Japanese people have often told me they don't communication very well globally, particularly in English. Also, when I was giving overseas sales seminars, I noticed that communication was a problem, as many of the sales people did not have much education, and to make things worse, their first language was not English. Therefore, I used a lot of visual aids in all of my presentations. I have noticed my global communications have improved greatly as well. I studied how to be more persuasive global through these visual aids and prepared suggestions on it. Have a look at this presentation. It my benefit you as well.

1. 1
Try showing as well as telling.
Better international
business communications
Ron McFarland, Tokyo, Japan

2. 2
.. people ... sad.
Speaking, writing and showing
Instead of only speaking…….
Ron McFarland, Tokyo, Japan

3. 3
Speaking, writing and showing
…..or writing full sentences…….
Ron McFarland, Tokyo, Japan

4. 4
Speaking, writing and showing
You can communicate better, solve problems easier and
be far more persuasive using pictures, graphs, tables,
charts, maps and illustrations.
…..try using visual illustrations.
Ron McFarland, Tokyo, Japan

5. 5
Learn how to communicate visually….
Successful international communication
even with limited language skills
This way!
….and you will be far more persuasive in
an international business environment.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

6. 6
Decide Data & Positioning
Determine the data, coordinates and
positioning to be used.
Collect Data
Gather as much
information about the
subject and audience as
possible.
Insert Data
Decide on the data
grouping to make it
visible and insert it
into the coordinates.
Present Visually
After inserting the data
present the image and
make your point.
Lay Out Data
Lay out the raw data so it can be
easily observed and analyzed.
Points for making visible
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

7. 77
Lay out components to understand what is there.
Items laid out
to observe
Items in garage
What do we have now? What is important and saleable? What is unimportant?
You should bring forward the important items to present and make visible. For
business meetings for example, if all important and useful information only was
laid out correctly for all to see, a great deal of time and energy could be saved.
Here are items for a garage sale.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

8. 8
Develop a coordinate system and relationships
Length
Height
This is a layout to understand size.
We can also develop layouts to explain who/what, how many,
where, when, how and why issues.
Once you have your basic information and groupings you want,
you can position each component to make it understandable.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

9. 9
Information - pathways within the human brain.
Depending on the information received, the brain processes it
differently.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

10. These are objects we can put names on.
They usually have their own identify.
They have characteristics that are distinct and recognizable.
They can easily be shown or illustrated.
10
What & Who – Observing objects and people
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

11. 11
How many and how much – Observing quantities
Another part of the brain notices how many objects there are.
These quantities can be shown for easy understanding.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

12. 12
Where – Observing object locations to one another
Distances between objects and locations give
clues to relationships, and this can be shown.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

13. To observe “when”, we have to see at least two different
points of time – before and after, yesterday and today, etc.
We can notice what takes place over time and then illustrate
and show it.
13
When – Observing what happens when time passes
Time
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

14. 14
How – Observing cause and effect
“How” is looking at processes from one step to another and
the impact one event has on another. This process can be
illustrated and shown.
Imagination
required
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

15. 15
Why – Observing the reasoning process
for things happening
Imagination
also required
“Why” is giving reasons for things being the way they are. Once the
reasons are decided, they can be illustrated and shown visually.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

16. 16
Information type & ideal method of showing
Graph,
chart or
table
Map
Timeline or
timetable
Picture,
Illustration
or image
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

17. 17
Information type & ideal method of showing
For presenting “how” and “why” more imagination and
planning are required, as you are making something that
is invisible easier to see.
Multiple-
variable
plot or
graph
Flowchart
or decision
chart
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

18. 18
Making visible the future
To make the future visible, we have to use Imagination. We try to
see and show that which is not physically visible.
…to here.
Imagining
from here…..
Ron McFarland, Tokyo, Japan

19. 19
General points for developing portraits
Who & What
Ron McFarland, Tokyo, Japan

20. 20
An easy way to present “Who/Want”
This spring
Take a photograph of the object or person you want to present.
Then, with computer software, removal everything surrounding the
object.
Or, add an arrow to what you want to present.
When doing teleconferencing, it is always good to have a camera
installed to show what you are presenting.
Ron McFarland, Tokyo, Japan

21. 21
General points for developing charts
How Many -
How Much
One
major point
Make only one
point o one page.
Consider absolute
numbers or
comparisons
Simple
model
Pick a simple graph
to make a point.
Best are bars, lines,
pies or bubbles.
Keep quantities at
understandable
amounts.
Ron McFarland, Tokyo, Japan

22. 22
Showing & Explaining Quantities
Whether in person, via teleconference or some other method, our picture
needs an explanation.
Sales
Time
Sales have gone up
nicely and will continue
to in the future.
Ron McFarland, Tokyo, Japan

23. 23
General points for showing timing and “When”
Timing &
Schedules
Ron McFarland, Tokyo, Japan

24. 24
Expanding Production Capacity
Ideal way to present execution
By far, the Gantt chart is the most used and easiest to understand
method when explaining how something is going to be achieved.
Every activity, and the time it takes to complete it, is illustrated.
Ron McFarland, Tokyo, Japan

25. 25
General points for presenting location and “Where”
Maps
Ron McFarland, Tokyo, Japan

26. 26
Ways to present location
Maps can show overlap, directions and positioning, assembly steps,
concepts and interconnection.
Overlap explanations Location
Concept explanationsAssembly instructions
2%
80%
5%
13%
Here
Ron McFarland, Tokyo, Japan

27. For a salesmen selling production machinery, the sizes of these
bubble could show the level of influence when making the decision.
He can make an illustration like this when presenting the situation
to his sales manager or the whole sales department. This will
greatly help when making a sales strategy.
27
Decision making influence looking from outside
#1
Ron McFarland, Tokyo, Japan

28. 28
Turning to “How” – How did the computer get turned on?
This is an example of showing “how”. It is showing a cause and
effect process step by step to come to a conclusion. You could use
YouTube to show how things work.
Ron McFarland, Tokyo, Japan

29. 29
To show “How” a flow chart of steps is common.
Follow this flow chart on decision making for a new project.
Technical
Financial
What is the problem?
Ron McFarland, Tokyo, Japan

30. Lower
Cost
30
Showing “How” with a sales funnel
Promotion of Vietnam Operation
Expect 50 people to be interested
Expect 10 referrals to other companies
Expect 20 detailed follow up presentations
Expect 3 plant tours
Give presentation to 500 people/year
Target one project to
start in 2012 or 2013
Ron McFarland, Tokyo, Japan

31. 31
General points when addressing “why”
and planning multiple-variable graphs
Presenting
reasons for
something
Ron McFarland, Tokyo, Japan

32. Even for the most complex problem, to convey the message
successfully, it must be assembled on one page.
Notice the above, “Why we need more promotion?” It shows we
have the lowest prices, the fastest delivery time and most
development ability. But, we are second in brand awareness.
32
Complicated “why” problems
Price
Brand awareness
Second fastest delivery
Shows price, brand awareness, development strength and delivery speed
Circle size is product
development expertise.
Fastest delivery
Slowest delivery
Our company
Competitor B
Competitor A
High
HighLow
Ron McFarland, Tokyo, Japan

33. 33
There are many ways to show an audience an image.There are many ways to show an audience an image.
Observe the audience closely and determine what they want to see.
There are many ways to show an audience an image.
Observe the audience closely and determine what they want to see.
What the audience wants to see
Here are images of apples in different situations.
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

34. The real goal of visual thinking is to make complex topics
understandable by making them as visible as possible.
Therefore, simple is not the opposite of elaborate.
If the audience is familiar with the subject, something
complex could be very simple to them. So, it should be more
detailed for them.
34
Would the audience want a simple
or a complex explanation?
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

35. Regarding quality and quantity the issue is how much and how
little. How detailed must it be to make the point only? It should
be just enough to make the features presented understandable.
How much information? The real challenge is not showing too
little. It is showing too much and confusing the group.
35
Would the audience be interested
in a quality image or quantities?
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

36. One of the most important messages a leader can give is
“where we are going?” (vision). Other times, the audience
wants to know “how are we going to get there?” (execution).
You must determine this before you prepare your message.
36
Audience interest –
A future vision or process of moving forward
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

37. Sometimes, just illustrating the current situation is all that is
needed.
On other occasions, the group knows there will be change,
but wants to know the details of the change.
37
Audience interest – change or current status
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

38. When working with images on the left, the more creative right side of the brain is used.
When working with images on the right, the more analytical left side of the brain is used.
In most cases, a person has a dominant side, but using both sides can improve his
communication skills greatly.
38
Left brain –right brain
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

39. When the business inclined
need to deal with philosophical,
creative people……
describe both emotional and
rational sides of the ideas.
Have a balance between
visionary and practical. Share
how the concepts fit into
creative concepts.
When the creatively inclined
need to deal with a rational
business type……
describe the values of the ideas
in detail and show how they fit
into very rational situations.
39
Left brain people – right brain people
Analytical left-brain typeCreative right-brain type
Ron McFarland, Tokyo, Japan

40. 40
Visualizing a project – Mind map
To better manage a goal, measurable activities must be decided.
Out of a
company’s
control
Ron McFarland, Tokyo, Japan

41. 41
Visualizing a project – Time
Then, once the tasks are determined, starting and finishing dates
can be decided using a Gantt chart.
Ron McFarland, Tokyo, Japan

42. 42
Selling ideas with pictures
Price
Brand awareness
Shows price, brand awareness, development strength and delivery speed
R & D Strength
Circle Size
Our company
Competitor B
Competitor A
High
HighLow
First we look at the critical factors.
Observe
Delivery
Fastest
2nd fastest
3rd fastest
Ron McFarland, Tokyo, Japan

43. Delivery
Fastest
2nd fastest
3rd fastest
43
Selling ideas with pictures
Price
Brand awareness
Shows price, brand awareness, development strength and delivery speed
R & D Strength
Circle Size
Our company
Competitor B
Competitor A
High
HighLow
First we look at the critical factors.First we look at the critical factors. Then, we see what is important.
Filter
Ron McFarland, Tokyo, Japan

44. 44
Selling ideas with pictures
Price
Brand awareness
Shows price, brand awareness, development strength and delivery speed
R & D Strength
Circle Size
Our company
Competitor B
Competitor A
High
HighLow
First we look at the critical factors.First we look at the critical factors. Then, we see what is important.First we look at the critical factors. Then, we see what is important.
Next, we imagine how things could be better.
Imagine
Delivery
Fastest
2nd fastest
3rd fastest
Ron McFarland, Tokyo, Japan

45. 45
Selling ideas with pictures
Price
Brand awareness
Shows price, brand awareness, development strength and delivery speed
R & D Strength
Circle Size
Our company
Competitor B
Competitor A
High
HighLow
First we look at the critical factors.First we look at the critical factors. Then, we see what is important.First we look at the critical factors. Then, we see what is important.
Next, we imagine how things could be better.
First we look at the critical factors. Then, we see what is important.
Next, we imagine how things could be better. Finally, close by
showing the solution to promote price, delivery, development to build
brand awareness.
Show
Delivery
Fastest
2nd fastest
3rd fastest
Ron McFarland, Tokyo, Japan

46. 46
Value chain example – buy or make
If our indirect cost is very little, full production
in-house is probably the best strategy.
Ron McFarland, Tokyo, Japan

47. Whatever you have to convey, now you can communicate it far better
using some of the example charts, graphs, tables and illustrations in this
presentation.
Even in a restaurant or a bar, if you carry a pen and note pad at all times,
you can communicate your message on a paper like these drawings!
47
Developing an illustration strategy
Are you going to address a “who/what” issue? A “how much” issue?
A “where” issue? A “when” issue? A “how” issue? Or a “why” issue?
Source: THE BACK OF THE NAPKIN, Dan Roam, Penguin Group, 2009

48. 48
http://www.thebackofthenapkin.com/
Ron McFarland, Tokyo, Japan
Thank you
Better international
business communications