The document discusses opportunities to improve how high technology products are sold through customer demonstrations. A survey of over 125 industry professionals found that demonstrations often fail to resonate with customers due to a misalignment between the presented solution and the customer's unique needs. The role of the technical sales engineer is evolving from a technical focus to requiring strong communication, business knowledge, and customer engagement skills. Adapting sales processes and organizational structures, such as implementing team-based selling, can help improve the customer experience and lead to greater success.

1. ORIGINAL RESEARCH:
Why demos fail

2. OBSERVED – CUSTOMER DISSATISFACTION
“Buy Side”
organizations in a
state of malaise
with the sales-
driven “Customer
Engagement”
experience

3. IMPETUS
Discover: Is there a problem?
What is the root cause?
What to do about it

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. ““PEOPLE RUN TO DEMOS BECAUSE
THERE IS NOTHING ELSE TO DO”
Key problem interview insight:

6. TTHE NEW SALES FUNNEL
The impact of Social Media, Content Marketing & SEO

8. 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

9. 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

10. BEHAVIORAL SHIFT
INFORMED, TIME CONSTRAINED
CUSTOMERS EXPECT MORE

11. 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

12. SURVEY SAMPLE
160 respondents

13. 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

14. WHERE RESPONDENTS WORK

15. REVIEW
Survey Results

16. 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?

17. EEXAMINING THE CUSTOMER
ENGAGEMENT EXPERIENCE
Solution fit

18. 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

19. 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

20. 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.

21. 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.

22. 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?

23. UNDERSTANDING
The Demo Experience

24. 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.

25. 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.

26. 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.

27. 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.

28. UNDERSTANDING
The Sales Engineer Role

29. 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.

30. 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.

31. 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.

32. 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

33. AADAPTING TO THE NEW SALES
FUNNEL
Next Practices

34. EVOLVING ACCOUNTABILITIES
Duties of Sales Engineers must change

35. RE-CASTING THE SALES ENGINEER ROLE
Technical Sales Consultant

36. 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

38. TECHNICAL SALES CONSULTANT -
CHARACTERISTICS
Communicator
Consensus builder
Efficient
Energetic
Empathetic
Knowledgeable
Measured
Organizer
Self-starter
Technically savvy
Thorough

40. 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

41. 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

42. 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

43. THANK YOU
ENGINEERING SALES DIFFERENTIATION

44. 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

45. 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

46. 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