How to Host an Effective Product Demo to Boost Sales (With Demo Script Examples)

In this article, we’ll explain what product demos are, why they’re beneficial, and how to run one effectively, along with some proven tips and demo scripts from sales pros who host product demos every day. Let’s dive in!

What is a product demo?

A product demo, or sales demo, is an in-person or virtual demonstration that illustrates the ways in which a physical product or piece of software operates. Product demos can be pre-recorded or delivered in real time and are used by salespeople to give prospects an overview of various features, highlight use cases, and communicate value.

Algumas variações comuns da demonstração do produto incluem:

  • One-to-many demo: A regularly scheduled presentation in which one or more sales reps give a general overview of their product to a group of interested prospects. Prospects often have to register online to attend these demos, and the demos can be live, pre-recorded, or a mix of both.
  • One-to-one demo: A live presentation in which a sales rep shows off specific product features based on the individual needs of a single prospect or team.
  • Technical demo: A one-to-one demo in which your prospect gets hands-on experience with your solution and uses it for themselves within a structured setting.

The benefits of product demos in the sales process

Há três vantagens específicas que tornam as demonstrações de produtos uma ferramenta essencial para os vendedores B2B: comprovação, empolgação e personalização. Vamos dar uma olhada rápida em cada uma delas...

Prova

O benefício mais óbvio de hospedar uma demonstração eficaz do produto é a capacidade de fornecer provas de suas próprias afirmações. O site de sua empresa pode dizer o que quiser. Ele pode listar os recursos do produto, compartilhar capturas de tela do software e apresentar depoimentos de clientes - todoseles úteis.

Porém, até que um cliente em potencial realmente veja com seus próprios olhos o que o seu produto ou solução de software pode fazer, ele não estará convencido de que suas ofertas proporcionarão o tipo de valor e a experiência do usuário que você afirma que elas podem proporcionar.

A maioria das pessoas não fará uma compra até ter certeza absoluta de que o produto que planeja comprar pode fazer o que a empresa que o produz diz que pode, especialmente em faixas de preço mais altas. É por isso que a comprovação do produto é tão importante.

Excitação

Embora seja importante mostrar o que o seu produto faz, você também precisa deixar as pessoas entusiasmadas com o que está vendendo. Uma demonstração adequada do produto lhe dará essa oportunidade.

Falaremos mais sobre como criar entusiasmo mais adiante neste artigo. Por enquanto, basta entender que o foco nos benefícios tangíveis de um produto, em vez de simplesmente listar seus recursos, é a melhor maneira de criar entusiasmo e expectativa para qualquer coisa que sua empresa venda.

Relacionado: Por que o sucesso é a única coisa que você vende em vendas B2B

"Tento manter minhas demonstrações leves e ser autêntico. Como adoro ajudar as empresas a crescer e adoro resolver problemas, tento simplesmente deixar esse entusiasmo transparecer na conversa enquanto meu cliente em potencial e eu exploramos todas as coisas incríveis que meu produto pode fazer por ele."

‍MikeCarroll, diretor de crescimento da Nutshell

Personalização

Por fim, uma demonstração de produto - especialmente uma que seja realizada em tempo real - permitirá que as empresas personalizem suas apresentações para os espectadores. Não é possível criar páginas da Web exclusivas para cada pessoa que demonstrar interesse em seus produtos. No entanto, é possível personalizar cada demonstração de produto individual que você apresentar para abranger recursos e benefícios que seus clientes em potencial específicos considerarão úteis.

Como você sabe, a personalização nas vendas é fundamental. As demonstrações de produtos facilitam a incorporação dessa filosofia em suas práticas de vendas.

"Quando as pessoas podem lhe dizer exatamente o que precisam, é fácil simplesmente mostrar a elas. O que é desafiador é personalizar a demonstração de um produto para uma pessoa ou equipe que não sabe exatamente do que precisa, mas sabe que precisa de um CRM. Eu personalizo uma demonstração contando a história do Nutshell , como o usamos e como ele ajuda a nossa equipe. Embora eu faça pesquisas sobre a empresa que está experimentando o Nutshell, não tenho a presunção de saber o que ela vai precisar. Em vez disso, tento colocar mais de minha própria experiência na demonstração."

Mike Carroll, diretor de crescimento da Nutshell

4 steps to the perfect product demo

Uma demonstração de produto pode fornecer uma prova do produto, criar entusiasmo pelas ofertas de uma empresa e aumentar as vendas por meio da personalização... mas somente se essa demonstração de produto for hospedada de forma eficaz. Nesta seção, descreveremos um processo de quatro etapas para ajudá-lo a apresentar demonstrações de vendas excelentes, independentemente do tipo de produto ou software que você vende.

1. Get prepared

Antes de pensar em fazer uma chamada de videoconferência com um novo cliente em potencial ou ir até o escritório de um cliente em potencial para fazer uma demonstração das ofertas da sua empresa pessoalmente, você precisa pesquisar seu cliente em potencial o suficiente para poder adaptar a demonstração especificamente a ele.

"Se você trabalha com vendas B2B e pode copiar o logotipo do site da empresa e colá-lo em sua demonstração, onde ele apareceria como cliente, faça isso", sugere Frank Chiodo, da Trivr Eats. "Se você conhece o setor deles e pode configurar o palavreado da sua demonstração para corresponder à terminologia deles, faça isso. No entanto, se você puder investir tempo para ajudar a contar a história de como eles usariam e se beneficiariam especificamente do seu produto, isso os ajudará a imaginar a vida depois de dizer sim."

Se quiser personalizar sua demonstração para cada cliente em potencial dessa forma, você precisa saber:

  • Quem assistirá à demonstração do seu produto
  • Qual é o papel de cada uma dessas pessoas
  • Os desafios diários que enfrentam
  • Os objetivos que eles esperam alcançar
  • How your product or software can assist them

Once you’re able to answer these five questions, you’ll be in a much better position to host an effective product demo. But there’s one more thing you should do as well: Make sure to set an agenda for your product demo and share it with your viewers.

This is an important part of the preparation process. It will help ensure you stay on track during your presentation. It will also make your prospects more comfortable, as they’ll know exactly what to expect from you. Comfortable prospects are much more likely to make purchases.

2. Describe value

Como dissemos anteriormente, aquela lista enorme de recursos em seu site, embora necessária, não venderá de fato seus produtos ou software. Para motivar alguém a comprar algo, você precisa fazer com que essa pessoa entenda como sua oferta a beneficiará. Em outras palavras, você precisa descrever o valor que seu produto ou software trará para o cliente em potencial.

Dê uma olhada nos dois exemplos a seguir e decida qual soa melhor:

  1. "Nosso novo caminhão tem 385 cavalos de potência!"
  2. "Nosso novo caminhão permitirá que você reboque facilmente seu barco ou trailer de quinta roda!"

A segunda, certo? Isso ocorre porque a primeira frase simplesmente lista um recurso. A segunda descreve o valor de ter esse recurso. A não ser que você seja um completo entusiasta de equipamentos, a estatística "385 cavalos de potência" é basicamente inútil. Mas, ao descrever o que 385 cavalos de potência podem realizar, a estatística se torna muito mais significativa e atraente.

Ao elaborar o conteúdo de demonstração do produto, procure sempre maneiras de explicar o valor por trás dos produtos que você vende, em vez de se concentrar nos recursos.

"Se você tentar demonstrar todos os recursos, é como beber de uma mangueira de incêndio e é fácil perder o cliente em potencial", diz Jared Knotts, executivo de contas da Nutshell. "Limite-se a mostrar como sua solução pode ajudá-los a atingir seus objetivos." 

3. Answer questions

As demonstrações de produtos eficazes concentram-se nas necessidades pessoais dos clientes potenciais. Mas para realmente entender o que um cliente potencial precisa de seus produtos, é preciso perguntar a ele primeiro. É por isso que sugerimos iniciar cada demonstração de produto com uma rápida sessão de perguntas e respostas.

Como diz a coach de negócios Maria Marquis em relação a demonstrações de produtos:

"Quando sentimos que precisamos atingir todos os pontos de discussão, acabamos falando com nossos participantes por 25 minutos antes de envolvê-los. E perguntar "você tem alguma pergunta?" não é considerado um verdadeiro envolvimento. Quanto mais você falar sobre si mesmo, menos falará sobre os problemas reais que seu cliente potencial está tentando resolver."

Portanto, comece suas demonstrações de produtos com perguntas como:

  • "Pelo que entendi, você quer realizar A, B e C. É isso mesmo?"
  • "No momento, você está procurando maneiras de superar o Desafio X, correto?"
  • "Quais recursos específicos você está procurando nesse tipo de produto?"

Depois de conhecer essas informações, você poderá personalizar a demonstração do produto para atender a cada cliente em potencial e proporcionar uma experiência melhor para ele. Mas não pare por aí! Reserve um tempo durante e após a apresentação para responder às perguntas também.

"Cada demonstração é diferente, mas todos perguntam sobre preço, contratos, integração e suporte" ,diz Mike Carroll, diretor de crescimento da Nutshell . "Você precisa estar pronto para responder a essas perguntas de várias maneiras porque, embora as perguntas sejam as mesmas, a intenção ou o contexto por trás delas é sempre diferente."

The best product demonstrators are those who focus first and foremost on their audience and seek to understand the questions they have, then answer them as clearly as possible. If you can do that, you’ll find success with product demos, guaranteed.

4. Provide next steps

Por fim, termine cada uma das suas demonstrações de produtos com uma seção de "próximas etapas". O que as pessoas devem fazer depois de assistir à sua apresentação?

"Sua demonstração do produto deve terminar com uma chamada à ação - como as pessoas podem comprar, fazer pedidos, inscrever-se?", recomenda John Moss, CEO da English Blinds. Forneça orientações específicas, incentivos e solicitações para que isso aconteça."

The exact call-to-action you work into your product demo will depend on you, the product you’re trying to sell, and your unique audience. But every product demo should include some kind of next-step section.

Não deixe que seus clientes potenciais fiquem presos em seu pipeline de vendas! Empurre-os gentilmente na direção que você quer que eles sigam. Se você apresentou sua demonstração do produto de forma eficaz, eles provavelmente seguirão sua orientação.

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3 sales demo script examples from certified supersellers

To find out what it takes to deliver world-class demos, we interviewed revenue experts at three leading sales orgs: Rattle, Gong, and GetAccept. They shared not just their demo frameworks, but also insights into why they work.

1. Rattle: Qualification and demo in one

Ranjay Matharu sells sales software to salespeople. When you’re selling a sales tool (Rattle is a CRM-to-Slack automation tool) to sales and revenue operations leaders, nothing short of an exceptional demonstration will do.

Here’s the high-level structure:

  • Step #1: Qualification
  • Step #2: Sales deck
  • Step #3: Product demo
  • Step #4: Next steps

Step #1: Qualification

Most sales organizations split qualification and product demos into separate meetings. SDRs usually run the former and AEs handle the latter. But Ranjay does things a little differently.

“As long as you can get the right information during discovery, I think you should do qualification and show the product,” he explains. “Asking and answering questions for 45 minutes is exhausting. Show them something. Get them excited.”

That’s why his demo calls include a dedicated qualification section at the top. To make sure he gets all the information he needs, Ranjay uses the SPICED framework from go-to-market consultancy, Winning by Design.

  • Situation: Facts, circumstances, and background details about your prospect.
  • Pain: The challenges that brought the prospect your way.
  • Impact: How you impact your prospect’s business.
  • Critical Event: Deadline to achieve that impact.
  • Decision: The process, committee, and criteria involved in purchasing a solution.

But this demo structure doesn’t rely on SPICED. You can have just as productive a conversation using BANT, MEDDPICC, FAINT, or another jumble of letters.

The single most important thing is that you use your qualification questions to understand why someone is on the call. What are their pain points? What challenges are they facing? What goals and objectives do they have?

Understanding that is the secret sauce to a good demo because it reveals what buyers care about and therefore what you should show them.

Step #2: Sales deck

Immediately after qualification, Ranjay pulls up a sales deck. It’s his way of framing the upcoming product demo. It establishes the problem, quantifies the risks of doing nothing, and shines a spotlight on the solution.

While a useful tool, sales decks can also go really wrong. The difference between an amazing presentation and a tedious PowerPoint is razor-thin. To keep his prospects engaged, Ranjay cut all extraneous content, leaving just the essentials of a great story.

He starts with the problem.

Rattle's sales slide deck presenting the problems prospects face

Then he agitates the pain.

Rattle's sales slide deck presenting the problems prospects face

Finally, he presents the solution.

Rattle's sales slide deck presenting solutions

By the end of the deck, Ranjay wants his prospects chomping at the bit to see his product. That’s when he fires up a screen share and opens Rattle.

(When I said sales decks are tough to get right, I meant it. For some inspiration, check out Zuora’s deck—often called the “best sales deck ever—and this teardown by strategic narrative consultant Andy Raskin.)

Step #3: Product demo

Although it’s a relatively simple product, Rattle has hundreds—possibly even thousands—of use cases. Reps can’t prepare engaging stories for all of them. Ranjay’s solution was to analyze Rattle’s product usage and rank use cases by popularity. He discovered his customers were using a handful of applications far more than others.

  1. Missing MEDDIC fields
  2. Overdue or upcoming start/close date
  3. Logging calls after meeting
  4. No activity
  5. Real-time visibility for the executive team

These became his demo use cases and he crafted a compelling way to showcase each one. All his stories follow the same rough outline.

Use Case Script

[Problem acknowledgment] “You mentioned that forecasting is a huge issue.”

[Product solution] “Let me show you how Rattle can solve that.”

[Buyer feedback] “Could you see yourself using this to impact accurate forecasting?”

Rattle’s sales reps know all five stories like the back of their hand. While they can reel off each one without even thinking, the trick is knowing what stories to tell.

“The most important thing is to show the most relevant use case based on your qualification,” says Ranjay. “If you don’t, they’re gonna tune out.”

That’s where everything you learned during qualification comes in. Often, reps default to features they think are cool. But what you need to do is open your demo with the use case most relevant to your buyer—even if you personally find it boring.

Step #4: Next steps

Before hanging up, Ranjay always sets next steps with his buyer. For most of his deals, there are two options available:

  1. Set up a product trial
  2. Arrange a second demo with stakeholders

Setting up an extended trial is Ranjay’s default. Seeing the product is one thing, he says. Experiencing it first-hand is something else entirely.

However, he’s aware that not every prospect will be bought in enough to progress to a trial. Perhaps the buyer wasn’t convinced by what they saw. Maybe they need to bring in other stakeholders. In these situations, Ranjay pushes for another demo with a wider group of stakeholders.

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2. Gong: Five-act script

Gong doesn’t really do boring. That extends to their demo scripts, too. It’s upside-down and packed with smart psychology to educate prospects without lecturing them.

Here’s the framework:

  • Act #1: The contextual overview
  • Act #2: The “upside-down” demo
  • Act #3: Social proof
  • Act #4: Solve exactly
  • Act #5: Next steps

According to Jonathan Costet, senior growth marketing manager at the revenue intelligence platform, all great demos start with a contextual overview.

Act #1: The contextual overview

Even the best demo falls apart without context. You’ve got to establish what you’re talking about and (perhaps more importantly) why you’re talking about it.

Through the first 10 minutes, you’ve got three key objectives:

  • Set the problem with the status quo
  • Spell out the stakes, including your buyer’s current pain and potential benefits
  • Start a conversation that resonates with your buyer

Although sellers are taught to focus on benefits, Jonathan encourages people to switch their focus to losses. You see, negativity bias means people respond far more strongly to possible losses than potential gains.

One of Gong’s features is automating low-impact tasks. The benefits-focused pitch would be: “You’ll have more time to dedicate to other projects.” Good, but not that emotive. Now consider the loss-focused pitch: “You’ll stop wasting time doing repetitive tasks that are easy to automate.”

Can you feel the difference?

Act #2: The “upside-down” demo

Context-setting isn’t all that revolutionary. But Jonathan’s second act is. Most demos build to a crescendo. They start small and escalate to the buyer’s most agonizing pain point. That makes sense…in theory.

But that’s not how it works in real life.

If you start with something small and minor, your buyers will switch off. They’ll pull up Slack or check emails on their phone. By the time you get to your big reveal, you’ll have lost them.

That’s why Jonathan advocates for the “upside-down” demo.

He puts his buyer’s biggest pain point right at the start.

“We came to this framework after analyzing 67,149 sales demos,” he says. “While a lot of it might feel counterintuitive—like not ramping up your sales demo—it’s the best way to keep the conversation engaging and boost win rates.”

Example Script

Rep: During our first call you told me you were struggling with [Problem #1]. Is that right?

Prospect: Yes, that’s right.

Rep: Got it! Let me show you how our solution can help.

If you align your demo with your buyer’s pain points from the first minute, you’ll be miles ahead of your competitors.

Act #3: Social proof

Okay, you like your logo slide. Each company name represents a big win. But your buyers probably don’t care that you sold Microsoft or GE. Indeed, getting social proof wrong can be costly. According to Gong, misusing social proof tactics drops your close rate by 22%.

The point here isn’t that social proof is bad. You just have to be careful about it. The trick is to tell before-and-after stories from comparable companies—same size, vertical, goals, and so on.

Here’s a sample story:

Example Script

Acme Corp [Customer] needed to automate low-value tasks for their sales reps and build a scalable sales process [Objective]. They rolled out our platform and built automations to handle data entry, information sharing, and research [Solution], allowing them to increase active selling time by 40% [Benefit]. Currently, their sales team is generating 25% more leads [Benefit] and 30% more revenue than before [Benefit].

The difference between this and a logo slide is immense. Before-and-after stories show the journey and improvement. They build credibility through others’ success and convince prospects that they can achieve the same.

So drop your logos and start telling stories.

Act #4: Solve exactly

Most successful demos are around 45 minutes long. That’s not a lot of time to exhaustively demonstrate a product. Instead of delivering a surface-level look at everything, Jonathan suggests reps slow down and go deeper on a handful of use cases. 

When demoing anything, your goal is to identify your prospect’s pain points and explore how your product or service could help. Here, Jonathan uses open-ended questions and statements to kickstart deeper discussion.

Drop general questions at any point in the demo:

  • I’ll pause here if you have any questions.
  • What are you thinking so far?
  • Do you have any other concerns or needs that we haven’t talked about so far?

Or use a feature-specific question to prompt a response to particular functionality:

  • How do you see your team using this product?
  • Before we dig into this feature in more detail, I wanted to ask you: how does your company currently handle [common problem]?”
  • Is this something you’d use for [use case]?

Bring things back to your prospect’s objectives with goal-focused questions:

  • Why do you need this solution now?
  • Why is this such an important problem for you to fix?
  • Why is it important to solve [challenge] by [deadline]?

Asking probing questions during your demo allows you to hone in on your buyer’s most important pain points. When you do that, you can turn a generic demo into a highly personalized experience.

Act #5: Next steps

The purpose of a demo isn’t to get a signature. That comes later. According to analysts at Gartner, great demos achieve two key objectives:

  • The prospect sees how they would use the solution
  • The prospect sees how the solution would solve their problems

Once you’ve achieved those aims, it’s time to wrap things up. But that’s not the end of the demo just yet. High-performing reps always set next steps. They never let a conversation peter out with a vague, “See you later.”

Example Scripts

Do you have your calendar in front of you? Perfect, I’ll send the invitation now…did you get it?

How does [date and time] look for you? Is there anyone else we should include at this point in the discussion?

As a next step, I’d suggest [next step]. Does that sound good? When works best for you early next week?

Your optimal next step depends entirely on your sales process. It could be a technical discovery, executive stakeholder sync, or contract negotiations. The most important part is that you book your next step before you hang up.

3. GetAccept: Unique qualification and a back-to-front demo

Madison Simon was GetAccept’s first sales hire. Working closely with Vice President of Growth, Dailius Wilson, she helped build GetAccept’s sales motion. It was an intense experience.

“He put me into the fire a lot,” Madison laughs. “But I learned a lot through doing. He taught me a lot of his own methodologies so they’re not processes that you’ll find on Google.”

GetAccept’s demo structure is one of those unique systems.

Check out the overview:

  • Part #1: Deeper qualification
  • Part #2: Product demo
  • Part #3: Action items

Composed of just three parts, it might look simple, but there’s a lot of flexibility for reactive personalization and adaptation.

Here’s how it works.

Part #1: Deeper qualification

Before prospects make it to GetAccept’s AEs, they’ve already gone through a basic qualification run by an SDR.

“It’s a checklist of five things to make sure they’re qualified for a meeting,” explains Madison. It covers things like company size, decision-maker status, and tech stack integration.

The basic qualification leaves a lot of questions unanswered so Madison spends the first half of her demo calls exploring the deal’s context. She uses a custom qualification framework created by Dailius combined with a couple of tweaks of her own.

  • Organizational structure: What roles, processes, and workflows are relevant to this project? Document the roles, responsibilities, and workflows of each person. 
  • Politics and players: Who is involved in this process? Identify your champions, users, decision-makers, technical stakeholders, and blockers. Work out whose buy-in you need for the deal.
  • Challenges and pain: What are your prospect’s challenges and pain points? Analyze whether or not you have unidentified challenges and how much each challenge is inhibiting the prospect’s success.
  • Goals and objectives: What is your buyer’s ideal state? Can you add value or impact to their ideal state? If you’ve identified multiple objectives, work together to decide which actions will make the most impact.
  • Needs vs. wants: What features does your buyer consider necessities and which are nice-to-haves? You need to understand where you satisfy their requirements and where you add additional value. 
  • Timeline: What sparked their solution search? How did they find you? Do they have an ideal go-live date? Is there urgency? If there isn’t a timeline, how can you create one?
  • Technology stack: What relevant technologies are in play? Is your buyer considering adding more? Can you condense or simplify their tech stack? How would you integrate your product with their systems?

The discovery part of the call isn’t just simple fact-finding. Madison uses each question as an opportunity to introduce and position GetAccept. If she asks about a pain point, she’ll hint at how her product can help solve it. If a prospect mentions timeline, she’ll assure them GetAccept has an efficient implementation strategy.

She’s also borrowed a particularly effective oratory technique from political speech writing.

“I dig into my prospect’s pains and their ideal state, and constantly go back and forth,” she explains. “These are your challenges, but where would you like to be? These are your pain points, but what are your goals for this year? I constantly toggle between the pains and future states.”

Flicking between the negative status quo and the positive future amplifies both experiences. It makes the status quo feel worse and the solution seem better. It’s incredibly effective in motivating buyers.

Part #2: Product demo

There are two parts to GetAccept’s product demo: end state and explanation. In the first, Madison immediately showcases the result of implementation. Like Ranjay at Rattle, she has a handful of pre-scripted use cases and uses her earlier qualification to select the most relevant.

  • Pre-meeting agenda template
  • Proposal template
  • Handover template

“When I send someone the pre-meeting agenda, I use our product to send it,” Madison says. “When I meet with them, I use what I sent them as an example. I say, ‘You got this pre-meeting agenda, some information, and a video. What did you think of that? This is what your customers would experience.’”

It’s like jumping straight to the, “So what?” It shines a spotlight on the benefits like internal efficiency gains and improved customer experience. When a buyer’s eyes light up, Madison doubles down with a back-end explanation, pulling up GetAccept and walking through how she made the magic happen.

It’s a simple but impactful structure.

Part #3: Action items

GetAccept’s deals typically feature two demos. While reps try to tailor the first demo to their qualification, it’s still relatively generic. What comes next is a fully personalized product demo.

“I take their documentation, logos, and colors, and I brand the platform,” Madison explains. “I put their content in it. I will embed some videos they’ve posted. I pretend I’m an AE at their company and run my sales process as if I were their teammate.”

To keep prospects on the hook, Madison sets them action items ahead of the second demo: collect sales collateral, send some example pieces of content, or share their brand toolkit. It makes the next stage a shared responsibility.

It also weeds out the time-wasters. If someone’s not willing to dig out a couple of pieces of sales collateral, are they really going to convert? Probably not.

(BONUS) Outreach: How to tell great stories

All three demo frameworks we’ve talked about rely heavily on storytelling. But there aren’t many reps who can spin a yarn like Stephen King. Telling good stories is hard. 

Thankfully, Outreach’s Andrew Mewborn has some advice.

But before we talk about stories, let’s rewind a bit. Because great product storytelling needs great product marketing.

Take your product or service’s top three value propositions and identify three features associated with each value proposition. And then describe the benefits connected to each feature.

Here’s his example for one of Outreach’s value propositions.

Value Prop

  • Drive predictable and measurable revenue growth

Recursos

  • Sequences
  • Automatic posting of activities to SFDC
  • Task prioritization

Benefícios

  • Allow your reps to strive toward the perfect sales process
  • Don’t let reps waste time with data entry
  • Top reps don’t waste time on low-converting leads

Your next step is to write the stories for each feature. Your goal is to illustrate the value proposition and highlight the benefits without sounding salesy.

To do that, Andrew uses a seven-sentence framework:

  • Once upon a time, _______
  • Every day, _______
  • But one day, _______
  • Because of this, _______
  • Because of that, _______
  • Until finally, _______
  • And ever since then, _______

If you’ve ever taken a creative writing course, you’ll recognize steps one through six as Pixar’s fourth rule of storytelling. (Andrew added the seventh sentence himself.) If it’s good enough for WALL-E and Toy Story, it’s good enough for your sales demo.

Here’s what the storytelling framework looks like when you fill it out for Outreach’s sequences feature.

  • Once upon a time, there was an SDR named Mark.
  • Every day, he would reach out to prospects and get a response after two or three emails.
  • But, one day, he realized that two or three touches no longer worked.
  • Because of this, he started doing eight to 12 touches.
  • Because of that, he couldn’t keep up with eight to 12 touches per prospect. Leads were falling through the cracks because he didn’t have a consistent process.
  • Until, finally, he discovered the Outreach sequence.
  • And, ever since then, Mark has had a consistent process to follow up with every single lead—with no leads falling through the cracks.

Repeat this process for every feature and you’ll end up with nine awesome product narratives. Depending on what your prospect cares about, you can chop and change which ones you use during your demo.

Your turn: Demo your products effectively

"As demonstrações personalizadas têm um impacto enorme em nossas vendas", diz Mike Carroll, da Nutshell. "Nossa taxa de ativação geral (usuários de avaliação que se transformam em clientes) é de 12 a 14% em média. Quando as equipes em teste recebem uma demonstração, esse número salta para quase 40%. As pessoas querem ver como seu produto funciona e como ele vai funcionar para elas."

A well-hosted product demo will allow you to provide prospects with proof that your company’s offerings do what you say they will. It will also give you the opportunity to personalize your selling process to each potential customer and get them excited about the things you sell.

Portanto, lembre-se de seguir as quatro etapas que descrevemos neste artigo:

  1. Get prepared
  2. Describe value
  3. Answer questions
  4. Provide next steps

Procurando outra maneira de aumentar o número de vendas? Adquira uma Nutshell assinatura para sua equipe. Nosso popular software de CRM e automação de vendas é fácil de usar e repleto de recursos convenientes que você pode usar para criar melhores relacionamentos, encantar os clientes e vender mais produtos da sua empresa. Experimente o Nutshell gratuitamente hoje mesmo!

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