Making a business case: Using modals for persuasion
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Think about these questions before listening. Share your ideas with a partner.
- Describe a time you had to persuade someone—a manager, a colleague, or even a friend—to back one of your ideas. What strategies did you find most effective?
- When you're evaluating a proposal or a new idea, what are the key factors that convince you of its viability? Is it the hard data, the passion of the presenter, or something else entirely?
- Consider the language used to present a new project. How can you balance expressing strong confidence in its success with acknowledging potential risks or uncertainties without undermining your entire proposal?
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Pitching a New Initiative
Listen to the dialogue. Notice how the vocabulary and grammar from the lesson are used.
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Answer these questions in your own words. Support your answers with evidence from the audio recording.
01What is Emma's primary concern about Marco's ambitious plan?
Sample answerHer primary concern is the financial aspect; she immediately asks if he has 'run the numbers' on the potential setup costs.
02How does Marco describe the current state of the budget for the expansion plan?
Sample answerHe says he only has a 'ballpark figure' at the moment and that the team still needs to 'flesh out' the detailed budget.
03What past project experience makes Emma cautious, and how has Marco addressed this in the new plan?
Sample answerShe mentions that on their last project, they 'should have anticipated' supply chain delays which were costly. Marco reassures her that the new plan includes a buffer for such issues.
04What external factor is the project's final launch date 'contingent on'?
Sample answerThe final launch date is contingent on getting regulatory approval within the first quarter.
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Key vocabulary for making a business case
Vocabulary
These expressions will help you communicate more naturally and persuasively when presenting your ideas.
Examples
To get buy-in — to gain agreement, support, or commitment from others for a plan or project.
This is a common business phrasal verb. You get buy-in from stakeholders on a proposal. Example: 'Before we present to the board, we must get buy-in from the department heads.'
To run the numbers — to perform calculations to determine the financial implications or feasibility of something.
This is a semi-formal idiom often used in meetings. It's a more natural way of saying 'let's calculate the costs and potential profits'.
A ballpark figure — a rough, approximate number or estimate, not a precise one.
Use this when you're asked for a quick estimate of cost or time. It manages expectations that the number is not final. Common collocations: 'give a ballpark figure', 'just a ballpark figure'.
To flesh something out — to add more detail, substance, or specific information to a plan, idea, or argument.
This phrasal verb is useful for describing the process of developing a proposal. You start with a basic concept and then 'flesh it out' with data, timelines, and resources.
To be contingent on — to depend on something else in order to happen or be true.
This is a more formal phrase, perfect for written proposals or formal presentations. It's used to express dependencies and conditions, e.g., 'The project timeline is contingent on securing additional funding.'
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Phrases for project proposals
Complete the sentences by matching the two halves. This will help you practise common phrases used when making a business case.
Match each item on the left with the correct item on the right.
Drag or click to match
Definitions
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Grammar: Perfect modals for speculation and critique
Grammar
Perfect modals (modal verb + have + past participle) are used to speculate about or comment on past events. In a business context, they are essential for analyzing past performance, critiquing previous strategies, and justifying new proposals by reflecting on what happened before.
Examples
Given the poor sales figures, they must have overestimated the market size.
Use 'must have' for a logical deduction or a conclusion you are almost certain about.
We could have secured the contract if we had presented a more robust business case.
Use 'could have' to talk about a past possibility that did not happen, often implying a missed opportunity.
The project went over budget. We shouldn't have ignored the initial risk assessment.
Use 'should have / shouldn't have' to criticize a past action or express regret.
Key points
- Structure: modal verb + have + past participle (e.g., might have been, could have done).
- Use these forms to connect past outcomes with present arguments.
- Common mistake: Do not use 'should of' or 'could of'; always use 'should have' or 'could have'.
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Correcting common errors
Review the sentences below, which are related to making a business case.
Each sentence contains one error. Find and correct it.
01To get buy-in from the finance department, we need to present the benefits in a more quantity way.
Corrected version
To get buy-in from the finance department, we need to present the benefits in a more quantity quantifiable way.
02Given the low attendance at the launch event, we should have promote it more aggressively.
Corrected version
Given the low attendance at the launch event, we should have promote promoted it more aggressively.
03The project's final approval is contingent of securing the necessary funding from investors.
Corrected version
The project's final approval is contingent of on securing the necessary funding from investors.
04Before we commit to this strategy, we need to make the numbers to ensure it's financially viable.
Corrected version
Before we commit to this strategy, we need to make run the numbers to ensure it's financially viable.
05Gaining the CEO's support is paramont to the project's long-term success.
Corrected version
Gaining the CEO's support is paramont paramount to the project's long-term success.
06We must to flesh out the marketing plan with more specific details before the next stakeholder meeting.
Corrected version
We must to flesh out the marketing plan with more specific details before the next stakeholder meeting.
07If we had presented a more robust case, we might had been more successful in securing the budget.
Corrected version
If we had presented a more robust case, we might had have been more successful in securing the budget.
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Useful phrases: Handling questions and pushback during a proposal meeting
Vocabulary
When you present a business case, you'll inevitably face questions and potential objections from stakeholders. These phrases will help you respond confidently and persuasively, keeping the conversation constructive and focused on your goal.
Examples
That's a fair point, and it's something we've given a lot of thought to. — used to validate someone's concern while showing you are prepared.
Register: Formal. Use this to acknowledge a valid challenge without derailing your presentation. It builds rapport and shows you respect the stakeholder's perspective.
I see where you're coming from, but perhaps we could look at it from another angle. — a polite way to redirect the conversation or reframe an issue.
Register: Formal. Ideal for when a stakeholder is focused on a potential negative. It's a collaborative way to introduce your counter-argument or a different perspective.
At the end of the day, what this really boils down to is... — used to refocus the discussion on the most critical point or benefit.
Register: Neutral. Best used in a professional but not overly stiff setting. It's a powerful way to cut through complexity and remind everyone of the core objective.
That's an excellent question. I don't have the exact figures to hand, but I can circle back with you on that by EOD. — a professional way to buy time when you don't know the answer immediately.
Register: Formal. This phrase makes you look competent and honest. 'Circle back' is a common business idiom for 'follow up with', and 'EOD' means 'end of day'.
One potential concern you might have is [the timeline], and here's how we plan to mitigate that. — used to proactively address a likely objection before it's even raised.
Register: Formal. This shows foresight and preparation, which builds a lot of confidence in your proposal. You're demonstrating that you've considered the risks.
If I'm understanding you correctly, your main concern is about [X]. Is that right? — used to clarify an objection and ensure you're addressing the right issue.
Register: Formal. This is a crucial active listening technique. It prevents misunderstandings and shows the stakeholder that you are genuinely listening to their concerns before you respond.
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Securing project approval
You're presenting a new initiative to senior management. Here's what you need to consider to make your case effectively.
Fill in each blank with the correct word or phrase from the word bank.
Word bank
Before you can even hope to from the board, you have to present more than a vague idea. A simple for the budget won't suffice; you need to the proposal with concrete details and a clear timeline. You absolutely run the numbers to project costs and potential ROI. Remember, the final approval will likely a thorough risk assessment and its alignment with company goals.
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The anatomy of a failed proposal
Read the passage below, then answer the comprehension questions.
The post-mortem was brutal but necessary. Our proposal, which had seemed so promising internally, had failed to get buy-in from the board. Looking back, the reasons seem painfully obvious. We should have run the numbers far more rigorously; presenting a ballpark figure for the initial investment was a critical error. The finance director must have seen straight through our vague projections. We had a compelling vision, but we failed to flesh out the practical steps of implementation, leaving too many questions unanswered. Furthermore, the project's success was contingent on a market trend we hadn't properly substantiated with data. A more robust risk analysis could have highlighted this dependency much earlier. Ultimately, we might have succeeded if we had anticipated the board's laser focus on quantifiable returns over abstract potential. They needed a secure investment, not just an exciting idea, and we didn't provide the former. It was a harsh lesson in understanding that a great concept alone is rarely enough to secure significant funding.
01What was the team's 'critical error' regarding the project's finances?
Sample answerTheir critical error was presenting a rough estimate, or a 'ballpark figure', for the initial investment instead of performing rigorous calculations ('running the numbers').
02Besides the financial projections, what other key area of the proposal was underdeveloped?
Sample answerThe practical steps of implementation were underdeveloped; the team had failed to 'flesh out' how they would execute their vision.
03According to the narrator, what action could have revealed the project's dependency on the market trend sooner?
Sample answerA more robust risk analysis could have highlighted this dependency earlier in the process.
04The passage states the project's success was 'contingent on a market trend we hadn't properly substantiated.' What does this imply about the team's research?
Sample answerIt implies their research was insufficient or lacked the solid data required to support their assumptions about the market trend.
05What can be inferred about the board's primary motivation when evaluating proposals?
Sample answerIt can be inferred that the board's primary motivation is financial security and seeing a quantifiable return on investment, rather than being swayed by abstract concepts or exciting ideas alone.
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Discuss these questions with a partner. Try to use vocabulary from the lesson.
- Is it more effective to present a business case with unwavering certainty, even if you have private doubts, or is it paramount to be transparent about all potential risks from the outset? Which approach do you believe is more likely to secure long-term buy-in from stakeholders?
- In your professional or cultural context, what is the most crucial element for getting buy-in for a new project? Is it a robust, data-driven argument with quantifiable ROI, or is it more about personal relationships, trust, and aligning with broader strategic imperatives?
- Imagine you have a brilliant but unconventional idea that is difficult to support with hard data initially. What steps would you take to flesh out the proposal for a data-focused leadership team, even if you can only provide a ballpark figure for the potential ROI? What would the success of your pitch be contingent on?