind you. These are loyal “pragmatists” but they need peer review, references and support before they will pay a premium price for the product. Late majority: These “conservatives” represent approximately one third of the market they extend the product’s life when it is no longer state-of-the-art.

Laggard: Sceptics, these are the people who will only adopt when they need to. It can be seen that there are many chasms between the groups but the largest is between the early adopter and the early majority.

How to bridge the chasm – D Day You want to get into mainstream (Europe) Currently dominated by ‘competitor’ (Axis) Invasion of other ‘products’ needed (Allies) Transition from early market base (England) Strategic target market segment in the mainstream (Normandy beaches) Separating you from your goal is the chasm (English Channel) You need to cross the chasm ( D Day) Force competitor out of targetted niche market ( secure beach) Take over additional market segments (France) Overall market domination (Free Europe)

Target the first area to engage with 1. Divide up the universe of possible customers into market segments 2. Evaluate each segment for its attractiveness 3. Narrow targets down to a very small number 4. Pick one and go after it

Returning to your project What is unsatisfactory about the current situation? Who are your dissatisfied colleagues/ students? Why are they dissatisfied? Do they know they are dissatisfied? What are you offering? What does it do? Unlike......?’ What are the ‘segments’ of your current situation? Where are your narrow target groups? Pick one

Things to consider…. What is your story…?

Elevator Pitch In pairs, you have 30 seconds to pitch your story to someone who you need to influence. On-line pitch wizard Tip – According to Chip and Dan Heath, a ‘sticky story’ is one that is –Simple –Unexpected –Credible –Concrete –Has an emotional appeal

Know your target Their ‘perceptions’ – of you, your motives Their ‘information’ – What they do or do not know? Their ‘attitudes’ – Hostile, resistant, trusting, up for it Their ‘motives’ – What they want, their needs/objectives? Their ‘roles’- Are you introducing anxiety or support? Their ‘values’ – What they believe to be good and bad? Their ‘language’ – Technical, informal, formal

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The contexts You are influential within the contexts of –Learning communities –Social networks –Knowledge generation –Personal and positional power It is important to know yourself and know where you are eg Social network analysis

Social Network Analysis

Know yourself

Known To Others Arena Adaptable 4 Caring 3 Calm 2 Intelligent 2 Blind Spot Reflective 6 Helpful 4 Knowledgeable 3 Brave 3 Able 2 Warm 2 Friendly 2 Witty 2 Responsive 2 Trustworthy 2 Cheerful Complex Modest Energetic Relaxed Accepting Observant Bold Organized Sensible Giving Tense Self-conscious Nervous Clever Not known to others Façade Patient Sympathetic Unknown Confident, dependable, Idealistic, independent, ingenious, introverted, kind, logical, loving, mature, powerful, proud, quiet, searching, self-assertive, sentimental, shy, silly, spontaneous, sympathetic, wise

Capturing Influence – The Influence Wheel

Who are you going to talk to ….? Remember your stakeholder analysis…..

Stakeholder list….. C:\Documents and Settings\steveo\Desktop\StakeholderCommunication sWorksheet.pdfC:\Documents and Settings\steveo\Desktop\StakeholderCommunication sWorksheet.pdf

Involving your wider team.. …..including delegation, ownership and responsibility

Developing your action plans… ……but remembering that organisations are cultural entities and that change emerges, is organic and is value-driven.

Thank you