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Good stuff! This is what I teach my Sales Clients who think all the value is in the product, and beating back objections. WRONG! I deliver, “Improve Your Selling Skills when You Improve Your Speaking Skills” as part of my VAMP protocol. Gotta say, I did a #3/#10 combo some years back when I was presenting and completely blanked on my next point. It was gone from my mind, and I was in the midst of a no-notes presentation. #3 was in play, so I dialed up #10 to handle it. Afterwards one of the attendees complimented me on my dramatic pause! LOL, yeah, I can use fewer of those unintentional dramatic pauses…. Good article, sir!

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Thanks for your comment, Jerry! Your enthusiasm for presenting comes through in your writing. Nice!

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pat gorman says

Thanks for the simple, organized reminder! Consider including a sentence or two up front about finding out who your audience is and what they care about (culturally, professionally, personally) before deciding what they need to know.

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Pat, your point is very important. In a presentation, knowing the audience can make the speaker and listeners’ job much easier.

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Chris Marrington says

One small thing I’d add which has helped me personally: if you make a mistake, turn it into a joke or a quick story. One I use is to recount the time my partner and I arrived after a two hour flight for a new business pitch each thinking the other had the flash drive with the presentation loaded on it. Everybody out there in the audience has done something equally dumb and little asides like that can help build empathy and rapport..

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Aijaz Ali Khan says

Well written! Good check points before a presentation. I believe one of the most important factors is to create a flow of your presentation in line with the interest of the audience. Small quotes, stories and events sometimes liven up the room. Number 9 is not impossible if one believes in “the more the effort, the more the satisfaction.”

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Expressions of functional uncertainty can be used in XLE to encode constraints on various sorts of nonlocal f-structure dependencies. The following NP rule, for example, uses this mechanism to form topicalised structures:

The functional uncertainty equation on the TOPIC NP identifies that NP 's f-structure with the OBJ or OBJ2 , possibly of a nested XCOMP . Parse the sentence:

Notice that the OBJ f-structure is identical to that of the TOPIC . If you click on the constraints button, then the path that the functional uncertainty took will be indicated by the value of FU_ATTR relation, which is constrained to be OBJ in this case.

XLE allows the grammar writer to define projections other than the phi (c-structure to f-structure) correspondence. New projections are usually used to describe major sub-systems of linguistic theory. For instance, there could be a sigma projection to handle the semantics, a rho projection to encode selectional restrictions, and a delta projection for a discourse structure. Other uses for projections have been proposed, such as a tau projection that defines the translation of an f-structure into some other language (Kaplan et al., 1989; Kaplan and Wedekind, 1993).

To see an example of how projections can be used, restart XLE with:

This will install a new configuration, activating new rules and templates. You can examine this configuration by looking at the top of demo-eng-sigma.lfg which contains the SIGDEMO ENGLISH configuration:

You can compare this to the configuration in demo-eng.lfg :

Note that SIGDEMO ENGLISH uses the lexicon (LEXENTRIES), rules (RULES), and templates (TEMPLATES) of DEMO ENGLISH. However, it also provides its own lexical entries, rules and templates which will override those in DEMO ENGLISH if they identically named. That is, not only can SIGDEMO ENGLISH provide additional rules, such as the ROOT rule which allows for punctuation, but it also allows the grammar writer to write new versions of rules, such as the VP rule which allows optional post object PPs. Note that each section of the grammar starts with a specification of which part it is. So, the SIGDEMO ENGLISH template section begins with:

Once a grammar has become relatively large, it is often convenient to divide these sections into different files. For example, there might be one file called demo-eng-lex.lfg which contains the lexical items for DEMO ENGLISH and another called sigdemo-eng-lex.lfg which contains the lexical items for SIGDEMO ENGLISH. These are called in the configuration by FILES; the order of the files reflects the order in which they override one another, with the last one overriding all the previous ones. For example:

Now analyze the sentence:

The c-structure window and the f-structure window have essentially the same information as before, although the c-structure now starts with the category ROOT . However, if you now click on the s::* button in in the f-structure window with the left mouse button, a new window will open with a primitive semantic structure for the sentence:

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It doesn’t matter how talented your sales team is, or how hard you work. Without a roadmap for success, you’re making your life a lot harder than it needs to be.

A sales process is a set of repeatable steps that your sales team takes to convert a prospect into a customer. Having a standardized sales process adds structure and accountability to your sales activities, leading to a higher win rate and shorter sales cycles.

According to a study conducted by Vantage Point Performance and the Sales Management Association, B2B companies that defined a formal sales process experienced 18% more revenue growth compared to companies that didn’t.

But make no mistake: The benefits of having a sales process extend far beyond your company’s bottom line. Here are eight key advantages of building a standardized sales process for your B2B sales team.

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a huge advantage over salespeople who wing it every time out. Without clearly defined steps and milestones that guide sellers from prospecting to presenting to offering the sale, even the most promising deals can slip away due to disorganization.

A standardized sales process makes training sales reps fast, simple, and nearly foolproof, by showing salespeople what they need to do in various sales situations. Even a rookie seller can quickly get up to speed and be successful once he or she learns the basic steps in an organization’s sales process.

This also takes some of the training burden off of the sales manager. When the entire sales team is following the same roadmap, any member of the old guard can pass on their knowledge and guidance to new hires when they’re first getting started.

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How to Build a Sales Process—The Complete Guide

Successful sales teams continuously refine their sales processes based on measurable data and constant feedback. For example, understanding where most of your deals are getting stuck or slipping away can help you identify the root cause of those stalled deals and take steps to address the issue.

Having a formalized sales process ensures that your team focuses its efforts on the activities that generate the most revenue. Without a process in place, deals are simply won or lost, and it’s hard to know which specific actions are working or failing.

A repeatable sales process gives sales teams much more consistency in winning deals. Having a more accurate sense of your win rate allows you to dependably forecast how many sales you’ll close from a given number of leads, and helps sales managers set realistic quotas .

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