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Podcast episode

The Demo Framework That Actually Closes Deals | Robert Friedland

30 Minutes to President's Club22 Apr 202532 min

Description

FOUR ACTIONABLE TAKEAWAYS Assume your buyer has 60 seconds to pitch your product internally. When sending recaps or justification materials, skip the deck send 2–3 crisp bullets that clearly communicate the top reasons to buy. Reset the agenda mid-call if needed. If a buyer jumps straight into content or things go off the rails, pause and suggest how to best use the remaining time. This keeps the call focused and productive. Use a “vibey demo” to open, then do deeper discovery later. Morgan starts with a product overview to spark curiosity, then uses the second call to dig into what resonated and why—leading to richer discovery. Reverse-engineer problems from product interest. When a buyer reacts positively to a feature, follow up with, “People usually want that because they’re struggling with X or Y—what’s going on in your world?” PATH TO PRESIDENT’S CLUB Sales Engineer @ Squint Head of Solutions Architecture @ Pave Field CTO @ Sisense Sales Engineering Manager @ Sisense RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Big Team Demo Deck 30MPC Training: 30mpc.com/training

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  1. So I hope you enjoy this one and a 3, 2, 1. Let's roll. All right, Rob, welcome to the show. We start every single episode with your top three actionable takeaways. So let's get your three. Number one is demo the why. So whenever you're selling a product, the business outcomes that that product drives are more important than how it drives those outcomes. So you need to be talking to those outcomes and telling stories throughout your demo. So that looks like a demo flow that starts with the bad outcome. That's the status quo without your product. So that sounds like most people end up buying way more chapstick than they actually ever use. So you need to tell the story in that status quo and how that happens.

    In Outcome-based value propositions

  2. because you're losing them. Then you go into the product feature. This is the thing that changes the game, but the focus is still on the story. We make sure that you won't ever lose your chapstick because we got a chain that hooks it to your pants. You don't talk about what the chain's made of. You talk about what it does. You don't lose it anymore. Then you tell a story when somebody has your product and how it's changed for them. Instead of losing the chapstick forever, when it falls out of your pocket, it's still on the chain. You just grab it and put it right back in. Then you tell the good outcome. This is what happens when you use your product. Now you go from buying 20 chapsticks a year to buying four because you never lost one. Well, now I know what I'm getting Armand for his birthday next year. What's number two?

    In Feature-to-benefit translation

  3. Now you go from buying 20 chapsticks a year to buying four because you never lost one. Well, now I know what I'm getting Armand for his birthday next year. What's number two? Number two is forget the screen. It's really easy when you're sharing the screen to get lost in the screen yourself and start describing all the product features and all the clicks, but that's a mistake. You got to keep it anchored to your prospects business outcomes. If you do this well, your demo will be so consistent with their outcomes and so unreliant on the screen itself that you can actually do it sitting on an airplane or on the bus next to somebody without your laptop.

    In Outcome-based value propositions

  4. are you over budget or what's going on there? You get one free question every single time because they perceive it as you trying to kill dead air. The other kind of demo is later stage. That's where, you know, what all the outcomes are. That's when you're presenting to leadership. you reiterate the precise outcomes that you already know that they want to drive. Again, this isn't I'm about to take you through the product. This is now what we've been talking about is how you're going to run the most efficient cycles on the planet so that we stay under budget every single time. Then you get into the demo. So you ask your freebie question and they're like, yeah, our comp cycle has been running over.

    In Outcome-based value propositions