大部分的企業與組織領導人都早有一套行之有年的溝通策略，不管是針對什麼樣的溝通對象和場合，往往不加改動習慣性沿用；然而產業環境瞬息萬變，企業策略又怎能不與時俱進？
我們根據跨領域的產業經驗，獨家設計了『C.O.R.E.核心思維轉換流程』，讓企業與個人都能因應不同的情境，換位思考，制定自己的溝通策略，不但為溝通加分，更大幅提升執行的效率。
C.O.R.E. 是這個思維轉換流程的縮寫，分別代表『建立連結』(Connect)、『提供價值』(Offer)、『強力佐證』(Reinforce)還有『執行呈現』(Execute)：整合四個向度成為溝通的「CORE」，幫助你掌握核心，傳達觀點。
Imagine if Steve Jobs had opened the 2007 iPhone launch with: “Hi, we’ve built a cellphone with a 3.5-inch touch screen and 320 x 480 pixel resolution, you can make calls, listen to music, or surf the internet.”
Instead, he spent a few minutes prepping the audiences’ minds for a revolutionary advance. He succeeded, and the whole world grasped it.
Most of the time, your audience is not ready to receive your offer. So instead of charging in with the offer itself, you need to first connect with them, and get them ready to receive.
How you connect must be strategically tailored to who you’re talking to, and for what purpose. The way you connect is almost never the same from audience to audience.
Imagine if Steve Jobs had opened the 2007 iPhone launch with: “Hi, we’ve built a cellphone with a 3.5-inch touch screen and 320 x 480 pixel resolution, you can make calls, listen to music, or surf the internet.”
Instead, he spent a few minutes prepping the audiences’ minds for a revolutionary advance. He succeeded, and the whole world grasped it.
Most of the time, your audience is not ready to receive your offer. So instead of charging in with the offer itself, you need to first connect with them, and get them ready to receive.
How you connect must be strategically tailored to who you’re talking to, and for what purpose. The way you connect is almost never the same from audience to audience.
Imagine if Steve Jobs had opened the 2007 iPhone launch with: “Hi, we’ve built a cellphone with a 3.5-inch touch screen and 320 x 480 pixel resolution, you can make calls, listen to music, or surf the internet.”
Instead, he spent a few minutes prepping the audiences’ minds for a revolutionary advance. He succeeded, and the whole world grasped it.
Most of the time, your audience is not ready to receive your offer. So instead of charging in with the offer itself, you need to first connect with them, and get them ready to receive.
How you connect must be strategically tailored to who you’re talking to, and for what purpose. The way you connect is almost never the same from audience to audience.
Imagine if Steve Jobs had opened the 2007 iPhone launch with: “Hi, we’ve built a cellphone with a 3.5-inch touch screen and 320 x 480 pixel resolution, you can make calls, listen to music, or surf the internet.”
Instead, he spent a few minutes prepping the audiences’ minds for a revolutionary advance. He succeeded, and the whole world grasped it.
Most of the time, your audience is not ready to receive your offer. So instead of charging in with the offer itself, you need to first connect with them, and get them ready to receive.
How you connect must be strategically tailored to who you’re talking to, and for what purpose. The way you connect is almost never the same from audience to audience.
想像一下賈伯斯在2007年iPhone第一代發表會開場白如果是這樣說：「嗨，我們做出的新手機有3.5英吋的觸控螢幕和320x480的螢幕解析度，你可以拿來打電話、聽音樂或上網。」請問你還會這麼瘋iPhone嗎？
當年讓iPhone一出場就氣勢不凡的發表會，到底是怎麼開場的呢？其實一開始賈伯斯花了好幾分鐘的時間，先與聽眾建立連結，讓聽眾的心理準備好迎接這個跨時代的革命性產品，才正式讓iPhone登場，他成功了，不但搏得全場歡呼為之瘋狂，iPhone也從此風靡全球。
在大部份的情況下，聽眾通常都還沒準備好馬上接收訊息。所以與其直接丟出想提供的價值主張，不如先好好與聽眾建立連結，準備好他們的狀態，才容易接受我們要說的話。
要怎麼建立連結呢？其實建立連結沒有公式，畢竟每個人偏好的連結方式截然不同，我們必須依據不同的說話的對象與溝通目的，量身打造最能打中對方的策略。
一旦聽眾做好接受的心理準備，那才是正式提供價值的時候。不過，要真正提供價值可不是給出平常的提案，更不是提供一般的產品型錄和服務效益而已。
你所提出的方案必須讓對方一聽就覺得很有價值，突顯出你的獨特性，不但切合需求，表現更出色，更清楚與其他競爭者有所區隔。
比方說，一個醫療器材可能會有一套預設的用途和功能，但每個人會覺得有價值的關鍵點不一樣，要讓經銷商、醫生和護士會願意買單的方式當然也大不相同。
你花了時間建立連結，清楚表達自己所提供的價值，對方的回應也令人滿意。但該做的事可不只這樣，想成交還得提出強而有力的佐證，證明自己所言不虛，消除任何僅存的疑慮。
無論是用客戶數量向投資人證明自己已經準備好展翅高飛，或者是現場直接展示卓越的產品性能，選擇對的佐證絕對是一門藝術，也跟科學一樣，都需要用證據來說話。
你知道如何與聽眾做好連結，也為他們量身打造好了提案，更選擇了最適合的方式證明你所提出的價值，現在就必須根據你溝通的形式做出調整。
你需要上台在一百人面前講話嗎？還是坐在會議室裡向十個人提案？或是在咖啡廳裡講給一個人聽就好？又或者你是要寫一封email給業內重要人士，希望能開啟未來的合作關係？
想傳達的核心訊息也許不變，但因應各種情境與溝通模式，在執行時都必須靈活應變，依照場合特性調整呈現方式，才能達到最佳效果。
想像一下賈伯斯在2007年iPhone第一代發表會開場白如果是這樣說：「嗨，我們做出的新手機有3.5英吋的觸控螢幕和320x480的螢幕解析度，你可以拿來打電話、聽音樂或上網。」請問你還會這麼瘋iPhone嗎？
當年讓iPhone一出場就氣勢不凡的發表會，到底是怎麼開場的呢？其實一開始賈伯斯花了好幾分鐘的時間，先與聽眾建立連結，讓聽眾的心理準備好迎接這個跨時代的革命性產品，才正式讓iPhone登場，他成功了，不但搏得全場歡呼為之瘋狂，iPhone也從此風靡全球。
在大部份的情況下，聽眾通常都還沒準備好馬上接收訊息。所以與其直接丟出想提供的價值主張，不如先好好與聽眾建立連結，準備好他們的狀態，才容易接受我們要說的話。
要怎麼建立連結呢？其實建立連結沒有公式，畢竟每個人偏好的連結方式截然不同；所以必須依據不同的說話的對象與溝通目的，量身打造最能打中對方的策略。
一旦聽眾做好接受的心理準備，那才是正式提供價值的時候。不過，要真正提供價值可不是給出平常的提案，更不是提供一般的產品型錄和服務效益而已。
你所提出的方案必須讓對方一聽就覺得很有價值，突顯出你的獨特性，不但切合需求，還更出色，也清楚與其他競爭者有所區隔。
比方說，一個醫療器材可能會有一套預設的用途和功能，但每個人會覺得有價值的關鍵點不一樣，要讓經銷商、醫生和護士會願意買單的方式也大不相同。
你已經和觀眾建立連結，提案也得到令人滿意的回饋。但工作不是這樣就結束了，你的提案必須有一個強而有力的結尾，消除客戶的疑慮，進而達成交易。
無論是用客戶數量向投資人證明自己已經準備好了，或者是現場直接展示產品性能，選擇適合的方式都是一門藝術。
現在您已經知道如何和觀眾產生連結，也已經為他們量身打造好了提案，選擇最喜歡他們的方式。接下來，就可以根據溝通模式來選擇適合的執行方案。
您是在台上跟一百個人演講嗎？在會議室裡跟十個人提案？還是在咖啡廳講給一個人聽就好？又或者你是要寫Email給一位重要人物，希望能跟他合作？不同的情境就需要不同的方法。
Imagine if Steve Jobs had opened the 2007 iPhone launch with: “Hi, we’ve built a cellphone with a 3.5-inch touch screen and 320 x 480 pixel resolution, you can make calls, listen to music, or surf the internet.”
Instead, he spent a few minutes prepping the audiences’ minds for a revolutionary advance. He succeeded, and the whole world grasped it.
Most of the time, your audience is not ready to receive your offer. So instead of charging in with the offer itself, you need to first connect with them, and get them ready to receive.
How you connect must be strategically tailored to who you’re talking to, and for what purpose. The way you connect is almost never the same from audience to audience.
Once your audience is ready to receive, that’s when you offer. But not just any offer. You cannot just serve up the regular catalogue of goods and benefits.
Instead, you present a unique offer, by highlighting aspects of your offer that are not only relevant to your audience, but also superior and differentiated from your competitors.
A medical device may have one set of intended use and functions, but it wouldn’t be sold in the exact same way to a distributor, a doctor, and a nurse.
You’ve connected with your audience and put forth your offer, and you’re pleased with their reaction. But the job isn’t done. You have to close the deal by reinforcing your offer with powerful proof that removes any remaining doubt.
Be it customer traction that proves to investors you’re poised for takeoff, or live demos that show the capabilities of your device, selecting the right reinforcements is a necessary art and science.
You know how to connect. You’ve tailored your offer. And you’ve chosen the best reinforcements. Now you execute your game plan according to the format of your communication.
Are you standing onstage to speak to a hundred? Sitting in a room to present to ten? Or huddling at a cafe to persuade one? Or perhaps you’re writing an email to begin a promising partnership with a key industry figure? You would execute differently across all of these settings.
