Injecting your demos with discovery (Mor Assouline, Founder of FDTC)

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1. 2:31

   By justifying the question and then aligning that justification to their benefit, you're more likely to get them to respond. So an example of this would be like, let's say you want to ask the prospect about what competitor they're evaluating besides your solution. You can say, hey, Armand, besides, let's call it HubSpot, besides HubSpot, who else are you evaluating? “This way I'm able to compare and contrast for you throughout the call for your due diligence.” What's number two? All right. Tip number two, or takeaway number two, continuous discovery throughout the demo. So instead of, a lot of times you're on a demo and you're asking, do you have any question about what I just showed you? That isn't engaging. So the point of continuous discovery is to create more engaging conversation. So an example of this is instead of asking, do you have any questions about what I just

   In Competitive differentiation

2. 4:17

   What's the right way to kick off and set the stage for a demo before you get into it? So typically when I start the demo, I don't necessarily jump straight into disco. There's a level of rapport building. And so what I don't like to do and what I hate when people do is they ask the obvious “questions that they could have found out before the call.” Like how long have you been working at the company? Where are you based out of? These types of questions you can find out on LinkedIn and you could do due diligence. So what I would recommend is instead of doing that, and what I've done, is when you start the demo, tell them what you already know. And sometimes building rapport just naturally comes into play.

   In Discovery question design

3. 9:10

   the way I know if that is the bottom of the iceberg, I will repeat back to them a summary of what I understood that is their number one challenge. So I would say something like, Hey Arman, so based on you wanting to leave HubSpot, it sounds like the real challenge for “you, the number one challenge is X. Am I off there or did I get that right? And they'll say exactly.” And so I know now that's the number one challenge. And if I want to find out if there are anything else besides that challenge, what else are you dealing with that's causing you to look elsewhere? If they say, oh, nothing else, that's it. Great. If they say, well, we have this and this and that. Okay. Out of those three things, would you still say that that first challenge is still priority

   In Problem and impact discovery

4. 9:21

   Hey Arman, so based on you wanting to leave HubSpot, it sounds like the real challenge for you, the number one challenge is X. Am I off there or did I get that right? And they'll say exactly. And so I know now that's the number one challenge. And if I want to find out if there are anything “else besides that challenge, what else are you dealing with that's causing you to look elsewhere?” If they say, oh, nothing else, that's it. Great. If they say, well, we have this and this and that. Okay. Out of those three things, would you still say that that first challenge is still priority for you or those other challenges are priority? And so I'm just using their information and repeating it back to them. And if I feel like I'm digging and if I'm interrogating,

   In Incumbent vendor objections

5. 9:26

   you, the number one challenge is X. Am I off there or did I get that right? And they'll say exactly. And so I know now that's the number one challenge. And if I want to find out if there are anything else besides that challenge, what else are you dealing with that's causing you to look elsewhere? “If they say, oh, nothing else, that's it. Great. If they say, well, we have this and this and that.” Okay. Out of those three things, would you still say that that first challenge is still priority for you or those other challenges are priority? And so I'm just using their information and repeating it back to them. And if I feel like I'm digging and if I'm interrogating, I will call myself out. I'm like, by the way, Arman, I feel like I'm interrogating. I'm sorry, by the way. I'm just trying to understand that way. I can not show you the stuff that's not

   In Needs-based segmentation

6. 11:39

   speech between you and the software. You're asking questions along the way. What are the types of questions or what are some examples that we can use to keep customers engaged throughout the demo? Yeah, great question. So instead of just asking, do you have any questions “or does that make sense? You'd want to get them to open up a little bit more.” So I mentioned one thing before, like, how does this compare to what you were doing before? Some other questions that you can ask to create more of an engagement. You should lean more on the open-ended questions versus the yes or no questions. It would be besides Sally or besides Nick, who else on your team do you think would need to use this feature? And that's going to get

   In Discovery question design

7. 21:52

   your tasks in a month view. Yeah, so there's a framework that I use, plus a thing that like a hack that you can do to practice talking about the impact of the feature. So I'll talk about the framework and then the impact. So the framework that you can use for before you actually talk about the feature is number one, recall the challenge from the discovery, “and number two, align to the challenge that you solve. So let's use an example of,” let's say the prospect is using HubSpot. And I know HubSpot, one of their features in their emails is snippets. You can have like a hashtag D, and that'll populate all your discovery notes. And the benefit of that feature is it saves the sales rep time to write redundant information. So I'm going to recall the challenge first to the prospect, and then I'm going to align the

   In Feature-to-benefit translation