7 Techniques to Turn Your Business Proposal into a Best Seller

7 Techniques to Turn Your Business Proposal into a Best Seller Summertime is when a lot of people grab a book, plop down in a lawn or beach chair and blissfully enter a vivid world that some novelist created. You may think that the way a novelist weaves the web of story is different from the way you write a business proposal, but maybe you should think again. After all, novelists have to solicit business (convince you to read the whole book), state the problem (present the main story conflict), present a solution (resolve the conflict) and show credibility (create a convincing world). Isn’t that what a proposal does? Here are 7 tips from novelists that will help you write a best-selling proposal: #1: KNOW YOUR CHARACTERS Novelists will often write character studies, making lists of attributes for each main character. They include things like what kind of clothing the character wears, how much they eat, what music they listen to and what they love or hate in their relationships. Most of this detail will not make it into the finished novel, but a deep understanding of each character allows the novelist to write the story in a way that has readers empathizing with these fictional people. So, too, will a successful business proposal show the depth of knowledge you have of the target company, their industry and the challenges they face. Do your homework on the client before sitting down to write the proposal. A good business proposal focuses fully on client needs and wants. It's not about you. #2: REMEMBER WHO THE MAIN CHARACTER IS Have you ever started a novel that focuses on one character, only to find out later that he or she has a bit part in the overall plot? That is a failing on the part of the novelist, who should make it clear right up front who the star of the story is. The equivalent of this mistake is when a proposal starts with an â€Å"About Us† segment that describes your company, the services you offer and the great projects you have completed. Your company is not the main character in this drama- the client is. Your best-selling business proposal focuses on the client, their problem and how you propose to solve it. Your qualifications come later and are supplemental to the main plot of the proposal. #3: HOOK ‘EM FAST â€Å"Start the piece where the trouble starts.† - Adair Lara Novelists are prodded to go straight to the conflict at the heart of the story. This is referred to as In medias res- Latin for â€Å"in the middle of things.† A reader wants to get right to the action with no throat clearing or long set-ups. Your proposal also should waste no time in getting to the action. Capture your reader’s attention by moving quickly to a statement of the client’s problem, and how you propose to solve it. #4: SLOW DOWN AT THE POINT OF GREATEST COMPLEXITY Have you ever read a novel where the author rushed through a scene right at the height of the action? Or worse- did he use the â€Å"old fade to black† routine? What was your reaction? You probably felt cheated and clapped the book shut. The same thing will happen if you use fuzzy language or rush the reader of your business proposal through the â€Å"How We Will Help You Solve Your Problem† section of the document. This is the "action scene" where you slow down and give the reader a lot of detail. Clearly explain exactly how you will help the client. Do not use over worked terms such as value-added, optimize, best practice, or leverage. Avoid industry jargon or acronyms your potential client might not understand. #5: CHOOSE THE RIGHT LANGUAGE â€Å"The difference between the right word and the almost right word is the difference between lightning and a lightning bug. - Mark Twain Language is the tool in a novel that sets scene, portrays emotion, creates mood and brings the story alive in the reader’s mind. Successful proposals contain the right language for the client: specific to their industry, free of jargon, and above all, clear. For help with this step, review our Guide to Clarity in Business Writing. #6: MAKE EVERY WORD MATTER â€Å"Try to leave out the part that readers tend to skip.† - Elmore Leonard You know you’ve done it- jumped ahead in a novel to get to the good parts, skipping long descriptions, redundant characterizations, etc. Your clients are also good at skimming. They have to be in order to save their time and sanity because so many business documents are long and convoluted. Take a cue from the writers of page-turning novels and make each word of your proposal crucial. Set a quick pace in your narrative, provide headings for ease of reading and leave plenty of white space. #7: FIND A REALLY GOOD EDITOR â€Å"Writing can be like folding a banquet-sized tablecloth; you can do it yourself, but it’s a lot easier when you can find somebody to help.† - Ted Kooser Good novels are the result of collaboration. The successful novelist has received both instruction and critique to hone his writing skills. He also takes advantage of the services of a good editor to make sure the novel is ready for publication. Writing a proposal is often a team effort. Information and data are pulled together from various sources. The proposal goes through several drafts and different people look through the document before it is ready to send off to the client. If you are the sole person writing and reviewing the proposal, be certain to let it sit for 24 hours before you edit it. You're too familiar with the material and format to objectively improve upon it, so let a little time pass so you can view it with fresh eyes. Review ourproposal writing course. This is a practicum course with individual coaching, which guides you through an actual work proposal: Your instructor will review key incremental exercises, guiding you to a perfect final proposal. Learn the planning and writing process required to write a proposal that wins business. Receive coaching on the organization, sequencing, and language of your proposal. And, receive one-on-one live proposal coaching, via WebEx, to ensure all of the proposals you write win business.

Three artist Dialogue essays

Three artist Dialogue essays Artist are very opinionated individuals that create pieces that affect us in many ways. What do I mean by that statement? Well, if one is to look at any kind of artwork, I believe that it will evoke some kind of reaction from the viewer. It is the artists statement. It may not be a written statement or vocal statement, but it is a visual type of communication. The three artists that I am discussing will be Jackson Pollock, Mark Rothko, and Barnett Newman. The discussion will be that of their opinions on creating art and their interpretation of some forms of art. The source of the information will Jackson Pollock's artwork is very loose and free with lots of energy and movement. An idea of an American art to him is absurd. Meaning that he thinks that art cannot be classified into a type or grouping. His example of physics being tied to a nationality has its merits. The theory of physics is a universal type of thinking. It is not locked down to be understood by cer- tain nationalities. He says that all people can understand its concepts. And that is how he views artwork as well. Art is the universal language. Mark Rothko states that artwork transcends us to a different plane or dimension. The hum-drum of everyday life can stifle the creative energy of the artist according to Rothko. He says that if artists can let go of his ties to reality, only then is he able to be truly creative. Freedom is the goal of the artist. Freedom from reality will allow an artist to create beyond his normal limits. Artwork is a magical result that started within the artist mind and is transferred to the canvas. This transformation is his so called The items in his works are like individual entities that have purpose. This purpose may be to itself or may have relationships to other ...

Analysing Fashion Consumer Motivations for Shopping Online-data Essay

Analysing Fashion Consumer Motivations for Shopping Online-data analysis - Essay Example The paper "Analysing Fashion Consumer Motivations for Shopping Online-data analysis" investigates the motivations of the fashion consumer in the online shopping. This would therefore be quite ideal as it would stimulate he consumer demand by motivating them to go and make purchase concerning the products. The business entity would so realize better sales and hence optimize on the profit margins. Bearing in mind that the marketing is done online, it is important to reiterate that a large geographical coverage will be covered and this will therefore be quite beneficial to the firm as its products will be globally recognized and accessed by the various consumers. This will as well possibly stimulate the business to involve itself in globalization to enable all the consumers to enjoy the products without any shortage or failure. It is important to note that demography is a very broad classification that encompasses a lot within it. The variables that form the demographics include things to with the age of the customers, their sex or gender and any other component or category that make up a given population. These could be levels of education as well as the category of individuals in a given population based on status, religious believes status as well as the races of different individuals. In the paper, it can be clearly noted that the minimum age that was in the marketing exercise that to mean whose products are sold was the age if 15 years of age with the maximum age being over 55 years.

Demings Plan-Do-Check-Act Coursework Example | Topics and Well Written Essays - 500 words

Demings Plan-Do-Check-Act - Coursework Example She faced many problems for the settlement of her infant child. Therefore, the idea came to my mind that she and many others like mothers are facing the adverse situation. In this case, a child may be disturbed. Therefore in order to save mothers and children form this adverse condition I planned to open a day care centre which actually provides the best services to the people regarding the care of their children that they feel fully satisfied after leaving their child here in the day care centre. The project of day care centre is done through a formal process even from the building to the hiring of staff. Initially the day care centre faces many problems. There was a little awareness about the day care centre in the public. In some cases, people do not rely on the environment and services of a day care centre. In my opinion, the problem was in the marketing of the project. We did not focus on the promotion and advertisements regarding day care centre. Some people are even unaware of the day care centre. A newly introduced project needs a high level investment on the marketing schemes. At the end of first year, the project of day care centre was a partial success just because of the lack of advertising promotions. The project could be fully successful if there was market analysis before its start. Therefore, in my opinion, a business manager should analyze the whole market in order to check the demand awareness of the project. Initially there should be a high-level investment on the marketing purpose. For these projects, there should be a marketing manager so that they can perform the duties in a regular manner (Lake, 2012). Then the management of the business can take right decisions. The concept of process management groups is very much similar to Deming’s plan, do, check and act strategy. This approach is very helpful in the problem just because of the division of work

HR Management Challenges at Jaguar Land Rover

HR Management Challenges at Jaguar Land Rover 1. Introduction This report is being presented in response to a request by the Chartered Institute of Personnel and Development (CIPD) to analyse and assess some important HR implications of the current initiatives by some leading UK companies to send some of their brightest talent to work in emerging markets in order to gain fruitful international experience. Jaguar Land Rover, an iconic British company that has in the past gone through very difficult times and was purchased by the Indian TATA Group of Companies, has been steadily improving its operational and financial performance during past two years. Much of the companys growth is arising from its success in the newly developing emerging markets of the world. Whilst the company still has to make its presence felt in India, the home country of its new owners, its sales are steadily improving in countries like China and Russia, which have many high income individuals ready to spend on high performance luxury cars. The JLR management has recently initiated a proposal for sending some of its best senior managers to China and Russia to gain important international experience (Peacock, 2010, p 1). The company has further more informed its managers that strong experience in such international postings will improve their chances for progression to the board of directors. The Chinese market is extremely important to JLR, second in numbers only to the UK and the USA (Peacock, 2010, p 1). The company is also investigating the possibility of establishing a joint venture in China for the manufacture of thousands of cars (Bowman, 2010, p 1-2). With emerging markets like China, India and Russia becoming increasingly important to western business corporations, many British and American companies are actively investigating the idea of sending their managers to such countries to gain important international experience and insight (Bowman, 2010, p 1-2). JLRs proposal to send some of its key managers abroad was followed by the news of a survey of 418 UK executives that revealed that 40% of companies have plans to send more of their employees to emerging markets in East Europe, the Middle East, Russia and Asia (Bowman, 2010, p 1-2). Such proposals for systematic relocation of high quality organisational talent from home environments to overseas locations is bound to have a number of HR implications, not just from the individuals likely to be effected by such moves, but also by their bosses, who might not be willing to be deprived of bright employees working under them. Whilst such moves by UK companies are bound to have a number of organisational implications, this report deals with three specific HR issues namely, (a) organisational change, (b) cultural differences in international human resource management and (c) Talent Management. 2. Organisational Change Contemporary business organisations like JLR operate in extremely dynamic environments that are constantly being influenced and impacted by changes in technologies and in marketing and economic environments. JLR has in fact suffered extensively in the past because of its inability to respond adequately to global developments in the markets for luxury cars. Its takeover by the India based TATA group has been followed by a number of initiatives in different operational and marketing areas with good results. The company has decided to expand beyond its traditional markets in the UK and the United States and is actively searching for new markets in the Middle East, Russia, China and other emerging economies. Such changes in marketing strategies have been prompted and necessitated by the huge ongoing change in global economies and the expansion of wealth to the emerging and developing economies. Adoption of different organisational strategies often results in the need to bring about significant, long lasting and beneficial organisational change (Bovey, 2001, p 372). Such organisational change requires an identification of where an organisation should be, compared to where it is today, for achievement of strategic objectives, and the formulation and implementation of strategies to take the organisation from where it is to where it should be (Bovey, 2001, p 372). Whilst organisational change can be required on account of a number of environmental and marketing reasons, such change is essentially brought about through the agency of organisational managers and employees and needs to be viewed mainly through HR perspectives (Bovey, 2001, p 372). Numerous studies have confirmed time and again that the majority of organisational change initiatives are unsuccessful in achieving all or some of the original change objectives despite their being widespread agreement about the importance and relevance of such change (Hayes, 2006, p 87). Whilst some change initiatives may founder and lead to adverse consequences because they were essentially grounded in wrong decisions and inappropriate strategic thought, the majority of reasons behind the failure of otherwise important and desirable change initiatives largely occur because of various employee related issues (Hayes, 2006, p 87). There is general agreement on the fact that change initiatives brought about only through orders of senior managers are unlikely to be successful without strong support, involvement and participation of employees. Much of organisational resistance to change comes about from the apprehensions and insecurities of employees in being able to cope with the demand s of the planned changes. Such insecurities could arise from the prospects of having to learn new technologies, work in different locations, handle different people and exploit new markets (Hayes, 2006, p 87). The employees of JLR who are being asked to move to locations in China may well suffer from various apprehensions about the impact of such movements on their personal and professional lives. Such changes could lead to their having to be separated from their wives and children and working in different social, cultural, economic and legal environments (Hayes, 2006, p 87). Resistance to change is a much examined organisational phenomenon. Change management experts like Lewin and Kotter have advanced useful methods for implementation of organisational change. Lewin recommends a three stage change management process that consists of unfreeze, change and freeze stages (Lewin, 2005, p 14). Kotter on the other hand recommends that change should be brought in more gradually over the course of eight appropriate stages (Kotter, 2009, p 7). Whilst such tools for bringing about organisational change have been found to be useful, management experts assert that good change management stems out of effective leadership. Leaders are responsible for bringing about effective organisational change (Kotter, 2009, p 54). It is their responsibility to determine the change objectives, engage in transparent and clear communication about the need for change with organisational employees, identify and motivate change champions throughout the organisation, back change initiatives with physical and human resources and be committed to the achievement of the change objective (Kotter, 2009, p 54). JLR is in the process of implementing a number of change initiatives to improve its strategic processes, market share and operating efficiencies. The proposal to send its talented managers to an important business location like China in order to prepare them for board level positions is integral to such organisational change initiatives. The organisation leadership will have to take care to ensure the careful and appropriate implementation of such processes to achieve change objectives. 3. The Impact of Cultural Differences in International HR Management Globalisation, along with the liberalisation of isolated economies like those of the erstwhile Soviet bloc, China and India, has helped in the development of enormous business opportunities for western corporations (Zakaria, 2000, p 497). Western MNCs have being quick to spot the huge potential markets in these regions and have increased their marketing and production operations across Latin America, the Middle East, Russia and Asia, both to make use of their low cost economic environments and to exploit their growing and attractive markets (Zakaria, 2000, p 497). China represents an important destination for JLR and constitutes the third most important market for the company with potential for substantial future growth. The country is also an attractive destination for the establishment of economic production operations. Whilst the country is extremely important for the achievement of the organisations overall strategy, the success of such a strategy will be significantly influenced by the ability of the company and its managers to succeed in significantly different environmental conditions in China (Stulz, 2003, p 315). Whilst China is making strong efforts to integrate into the global economy, its social, cultural, economic, legal and political environment is significantly different from those of the UK and the USA (Stulz, 2003, p 315). MNC managers are required to handle numerous variables and deal with complex challenges in such foreign environments, many of which are not relevant in their home locations (Stulz, 2003, p 315). The need for such managers to operate in essentially different cultural environments is among the most significant of such challenges. The effect of such cultural differences on the functioning of expatriate managers is often extensive and is commonly termed as culture shock (Gallagher, 1996, p 228). HR experts state that culture shocks can not only affect the effectiveness of expatriate managers to succeed in their assignments, but t hat the ability of such managers to successfully operate in foreign conditions is largely dependent on their ability to recognise, plan for and overcome cultural differences (Gallagher, 1996, p 228). Cultural experts like Hofstede and Trompenaars have studied the issue in details and analysed specific reasons for such differences, which are unique to the social and cultural milieu of individual nations (Gallagher, 1996, p 228). It is important to appreciate that such cultural differences can lead to the emergence of frustration and feelings of strain, which can arise from not understanding the thoughts and actions of local people. Such strain and frustration can lead to anger, depression and helplessness (Maznevski, et al, 2002, p 276). International managers have to be trained to cope with the emotional, thinking and social aspects of cultural differences (Maznevski, et al, 2002, p 276). It becomes very important for organisations to engage in carefully planned and deliberated effo rts to orient their managers to deal with a vast range of cultural differences, especially so when managers have to be sent to countries with very different cultures (Stulz, 2003, p 315). The senior management of JLR must taker careful note of this aspect of international operations and engage in appropriate action, if it wishes to truly exploit the enormous opportunities available in China. 4. Talent Management Talent management represents a complex array of interrelated HR processes that are jointly used to improve the quality of organisational talent (Farndale, et al, 2010, p 32). With it widely being accepted that human resource constitute the most important organisational resource in modern day business, most well run organisations aim to utilise their human resources effectively by taking specific steps to sharpen and improve organisational talent (Farndale, et al, 2010, p 32). Mckinsey referred to this growing movement for improvement of organisational talent as the war for talent. With competition intensifying progressively across the world, most organisations realise that the maintenance and enhancement of competitive advantage is significantly dependent upon their ability to recruit, attract, develop and retain talent (Farndale, et al, 2010, p 32). JLR competes, in its segment of high priced luxury cars with globally famous competitors like BMW, Mercedes Benz and Toyota, all of whi ch are known for the superior quality of their managerial staff and workforce. JLR must also thus make deliberate efforts and adopt appropriate HR policies to nourish, nurture and reward its in house talent and make efforts to attract the best of external talent from outside. Its efforts to send employees who have been recognised on account of their superior management skills to China in order to develop them for senior organisational positions is an important HR process for development of organisational talent (Guthridge Komm, 2008, p 5). The exposure of these chosen managers to very different working and cultural environments will help them to understand different cultures and work with diverse types of people in alien environments (Guthridge Komm, 2008, p 5). Such exposure will help these employees extensively in understanding and appreciating the global economy and important company markets. It will also help them to obtain a world view and appreciate human diversity. Such experience should be invaluable in their development as professional managers (Guthridge Komm, 2008, p 5). Reward and remuneration policies also constitute an integral part of talent management processes (Briscoe, et al, 2009, p 46). Organisational talent not only has to be nurtured but also has to be rewarded handsomely in order to build organisational loyalty and retain it in house (Briscoe, et al, 2009, p 46). JLRs proposal to tie up assignments in China with positive weightage for future board level positions indicates its organisational policy to handsomely reward managers who are committed to organisational interest and personal and professional development. JLR must follow up its proposal to send these managers to China with transparent and clear communication on the reasons for doing so and how such an initiative will help the organisation as well as the individual managers. 5. Conclusions

Essay --

People have different taste buds and different numbers of taste buds that can determine their sensitivity to taste. In this experiment, we tested the changes in threshold sensitivity of chemoreceptors when maple syrup is consumed prior to the tests. Two subjects tasted four solutions (sweet, sour, salty, and bitter). Each solution had seven different concentrations. Two experiments were also made with and without maple syrup consumption. The first experiment was used as a control group for the second experiment. Results showed that threshold sensitivity of chemoreceptors changed after consuming syrup before the other solutions. Based on the results, it was determined that chemoreceptors adapted to concentration strengths. Tastants, which are taste stimuli, uses chemicals to evoke the sense of taste (Kudo et al., 2010). People’s term of taste differs by a genetic locus, which causes the tongue to identify taste (Eisenstein, 2010). A chemoreceptor is a sensory receptor that can identify chemical stimuli then transmits the information to the brain (Campbell, 2010). The number of taste buds in a person’s mouth can also determine their sensitivity to taste (Kudo et al., 2010). Adaptation occurs when the nervous system does not cause a reaction due to a stimulus being continuous for a period of time (Walsh, 2013). In this experiment, we determined the changes in threshold sensitivity of the taste receptors for salty, sour, sweet, and bitter solutions by consuming maple syrup prior to tasting the other solutions. We wanted to see if taste receptors could adapt to a strong sweet taste, but could still acquire the same threshold sensitivity of the other tastes. I predicted that after consuming maple syrup, the taste threshold for the ot... ...erence on the results. Since we only had time to experiment with only two subjects, our average would not be as precise as if we had experimented with five to ten subjects. Another error was the amount of maple syrup consumed. Sometimes Tuan would consume a little syrup and sometimes he would consume a lot. The same also occurred with Khoi as he also sometimes consumed a large concentration of syrup. Temperature was also a factor to the results as a warmer solution was more noticeable than a cooler solution. Due to the collected data, we concluded that the threshold sensitivity of taste receptors did change after maple syrup was consumed (Figure 1). Future experiments that would further the understanding of this topic could be that instead of using maple syrup, which was sweet, we could use something that was bitter, salty, or sour to see if results would also vary. Essay -- People have different taste buds and different numbers of taste buds that can determine their sensitivity to taste. In this experiment, we tested the changes in threshold sensitivity of chemoreceptors when maple syrup is consumed prior to the tests. Two subjects tasted four solutions (sweet, sour, salty, and bitter). Each solution had seven different concentrations. Two experiments were also made with and without maple syrup consumption. The first experiment was used as a control group for the second experiment. Results showed that threshold sensitivity of chemoreceptors changed after consuming syrup before the other solutions. Based on the results, it was determined that chemoreceptors adapted to concentration strengths. Tastants, which are taste stimuli, uses chemicals to evoke the sense of taste (Kudo et al., 2010). People’s term of taste differs by a genetic locus, which causes the tongue to identify taste (Eisenstein, 2010). A chemoreceptor is a sensory receptor that can identify chemical stimuli then transmits the information to the brain (Campbell, 2010). The number of taste buds in a person’s mouth can also determine their sensitivity to taste (Kudo et al., 2010). Adaptation occurs when the nervous system does not cause a reaction due to a stimulus being continuous for a period of time (Walsh, 2013). In this experiment, we determined the changes in threshold sensitivity of the taste receptors for salty, sour, sweet, and bitter solutions by consuming maple syrup prior to tasting the other solutions. We wanted to see if taste receptors could adapt to a strong sweet taste, but could still acquire the same threshold sensitivity of the other tastes. I predicted that after consuming maple syrup, the taste threshold for the ot... ...erence on the results. Since we only had time to experiment with only two subjects, our average would not be as precise as if we had experimented with five to ten subjects. Another error was the amount of maple syrup consumed. Sometimes Tuan would consume a little syrup and sometimes he would consume a lot. The same also occurred with Khoi as he also sometimes consumed a large concentration of syrup. Temperature was also a factor to the results as a warmer solution was more noticeable than a cooler solution. Due to the collected data, we concluded that the threshold sensitivity of taste receptors did change after maple syrup was consumed (Figure 1). Future experiments that would further the understanding of this topic could be that instead of using maple syrup, which was sweet, we could use something that was bitter, salty, or sour to see if results would also vary.

A comparison of text and a production of Shakespeare’s Macbeth Essay

‘From page to stage’- A comparison of text and a production of Shakespeare’s Macbeth. I have decided to aim my coursework at the scene where Banquo’s ghost appears to Macbeth. I am basing my coursework around the reactions of Lady Macbeth and Macbeth, and also the way in which Banquo is portrayed to us in Shakespeare’s play and the performance, which we attended, by the Long Overdue Theatre Company. I am comparing each of these characters from the performance with the way that they are portrayed in the written version. In the TLOTC performance; we receive a calm atmosphere at the time of the banquet, however in the written version more mysterious version is revealed to us. In the production version I don’t feel we were given a very clear image of how Macbeth changed throughout the scene. The text initially portrays an image of how horrified Macbeth is when he sees Banquo sitting at the table. When reading the play we can visualise what’s happening throughout the scene. We can visualise how Macbeth talks to Banquo as though he is fully human and is really there. We see this by the way Macbeth speaks to Banquo, â€Å"Never shake thy gory locks at me.† It is in this way that we can tell clearly what’s happening in this scene. The TLOTC portrays this to us well, I feel that they gave us the clear view of Macbeth’s feelings towards the ghost. I feel that this helped us to realise the fear that Macbeth felt. They showed Macbeth’s actions clearly, he was very shaken and scared, I feel that the tone of voice he used was very effective. I feel that we learn more about Macbeth’s astonishment and disbelief in the TLOTC performance than in the text. Macbeth asks † Which of you have done this?† This shows us that Macbeth is in shock at what he is seeing before him. In the performance we are able to see the facial expressions, I feel that this helps us to get a clearer view at what Macbeth is feeling. Whereas in the written version we can only try and visualise what Macbeth is feeling. The tone of voice use helps us to realise the tension which Macbeth feels. Each time Banquo entered the room Macbeth’s tone of voice changed: it became shaken and very loud. I think that Ben Shockley portrayed this very well in the performance. Macbeth tries to tell the others what he sees before him. He say’s to them â€Å"If I stand here I saw him.† In the written version we can’t tell what type of voice is used so less emphasis is put on Macbeth’s words. The supernatural elements were portrayed to us more clearly in the performance. In the written version Shakespeare gives very few stage directions. In the LOTC production I felt that the sound effects that were used each time Banquo’s ghost appeared were very effective, in the way in which we are able to tell when Banquo’s ghost was appearing. We get none of this build up of tension from the written version. I feel, however, that the written version is much fuller than that of the performance as the impact of Shakespeare’s language was more obvious. This was particularly at the beginning of the scene, where Lady Macbeth seems to have a very calm, patient attitude towards Macbeth. Lady Macbeth says to the others in a calm voice â€Å"Sit, worthy friends, my Lord is often thus.† We can see Lady Macbeth’s attitude change towards Macbeth in both the performance and the written version. When she hears Macbeth speak to the ghost but she doesn’t know who her husband is talking to. Lady Macbeth tries to be strong and reassure everyone that Macbeth’s behaviour should not alarm them, when she says to them: † My lord is often thus, and hath been from his youth.† As Macbeth begins again to talk to Banquo Lady Macbeth’s attitude changes again, she begins to panic a lot more. I feel that the way she was panicking partly was giving away their innocence. Lady Macbeth’s panic is conveyed on stage when she say’s â€Å"Pray you speak not, he grows worse and worse, questions enrage him. At once, good night.† In the LOTC performance and in the written version Lady Macbeth is shown as the stronger person between her and Macbeth. Lady Macbeth begins to get so antagonised that she begins threatening Macbeth’s right to call himself a man: she say’s † What, quite unmanned in folly?† I feel that the performance gives a better view on Lady Macbeth’s strong will to keep her and Macbeth from looking guilty. Lady Macbeth tells Macbeth not to worry as she is afraid that all his worrying will give away their innocence. I feel that the blood, which appeared from Banquo’s mouth and nose, helped the audience to visualise Banquo’s presence as a ghost, of a murder man, intent on making his killer suffer.