Great Demo!Creating and Delivering Compelling     Software Demonstrations           Prepared on Behalf of  The Silicon Val...
Objectives    Introduce a framework to create and deliver improved    software demonstrations to increase success in the  ...
Agenda    9:00 AM: Workshop Begins    Introduction – Setting the Stage:       Introductions and objectives for the day    ...
Setting The Stage Creating and Delivering Surprisingly CompellingSoftware Demonstrations
A Great Demo!    “Do the Last Thing First!”5         Copyright 2005 The Second Derivative - All Rights Reserved
A Great Demo!                                                                 (Introduce)                                 ...
A Few Questions….
What Is A Demo?             Why Do You Do Them?    “Demonstration” Defined:         “The presentation of the set of Specif...
How Can Demos Go Wrong?    A feature failed – software bugs/crashes                No point to the story    Failure to ide...
What Bad Things Happen                  When Demos Fail?     Sales                                                Deployme...
The Point Of Focus…11        Copyright 2005 The Second Derivative - All Rights Reserved
Understanding Your Customer Creating and Delivering Surprisingly CompellingSoftware Demonstrations
Why Do You Build And Sell Software?13              Copyright 2005 The Second Derivative - All Rights Reserved
Why Did Your Customers      Buy Your Software?14         Copyright 2005 The Second Derivative - All Rights Reserved
Solutions15     Copyright 2005 The Second Derivative - All Rights Reserved
Specific Capabilities     You are riding a bicycle rather fast. You skid on     some gravel and fall, scraping your legs a...
Exercise     Ask your partner the following questions:     1. “What is the biggest challenge you face today in your job?  ...
Preparing Your Demonstration     Creating and Delivering     Surprisingly Compelling    Software Demonstrations
The Great Demo! Strategy     1.   Present the Illustration - Summarize     2.   Do It - Summarize     3.   Do It Again - S...
Traditional Demos…20       Copyright 2005 The Second Derivative - All Rights Reserved
There Are Two Ways     To Present Solutions…                             Open window (A) and fly kite (B). String (C) lift...
But What About The Other Neat Stuff            Our Software Does?22              Copyright 2005 The Second Derivative - Al...
Why Not Show Other Neat Stuff?     You add risks:       Risk of running into bugs or crashing.       Risk of boring the au...
Morals     Great Demos present the what right away,           and then follow with the how.     Make sure both the what an...
Starting the Demo     Ask two questions:     1. What are your customer’s objectives?     2. What are their time constraint...
Whose Responsibility Is It –       Sales Or Technical?26          Copyright 2005 The Second Derivative - All Rights Reserved
Sales Preparation Creating and Delivering Surprisingly CompellingSoftware Demonstrations
Role Of The Salesperson     1.   Identify each member of the expected audience, their titles, and          the relationshi...
Identify Each Person’s CBI’s, Reasons,               And Specific Capabilities                                            ...
Identify The Chain(s) Of Pain     Sales:                                                     Bob Jones                    ...
Corporate Overview Presentations –     Some Comments and Observations31             Copyright 2005 The Second Derivative -...
The Situation Slide…     General Format:       Job title and industry:             VP of …       CBI:                     ...
Why Did They Buy Exercise     Why did they buy?     1. Choose one of your recent sales.     2. Write down your answer in t...
Salesperson Preparation - Summary      Identify each member of the expected audience, their titles, and      the relations...
Technical Preparation   Creating and Delivering   Surprisingly Compelling  Software Demonstrations
Demos…     DILBERT reprinted by permission of United Feature Syndicate, Inc.36                                       Copyr...
Role Of The SE     1.    Execute Research.     2.    Coordinate Infrastructure.     3.    Create your Outline.     4.    C...
Execute Research                           ∆38      Copyright 2005 The Second Derivative - All Rights Reserved
Coordinate Infrastructure        With The Customer39         Copyright 2005 The Second Derivative - All Rights Reserved
Create The Outline     Introduction     Situation and Overview of Proposed Solution     Demonstration     Questions and An...
Example Outline Preparation     Example Scenario:             Sales qualification             determines the need for     ...
Example Outline     1.   Introduction.     2.   Present the completed Report (Illustration).     3.   Create the Report an...
Adults Learn By Repetition     Introduce – What you will tell them…     Demo – Tell them…     Summarize – What you did tel...
The Illustration44     Copyright 2005 The Second Derivative - All Rights Reserved
Where Can You Find Terrific      Examples of Illustrations?45           Copyright 2005 The Second Derivative - All Rights ...
Virtual Exercise46     Copyright 2005 The Second Derivative - All Rights Reserved
Illustration Exercise     1. Start with your Situation Slide:            Job title and industry:        VP of …           ...
Illustration Exercise –                           Presenting Illustrations     1.   Present and Review the Situation Slide...
More On Illustrations     Should an Illustration be presented as an     overhead, from printout, or as a live screen?     ...
Even More On Illustrations…     How/where else can terrific Illustrations be     used?       Brochures, fact sheets, etc. ...
What Is The Shortest Distance?        A                                                                B51            Copy...
Just “Do It”52     Copyright 2005 The Second Derivative - All Rights Reserved
How Long Should Your “Do It”            Pathway Be?53           Copyright 2005 The Second Derivative - All Rights Reserved
Guiding Principle     Always end each segment with the best, most              exciting screen possible.54             Cop...
Develop The Second Pass –          The “Do It Again”55         Copyright 2005 The Second Derivative - All Rights Reserved
More on the “Do It Again”     When your audiences...       Have the same or similar job titles       Have the same or simi...
“Do It Again”     A                                                                     B           The “Do It” is the fas...
What We Can Learn From Newspapers       Organize information in consumable components.58                 Copyright 2005 Th...
How Long Should The Demo Take?     A complete Great Demo! time-line is concise:         Introduction                      ...
Technical Preparation - Summary      Execute Research.      Coordinate Infrastructure.      Create your Outline.      Crea...
The Real World61     Copyright 2005 The Second Derivative - All Rights Reserved
Multi-Solution  Demonstrations Creating and Delivering Surprisingly CompellingSoftware Demonstrations
Process For Two Solutions     1.    Introduction (introduce both Solutions)     2.    Present the Situation and Illustrati...
Process For “N” Solutions     1.   Introduction.     2.   Present the Situations and Illustrations for each Solution.     ...
Demonstration Roadmaps     Outline = Roadmap = Agenda       Introduction       Overview of Situation and Proposed Solution...
Generic vs. Customer-Specific Demonstrations   Creating and Delivering    Compelling Software      Demonstrations
Generic Demonstrations     When/why do Generic Demos?      Trade shows      On-the-fly events      “Vision Generation” mee...
Preparing Vision Generation             Demonstrations     Use Situation Slide and Illustration:       Job title and indus...
I Don’t Want To Be Qualified…69            Copyright 2005 The Second Derivative - All Rights Reserved
The Menu Approach70       Copyright 2005 The Second Derivative - All Rights Reserved
Generic Demos - Summary     “Why did they buy?” exercises provide key     information for building generic demos.     Foll...
Managing Questions  Creating and Delivering  Surprisingly Compelling Software Demonstrations
Good Questions… And Risk     Good Questions are one of the     greatest risks in a demonstration…       They can take you ...
Managing Time And Questions     There are three types of questions:     1.   Great Questions           That should be answ...
Great Questions     Should Be Answered     Right Away75               Copyright 2005 The Second Derivative - All Rights Re...
Answering Great Questions     Answer Great Questions Right Away      A great answer is brief and to the point.      If you...
Good Questions     Most questions are     Good Questions…     And are the single     greatest risk to your     Great Demo!...
The “Not Now List”      When you are asked a Good Question, you      reply with the following:     1.   “That’s an excelle...
The “Not Now List”     There are four key points to doing this successfully.     1.   First, you must honestly acknowledge...
Stupid Questions –           That Need To Be Answered Even Though            They Never Should Have Been Asked     Stupid ...
Stupid Questions Are…              Good Questions     Treat Stupid Questions with the same respect,     attention, and pro...
Addressing The “Not Now List”     The Great Demo! Strategy:     1. Present the Illustration - Summarize     2. Do It - Sum...
Managing Questions - Summary     Answer Great Questions right away.     Use the “Not Now List” to queue-up Good     Questi...
Style Creating and Delivering Surprisingly CompellingSoftware Demonstrations
Axiom       Substance over style. Always.     Use Style elements to differentiate.85         Copyright 2005 The Second Der...
The Content-Free Buzzword-Compliant               Vocabulary List     1.   Robust                                    8.   ...
Recovering From Bugs,               Mistakes And Crashes                    All useful software has bugs.     The pain and...
Cosmetic Bugs     Cosmetic bugs do not impact the functionality,     but affect what is seen on the screen.     Strategy: ...
Serious Bugs     Serious bugs impact functionality so as to     render it unusable.     Serious bugs will repeat!     Stra...
Crashes      Crashes:      Ick!      Strategy:     1.   Handle a crash similarly          to a serious bug.     2.   Re-di...
Remote Demonstrations   Creating and Delivering   Surprisingly Compelling  Software Demonstrations
The Challenge92     Copyright 2005 The Second Derivative - All Rights Reserved
Remote Demonstrations – Guidelines     Best: Split your forces…        See the reaction of the        audience.        Fir...
Before the Demo     Check out firewalls and other infrastructure.     Learn the collaboration tool’s operation and capabil...
During the Demo     Use a Demo Roadmap.       Helps the customer know where they are…       Helps you organize and summari...
During the Demo     Use a Word document for your “Not Now” list.     Ask questions as you go.     Give control to an audie...
Seminar Summary Creating and Delivering Surprisingly CompellingSoftware Demonstrations
What Did We Accomplish Today?     Setting the Stage     Understanding Your Customer:         Your Customer – Qualification...
A Great Demo!          (Introduction)     1.   Present the Illustration - Summarize     2.   Do It - Summarize     3.   Do...
A Great Demo!      “Do the Last Thing First!”100           Copyright 2005 The Second Derivative - All Rights Reserved
The Second Derivative      Great Demo! Books                                         Great Demo! Workshops        In its S...
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Great Demo! By Peter Cohan SVPMA workshop December 2005

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Great Demo!

  1. 1. Great Demo!Creating and Delivering Compelling Software Demonstrations Prepared on Behalf of The Silicon Valley Product Management Association December 3, 2005
  2. 2. Objectives Introduce a framework to create and deliver improved software demonstrations to increase success in the sales and deployment of your organization’s offerings. 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 overall2 Copyright 2005 The Second Derivative - All Rights Reserved
  3. 3. Agenda 9:00 AM: Workshop Begins Introduction – Setting the Stage: Introductions and objectives for the day What is a demonstration? Why do demos fail? What happens when demonstrations fail? Understanding Your Customer: Your Customer – Qualification and Needs Analysis “Why did they buy?” Discussion Preparing Your Demonstration: Sales preparation – Key Components and Responsibilities Technical Preparation – Key Components and Responsibilities Mapping the Process to Real Life: Multi-Solution and Multi-Player Demonstrations – Demonstration Roadmaps “Generic” vs. Customer-Specific Demonstrations Managing Time and Questions Handling Bugs, Crashes, and Other Challenges Questions and Answers 12:00: Final Summary and Close of Seminar3 Copyright 2005 The Second Derivative - All Rights Reserved
  4. 4. Setting The Stage Creating and Delivering Surprisingly CompellingSoftware Demonstrations
  5. 5. A Great Demo! “Do the Last Thing First!”5 Copyright 2005 The Second Derivative - All Rights Reserved
  6. 6. A Great Demo! (Introduce) 1. Illustrate 2. Do It 3. Do It Again 4. Q&A 5. Summarize6 Copyright 2005 The Second Derivative - All Rights Reserved
  7. 7. A Few Questions….
  8. 8. 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 Generation8 Copyright 2005 The Second Derivative - All Rights Reserved
  9. 9. How Can Demos Go Wrong? A feature failed – software bugs/crashes No point to the story Failure to identify Critical Business No conclusion or poor conclusion Issues Broad range of audience needs Demonstrator didn’t know the product Disconnect between Sales and Unknown or unqualified audience needs Technical Can’t drive the message Capabilities didn’t match needs No story Lack of demo skills Confusing story Lack of clear objectives for the demo Too long Too little time Too boring Too much time Too many features Equipment failure Didn’t stop in time Equipment unavailable Unclear story Questions interrupted the flow Got lost in the story People interrupted the flow9 Copyright 2005 The Second Derivative - All Rights Reserved
  10. 10. What Bad Things Happen When Demos Fail? Sales Deployment: Cost of sale increases User adoption is slowed or stalled Lost opportunities Feedback cycle to vendor is attenuated Value of sale is reduced – missed opportunities Sales cycle is extended Training costs increase Sale is lost Professional services (consulting) costs increase Fewer products/services sold Adoption is limited – “shelfware” Company misses quarterly or annual goals Benefits delayed (ROI) Salesperson misses quota Commission is lost or reduced People leave10 Copyright 2005 The Second Derivative - All Rights Reserved
  11. 11. The Point Of Focus…11 Copyright 2005 The Second Derivative - All Rights Reserved
  12. 12. Understanding Your Customer Creating and Delivering Surprisingly CompellingSoftware Demonstrations
  13. 13. Why Do You Build And Sell Software?13 Copyright 2005 The Second Derivative - All Rights Reserved
  14. 14. Why Did Your Customers Buy Your Software?14 Copyright 2005 The Second Derivative - All Rights Reserved
  15. 15. Solutions15 Copyright 2005 The Second Derivative - All Rights Reserved
  16. 16. Specific Capabilities You are riding a bicycle rather fast. You skid on some gravel and fall, scraping your legs and arms. You are bleeding moderately and you hurt, 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 are still bleeding. Now you are not only hurt, but also irritated! He offers food, music, asthma medicine, dancing girls, a new chain, a map, handlebars, bicycle bags, and a cell telephone. All are very nice offers, but clearly what you need is: 1) a few bandages and 2) a couple of aspirin16 Copyright 2005 The Second Derivative - All Rights Reserved
  17. 17. Exercise Ask your partner the following questions: 1. “What is the biggest challenge you face today in your job? (What are you trying to accomplish, fix, or avoid)? 2. What are the reasons that are causing this to be a challenge? (What solution are you looking for)? 3. What specific things do you need to address these reasons? (Try this on an airplane…)17 Copyright 2005 The Second Derivative - All Rights Reserved
  18. 18. Preparing Your Demonstration Creating and Delivering Surprisingly Compelling Software Demonstrations
  19. 19. The Great Demo! Strategy 1. Present the Illustration - Summarize 2. Do It - Summarize 3. Do It Again - Summarize 4. Questions & Answers 5. Summarize19 Copyright 2005 The Second Derivative - All Rights Reserved
  20. 20. Traditional Demos…20 Copyright 2005 The Second Derivative - All Rights Reserved
  21. 21. 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). As weight of shirt becomes less, shoe (G) steps on switch (H) which heats electric iron (I) and burns hole in pants (J). Smoke (K) enters hole in tree (L), smoking out opossum (M) which jumps into basket (N), pulling rope (O) and lifting cage (P), allowing woodpecker (Q) to chew wood from pencil (R), exposing lead. Emergency knife (S) is always handy in case opossum or the woodpecker gets sick and cant work.21 Copyright 2005 The Second Derivative - All Rights Reserved
  22. 22. But What About The Other Neat Stuff Our Software Does?22 Copyright 2005 The Second Derivative - All Rights Reserved
  23. 23. Why Not Show Other Neat Stuff? You add risks: Risk of running into bugs or crashing. Risk of boring the audience. Risk of presenting capabilities that are not desired. Risk of running out of time before the audience sees what they need. Risk of confusing the audience with too many features. Risk of making your product look too complicated. Risk of making your product look too expensive.23 Copyright 2005 The Second Derivative - All Rights Reserved
  24. 24. 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. No more, no less..24 Copyright 2005 The Second Derivative - All Rights Reserved
  25. 25. Starting the Demo Ask two questions: 1. What are your customer’s objectives? 2. What are their time constraints? The most effective, important and influential people are always in demand and their time is limited.25 Copyright 2005 The Second Derivative - All Rights Reserved
  26. 26. Whose Responsibility Is It – Sales Or Technical?26 Copyright 2005 The Second Derivative - All Rights Reserved
  27. 27. Sales Preparation Creating and Delivering Surprisingly CompellingSoftware Demonstrations
  28. 28. Role Of The Salesperson 1. Identify each member of the expected audience, their titles, and the relationships between the members of the audience. 2. For each key person, identify their Critical Business Issues (CBI’s), Reasons, and the Specific Capabilities needed. 3. Create the Chain of Pain for the audience members. 4. Determine the Objective for the demonstration meeting. 5. Set-up and define the meeting agenda – start and end times, introduction, demo, summary, etc. 6. Communicate all of the above information to the SE and other members of the Selling Team. 7. Reach agreement on which Specific Capabilities will be shown in the demonstration.28 Copyright 2005 The Second Derivative - All Rights Reserved
  29. 29. Identify Each Person’s CBI’s, Reasons, And Specific Capabilities CEO: Problem: Unable to increase shareholder value sufficiently, as measured by the stock price, on a quarter-by-quarter basis. Bob Jones … CEO Leslie Rodriguez Steve Maybill David Smithson Frances Jordon CFO VP Sales VP R&D VP Marketing Robert Morris Janet Ross John Brown Jim Fernhill Jessica Southern Salesperson Salesperson SE Software Developer Product Manager SE: CBI: Unable to produce demonstrations sufficient to close the technical sale in the time-frame required. Reason: Lack of demonstration skills and understanding of customer problems and Reasons. Specific Capabilities Needed: Great Demo! skills and methods. Clear communication of the Specific Capabilities needed to be demonstrated in the upcoming Demo.29 Copyright 2005 The Second Derivative - All Rights Reserved
  30. 30. Identify The Chain(s) Of Pain Sales: Bob Jones CEO Leslie Rodriguez Steve Maybill David Smithson Frances Jordon CFO VP Sales VP R&D VP Marketing Robert Morris Janet Ross John Brown Jim Fernhill Jessica Southern Salesperson Salesperson SE Software Developer Product Manager Development: Bob Jones CEO Leslie Rodriguez Steve Maybill David Smithson Frances Jordon CFO VP Sales VP R&D VP Marketing Robert Morris Janet Ross John Brown Jim Fernhill Jessica Southern Salesperson Salesperson SE Software Developer Product Manager30 Copyright 2005 The Second Derivative - All Rights Reserved
  31. 31. Corporate Overview Presentations – Some Comments and Observations31 Copyright 2005 The Second Derivative - All Rights Reserved
  32. 32. The Situation Slide… General Format: Job title and industry: VP of … CBI: Unable to … Reason: Not enough … Specific Capabilities: Need a way to … Delta: Need to save 20 days … Technical Proof: Recall the Qualification information previously discussed. Vision Generation: Reference Story – Generate “hope and curiosity”.32 Copyright 2005 The Second Derivative - All Rights Reserved
  33. 33. Why Did They Buy Exercise Why did they buy? 1. Choose one of your recent sales. 2. Write down your answer in the format: Job title and industry: VP of …, … CBI: Unable to … Reason: Not enough … Specific Capabilities: Need a way to … Delta: Need to save 20 days …33 Copyright 2005 The Second Derivative - All Rights Reserved
  34. 34. Salesperson Preparation - Summary Identify each member of the expected audience, their titles, and the relationships between the members of the audience. For each key person, identify their person’s Critical Business Issues (CBI’s), Reasons, and the Specific Capabilities needed. Create the Chain of Pain for the audience members. Determine the Objective for the demonstration meeting. Set-up and define the meeting agenda – start and end times, introduction, demo, summary, etc. Communicate all of the above information to the SE and other members of the Selling Team. Reach agreement which Specific Capabilities will be shown.34 Copyright 2005 The Second Derivative - All Rights Reserved
  35. 35. Technical Preparation Creating and Delivering Surprisingly Compelling Software Demonstrations
  36. 36. Demos… DILBERT reprinted by permission of United Feature Syndicate, Inc.36 Copyright 2005 The Second Derivative - All Rights Reserved
  37. 37. Role Of The SE 1. Execute Research. 2. Coordinate Infrastructure. 3. Create your Outline. 4. Create your Summary and Introduction. 5. Create your Illustration. 6. Develop the first pass (the “Do It”). 7. Develop the second pass (the “Do It Again”). 8. Practice. 9. Present to the Selling Team. 10. Adjust and Refine. 11. Confirm infrastructure.37 Copyright 2005 The Second Derivative - All Rights Reserved
  38. 38. Execute Research ∆38 Copyright 2005 The Second Derivative - All Rights Reserved
  39. 39. Coordinate Infrastructure With The Customer39 Copyright 2005 The Second Derivative - All Rights Reserved
  40. 40. Create The Outline Introduction Situation and Overview of Proposed Solution Demonstration Questions and Answers Summary40 Copyright 2005 The Second Derivative - All Rights Reserved
  41. 41. Example Outline Preparation Example Scenario: Sales qualification determines the need for two Specific Capabilities: 1. The ability to search for information 2. The ability to report it in a manner that is acceptable and useful to the customer. The deliverable is a concise Report.41 Copyright 2005 The Second Derivative - All Rights Reserved
  42. 42. Example Outline 1. Introduction. 2. Present the completed Report (Illustration). 3. Create the Report and present it again. 4. Edit/improve the Report and present it again. 5. Questions and Answers. 6. Final Summary.42 Copyright 2005 The Second Derivative - All Rights Reserved
  43. 43. Adults Learn By Repetition Introduce – What you will tell them… Demo – Tell them… Summarize – What you did tell them…43 Copyright 2005 The Second Derivative - All Rights Reserved
  44. 44. The Illustration44 Copyright 2005 The Second Derivative - All Rights Reserved
  45. 45. Where Can You Find Terrific Examples of Illustrations?45 Copyright 2005 The Second Derivative - All Rights Reserved
  46. 46. Virtual Exercise46 Copyright 2005 The Second Derivative - All Rights Reserved
  47. 47. Illustration Exercise 1. Start with your Situation Slide: Job title and industry: VP of … CBI: Unable to achieve objective of … Reason: Too much … Specific Capabilities: Need a way to … Delta: Need to save 20 days … 2. Create an Illustration: Your Illustration best communicates how your audience consumes and realizes the value of your solution. Your Illustration could be… One or two PowerPoint slides A document, a spreadsheet One or two key screens from your software A dashboard, a portal, one or two web pages…47 Copyright 2005 The Second Derivative - All Rights Reserved
  48. 48. Illustration Exercise – Presenting Illustrations 1. Present and Review the Situation Slide: Job title and industry: VP of … CBI: Unable to … Reason: Not enough … Specific Capabilities: Need a way to … Delta: Need to save 20 days … 2. Present and Describe the Illustration and communicate: 1. What the audience is seeing in the Illustration. 2. Remind them of the Delta (how they achieved it previously vs. how it is accomplished using the Solution). The Delta: • Cheaper • Better Delta Measurements: 1. Time 2. People ∆ • Faster 3. Money • Couldn’t Be Done Before48 Copyright 2005 The Second Derivative - All Rights Reserved
  49. 49. More On Illustrations Should an Illustration be presented as an overhead, from printout, or as a live screen? Can more than one Illustration be appropriate for a particular Solution?49 Copyright 2005 The Second Derivative - All Rights Reserved
  50. 50. Even More On Illustrations… How/where else can terrific Illustrations be used? Brochures, fact sheets, etc. Deliverables at Vision Generation demos Trade-show deliverables Web-site downloads Other uses? Organize to capture and share Illustrations50 Copyright 2005 The Second Derivative - All Rights Reserved
  51. 51. What Is The Shortest Distance? A B51 Copyright 2005 The Second Derivative - All Rights Reserved
  52. 52. Just “Do It”52 Copyright 2005 The Second Derivative - All Rights Reserved
  53. 53. How Long Should Your “Do It” Pathway Be?53 Copyright 2005 The Second Derivative - All Rights Reserved
  54. 54. Guiding Principle Always end each segment with the best, most exciting screen possible.54 Copyright 2005 The Second Derivative - All Rights Reserved
  55. 55. Develop The Second Pass – The “Do It Again”55 Copyright 2005 The Second Derivative - All Rights Reserved
  56. 56. More on the “Do It Again” When your audiences... Have the same or similar job titles Have the same or similar CBI’s and need the same or similar Specific Capabilities…56 Copyright 2005 The Second Derivative - All Rights Reserved
  57. 57. “Do It Again” A B The “Do It” is the fastest route. The “Do It Again” is the scenic route.57 Copyright 2005 The Second Derivative - All Rights Reserved
  58. 58. What We Can Learn From Newspapers Organize information in consumable components.58 Copyright 2005 The Second Derivative - All Rights Reserved
  59. 59. 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! Note: Plan on 12-24 minutes per Solution59 Copyright 2005 The Second Derivative - All Rights Reserved
  60. 60. Technical Preparation - Summary Execute Research. Coordinate Infrastructure. Create your Outline. Create your Summary and Introduction. Create your Illustration. Develop the first pass (the “Do It”). Develop the second pass (the “Do It Again”). Practice. Present to the Selling Team. Adjust and Refine. Confirm infrastructure.60 Copyright 2005 The Second Derivative - All Rights Reserved
  61. 61. The Real World61 Copyright 2005 The Second Derivative - All Rights Reserved
  62. 62. Multi-Solution Demonstrations Creating and Delivering Surprisingly CompellingSoftware Demonstrations
  63. 63. Process For Two Solutions 1. Introduction (introduce both Solutions) 2. Present the Situation and Illustration for the first Solution. 3. Present the Situation and Illustration for the second Solution. 4. Re-introduce the Situation and Illustration for the first Solution. 5. Do It. Summarize. 6. Do It Again. Summarize. 7. Re-introduce the Situation and Illustration for the second Solution. 8. Do It. Summarize. 9. Do It Again. Summarize. 10. Summarize for both Solutions. 11. Questions and Answers. 12. Final summary.63 Copyright 2005 The Second Derivative - All Rights Reserved
  64. 64. Process For “N” Solutions 1. Introduction. 2. Present the Situations and Illustrations for each Solution. 3. Then, for each Solution, A. Re-introduce and present the Illustration for that Solution. B. Do It. Summarize. C. Do It Again. Summarize. 4. Summarize for all Solutions. 5. Questions and Answers. 6. Final Summary.64 Copyright 2005 The Second Derivative - All Rights Reserved
  65. 65. Demonstration Roadmaps Outline = Roadmap = Agenda Introduction Overview of Situation and Proposed Solutions Solution 1 Overview Demonstration Solution 2 Overview Demonstration Questions and Answers Summary65 Copyright 2005 The Second Derivative - All Rights Reserved
  66. 66. Generic vs. Customer-Specific Demonstrations Creating and Delivering Compelling Software Demonstrations
  67. 67. Generic Demonstrations When/why do Generic Demos? Trade shows On-the-fly events “Vision Generation” meetings Demos for analysts Demos for third parties Marketing Roll-out Demos Product stage-review decisions Generic Demonstrations are for unqualified audiences.67 Copyright 2005 The Second Derivative - All Rights Reserved
  68. 68. Preparing Vision Generation Demonstrations Use Situation Slide and Illustration: Job title and industry: VP of … CBI: Unable to … Reason: Not enough … Specific Capabilities: Need a way to … Delta: Need to save 20 days … Generate “hope and curiosity”. Why Did They Buy?68 Copyright 2005 The Second Derivative - All Rights Reserved
  69. 69. I Don’t Want To Be Qualified…69 Copyright 2005 The Second Derivative - All Rights Reserved
  70. 70. The Menu Approach70 Copyright 2005 The Second Derivative - All Rights Reserved
  71. 71. Generic Demos - Summary “Why did they buy?” exercises provide key information for building generic demos. Follow the same principles as for customer- specific demonstrations, but using “generic” CBI’s, Reasons, and Specific Capabilities. Be prepared to use the “Menu” approach.71 Copyright 2005 The Second Derivative - All Rights Reserved
  72. 72. Managing Questions Creating and Delivering Surprisingly Compelling Software Demonstrations
  73. 73. Good Questions… And Risk Good Questions are one of the greatest risks in a demonstration… They can take you off your agenda… Into areas of more and more detail… Of less and less interest to the general audience… Who begin side-conversations, lose interest… …Resulting in chaos!73 Copyright 2005 The Second Derivative - All Rights Reserved
  74. 74. Managing Time And Questions There are three types of questions: 1. Great Questions That should be answered right away. 2. Good Questions That should be answered later. 3. Stupid Questions That need to be answered later (even though they never should have been asked).74 Copyright 2005 The Second Derivative - All Rights Reserved
  75. 75. Great Questions Should Be Answered Right Away75 Copyright 2005 The Second Derivative - All Rights Reserved
  76. 76. Answering Great Questions Answer Great Questions Right Away A great answer is brief and to the point. If you need to spend more than two sentences on the answer, then… You are dealing with a Good Question instead.76 Copyright 2005 The Second Derivative - All Rights Reserved
  77. 77. Good Questions Most questions are Good Questions… And are the single greatest risk to your Great Demo! How do you manage them?77 Copyright 2005 The Second Derivative - All Rights Reserved
  78. 78. The “Not Now List” When you are asked a Good Question, you reply with the following: 1. “That’s an excellent question. I promise to address it, but for right now I’d like to continue with our meeting plan. Let me write it down, here, on the whiteboard.” 2. [You write down the question, in brief.] 3. “We’ll make sure to address it later. Is that OK with you?”78 Copyright 2005 The Second Derivative - All Rights Reserved
  79. 79. The “Not Now List” There are four key points to doing this successfully. 1. First, you must honestly acknowledge the question. 2. Second, write the question down for public display. 3. “Is that OK with you?” provides the opportunity for the questioner to be satisfied for the present and to indicate willingness to postpone the answer. And, they participate in this decision. 4. You MUST remember to answer the question at the appropriate time (During Questions and Answers). ALWAYS gain closure with questions.79 Copyright 2005 The Second Derivative - All Rights Reserved
  80. 80. Stupid Questions – That Need To Be Answered Even Though They Never Should Have Been Asked Stupid questions arise from two sources, typically: 1. Hostiles: Audience members who are trying to show off. Audience members who are trying to trip you up. 2. Audience members who really don’t understand. Dilbert’s Pointy-Headed Boss, for example.80 Copyright 2005 The Second Derivative - All Rights Reserved
  81. 81. Stupid Questions Are… Good Questions Treat Stupid Questions with the same respect, attention, and professionalism as Good Questions. Use the Not Now List. Queue them up along with the Good Questions. There are no Stupid Questions. There are only Good Questions and Great Questions.81 Copyright 2005 The Second Derivative - All Rights Reserved
  82. 82. Addressing The “Not Now List” The Great Demo! Strategy: 1. Present the Illustration - Summarize 2. Do It - Summarize 3. Do It Again - Summarize 4. Questions & Answers 5. Summarize82 Copyright 2005 The Second Derivative - All Rights Reserved
  83. 83. Managing Questions - Summary Answer Great Questions right away. Use the “Not Now List” to queue-up Good Questions and Stupid Questions and address them in Q&A.83 Copyright 2005 The Second Derivative - All Rights Reserved
  84. 84. Style Creating and Delivering Surprisingly CompellingSoftware Demonstrations
  85. 85. Axiom Substance over style. Always. Use Style elements to differentiate.85 Copyright 2005 The Second Derivative - All Rights Reserved
  86. 86. The Content-Free Buzzword-Compliant Vocabulary List 1. Robust 8. Interoperable 2. Powerful 9. Easy-to-use 3. Flexible 10. Intuitive 4. Integrated 11. User Friendly 5. Seamless 12. Comprehensive 6. Extensible 13. Best-of-Breed 7. Scalable 14. World-Class86 Copyright 2005 The Second Derivative - All Rights Reserved
  87. 87. Recovering From Bugs, Mistakes And Crashes All useful software has bugs. The pain and embarrassment potential for any bug appearing is directly proportional to the importance of the demo.87 Copyright 2005 The Second Derivative - All Rights Reserved
  88. 88. Cosmetic Bugs Cosmetic bugs do not impact the functionality, but affect what is seen on the screen. Strategy: keep going and ignore it.88 Copyright 2005 The Second Derivative - All Rights Reserved
  89. 89. Serious Bugs Serious bugs impact functionality so as to render it unusable. Serious bugs will repeat! Strategy: 1. Acknowledge that you ran into a bug. 2. Describe what should have happened.89 Copyright 2005 The Second Derivative - All Rights Reserved
  90. 90. Crashes Crashes: Ick! Strategy: 1. Handle a crash similarly to a serious bug. 2. Re-direct and recover.90 Copyright 2005 The Second Derivative - All Rights Reserved
  91. 91. Remote Demonstrations Creating and Delivering Surprisingly Compelling Software Demonstrations
  92. 92. The Challenge92 Copyright 2005 The Second Derivative - All Rights Reserved
  93. 93. Remote Demonstrations – Guidelines Best: Split your forces… See the reaction of the audience. First-hand observations are important! Good when an existing relationship is in place. OK in one-on-one situations.93 Copyright 2005 The Second Derivative - All Rights Reserved
  94. 94. Before the Demo Check out firewalls and other infrastructure. Learn the collaboration tool’s operation and capabilities. Set up a session with a colleague ahead of time to explore. Set your screen resolution to the audience’s lowest level. Monitor performance on a separate “audience” machine. Use a headset-microphone. Clean your desktop and your "File Open" windows. It is amusing (but sad) to see where the vendor was last selling... Consider a dedicated computer. Send your Illustrations to the customer ahead of time. Terrific way to differentiate! PowerPoint: test animations, builds, etc. Turn off IM!94 Copyright 2005 The Second Derivative - All Rights Reserved
  95. 95. During the Demo Use a Demo Roadmap. Helps the customer know where they are… Helps you organize and summarize. Start with your Illustration. Send them ahead of time… Use the tools in the collaboration software. Pens, pointers, arrows, highlighters, boxes… “Polling” tools (for larger audiences). “Chat” tools. Mouse slowwwwwly and deliberately!95 Copyright 2005 The Second Derivative - All Rights Reserved
  96. 96. During the Demo Use a Word document for your “Not Now” list. Ask questions as you go. Give control to an audience member. Can be VERY powerful! Be sure to manage the risk involved… Use your Champion and arrange ahead of time. Resist pointing at the screen with your finger… Ive SEEN this...! Shockingly, the customer cant see your hand… Summarize early and often.96 Copyright 2005 The Second Derivative - All Rights Reserved
  97. 97. Seminar Summary Creating and Delivering Surprisingly CompellingSoftware Demonstrations
  98. 98. What Did We Accomplish Today? Setting the Stage Understanding Your Customer: Your Customer – Qualification and Needs Analysis “Why did they buy?” Discussion Preparing Your Demonstration: Sales preparation – Key Components and Responsibilities Corporate Overview - Comments Technical Preparation – Key Components and Responsibilities Mapping the Process to Real Life Multi-Solution and Multi-Player Demonstrations – Demonstration Roadmaps “Generic” vs. Customer-Specific Demonstrations Managing Time and Questions Handling Bugs, Crashes, and Other Challenges Questions and Answers Final Summary98 Copyright 2005 The Second Derivative - All Rights Reserved
  99. 99. A Great Demo! (Introduction) 1. Present the Illustration - Summarize 2. Do It - Summarize 3. Do It Again - Summarize 4. Questions & Answers 5. Summarize99 Copyright 2005 The Second Derivative - All Rights Reserved
  100. 100. A Great Demo! “Do the Last Thing First!”100 Copyright 2005 The Second Derivative - All Rights Reserved
  101. 101. The Second Derivative Great Demo! Books Great Demo! Workshops In its Second Edition Introductory Seminars Hardcopy Focused Workshops Electronic Master Classes Refresher Workshops Ongoing Coaching Key Demo Feedback Situation-based Coaching DemoGurus® Contact Information Evergreen best practices, tips, Peter E. Cohan, Principal guidelines, new techniques The Second Derivative New tools and technologies Telephone: +1 650 631 3694 Feedback and comments from peers PCohan@SecondDerivative.com www.SecondDerivative.com Anecdotes, stories and experiences www.DemoGurus.com101 Copyright 2005 The Second Derivative - All Rights Reserved
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