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Introduction
Understanding the Introduction 3
-Definition
-Purpose
-Introduction Components
Resources 11
Index 12
Works Cited 13
By Deshannee’ Johnice
According
to
a
recent
Yankelovich/Harris
White
papers
are
a
curious
amalgam
of
study,
“More
than
95%
of
executives
industry
reports,
magazine
articles,
and
maintain
a
high
interest
in
learning
about
marketing
brochures.
Unlike
and
investing
in
new
products
and
advertisements
which
simply
tout
a
services
even
in
a
down
economy”
1.
company’s
wares,
white
papers
convey
a
That’s
good
news
for
you,
business‐to‐ position
on
an
issue,
or
propose
a
business
(B2B)
marketers.
While
other
solution
to
a
problem,
affecting
a
given
marketers
are
Nighting
for
a
modicum
of
industry
or
audience
in
order
to
consumers’
attention
and
scraping
for
persuade
readers
to
purchase
the
double
the
return
on
half
the
marketing
writer’s
products
or
services.
Under
any
spend,
your
target
audience—executives
economic
conditions,
white
papers
have
and
business
owners—is
receptive,
and
three
advantages
over
other
marketing
your
most
effective
marketing
tool—the
tools:
(1)
Executives
consider
white
white
paper—just
happens
to
be
papers
more
credible
than
recession‐proof. advertisements
and
promotional
materials,
(2)
white
papers
can
be
With
two
brief
paragraphs,
Nive
information‐ Problem
packed
sentences,
Accenture’s
Introduction
You
may
deNine
a
problem
in
your
Introduction
by
convinced
hundreds
of
business
prospects
to
outlining
the
readers’
circumstances,
writing
a
download
the
30‐page
G3
white
paper.
By
the
brief
statement
or
asking
a
question.
Whichever
end
of
this
article
you
will
be
able
to
duplicate
you
select,
ensure
your
readers
understand
the
Accenture’s
success
with
your
own
Introduction. problem
your
product
or
service
solves.
You
can’t
save
this
information
for
the
body
of
the
white
Introduction Components paper
because
readers
will
only
provide
their
contact
information
if
your
Introduction
promises
Your
Introduction
must
contain
three
to
solve
a
problem
they
care
about.
components:
(1)
a
shared
context,
(2)
a
problem
and
(3)
a
solution9.
The
components
need
not
be
The
problem
statement
below
is
from
Deloitte’s
in
this
exact
order;
you
may
lead
with
a
problem
Crossing
the
Green
Divide:
or
use
the
problem
to
establish
a
shared
context.
Most
people
today
believe
their
actions
Shared Context
contribute
to
our
changing
environment,
To
establish
a
shared
context,
use
a
brief
and
they
have
started
to
make
changes
at
paragraph,
a
question,
or
a
quote
that
illustrates
home
to
reduce
the
impact
of
their
actions.
your
understanding
of
your
readers’
Surprisingly,
most
people
are
not
exhibiting
circumstances
or
challenges—whether
it’s
similar
behavior
changes
at
work11.
changing
demographics,
dwindling
budgets
or
Ninding
a
new
content
management
system.
The
problem
here
is
that
people
are
not
taking
their
eco‐friendly
behavior
to
work.
The
writer
Below
is
an
excerpt
from
IBM’s
Getting
Smart
could
also
have
asked
readers
whether
they
were
About
Your
Workforce.
The
writer
establishes
a
experiencing
the
disconnect
between
employees’
shared
context
by
describing
the
dire
state
of
the
green
attitudes
and
their
wasteful
workplace
job
market,
a
situation
likely
familiar
to
his
behaviors,
thereby
establishing
a
shared
context,
readers. and
introducing
the
problem
for
which
he
will
provide
a
solution.
Employees
continue
to
bear
the
brunt
of
the
worst
economic
recession
in
a
generation.
Solution
In
the
United
States,
2.55
million
jobs
have
In
the
context
of
a
white
paper,
the
solution
is
been
lost
since
the
recession
started
in
your
product.
For
most
B2B
marketers,
the
December
2007,
pushing
the
unemployment
solution
is
their
opportunity
to
sell
their
product
rate
to
a
16year
high,
according
to
the
or
service.
The
solution
component
is
the
sales
Bureau
of
Labor
Statistics.
Most
economists
opportunity
in
the
Introduction.
But,
it
would
be
are
projecting
further
job
losses
as
the
a
mistake
to
squander
the
opportunity
by
trying
KAYLA SAITO
Proprietor/
Designer, K.
Saito, 27, Los
Angeles, CA
Once
you
are
satisNied
with
the
scenes
you’ve
Develop an Outline selected,
consider
the
Nlow.
If
you
remove
some
You
may
outline
only
the
Introduction
or
the
of
the
information
you
initially
included,
does
entire
white
paper.
You
may
need
to
outline
the
your
Introduction
still
make
sense?
Will
it
make
white
paper’s
content
in
its
entirety
to
decide
sense
to
your
audience?
which
information
to
include
in
your
Introduction
and
which
to
save
for
the
body
of
the
white
paper. Editing
is
about
slicing
and
splicing,
so
it
is
possible
to
go
too
far
and
end
up
with
a
choppy,
Use
the
Introduction
components—shared
incoherent
jumble
of
sentences.
Repair
your
context,
problem
statement
and
solution—as
Introduction
by
reorganizing
your
sentences
and
your
three
main
headings.
Then,
list
key
points
paragraphs
and
writing
new
transition
sentences.
under
each
component.
Expand
each
of
the
key
points
into
a
sentence(s).
Note
any
examples
or
Next,
use
spell‐check
to
Nind
and
Nix
spelling
and
connections
you
might
use
to
transition
between
grammatical
errors.
Too
many
misspelled
words
sentences
and
headings. in
the
space
of
a
few
paragraphs
signals
that
your
white
paper
and
the
solution
you
are
marketing
Expand
your
outline
by
treating
each
point
as
it’s
are
of
poor
quality.
own
topic.
Write
a
few
sentences
on
each
topic.
Write
one
sentence
that
ties
each
point
to
the
After
you
have
completed
your
initial
edits,
ask
next.
Repeat
for
each
of
your
key
points. friends
or
colleagues
to
read
your
Introduction
and
provide
feedback.
Skip
the
grammar
and
Give
yourself
two
hours
and
write
as
much
as
you
spelling
questions;
ask
them
whether
they
can.
Do
not
edit
as
you
write.
Before
you
know
it,
understand
what
you
have
written,
whether
it
you
will
have
written
your
Introduction. makes
them
want
to
read
your
white
paper,
and
whether
they
would
provide
their
contact
information
for
the
pleasure.
Edit Your Introduction
Make
the
changes
they
suggest.
Then,
repeat
the
process
with
different
peer
editors.
When
you
Next,
ensure
the
problem
is
stated
as
simply
as
Bitpipe.com
possible,
and
that
you
are
not
trying
to
solve
too
Deloitte.com
DMNews.com
many
problems
in
a
single
Introduction.
Zdnet.com
Finally,
scrub
your
Introduction
of
even
the
faintest
hint
of
a
sales
pitch.
White
papers
are
prized
for
their
credibility,
not
their
promotional
spin.
Yes,
you
are
ultimately
selling
a
product
or
service,
but
you
are
doing
it
indirectly
by
offering
a
solution
to
a
pressing
problem.
1. Yankelovich
Partners,
HarrisInteractive.
Business‐to‐Business
Media
Study
[report
on
the
Internet].
Chapel
Hill
(NC):
HarrisInteractive;
2001
[cited
2009
Mar
11];
[436K
bytes].
Available
from:
http://www.americanbusinessmedia.com/images/abm/pdfs/resources/
yankelovich_fullreport.pdf
2. SiriusDecisions.
Marketing
and
demand
creation
in
the
B2B
marketplace:
the
prospect's
view
[internet].
Alpharetta
(GA);
Knowledgestorm;
2006
[cited
2009
Feb
16];
[866,286
bytes].
Available
from:
http://www.knowledgestorm.com/shared/write/collateral/CST/
50513_84768_64432_Webcast.pdf
3. BNET
Editor.
Producing
white
papers
[internet].
2007
Oct
[cited
2009
April
14];
[about
two
screens].
Available
from:
http://www.bnet.com/2410‐13240_23‐168362.html
4. Friedman J, Pope A. 2008 Writer’s market. Cincinnati (OH): F+W Publications; 2007; 71.
5. Kwon
B.
Wooing
customers
one
white
paper
at
a
time
[internet].
2007
Mar
1[cited
2009
Mar
30];
[about
one
screen].
Available
from:
http://www.inc.com/magazine/20070301/
salesmarketing‐one‐companys‐budget.html
6. Stelzner
M.
Writing
white
papers:
how
to
capture
readers
and
keep
them
engaged.
Ashland
(OH):
WhitePaperSource
Publishing;
2006;
61.
7. Gault
K.
Case
study:
how
hoover’s
is
using
white
papers
to
nurture
leads
[internet].
2007
Nov
12
[cited
2009
April
21];
[about
three
screens].
Available
from:
http://
www.whitepapersource.com/case‐studies/casestudy‐hoovers/
8. Anderson
J,
Kara
A.
G3
games,
gaming
and
gamblers:
developments
in
interactive
entertainment
[internet].
New
York
(NY):
Accenture;
2001
[cited
2009
Mar
27];
[3.3M
bytes].
Available
from:
http://www.accenture.com/NR/rdonlyres/1EA0FA61‐88ED‐49B3‐
BF9C‐AEA612A47A34/0/g3v3.zip
9. Williams
J.
Style:
lessons
in
clarity
and
grace.
New
York
(NY):
Pearson
Education,
Inc.;
2007;
187‐193.
10. IBM.
Getting
smart
about
your
workforce:
why
analytics
matter
[internet].
Ottawa
[ON]:
IBM
Corporation;
2008
[cited
2009
April
19];
[1.5M
bytes].
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from:
http://
download.boulder.ibm.com/ibmdl/pub/software/data/sw‐library/cognos/pdfs/
whitepapers/wp_getting_smart_about_your_workforce_why_analytics_matter.pdf
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Crossing
the
green
divide
[internet].
New
York
(NY):
Deloitte
LLP;
2008
[cited
2009
Mar
17];
[2739
kb].
Available
from:
http://www.deloitte.com/dtt/cda/doc/content/
us_es_CrossingtheGreenDivide.pdf
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J.
Style:
lessons
in
clarity
and
grace.
New
York
(NY):
Pearson
Education,
Inc.;
2007;
199.
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