PITCHING YOUR IDEAS
Camrin Roberts

SOWHY OPEN LIKETHIS?

TELLTHEM A STORY

A story is the only way
to activate parts in the brain
so that a listener turns the story into their
own idea and experience

ITTAKESYOU ON A
JOURNEY

Nancy Duarte

STORY TIME
- Why are we here? What was the client ask?
- Clearly articulate this again, so you are all aligned and on
the same page of what was solved for.
- What is the environment showing us
- Make it real, bring in some very potent, relevant and
insightful stats around the problem you are trying to solve.
Include perhaps a quote of a reliable source to substantiate
this. Look at producing a high level journey map, highlight
some of the key challenges experienced. What is the impact
of this along the value chain e.g. buyers, employee’s,
advisers, the company

*Takenfrom social media on INSTAGRAM from Saturday 8th September 2018

“AS A FAN I CANNOT
RELATE TO SA RUGBY,
THE BRAND IS
INVISIBLE AND LACKS
EMOTIONAL
CONNECTION.”
“SA RUGBY IS AN
INVISIBLE STRUCTURE
AT THE BACK WE DON’T
KNOW WHO THEY ARE
AND WHAT THEY DO?”
*From Interviews

STORY TIME
- Why are we here? What was the client ask?
- Clearly articulate this again, so you are all aligned and on
the same page of what was solved for.
- What are we seeing?
- Make it real, bring in some very potent, relevant and
insightful stats around the problem you are trying to solve.
Include perhaps a quote of a reliable source to substantiate
this. Look at producing a high level journey map, highlight
some of the key challenges experienced. What is the impact
of this along the value chain e.g. buyers, employee’s,
advisers, the company
- Bring the above back to what the client is trying to solve,
frame it in the HMW. State the opportunity clearly.

HOW MIGHT SA RUGBY BECOME THE BIGGEST
FAN OF RUGBY IN SOUTH AFRICA?

STORY TIME
- Why are we here? What was the client ask?
- Clearly articulate this again, so you are all aligned and on
the same page of what was solved for.
- What are we seeing?
- Make it real, bring in some very potent, relevant and insightful
stats around the problem you are trying to solve. Include perhaps
a quote of a reliable source to substantiate this. Look at
producing a high level journey map, highlight some of the key
challenges experienced. What is the impact of this along the
value chain e.g. buyers, employee’s, advisers, the company
- Bring the above back to what the client is trying to solve, frame it
in the HMW. State the opportunity clearly.
- Take them through at a high level your approach of what you did

The Approach
DISCOVER
10 Jun – 15 Jun 18 Jun – 22 Jun
InsightsResearch
Analysis & Synthesis
Opportunity Areas
Desktop Research
Customer Interviews
Stakeholder Interviews
Activities
Playback Reportt
Key Findings
Recommendations
Research themesDeliverable
s
DESCRIBE
We aimed to understand the business
context and technological landscape
around theX offering, before talking to
customers about their experience withX.
WEEK 1 WEEK 2
Stakeholders
1. X
2. X
3. X
4. X
5. X
6. X
7. X
8. X
9. X
10. X
11. X
12. X
13. X
14. X
15. X
16. X
17. x
Customers
- 18 Customers
- Ages 20 - 45
- 6 x x
- 6 x xyz
- 6 x xzk
Documentation
- 2.0 Y Strategy
- 2.0 Experience Definition
- Information Architecture
- Onboarding Process flows
- User Testing Report
- 2.0 Competitor Analysis
- Platform Architecture
- Analytics Dashboards

USER INTERVIEWS SOCIALAUDIT WEBANALYTICS
BENCHMARKING
INTERNATIONALAND
LOCAL
RESEARCH
28
100
FAN AND
POTENTIALFAN
SURVEY’S
6
UX TESTING
FOR IA

AND A MILLION STICKIES

off the
bench
How might we help SA
Rugby to become relevant,
transparent and engaging to
#1
WHO IS SARU?
It’s tie to get
INSIGHTS QUANTITIVE AND QUALITATIVE
16

STORY TIME
- Why are we here? What was the client ask?
- Clearly articulate this again, so you are all aligned and on
the same page of what was solved for.
- What are we seeing?
- Make it real, bring in some very potent, relevant and
insightful stats around the problem you are trying to solve.
Include perhaps a quote of a reliable source to substantiate
this. Look at producing a high level journey map, highlight
some of the key challenges experienced. What is the impact
of this along the value chain e.g. buyers, employee’s,
advisers, the company
- Bring the above back to what the client is trying to solve,
frame it in the HMW. State the opportunity clearly.
- Take them through at a high level your approach of what you
did
- Bring your insights to life – keep insights to a page, use
quotes, remember the so what for the business or “what if
question”
- Showcase what you designed – keep it simple, highlight
areas of focus and what that solved for, based on your
insights.
- Experience principles
- Persona’s
- Benchmarking practices
- MAKE IT REAL

Make it real
Bring in a clickable prototype, use
service origami, make the client
feel and live the experience of
what you have designed.
Art of imagery
Bring your slide to life through
captivating images. Use
motion, gifs, humour. Less is
more.
Speak Human
Avoid the jargon of the business and
design world, speak to the client like
you would on the weekend, make it
human and personable.
The art of persuasion lies within the simplicity of what you show and the message
you convey.
Don’t overcomplicate things.
KEY TIPS

Service
Design…
Extra’s• Bringing the service into products

9
SERVICE DESIGN
101

Rehearse
Rehearse your pitch a few times,
timing yourself, as well as
recording. You will soon start to
notice things that are bad habits,
which you can rectify to ensure a
smooth execution.
Tonality
Be energetic, yet controlled.
Your pitch should follow the
journey of your story in order
to convey the message. Speak
up and be clear.
Stance
Be triangular in shape, to show
confidence. Half the presentation is in
your own body language, if you portray
that you are insecure that will come
through in their trust of what you are
deliver (body language)
The success of your pitch lies within the confidence you portray and deliver. Believe
in what you are showcasing and this will come through
Be weary of your internal habits as these will come through.
Confidence RULES

BELIEF: IT’S A MINDSET
• Basing your insights on what has been and what you have
done for other clients
• Telling clients
• Time spent focused on your response to the challenge
• Addressing the perceived immediate client ask without
questioning or probing on the underlying issues or client
objectives.
• Only pushing the work you are comfortable with
• Proactively engaging clients about the broader challenges and
disruptions, enlarging their vision to reframe with the client
• Focusing and aligning work to target the right client objectives for
the longer term benefit
• Collaboratively ideating with the client
• Create a sense of partnership and alignment behind a common,
long term vision and shared value proposition
• What you did for others
• PowerPoint-led presentations
• Offering cookie cutter solutions
• 'Closing the deal' and then negotiating contract terms
• Keeping your cards close
• Combining your experience with quantitative and qualitative
insights, using market and client data to form recommendations
• What you will do for the client (and with them)
• Innovative solutioning, rapid prototyping and demonstrations
• Telling a well thought-out, highly customized story, through an
immersive and engaging experience
• Creating a perfect pitch, depicting clear client-specific value
• Be open throughout the process around pricing, timelines,
resourcing
• Be adaptable (agile) and co-create the delivery with the client.
TOFROM

CLOSE IT
• Showcase your proposed approach /
roadmap
• Show the team
• The rand value
• The timeline
• Raise the assumptions

THANK YOU