Apr 182022
 

 

Sales Enablement has been quite an oft-discussed concept in sales circles for the last decade or so. As the name suggests the concept should be simple. Sales Enablement is the who, what, where, when and how of enabling sales (defined here broadly as inside, outside, SME, enterprise, BDR, etc.) to achieve its goals in general and quota targets specifically. Simple enough. Yet, there is a lot more to helping sales, and indeed the whole company, deliver the value message to customers.

Personally, Sales Enablement for me is anything and everything that enables sales. As such, and for me, marketing is sales enablement. A company executive travelling or getting on the telephone with a salesperson to aid his or her effort is sales enablement. Training is sales enablement, et cetra.

However, there is a niche and segment for Sales Enablement all to its own in the marketplace. The segment is large given how the addressable market is vast. The number of vendors vying for a piece of the pie is large because sales is so crucial to everything everybody does. These vendors and suppliers define the market more narrowly than my definition and seek to inhabit the more focused and accepted definition of what the marketplace for their solutions is.

This narrower definition speaks to tools, solutions, programs, software and content that allow the Sales team to find prospects or take a top of the funnel prospect and convert it to a paying customer at the bottom of the funnel. Yes, it is still multi-disciplinary and multi-faceted, but defined more narrowly than my definition above. And with the advent of technology, Sales Enablement in the hands of its official suppliers and vendors has become more technical, more up-to-the-minute as pertains to the needs of the individual accessing it and more relevant for the type of sale it is accessed for and, notwithstanding the automation of much of it, has become more advanced and scientific. That automation piece is actually important because salespersons do not always have the will or time to engage with the technology proactively. it is a win for the sales team’s time and also insurance that the rights steps are being taken when the solution triggers events in an optimal sequence. Modern AI-powered solutions do wonders sometimes.

The more focused definition is fine and here you will find a list of the vendors in the space as of today. The sentence says ‘as of today’ because by the time this writer finishes this paragraph and hits the ‘publish’ button half a dozen vendors have sold themselves, merged or failed rendering the list dated. This is only half a joke. Another half a joke is how a company that is in Sales Enablement could not enable its sales team to take over the world (yet wants to help everyone else do the same). Yes, it is understood that many companies do not seek to remain or grow. Like any sector, half of the companies out there seek to be acquired and cash out. Here is another quip: it is said (by me) that any company with a a.ai domain is flashing a sign saying ‘buy me! buy me!!’

The list is coming shortly, but first a few bullet points on why Sales Enablement is seriously important and a comment on its integration with other departments.

 

Why are companies adopting formal Sales Enablement programs and solutions?

 

Sales is not an insular position. It needs and feeds everyone else at the company. From the management team to Marketing and Delivery sales needs to be hand in glove with everybody else. Sales and other departments need to be in sync. The right Sales Enablement environment enables this aspect. This is internal alignment.

Similarly, sales needs to be in sync with its prospects and customers. Sales needs to supply the right impetus, content and information to its customers – whether the two parties are speaking currently and directly with one another or not. Sales Enablement needs to ensure that the two sides (supply and demand) are related and relevant. This is external alignment.

Finally, all of this should be measurable and accountable. How many videos professionally filmed and uploaded by companies have you seen that despite clearly having cost time and a monetary bundle in preparation, lighting, filming and editing have a paltry one hundred views (half of which is the producing team)? Isn’t something amiss? Yes, there is. It is not serving the needs of sales or its customers obviously. How many leads from Marketing were garbage? How many quality leads were mishandled by Sales? Why are people not responding to content? These are mere examples of a mismatched Sales Enablement piece of the puzzle that is not performing and is screaming for a programmatic review, be it content-wise, consumption-wise or perhaps even forming an accessibility point-of-view challenge. Things need to be measurable so they can be manageable so we improve and consistently recaliber.

Finally, Sales Enablement should be integrated. The more all the sets of data, material and processes are integrated the more likely for them to actually work, to be leveraged by sales, to save the requisite time and ultimately to contribute rather than detract. Moreover, when all solutions are integrated the company can better measure the effectiveness and garner insight into what is working and what is not at scale.

Perhaps an ancillary reason to adopt these solutions is to recruit salespersons in the first place. Obviously, enablement tools help the team be successful, earn more and treat customers correctly, but what a recruitment tool? A company adopting the right tech can expect to have more successful sales teams and give people more reasons to work there, right? After all, this whole article is about adding value.

 

 

Is there a list of providers and vendors in this space?

 

With that said and without further ado, here is a list of companies in the space. As mentioned, this is narrowly defined and offerings such as marketing-only, training-only or CRM are omitted.  One further ado: Having not personally used all these solutions, inclusion does not equal warrantee that it does what it says. My experience is that several are quite useful and helpful. A few are a waste of time and have proven themselves to be a nuisance. The advice goes doubly for readers who are not in the USA. Contact data are more scarce internationally in many of these tools and process norms do differ from country to country. Review and analysis before buying are your friends.

  • Adapt – Real-time customer data that integrates with your CRM
  • Apollo – Find prospects, segment them and connect with them
  • Bombora – Buyers’ intent data to understand who is looking to buy
  • CallMiner – Analyses your communication with your customers to drive your actions
  • Chorus – Conversation intelligence to analyse sales meetings and suggest improvements. Owned by Zoominfo since 2021
  • Cognism – Market and Sales intelligence including contact information and intent data
  • D&B Hoovers – Contact information including areas of responsibility and job titles
  • Datanyze – Contact information for businesses and which solutions they use
  • DealHub.io – Share information and quotations with customers, automate steps and track engagement
  • Demandbase – Connects first and third-party data for one view of accounts – now includes InsideView for CRM data management
  • DiscoverOrg – Contact information and profiles that is integrated with your CRM. Part of Zoominfo
  • Dooly – Organizes opportunity notes and fields and syncs them into Salesforce to share with others
  • Enablix – Connect Sales and Marketing content for data-driven decisions on what content is needed next. Also measures engagement
  • Enthu – Analyses team’s calls and collates them for management for intervention, training or other insights
  • ExecVision – Conversation intelligence and mining platform in multiple languages
  • Global Database – An international business directory
  • Gong – Captures and analyses customer interactions to determine best course of action and areas of hit and miss
  • Groove – Automates sales activities and lightens the administrative burden of sales. It also automates action items
  • Guru – Create, share and access data and within the sales workflow
  • Highspot – Combines content, customer engagement and knowledge sharing in multiple languages
  • InsideSales.com – Playbooks for sales to optimize sales interactions including appropriate contacts and triggers
  • Jiminny – A coaching tool to record, analyse, track and learn from your customer conversations to enable improvement and analytics
  • Klue – A competitor insight platform compiled from internal and external sources
  • Lead 411 – Company and employee contact information and triggers
  • Leadgenius – Scale your outbound by finding the right contacts and lists
  • LeadIQ – Targetted information on potential leads integrated with CRM
  • Lessonly – An eLearning solution including presentation, tracking and assignments. Purchased by Seismic in 2021
  • LinkedIn (Sales Navigator) – A professional networking and communication social media. LinkedIn is a part of Microsoft
  • Lusha – Identify a prospect’s e-mail and telephone number, especially in the USA. It acts as a browser extension
  • Mediafly – Create and enhance your presentations, including trackable links and analytics
  • MindTickle – Identify the right sales behaviour and train the team on it
  • Observe – An analysis of your customers’ audio calls and text communication to derive sentiment signals
  • Outreach – Helps create and manage sales workflows and track them
  • SalesHood – A Learning Management System (LMS) that includes testing and tracking
  • SalesIntel – Helps you identify your prospects with buying intent and provides contact information
  • Seamless – Finds your prospects’ contact and LinkedIn information
  • Seismic – A content management platform that allows Marketing to create and customize sales-related material and for the sales team to discover and brand it for a particular engagement
  • Showpad – Sales content management, training and coaching in one. Track content usage by the customers as well
  • Showell – Content management, digital sales room and sales content analytics in addition to presentation capabilities. They make a free version available as well.
  • 6Sense – Uncovers buying behaviour and information based on web activity, which triggers for ABM efforts
  • Slintel – A market intelligence and buyer intent tool. Part of 6Sense now
  • TechTarget – Identify target contacts and acquire their contact information
  • Uplead – Business and contact data including e-mail verification
  • Volley – Convert leads into customer using intent data and personalization
  • Zoominfo – 360 degree view of customers including intent data and hierarchies

 

Any names missing? Let me know.

One final important note: All applications should be tested for ease of use. Salespeople are busy and dislike spending time when a software is not user friendly. All purchase decisions should take this, as well as utility, into consideration. Need to heavily configure? Need to code? Need to wait minutes for it to load? Need to complete a curriculum to use the application? Need to become versed in boolean search parameters? Skip the tool.

 

*Things That Need To Go Away: Sales Enablement solutions that make the sales team neither more effective nor more efficient

 

Sep 072021
 

 

Photograph Credit: Ross Findon

An acquaintance and a friend called recently. We used to catch up in-person, but those times seem like so long ago. After some catching up and chitchat the conversation drifted into a desire to switch from making a living as a salesperson to a technical programming role.

The discussion was ‘is it wise to switch to a technical role?’

This is always a tough question to answer. It is doubly difficult when someone is putting food on the table and is gainfully employed as a salesperson.

My generic answer, of course, is that a life spent not pursuing what you really want to do is a life wasted. That is simplistic perhaps, but absolutely true. Secondly, the old adage that you won’t do a good job if your heart is not into it probably applies too. The opposite may also stand. You will do a good job if you have a passion for your work programming.

 

Either way, kudos for the introspective question and honesty to explore a more desirable life.

 

Photograph Credit: Ben White

 

With that said, past the above, here is my advice:

Firstly, do you have the skills to be competitive? Are you as good as the average next person out there with whom you have to compete? If not, do you have the time and financial wherewithal to get there? There are plenty of courses and programs out there if you are not where you need to be today.

Secondly, writing and applying software, as well as changing careers, require both someone to sell the application to users and explain the career change respectively to buyers and employers. Taken as such, the sales experience becomes a useful skill (again). Moreover, the best programmers have business and people acumen and can speak to and understand that aspect of technology as well. It is likely that a (former) salesperson could tick that box.

Every business has a lifecycle requiring someone to build something (an engineer or, in this case, a programmer), someone to sell it and someone to account for and keep track of both sides of the ledger i.e. revenue and expenditures. In the context of these needs, one could make a more rational decision.

 

Individual circumstances vary and one size does not fit all, but the above should be a good starting point. What do you think?

 

*Things That Need To Go Away: Not Liking What You Are Doing

Jun 272021
 

These pages have written about Sales Process, Sales Department Set-Up and Sales Coaching for the team and department.

What about the modern customer’s and seller’s journey however (yes, they somewhat follow one another). The sales team must be trained and acutely cognizant of how the buyer journey example works, control, facilitate and expedite every step of the way and the organization has to deliver on each in tandem (and expeditiously). If a step is to be skipped then every party needs to understand why and to what end.

How is your organization performing against the below buyer journey funnel and template?

 

Modern Customer Journey

 

*Things That Need to Go Away: Salespersons who do not have discipline to cover every aspect. “I Don’t Need This Stuff. I know Better.”

Jun 172021
 

This should have grabbed your attention if you are either an ERP software watcher or run SAP ERP and, in turn, likely work for a larger enterprise company. SAP has announced the deadline for supporting its ERP S/3 6.0 ECC (and earlier products) is 2027. Good news is that this was quickly updated from the initial 2025 time-line mere days after the earlier deadline ostensibly due to adverse customer reaction. Installing, running and certainly upgrading or tossing SAP ERP is no simple matter. This is not to single out the SAP ERP system, as most ERP module providers have had their share of implementation challenges, but SAP is the market share leader and has had a few more publicized issues. Notably, in parallel SAP has committed to supporting S/4 HANA until 2040 only. That itself is less than twenty years only. History points to SAP extending that deadline however.

Companies depend on SAP ERP software to run everything at their companies and the decision to upgrade or change this all-encompassing software is a multi-year engagement either way that will certainly come with both user experience and process challenges.

Customer choices are:

  • To upgrade to SAP S/4 HANA, which utilizes SAP’s own HANA database or
  • Switch to another ERP.
  • A third, and perhaps more short-sighted, choice is to switch from SAP direct to a third party support organization beyond 2027. Third party providers certainly have their place and often offer good value, but the change has to happen sooner or later. It essentially delays the inevitable.

 

It is important to note that S/4 was rebuilt from the ground up and this is not a matter of a ‘simple’ upgrade. Moreover, the change in database requires that this large piece of the puzzle undergo its own transformation as well. SAP would remind customers of the upgraded architecture, capabilities and speed boost of its S/4 HANA product. Customers new and old should look at their SAP choices carefully and consider (right as they look at their numerous customizations) what to do soon as the SAP expertise out there is limited and one should not be caught shorthanded. SAP integrators would be delighted to help with what is surely not a mere software change, but a company transformation. A new implementation or upgrade is a multi-year effort and should be weighed against SAP’s 2027 deadline.

Frankly, springing into action last minute may give your company less leverage when speaking with SAP or others.

In short, the time to look at your current and future needs, processes and capacity for change is now.

 

*Things That Need To Go Away: A Pound Of Cure Instead Of An Ounce Of Preparation

 

 

Jun 012021
 

Anyone who has read anything on these pages should know by now the emphasis on and advocacy for selling by role (role-based selling) and industry (selling by vertical KBR). It is the only way to sell an enterprise solution and software in particular.

 

While the Enterprise software market remains fragmented, SAP maintains the largest single share. That is why it was a surprise to see SAP pull back from the financial services’ sector and spin off much of its industry capital. SAP’s decision to spin off its vertical IP means the world’s biggest ERP provider could not effectively compete in one of the world’s biggest industries. Presumably, and this is the author’s speculation, the new entity can pick and choose which technologies and platforms it offers its customers and not be tied to HANA (platform and database of choice at SAP) or even SAP’s Cloud.

Photograph Credit: ArtisticOperations

 

SAP and a company called Dediq have formed a partnership using the FSI (Financial Services Industry) name, which was then branded SAP Fioneer (all indications are that this name is final). What do you make of this scheme by a company that counts Comerica, Deutsche Bank Italia, Bank Of India; et cetra as customers and yet cannot effectively compete in the arena? What is the contribution of Dediq to this venture aside from a multi-million dollar cash outlay? SAP and Accenture had an agreement regarding developing solutions for Financial Services previously. SAP was called “a leader… in retail banking” by Gartner among others in 2016.

Two points come to mind. Firstly, what hope do other ERP providers have in serving multiple industries when SAP and its €28 billion in annual revenue cannot? Secondly, does this serve as another reminder how important it is for enterprise service providers to focus vertically and do so in-depth?

 

*Things That Need To Go Away: Horizontal Solutions With No Depth

Photograph Credit: DawnFu

 

May 132021
 

Photograph Credit: Stocksnap

 

Salespeople know the routine.

Telephone call goes out, no one picks up and you leave a message

You hit ‘send’ and the e-mail lands in the customer’s Inbox. No reply.

Third scenario: Customer asked to hear from you or you have a planned next call and the customer is AWOL.

 

What is going on? Should you try again? Should you keep trying to reach the customer? Should you knock it off and pack it in?

The answer is you need multiple follow-ups. There is research that an enterprise sale requires five follow-ups and most salespeople give up too early.  There is also valid research about how cold calling should be warm and messaging should be exciting. Putting those aside, for the moment, if you believe in your solution here is why you need to keep politely trying until you connect or the customer tells you otherwise.

 

10. Your message was just not exciting enough.

You are contacting humans after all.

 

9. You do not get to score/sell if you don’t take the repeat/follow-up shot as someone famously said.

Well, something like that. You don’t see quotation marks around that statement, do you?

 

8. Message was never received.

The electronic dog ate the electronic message.

 

7. Customer knows that he/she is the customer and you are the salesperson.

The customer expects you to put in the extra effort to get the business. The ball is in your court!

 

6. The project has been postponed or cancelled or been given to a competitor who adeptly followed up.

You did not follow-up adequately to either know this or get the business.

 

5. Customers are simply disorganized.

Help their lives by reaching out.

 

4. Customer means to call you (see below), but has lost your number or e-mail.

“What was the salesperson’s name/telephone number again?”

 

3. The e-mail or voice-mail was deleted or buried.

It could have been assigned to the ‘will take care of this later’ column, but time has not freed up yet.

 

2. Customers forget.

We all forget things especially if it is not in our Calendars.

 

1. Customers are at work.

They are busy and have many things on their mind.

 

Things That Need To Go Away: Salespersons Who Have Better Things to Do Than Try And Try Again

 

Jan 312021
 

In the world of sales cross-selling and up-selling are known and accepted concepts. Or are they?

 

I surreptitiously questioned my acquaintances recently and the concept was unclear to a few. In fact, a couple of folks confused one with the other. So without further ado what is a cross-sell and what is an upsell?

 

Cross-selling is offering a customer additional and complementary products or services. A customer arrives at the local junk food joint and asks for a cheeseburger. The employee asks whether the customer would also like sauce for $1 extra. That is cross-selling. That is a dollar of revenue that the business would not have obtained without the particular act of offering something else for sale. Is it a useful service? It could be. For example, the customer may derive pleasure from the sauce or be further satisfied at home when finding out that sauce enhances the food. This could be a matter of convenience too. Amazon does a stellar job at this. Look up anything or buy any item and Amazon will tell you what else other customers have purchased or what product goes with the one you are buying.

Up-selling is selling a more expensive, larger, grander or fancier version of what is the standard offering or the customer is requesting. This more expensive offering has more functions, better features and is more enhanced. A prospective home owner enters a builder’s sales office and enquires regarding a certain model of the houses available. The salesperson steers the person towards a larger house with an extra bathroom, fireplace and a functional attic. This model costs more and brings in more revenue and profit. Is it a service to the customer? Potentially. The fireplace is handy if the transaction is taking place in a cold region.

 

Cross selling or up selling may work or not. They may be useful or not. It is up to the seller to make the suggestion and offer value in return for the higher price. The customer will decide if the value of the additional or high-end item is justified given the price differential.

Coincidentally, the best time to introduce these concepts to customers is not at the tail-end of a sale, but at its start. That is, inform the customer in advance of the availability of complementary or more enhanced offers. Then ask the question and explore the possibilities after the initial sale request has been discussed.

 

Image Credit: Geralt

 

The motions could certainly be value-enhancing and a simple way of increasing revenue. It goes without saying that the seller must have different items and categories in its arsenal to offer its customers for the concepts to be usable.

 

*Things That Need To Go Away: Greasy French Fries a.k.a. Selling Anyone Anything They Do not Need 

Jan 102021
 

It was surprising to hear this question late last year. I had just met someone who had graduated with a degree in accounting and given her my business card on which it says, among the other information, “ERP.” Except she had no idea what this “ERP” is. “Not good,” I thought. Not good partly because such a large industry, that creates, distributes and supports, Enterprise Resource Management (ah, the cat is out of the bag as far as the acronym anyway) solutions is unfamiliar to most people and partly because an accounting degree holder, who very likely will have to work with ERP, has not heard of it.

There are many resources available to read about ERP software and what it does; however, stated as simply as possible Enterprise Resource Planning (ERP) is the collection of software that runs a company and its different departments. Most companies start modestly and need to track their revenue and profits/losses and pay taxes at first. This is where the accounting component comes in. From there the sky is the limit. For instance, when there is a Sales department companies buy software to track sales, when there are enough employees the Human Resources department needs a way to hire employees and assign them roles and privileges, Business Intelligence/Analytics is required to understand, report and plan, if there is a factory they need a method to track and plan things and so on. The combinations are varied and depend on what the company does and how it grows.

This takes us to the next point, which is that most ERP systems or solutions are modular. What does that mean? It means one could add required functionality as one goes along. It also points to another feature of ERP software. The different software and departments that use the software share a database, which means that everyone talks to everybody else and the data is shared (see diagram). This means the company could share its information, coordinates its various functions and collaborates as it should.

A good metaphor for ERP is a house with its occupants being like the company’s ERP users. A house is built on one foundation, where appropriate its residents have admittance rights to its different rooms and functions and the entrance, doors and corridors allow everyone to share and access it just like a database does. Moreover, a house has bedrooms, washrooms and a kitchen just like an ERP system has Accounting, Human Resources, Analytics, ET cetra functionalities. It is important that the corridors and doors connect every part to the other parts because otherwise it is not one unit. This is why whether all bought at the same time or added as time goes on ERP technology is made so all pieces talk to one another.

 

*Things That Need To Go Away: So-Called ERP Software That Only Does One Thing.

Jan 032021
 

Who cares?

All too often sellers feel the urge and need to list, recap or summarize the list of functions and benefits their product or service offers. It sounds logical.

It is not.

Image Credit: Geralt

 

The impulse by the salesperson to rhyme off or ‘round up’ the features and functionalities of the offering, in a sales conversation or during a demo, could actually create an objection. The problem is the benefit offered is not one the customer wants or needs or that he or she currently identifies as key.

Sometimes the salesperson thinks he or she is proactively removing an objection. The objection being removed is not one the customer necessarily has. In this sense, the above question (‘who cares?’) takes on a literal meaning. In other words no matter how much the salesperson likes to think and say that something is a benefit, in this instance, the customer is king. It is only a benefit if the customer thinks it is a benefit. Salesperson need to ask, and then ask again, to understand what the customer wants and then actually listen.

Being the expert is still important, which means educating (telling) the customer remains a must. You should know your target audience and their needs. However, the customer has to truly think, and convey, that something is meaningful to them after the conversation/education and before the seller should pitch it. It is still not a meaningful feature or benefit if even after the educational conversation you do not hear the customer state it as something they desire.

A much better way is the obvious route of asking diagnostic questions and educating. This requires preparation by the salesperson. The salesperson can sell the customer the real or perceived benefit once the customer’s needs and pains are aligned and agreed to by both parties

 

*Things That Need To Go Away: “By the way, my solution also bla bla bla…” if the customer has not said he or she cares.

Image Credit: Mohamed Hassan

Oct 182020
 

Writing a Sales Territory Plan – as opposed to a Sales Account Plan – is conceptually not difficult. As a salesperson you are handed a territory and you would like to figure out where you are (point A) and like to get to a result (point B). How to get from point A to point B is the plan.

Below and attached (Scroll To The End Of This Article to find the link) is a cheat sheet for you. Please consider several items.

  • It is important that the plan is frank and realistic.
  • It is important that the plan has specifics and is time-bound.
  • It is most important that the plan is implemented with on-going action. One too many plans are make-work projects that are ignored or forgotten thirty seconds after they are presented. The plan is there to help you succeed so you would do well to take it seriously if you take your job seriously.

Here is an outline of a Territory Plan:

Page 1: Title Page

  • Place Your Company Logo
  • Add Salesperson’s Name
  • Add Date

 

Page 2: Contents

  • Targets/Goals
  • Analysis
  • Existing Accounts
  • New/Prospect Accounts
  • Action Plan
  • Guide To Terms And Filling This Plan out

 

Page 3: Target And Target Breakdown

  • Numerical Targets/Goals
  • Break down into periods as needed
  • Existing Accounts
  • If applicable
  • Prospect Accounts
  • If applicable
  • Gap-To-Goal (based on above)

 

Page 4: Target Analysis And Insights

  • SWOT Analysis Of Territory
  • Priorities
  • How will you take advantage of the opportunities and counter the weaknesses

 

  • What works/what does not work
  • What will you do differently
  • What do you need to make it (i.e. your goals) happen?

 

Page 5: Existing Accounts

  • What does the territory look like?
  • Biggest accounts
  • Biggest account potentials
  • Break-down by size or geography or kind

 

  • Success Components
  • What needs to be done?
  • What tools are available and will work?
  • What is selling/what is not selling
  • What drives business?
  • Other

 

Page 6: New Accounts/Prospects

  • Prospect Names
  • Which industry, size or kind they are in?

 

  • Top # (insert a number here) Target Companies (Prospects)
  • Industry (if more than one applies)
  • What Do They Currently Own?
  • Have They Been Contacted by you? If not, when will you contact them, how often and in what intervals?

 

  • Other Prospects Contacted?
  • Industry?
  • Why Are They A Good Candidate for you?
  • Updates?
  • What is next and what do you need and by when?

 

Page 7: Action Plan

  • Consider SMART
  • Tactics
  • By When
  • Milestones
  • Resources Needed

 

Page 8: Guide

  • Consider SMART when thinking about the above
  • SMART stands for Specific, Measurable, Achievable, Relevant and Time-bound: no vague inputs
  • Think in terms of milestones and break your actions down
  • Consider resources and input needed and think whether they adhere to the above concept

 

  • A Territory Plan has you starting at Point A (where you are today) and takes you to Point B (where you need to be).
  • Know your goals therefore
  • This is specific to your territory. There is not a universal formula that applies here

 

  • SWOT stands for Strength, Weakness, Opportunity and Threat

 

Feel free to download the attached and either use directly or copy/paste it into a slide deck of your choosing.

*Things That Need To Go Away: Planning That Occurs Only During The Presentation Session And Is Then Forgotten