A From statistics to reports and on to presentations - or:
Why are many presentations avoidable?
B Why many managers don’t (or can’t) understand their own reports - or:
What are the quality criteria that make up a good report?
C On the costs of the PowerPoint culture - or:
Why can we do without many presentations?
D On the costs of unread and not understood reports - or:
What makes reports important and interesting?
E On the senseless use of PowerPoint in teaching and in business - or:
Do you have PowerPoints or do you actually have something to say?
F Why we don’t understand many reports and presentations - or:
Have we simply gotten used to not understanding reports and presentations?
G Criteria for successful business presentations - or:
How do clear rules lead to success?
H Why many management reports go unread - or:
Why many reports don’t report anything?
I A set of rules for the professional design of reports - or:
How are the seven SUCCESS Rules put to practical use?
J Misinterpretation of corporate design is the reason behind bad presentations - or:
Why does the package often get more attention than the content?
K On non-information in business reports - or:
What prevents fast and simple comprehension of business reports?
L Many business presentations are explanations of incomprehensible reports - or:
What is the real difference between presentations and reports?
M Considerations for determining the quality of business charts - or:
How to make a viable exhibit out of a chart?
N Professional layout of management reports with MS Excel - or:
How can any type of visualization be realized without additional programming?
O Layout of dashboard solutions with the help of MS Excel - or:
Why do speedometers belong in cars and not in reports?
P No presentation and no report without a clear message - or:
How can we go from mere statements to comprehensive explanations and on to meaningful recommendations?