You are right that at some point you need to show that the product is real. The point of this post; however, is that it is very easy for a salesperson to run to the demo. If you are in a sales meeting, then the meeting should be about sales not demos. If they want to see it, schedule some separate time to provide a demo – preferably with a technical resource or sales engineer.

If you are in a sales meeting, don't go for the easy demo unless you have taken all of the necessary time to understand the problem, the pain, and hear what the customer needs to say.

My post is extreme on purpose to help get my point across. Once you have exhausted all of the talking, and truly understand the problem and how and if your solution applies, then you can prove its real.

You are right that at some point you need to show that the product is real. The point of this post; however, is that it is very easy for a salesperson to run to the demo. If you are in a sales meeting, then the meeting should be about sales not demos. If they want to see it, schedule some separate time to provide a demo – preferably with a technical resource or sales engineer.

If you are in a sales meeting, don't go for the easy demo unless you have taken all of the necessary time to understand the problem, the pain, and hear what the customer needs to say.

My post is extreme on purpose to help get my point across. Once you have exhausted all of the talking, and truly understand the problem and how and if your solution applies, then you can prove its real.

And I agree on separating your firm from the competition, but how about focusing on the points that resonate with the customer? This may be a differentiator vs others, but it could also be a point of value that nobody else has, restated in the customer's point of view. In other words – separate YOUR product and YOUR firm from the competition the right way. If you don't have to compare your firm to the competition, why invite the comparison and inevitable evaluation by the prospect after the call?

The above also all assumes that Engineering gives you a “demo-ready” unit in the first place – if this can't happen, there are other issues in the organization.

$0.02

/ ramblings

Great post – definitely thought provoking.

And I agree on separating your firm from the competition, but how about focusing on the points that resonate with the customer? This may be a differentiator vs others, but it could also be a point of value that nobody else has, restated in the customer's point of view. In other words – separate YOUR product and YOUR firm from the competition the right way. If you don't have to compare your firm to the competition, why invite the comparison and inevitable evaluation by the prospect after the call?

The above also all assumes that Engineering gives you a “demo-ready” unit in the first place – if this can't happen, there are other issues in the organization.

$0.02

/ ramblings

Great post – definitely thought provoking.

Your experience confirms my ideas that our demos occurred too early in the sales process, before the customer really trusted us and before we really knew what the customer needed. To me it is becoming more important to listen, listen, validate and then address the specific stress points and build the relationship before advocating any solution. If only I read this years ago.

Your experience confirms my ideas that our demos occurred too early in the sales process, before the customer really trusted us and before we really knew what the customer needed. To me it is becoming more important to listen, listen, validate and then address the specific stress points and build the relationship before advocating any solution. If only I read this years ago.

Your experience confirms my ideas that our demos occurred too early in the sales process, before the customer really trusted us and before we really knew what the customer needed. To me it is becoming more important to listen, listen, validate and then address the specific stress points and build the relationship before advocating any solution. If only I read this years ago.

But… its not about activity – its about results.

If I have a salesperson that comes to the office early, does 22 demos a day, meets with 1,000 companies in a year – and hits 10% of quota, he will probably not have a job the next year.
If I have a salesperson who takes an extra 4 weeks of vacation, but has happy customers and hits 200% of quota, he will be retained.

Proper sales management is key.