ORIGINAL RESEARCH:
Why demos fail
OBSERVED – CUSTOMER DISSATISFACTION
“Buy Side”
organizations in a
state of malaise
with the sales-
driven “Customer
Engage...
IMPETUS
Discover: Is there a problem?
What is the root cause?
What to do about it
APPROACH
LEAN SIX SIGMA AND LEAN START-UP PRINCIPLES
Discussed scope of challenge with 7 industry peers from leading
techn...
““PEOPLE RUN TO DEMOS BECAUSE
THERE IS NOTHING ELSE TO DO”
Key problem interview insight:
TTHE NEW SALES FUNNEL
The impact of Social Media, Content Marketing & SEO
MORE LEADS, SMALLER RETURNS
SOCIAL MEDIA, CONTENT MARKETING & SEO
Current state as express by industry “sell side”
More le...
ORGANIZATIONAL RAMIFICATIONS
Budgets are
competitive in
“Buy Side”
organizations.
Unfortunately,
seller stories
degrade in...
BEHAVIORAL SHIFT
INFORMED, TIME CONSTRAINED
CUSTOMERS EXPECT MORE
WHY THE SURVEY?
Evolving Customer Engagement
experience
Misalignment in expectations
between buyers and seller
Changing bu...
SURVEY SAMPLE
160 respondents
WHO WERE THE RESPONDENTS?
An array of roles,
verticals and
organizational size:
Account Executives
Business Development
CE...
WHERE RESPONDENTS WORK
REVIEW
Survey Results
BASED ON WHAT YOU HAVE LEARNED, DO YOU BELIEVE
THAT THERE ARE OPPORTUNITIES TO IMPROVE HOW HIGH
TECHNOLOGY PRODUCTS ARE SO...
EEXAMINING THE CUSTOMER
ENGAGEMENT EXPERIENCE
Solution fit
THE STATED MARKET CHALLENGE IS THAT DEMONSTRATIONS
DON'T ALWAYS RESONATE WITH CUSTOMERS. WHAT
CONTRIBUTES TO A LACKLUSTER ...
WHAT ARE THE PRIMARY ACTIVITIES FOR A TECHNICAL
SALES TEAM TO PREPARE FOR A SUCCESSFUL FIRST
DEMONSTRATION OF A HIGH TECHN...
WHAT ACTIONS SHOULD THE TECHNICAL SALES TEAM
PERFORM DURING THE DEMO?
Prospects see an
array of
technologies and
solutions...
WHAT ACTIVITIES SHOULD THE TECHNICAL SALES TEAM
PERFORM POST-DEMONSTRATION?
A problem for the
product team.
How to interpr...
WHAT CUSTOMER ENGAGEMENT ACTIVITIES ARE
IMPORTANT POST-DEMO?
The Sales Engineer
is quickly becoming
the “rock star” in
the...
UNDERSTANDING
The Demo Experience
THE PHYSICAL EXPERIENCE OF DEMO CAN'T BE OVERLOOKED.
DIFFERENT PERSONALITIES ABSORB CONTENT MORE READILY
FROM VARIOUS COMM...
WHAT OF THE FOLLOWING DO YOU BELIEVE ENHANCES
THE DEMONSTRATION EXPERIENCE?
A demo is like a
Theatrical Event
where the
cu...
WHAT DO YOU THINK IS WORTH SHOWING IN SLIDEWARE?
Give materials
that can help the
prospect make
the case with
their boss. ...
MANY CUSTOMERS SAY THAT THEY HAVE TO SIT THROUGH
TOO MANY SLIDES. HOW MANY SLIDES DO YOU THINK
MAKES SENSE? IS SLIDEWARE N...
UNDERSTANDING
The Sales Engineer Role
DO YOU BELIEVE THAT THE TECHNICAL SALES ENGINEER IS
A CRITICAL CONTRIBUTOR IN THE SUCCESS OF A HIGH
TECHNOLOGY ORGANIZATIO...
WHAT COMMUNICATION SKILLS ARE IMPORTANT FOR A
TECHNICAL SALES ENGINEER TO DRIVE DEMO SUCCESS?
Sellers need to
revaluate st...
WHAT PERSONAL ATTRIBUTES OF A TECHNICAL SALES
ENGINEER ARE IMPORTANT FOR DEMO SUCCESS?
Competence,
knowledge and
trustwort...
DO YOU THINK THERE IS AN OPPORTUNITY TO PROVIDE
SERVICES THAT WOULD HELP IMPROVE THE CUSTOMER
EXPERIENCE OF BUYING HIGH TE...
AADAPTING TO THE NEW SALES
FUNNEL
Next Practices
EVOLVING ACCOUNTABILITIES
Duties of Sales Engineers must change
RE-CASTING THE SALES ENGINEER ROLE
Technical Sales Consultant
TEAM-BASED SELLING
EVOLUTION OF ORGANIZATIONAL STRUCTURE
Selling organizations will need to re-align and introduce a varie...
TECHNICAL SALES CONSULTANT -
CHARACTERISTICS
Communicator
Consensus builder
Efficient
Energetic
Empathetic
Knowledgeable
M...
TECHNICAL SALES CONSULTANT
ATTRIBUTES
Broader Accountabilities
Solutioneering
Sales Proficiencies & Technical Skills
DUTIE...
ATTRIBUTION
YOU MAY REFERENCE THE RESULTS OF THIS SURVEY
Data subject to Creative Commons license
– Attribute to Doug Lile...
DOUG LILES - CREDENTIALS
High technology focus
Buy Side
Vice President Technology
Marketing Manager
Sell Side
Consultant
B...
THANK YOU
ENGINEERING SALES DIFFERENTIATION
ENTAKTICS = ENGAGEMENT
Lean Six Sigma Customer Engagement principles applied to business
development, product marketing an...
HOW ENTAKTICS CAN HELP
RESULTS FOCUSED PROGRAMS
– Training
Modular approach to customer engagement
– Demo script developme...
SPECIAL THANKS - MICHAEL J. MOON
CEO, GISTICS
– Think Tank for Innovations in
Customer Engagement and the
Entrepreneurial ...
Why Demos Fail - Entaktics Report
Why Demos Fail - Entaktics Report
Why Demos Fail - Entaktics Report
Upcoming SlideShare
Loading in …5
×

Why Demos Fail - Entaktics Report

911 views
846 views

Published on

Why do demos fail in the B2B customer engagement experience? What makes a superior presentation? What should selling organizations do to adapt to the highly informed, time constrained customer?

Published in: Business, Technology
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
911
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
17
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

Why Demos Fail - Entaktics Report

  1. 1. ORIGINAL RESEARCH: Why demos fail
  2. 2. OBSERVED – CUSTOMER DISSATISFACTION “Buy Side” organizations in a state of malaise with the sales- driven “Customer Engagement” experience
  3. 3. IMPETUS Discover: Is there a problem? What is the root cause? What to do about it
  4. 4. APPROACH LEAN SIX SIGMA AND LEAN START-UP PRINCIPLES Discussed scope of challenge with 7 industry peers from leading technology and client companies Conducted comprehensive survey to achieve a minimum viable sample of 125 respondents Provide frame of reference on modern sales and marketing practices (The Sales Funnel)
  5. 5. ““PEOPLE RUN TO DEMOS BECAUSE THERE IS NOTHING ELSE TO DO” Key problem interview insight:
  6. 6. TTHE NEW SALES FUNNEL The impact of Social Media, Content Marketing & SEO
  7. 7. MORE LEADS, SMALLER RETURNS SOCIAL MEDIA, CONTENT MARKETING & SEO Current state as express by industry “sell side” More leads than ever due to efficient, web-based marketing tools Higher levels of activity Interested parties requesting multiple demos Majority of buyers do nothing, meaning no decision Buyer dissatisfaction with the customer engagement experience
  8. 8. ORGANIZATIONAL RAMIFICATIONS Budgets are competitive in “Buy Side” organizations. Unfortunately, seller stories degrade into feature fests that do NOT address the customer’s business challenge
  9. 9. BEHAVIORAL SHIFT INFORMED, TIME CONSTRAINED CUSTOMERS EXPECT MORE
  10. 10. WHY THE SURVEY? Evolving Customer Engagement experience Misalignment in expectations between buyers and seller Changing business models The need for evidence to make a new case for improving next business practices
  11. 11. SURVEY SAMPLE 160 respondents
  12. 12. WHO WERE THE RESPONDENTS? An array of roles, verticals and organizational size: Account Executives Business Development CEOS Channel Partners Consultants CTOs Developers Directors Marketing Directors Practice Directors Product Managers Process Leaders Sales Engineers Sales Managers Vice Presidents
  13. 13. WHERE RESPONDENTS WORK
  14. 14. REVIEW Survey Results
  15. 15. BASED ON WHAT YOU HAVE LEARNED, DO YOU BELIEVE THAT THERE ARE OPPORTUNITIES TO IMPROVE HOW HIGH TECHNOLOGY PRODUCTS ARE SOLD? Do you concur that there is room for improvement?
  16. 16. EEXAMINING THE CUSTOMER ENGAGEMENT EXPERIENCE Solution fit
  17. 17. THE STATED MARKET CHALLENGE IS THAT DEMONSTRATIONS DON'T ALWAYS RESONATE WITH CUSTOMERS. WHAT CONTRIBUTES TO A LACKLUSTER EVENT? Mis-alignment between the presented solution against the customer’s unique business situation or circumstance is a primary cause of demo failure
  18. 18. WHAT ARE THE PRIMARY ACTIVITIES FOR A TECHNICAL SALES TEAM TO PREPARE FOR A SUCCESSFUL FIRST DEMONSTRATION OF A HIGH TECHNOLOGY PRODUCT? Buying facilitation techniques deployed earlier in the sales process can drive mutual satisfaction and success
  19. 19. WHAT ACTIONS SHOULD THE TECHNICAL SALES TEAM PERFORM DURING THE DEMO? Prospects see an array of technologies and solutions in a given month. Have a clear “What is it” statement that is simple and understandable is essential.
  20. 20. WHAT ACTIVITIES SHOULD THE TECHNICAL SALES TEAM PERFORM POST-DEMONSTRATION? A problem for the product team. How to interpret reams of feedback in narrative form? Customer engagement teams need to summarize input in a digestible format.
  21. 21. WHAT CUSTOMER ENGAGEMENT ACTIVITIES ARE IMPORTANT POST-DEMO? The Sales Engineer is quickly becoming the “rock star” in the new sales process. Beyond technical competence, what business advisory knowledge and skillsets are required? Who is responsible for devising the solution to solve the business problem?
  22. 22. UNDERSTANDING The Demo Experience
  23. 23. THE PHYSICAL EXPERIENCE OF DEMO CAN'T BE OVERLOOKED. DIFFERENT PERSONALITIES ABSORB CONTENT MORE READILY FROM VARIOUS COMMUNICATION METHODOLOGIES. HOW DO YOU BEST RECEIVE INFORMATION IN A DEMONSTRATION? Consult books “Presentation Zen” and “Slide:ology” for solutions and approaches. TED talks are a model of excellence.
  24. 24. WHAT OF THE FOLLOWING DO YOU BELIEVE ENHANCES THE DEMONSTRATION EXPERIENCE? A demo is like a Theatrical Event where the customers are cast members. Details are important. Actors must rehearse and also be prepared to improvise.
  25. 25. WHAT DO YOU THINK IS WORTH SHOWING IN SLIDEWARE? Give materials that can help the prospect make the case with their boss. Enroll them in being your advocate.
  26. 26. MANY CUSTOMERS SAY THAT THEY HAVE TO SIT THROUGH TOO MANY SLIDES. HOW MANY SLIDES DO YOU THINK MAKES SENSE? IS SLIDEWARE NECESSARY? The message must simply be complete. It’s not the number of slides that makes a difference. It’s about how you can solve the customer’s problem.
  27. 27. UNDERSTANDING The Sales Engineer Role
  28. 28. DO YOU BELIEVE THAT THE TECHNICAL SALES ENGINEER IS A CRITICAL CONTRIBUTOR IN THE SUCCESS OF A HIGH TECHNOLOGY ORGANIZATION? So much emphasis is given to conventional selling skills. Very little is written about technical selling. The professional development of the sales engineer is becoming more critical.
  29. 29. WHAT COMMUNICATION SKILLS ARE IMPORTANT FOR A TECHNICAL SALES ENGINEER TO DRIVE DEMO SUCCESS? Sellers need to revaluate staffing. The expectations for a strong communication skillset is more important than pure technical ability for today’s Sales Engineers. More importantly, domain expertise, buying facilitation techniques & business advisory capabilities will be required.
  30. 30. WHAT PERSONAL ATTRIBUTES OF A TECHNICAL SALES ENGINEER ARE IMPORTANT FOR DEMO SUCCESS? Competence, knowledge and trustworthiness are critical characteristics for hiring managers. Consider a RoundPegg assessment as part of your fit review.
  31. 31. DO YOU THINK THERE IS AN OPPORTUNITY TO PROVIDE SERVICES THAT WOULD HELP IMPROVE THE CUSTOMER EXPERIENCE OF BUYING HIGH TECHNOLOGY PRODUCTS? Peer coaching and professional development are necessary programs to create a strong, sustainable Customer Engagement culture
  32. 32. AADAPTING TO THE NEW SALES FUNNEL Next Practices
  33. 33. EVOLVING ACCOUNTABILITIES Duties of Sales Engineers must change
  34. 34. RE-CASTING THE SALES ENGINEER ROLE Technical Sales Consultant
  35. 35. TEAM-BASED SELLING EVOLUTION OF ORGANIZATIONAL STRUCTURE Selling organizations will need to re-align and introduce a variety of roles to engage the marketplace and meet client needs No single job function will “close” the deal Team accountability Evolving job titles with sales responsibilities Business Development Specialist Social Media Engagement Specialist Business Advisory Director Engagement Manager
  36. 36. TECHNICAL SALES CONSULTANT - CHARACTERISTICS Communicator Consensus builder Efficient Energetic Empathetic Knowledgeable Measured Organizer Self-starter Technically savvy Thorough
  37. 37. TECHNICAL SALES CONSULTANT ATTRIBUTES Broader Accountabilities Solutioneering Sales Proficiencies & Technical Skills DUTIES Buying Facilitation TOOLS Measured Procedures & Practices Structured Conversations/Analysis Rapid Prototyping MEASUREMENTS Demo to Cash Customer Success
  38. 38. ATTRIBUTION YOU MAY REFERENCE THE RESULTS OF THIS SURVEY Data subject to Creative Commons license – Attribute to Doug Liles, Entaktics LLC – The Sales Funnel diagrams were co-authored with Michael J. Moon of Gistics – Sale of content strictly prohibited without license Images are licensed from Fotolia and iStockPhoto – Stock photos and graphics are not sub-licensable Preferred linkback: http://www.linkedin.com/in/dougliles
  39. 39. DOUG LILES - CREDENTIALS High technology focus Buy Side Vice President Technology Marketing Manager Sell Side Consultant Business Development Director Account Executive, Agency Channel Director, Partner Programs Sr. Manager, Partner Relations
  40. 40. THANK YOU ENGINEERING SALES DIFFERENTIATION
  41. 41. ENTAKTICS = ENGAGEMENT Lean Six Sigma Customer Engagement principles applied to business development, product marketing and service delivery for high technology companies TAKT means cycle time Want to improve it? Call Doug Liles VOIP: 303-800-6430 M: 303-547-5846 CONTACT Doug Liles, dougliles@entaktics.com
  42. 42. HOW ENTAKTICS CAN HELP RESULTS FOCUSED PROGRAMS – Training Modular approach to customer engagement – Demo script development Writing Rehearsal Coaching – Recruiting Support Profile Development Screening – Sales Operations Optimization Process mapping and measurement
  43. 43. SPECIAL THANKS - MICHAEL J. MOON CEO, GISTICS – Think Tank for Innovations in Customer Engagement and the Entrepreneurial Imagination Co-Founder of CIO Salon – Trust Network for Executive Education and Peer Coaching Michael J. Moon – moon@gistics.com – 1 415.509.5023 mobile GISTICS Incorporated – 1 510.450.9999 tel www.gistics.com Editor in Chief 2004 to 2011 Author of widely acclaimed book 400+ Keynotes and Webinars Author of 30+ white papers YouTube: São Paulo 13 April 2011

×