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Great Demo!
Surprisingly Compelling
Software Demonstrations
March 2009
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Objectives
Introduce a framework to create and deliver improved software demonstrations
Crisper qualification
Faster sales cycles
Larger orders
Better communication: “no surprises”
Engage and prove your capabilities in minutes
Focus on the value (as opposed to features)
Increase the rate of success for your demos overall
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A Great Demo!
“Do the Last Thing First! ”
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A Great Demo!
(Introduce)
1. Illustrate
2. Do It
3. Do It Again
4. Q & A
5. Summarize
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What Is A Demo?
Why Do You Do Them?
“Demonstration” Defined:
“The presentation of the set of Specific Capabilities
needed to solve a customer’s Critical Business Issue.”
What kinds of Demonstrations might you do?1. Technical Proof of Capabilities
2. Vision Generation
3. Information
Why do a Demonstration?
1. Technical Proof of Capabilities
2. Vision Generation
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How Can Demos Go Wrong?
Failure to identify the key customers’
Critical Business Issues
Unknown or unqualified audience needs
A feature failed – software bugs/crashes
Demonstrator didn’t know the product
Can’t drive the message
No story
Confusing story
Too long
Too boringToo many features
Didn’t stop in time
Unclear story
Got lost in the story
No point to the story
No conclusion or poor conclusion
Broad range of audience needs
Disconnect between Sales and
Technical
Capabilities didn’t match needs
Lack of demo skills
Lack of clear objectives for the demo
Too little time
Too much timeEquipment failure
Equipment unavailable
Questions interrupted the flow
People interrupted the flow
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What Bad Things Happen When Demos Fail?
Sales
Cost of sale increases
Lost opportunities
Value of sale is reduced
Sales cycle is extended
Sale is lost Fewer products/services sold
Company misses quarterly or annual
goals
Salesperson misses quota
Commission is lost or reduced
People leave
Development
Product capabilities implemented poorly
Wrong product built
Wasted product development iterations
Missed release dates
Project is cancelled
Deployment:
User adoption is slowed or stalled
Feedback cycle to vendor is attenuated
– missed opportunities
Training costs increase
Professional services costs increase
Adoption is limited – “shelfware”
Benefits delayed (ROI)
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Solutions
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Specific Capabilities
You are riding a bicycle rather fast. You skid onsome gravel and fall, scraping your legs and arms. You are bleeding moderately and youhurt, but your bike seems to be ok.
Someone sees you fall and comes to offer help.
He offers you water – but you aren’t thirsty,you’re bleeding. He offers you a patch kit for your bike, but your tires are fine – and you arestill bleeding. Now you are not only hurt, but also irritated! He offers food, music, asthmamedicine, fresh clothes, a new chain, a map,handlebars, bicycle bags, and a cell phone.
All are very nice offers, but clearly what youneed is:
1) a few bandages and
2) a couple of aspirin
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The Great Demo! Strategy
(Introduce the Situation)
Present the Illustration - Summarize
Do It - Summarize Peel Back the Layers - Summarize
Questions & Answers
Summarize
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Traditional Demos…
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There Are Two Ways To Present Solutions…
Open window (A) and fly kite (B). String (C) lifts small door (D) allowing moths (E) to escape and eat red flannel shirt (F). Asweight of shirt becomes less, shoe (G) steps on switch (H) whichheats electric iron (I) and burns hole in pants (J). Smoke (K) enters hole in tree (L), smoking out opossum (M) which jumps intobasket (N), pulling rope (O) and lifting cage (P), allowingwoodpecker (Q) to chew wood from pencil (R), exposing lead.Emergency knife (S) is always handy in case opossum or thewoodpecker gets sick and can't work.
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Great Demos
Great Demos present the what right away,
and then follow with the how.
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But What About The Other Neat Stuff?
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Why Not Show Other Neat Stuff?
You add risks:
Running into bugs or crashing
Boring the audience
Running out of time
Making your product look toocomplicated
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Morals
Great Demos present the what right away,
and then follow with the how .
Make sure both the what and the how focus on the
Specific Capabilities your customer needs.
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Example Outline Preparation
Example Scenario:
[You have never heard of Microsoft
Word…]
Sales qualificationdetermines the following
needs:
1. To create business
documents, specifically…
2. An Article with text, logo,
formatting, columns.
The deliverable is the
completed Article.
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Example Outline
1. Introduce the Situation
2. Present the Article (the Illustration)
3. Create the Article and present it again
4. Edit/improve the Article and present it again5. Questions and Answers
6. Final Summary
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The Illustration
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What Is The Shortest Distance?
A B
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Just “Do It”
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Peel Back The Layers – “Do It Again”
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What We Can Learn From Newspapers
Organize information in consumable components
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How Long Should The Demo Take?
A complete Great Demo! time-line is concise: Introduction 1-2 minutes
Illustration 1-2 minutes
Do It 1-2 minutes
Do It Again 5-10 minutes
Q & A 5-10 minutes
Summary 2-4 minutes
Plan on 15 – 30 minutes for the entire performance –
that’s a Great Demo!
12-24 Minutes per Solution
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A Great Demo!
(Introduce the Situation)
1. Present the Illustration - Summarize
2. Do It - Summarize3. Peel Back the Layers - Summarize
4. Questions & Answers
5. Summarize
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Great Demo!
“Do the Last Thing First! ”
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The Second Derivative
Contact Information
Peter E. Cohan, PrincipalThe Second DerivativeTelephone: +1 650 631 3694
www.SecondDerivative.comhttp://greatdemo.blogspot.com
DemoGurus®
Evergreen best practices, tips,guidelines, new techniques
New tools and technologies
www.DemoGurus.com
Great Demo! Books Second Edition
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Ongoing Coaching Key Demo Feedback
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Great Demo! Workshops Introductory Seminars
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Master Classes
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