Thursday, April 21, 2005

Applying the rhetorical triangle to your business plan

I have been reviewing Lunsford & Ruszkiewicz' book Everything's an Argument, which is the textbook for my class. In chapters five through seven of this book, the authors address arguments based on the three vertices of the "rhetorical triangle," namely logos, ethos, and pathos.

Chapter five: arguments based on values (pathos)

In order to carry out an argument based on values, you have to have some agreement as to what each value means. Even the word "value" itself, in the context of a small company, could go in more than one direction:
  • the principles we hold most dear
  • the things we do best
  • what we want others to recognize about us
It's not only about having a common definition of your own values, either -- you have to know what your readers value, as regards what you are writing.

To make these definitions common, you can't just use the word without defining it. And you can't use comparative terms like "relatively" or "fairly" unless you have some basis of comparison. Your customers value low prices. Well, low prices compared to what?

What does your audience (for a business plan) value? Start with return on investment.

Chapter six: arguments based on character (ethos)

It's not about whether your audience will buy a used car from you. That isn't what you're selling. Who cares if I won't buy a used car from Condoleeza Rice? I need her to do more important things than to try to sell me one. But YOU are trying to sell a piece of a business of your own to investors. In order to succeed, what must you convince them about your own character?
  • that you are the expert on this type of business
  • that you are going to be honest about, and effective in, the handling of their investments
Chapter seven: arguments based on facts and reason (logos)

A claim must be accompanied by supporting evidence. You are claiming that "my business is worthy of your investment." What support do you need?
  • some reasonable likelihood of timely return on investment
But you can't have that unless your business will survive, and even prosper. In order for this to happen, you need
  • a reliable plan
  • the right people to carry that plan out
  • the right role for each of those people
  • enough funding to make the plan possible
  • a reasonable expectation of certain milestones

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posted by Ron @ 1:29 PM

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