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The Importance of Follow-Up - Part 5

There are, naturally, many reasons why people will not buy an idea. And many more reasons why they think they should not buy an idea. Probably the most common of these is the old "Well, the way we are doing it now seems to work out okay." In other words, complacency. A suggested way of overcoming this is to take the "old way" and work out as good a selling story for that as you possibly can. Then, when you present your new way, you also show the old way. If you have been honest and objective in evaluating the advantages of the old, and if your new idea is really better, it should be obvious to anyone concerned that you do have the advantage in your new idea.

There is another real and potent reason why you may fail in attempting to sell your idea: you haven't really thought through the business aspects of the idea itself. Too often, we get so enthused over our ideas and make out strong and detailed cases supporting them, only to find that some simple consideration of business can kill the idea completely. An example is a new product suggestion that would make it necessary for a company to hire and train a completely new sales force to call on an entirely different type of retail outlet than it now uses. This might cost more than could possibly be made from the idea in five years. So learn your business—not only your own job, department, and division, but everything you can about the business as a whole. Attend any meetings, conferences, lectures, or other training programs you can get yourself into—even if they don't pertain directly to your job. Soak up the facts about your company, its customers, its economic and financing needs, the people who work for it. Know your company inside and out so that, when you do face that job of selling an idea, you will know exactly where your idea fits into the total scheme of company operations.

So what are the steps in actually presenting an idea? What, specifically, should you think about in planning the presentation of this idea in which you have invested so much time and effort? Here are a few suggestions that you may be able to adapt im­aginatively to suit your particular idea:

First (and though it may seem obvious, it is frequently neglected) sell yourself on the idea as the best possible solution to the problem at this time.

Study your idea through carefully so you are well acquainted with all the problems that will be involved in carrying it out. Refer back to the "new product checklist" in Chapter 7 for the kinds of questions to ask about a new product idea. Make up some similar kind of checklist for other types of ideas you may be proposing. And be sure that you ask the same questions about any possible alternative problem solutions to make sure that yours is unquestionably the best.

In presenting your idea, be sure to point out the real need for it; don't assume the other person is aware of the need. He may not be. Be sure to point out the benefits of your idea; don't make the mistake of thinking they are so obvious the other person can't help appreciating them. Tell him.

If it is possible to show your idea with sketches, drawings, models, or floor plans, by all means take the time to prepare the illustrations. Better a day later in presenting the idea than to have it rejected because the other person couldn't appreciate it from your verbal description.

If you possibly can, make your own idea presentation in person to anyone who may have the power to accept or reject it. It may be necessary to have your boss or a co-worker along, but be prepared to fight your own fight if it becomes necessary. As one successful creative man said, "The most important ingredient in selling an idea is mother love like a tiger's!"

Have a comprehensive written report to leave behind after you've presented your idea. If there are several people to sell the idea to, have copies of your report for each of them.

Related terms include business opportunity and business decision making.