The first step: the point of view

is to get to the point, with one or two concise sentences to say the core point of view, for example: I hope that the leadership agreed to the plan, to give the budget, to set the time, to determine the program and so on.

This point so many people have a misunderstanding, some people always like to start with what they have done, such as:

"Last week I met with the customer, he thinks we ......"

"This month, I did another market research and found ......"

"I analyzed the data of these months and found ......"

Step 2: Rationale

Being concise is still the focus of this step, generally distilling all the material down to no more than three reasons, and then expressing them succinctly and powerfully using a thesis-argument-reinforcing-argument structure.

As an example, "The company's expansion into new markets in third and fourth-tier cities will struggle because the inputs and outputs in the region have been significantly disproportionate over the past year, the users in the region have limited consumption levels, and our products are not in immediate demand, so it's recommended that we cut the budgets for third and fourth-tier cities."

Step 3: Evidence

The first two steps focus on opinions, still using declarative statements. But when it comes to the evidence (Evidence) part, you have to convince the boss, this time the most important thing is the details, because the purpose is to impress the leadership, including: specific phenomena, data, effect expectations and so on.

For example:

1, the argument: the company's turnover in the second quarter can reach a 20% growth rate.

2, argument: the first quarter growth has reached 15%; the current hot products can be maintained for at least 4 months, competitors will not pose a threat in a short period of time.

3. Strengthen the argument: the second quarter can reach the expected turnover.