QAISER AMIN

Introduction
Each chapter then offers 32 perfect phrases, 16 for external
strategies and 16 for internal strategies. As an example, the
first four phrases listed in the external section of the chapter
will be:
■ Purpose: Solving a Problem/Audience: Higher
Management
■ Purpose: Solving a Problem/Audience:
Action-Oriented
■ Purpose: Solving a Problem/Audience: Analytical
■ Purpose: Solving a Problem/Audience: Conservative
or Resistant
Try to Emphasize External Strategies
Most people will present far fewer external business strategies
than they do internal strategies. But I’ve found trying to
focus on creating external strategies offers many benefits.
First, they are the strategies that produce what companies
value the most: higher revenues, profits, and market share.
Internal strategies are often focused more on costs. Second,
external strategies also provide the best opportunity for
recognition as presenters find it easier to hold onto ownership
of a strategy, especially if the strategy is presented on
paper or in a group setting. Internal business strategies are
frequently discussed by many players and often employees,
especially employees in middle management and down,
find their ownership of the strategy co-opted by more senior
management.
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