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Kindle Notes & Highlights
They think once the prospect knows how it works (versus how to use it),
We do demos not to show how Datadog works, but how to use it
Product knowledge is a terrific, irreplaceable asset and is a must when demonstrating. However, what’s more important is delivering the information your prospect needs in the proper manner. Focus on building the Bridge.
More Relevant not More Features
Demonstrating isn’t a contest of more; it’s a contest of more relevant.
Great Quote
c) They Have It; You Better Have It Too -
They Asked For It -
SO WHAT? Train yourself to internally ask the question “So What?” after every software feature you demonstrate. This is a very important element of successful demonstrating. Here’s the bottom line: don’t make statements of functionality without following with some type of benefit.
Most important skill for Demo!
One of the best sales managers I’ve ever worked with is a good friend, Doug Walker. Doug has an interesting way of reinforcing this concept when he’s in the audience at a demonstration. He sits in the back of the room with a big piece of paper that says “So What?” Whenever the demonstrator presents a feature without a benefit, the sign gets held up! It’s rather intimidating, but gets the point across.
The "So What" Exercise
IF YOU THINK THAT’S COOL, WAIT TILL YOU SEE…
DON’T ANSWER THAT!
Whenever I get questions from prospects that I didn’t have a chance to spend time with prior to the demonstration, I answer their questions with questions. This allows us to find out many things. First and foremost, I learn what answer they’re hoping for.
Whenever you get a question that you aren't sure of the answer to, respond with a question yourself
“Well, that depends. Let me make sure I understand your question. What I heard you say is you want your developers to override development checks. Is that correct?” (YES or NO?)
The most effective method for flushing out a lay-in-the-weeds individual is by answering a question with closedended questions.
CUTTING OFF A QUESTION
The key to success in these situations is patience. Slow yourself down. The more you think you know, the more you should slow down. You’ll be perceived as intelligent, thoughtful, knowledgeable and consultative. Your prospects will quickly gain trust in you.
WHY WOULD YOU WANT TO DO THAT?
Generally, I avoid answering direct questions with direct answers during a demonstration.
THE CONDESCENDING PRESENTER
I need to be very clear here; arguing with the prospect is absolutely forbidden!
WRITE IT DOWN!
If you can’t answer their question, write it down.
End each section of the demonstration by reviewing the questions and open items you wrote down, ask if you missed anything and reiterate you’ll follow-up on each question. This technique will put their minds at ease.
LOOK HOW BAD YOU LOOK!
Don't know if I agree with this section. Sure, there are subliminal priming we do as sellers, but identifying pain is okay in my book.
Widgets are items no one sells or uses yet we feel compelled to use them in our demonstrations.
Widget = Host Map
TECHNOBABBLE
Those of us in the software industry don’t realize how much confusing jargon we throw at a prospect. Every industry has it, but none more so than the computer and software industry. If you think it impresses your prospect to spew this industry garbage, you’re sorely mistaken.
A common mistake demonstrators make is to describe their own people using acronyms. For
Here’s the rule of thumb I use in this situation: if I can’t find the information in three clicks or less, I write down the question in my demonstration notes. I let them know I’ll research the situation and get back to them. Then I move on.
The only exception to this rule is a prospect that, for some unknown reason, insists on an immediate answer. If that’s your situation, you’ll have to perform some research. Here are some suggestions: After three clicks, always ask for permission to write down the request and provide an answer later. If that doesn’t work,
Freeze the projector screen or cover the lens while
If you can't find something in three-clicks or less. Freeze the projector so they don't see you clicking around. Makes the tool appear complex.
Ask permission to have one of your teammates research the issue while you continue the demo.
If you do end up in the wheel, you need to get out. How? One way is to use the “Why don’t I take one more question” technique.
A second way to get out of the wheel is to let go of the mouse and get away from the keyboard. Physically move away and walk over to your white board or flipchart and start writing down their questions.
If the decision maker puts you in the wheel, run on it with a smile on your face.
Take the time to list the top ten mistakes you make on a repetitive basis. Next to each mistake put a deadline for correcting the mistake.
“My laptop is running slow because it’s running on batteries so of course it’s running a little slower.”
Funny slow / hourglass joke to tell.
Let’s start with the easy one, those situations where you know the software will take some time to process information. Since you know where these spots are, so have your words ready.
Don’t show your work! Disconnect or otherwise block the projector so the audience will stay focused on your teammate, not the screen.
WHY DON’T YOU SHOW THEM…?!
The rules are simple: The person at the front of the room has the responsibility of answering the question. They may answer it, defer it, or ask for assistance with it.
The person at the front of the room is the quarterback. They can answer the question, defer it, or ask for assistance.
Why is the prospect interested in the solutions that you have been asked to present? What problems are they trying to solve or what opportunities are they trying to exploit? Within the prospect, which individuals should you focus on, both during Discovery and during any presentations or demonstrations? Who is the champion and who is the detractor? Where are we in the sales process? If your interaction with the prospect is successful, what will be the next step? What is our overriding message for this prospect? What financial values are we trying to find or validate, and what shape will our
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Pre-Discovery questions I'd ask of other DD employees when I shadow a call.
“Bill, Bob Riefstahl. It’s a pleasure to meet you! Bill, I would like to briefly introduce myself. Again, my name is Bob Riefstahl and I’m Regional Sales Manager for FutureF Software.” (I always like to provide my name twice because most people simply can’t remember the pronunciation, which is why I also hand them a business card.) My introduction continues, “Bill, I’ve asked to meet with you today so I can learn about the job you perform, the processes you go through and the likes and dislikes you have about your current software. I can promise you this: I won’t be selling anything to you
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Introducing yourself at a discovery call
When working top down, you will want to first understand the measures by which the organization is judged, the current metrics associated with these measures, and the goals for improvement.
In a bottom up opportunity, you will start by understanding the processes and problems, then work your way up to determine the impact improvements in these areas can deliver.
Discovery is the best way to uncover buying-motivations. While interviewing each individual slated to attend the demonstration, ask them, “If this was your sole decision to make, and you were the only person affected by the decision, what would you look for in a new software system?” The answers you receive will become the foundation of how you will present different
a) Micro-job-functionality. b) Strategic. c) Political. d) “Anything is Better Than What We have Now.” e) No-change. f) No-response.
Micro-job-functionality folks are particularly valuable because they provide specific information for building your demonstration. They’ll give you real, everyday problems. They’re a great source for samples of data, business forms and process flows. Verify your understanding of the information they provide every step of the way. This will help you anticipate questions and problems. Verification will also help to build trust and credibility
Whenever practical, I prefer interviewing them last
I like to share with them a synopsis of what I learned in my Discovery. During the sharing process, it’s important to remain reserved and not disclose too much information.
When dealing with political individuals:
