Como você pode criar demonstrações de produtos que resolvam objeções e preocupações?

You need to focus your demo on audience pains. Technical people will be focus on flows/outputs however marketing or sales people will be focus on business value. You should have to handle demos for both type of people and demonstrate both angles.

It is always important to understand customer's business outcomes, and create a demo based on their needs, important to avoid doing demos based on features, but more on use cases and how a solution can solve problem A,B or C.

Knowing your audience is important. Understanding their motivation is even more important. Understanding what is important to the individuals you are presenting to, allows you to taylor the presentation or demo to what matters to them. Focus on the value of what your presenting brings to the organization.

Knowing your audience can go a long way towards addressing objections and concerns. Understanding the context and concerns through Discovery activity will help the presenter create and tell a story that provides the audience with the information and reassurance that they will achieve the desired outcomes and proposed value. I find being open with the audience to address their concerns head on during a presentation is a good way to earn trust.

To create effective product demos that address objections and concerns, understanding your audience is key. Prior to the demo, conduct a discovery call to grasp their requirements fully. Tailor the demo as a direct solution to their specific problems. This personalized approach demonstrates attentiveness and relevance, increasing the likelihood of overcoming objections and addressing concerns effectively.

I usually use a framework for the demo - - First and foremost - Align your demo to address these pains, structuring each segment to showcase how your solution mitigates these issues. - Even if an earlier agenda has been presented - it may be a good idea to use your own to do a quick orientation on what the audience can expect to see. - Use the SPIN method to guide content: discuss the Impact of solutions. Divide into sections to address the relevant pain points. -Ensure each demo part is concise, aiming for 5-7 minutes, to maintain focus and engagement. - Prepare questions to assess impact and fit. Work with the AE to weave in and conclude by recapping key points, addressing decision criteria, and setting clear next steps.

Well, In most of the cases your agenda is known to your audience when you have already scheduled your demo. It is always to promote your product. However you should be focusing on how you or your product can add value to their existing process.

Your agenda doesn't need to be a surprise to the audience you're presenting to. You and your sales team should work with them, or if you have an internal champion, to ensure you'll be covering the major areas. Prospects don't expect you to be psychic after all - but, you can still surprise and delight them. See Adam Freeman's response in question 3 for what you can use to engage with your audience in order to validate and verify your agenda, and what is going to be the most engaging path forward.

Do not present complicated features to audience as most of the time, the audience only have some general concept related to the product. Instead, you can highlights key features that are easy to remember and can solve their pain points. Create brief summary to be presented, and make them have more time to ask you rather than you presenting the product to them.

Agenda sometimes are the same everywhere but if you have a good rapport with your sales rep, then you definitely can kill it! It's about doing your diligence and setting an agenda. After a round of introductions it's best to re-iterate the agenda and then moving forward. During a product demo it's best that we have set expectations before jumping in straight away saying ' Hey let me jump right in ' Since that's the agenda! As a pre-sales It's best to be a bit more enthusiastic and liven the meeting up by getting inputs from everyone from the call. Like I say, every vote from the prospect's team counts!

You can only demonstrate critical business issues if you identify them in the first place! Great discovery is key to this. If you can identify critical business issues, quantify them and then understand how important they are to address, you’ll be able to create a demo agenda that delivers real value and outcomes for the customer.

To get this right, you must first understand your audience and the challenges they face. You can then showcase your product's value proposition by demonstrating how it can help to remediate those challenges and the value this adds to the business.

Discovery, Discovery, Discovery.... and a little bit of conversation! "Audience and why is the audience here?" This pretty much gives you an idea of how to position your product and demonstrate value. How to deliver it is pretty much how you drive the conversation. Interacting with your audience during your msp/usps pitch will bring in a lot more interest and chance to showcase how you will be solving their pain points. No value add happens until you hear both sides of the story and Relate.

While the product may be perfect for the customer, incorporating solutions to the key business or process issues learned during discovery can be the difference makers. Seamlessly intertwining the product's abilities with the scenarios a customer has mentioned usually leads to a moment of realization for the customer that is gratifying to watch.

My recommendation is to start collecting as much information possible surrounding objections and concerns first. The source can come from client feedback, industry trends, and sales experiences. Once you build out your framework, mold your demo around the specific concerns for the prospect and audience. Wrap your unique selling points and arguments around them highlighting evidence that addresses the concerns with case studies, products, services and success stories. Always continue to gather and store the studies to help fine tune approaches going forward. The efforts will effectively help overcome obstacles and move prospects closer to decision making.

Stopping to ask open-ended questions during a demo is somewhat of a lost art from what I've seen. What works best is to preplan 2-3 questions every couple minutes that are customized to your audience and their objectives. By having them as part of the script, you remove the pressure of having to come up with them on the fly.

Encourage your audience from the start to freely interrupt with questions, emphasizing the demo’s focus on their specific needs and challenges. When showing relevant features, tie it back to its value and ask eg: “what do you think?”, "you had a doubt about x, and now?", "any other things you want to see?", "...etc, to foster interaction and feedback. Personalize your approach by referencing prior discussions. Be vigilant for hesitancy cues, and emphasize that all questions/comments are welcomed, fostering an environment of trust and openness. Don't think about selling, but to help, making the demo a collaborative and insightful experience. And also you won't be the most boring demo of their week or nicknamed the headachepain 🤷♀️

Avoid a scripted approach; instead, foster interaction. Involve case studies and testimonials showcasing how your solution addressed industry-specific challenges. Encourage dialogue by asking if they've faced similar issues and how they currently handle them. This active involvement fosters rapport and trust.

Engaging the audience is key, arguably more important than the cool tech you're about to show them. Engage them on a personal and professional level. Take some time up front to set the scene. I quite like "a day in the life" approach, where you demo goes through a typical working day for your customer/audience (this is where it is important to do your discovery to understand what that looks like!) Then your demo BECOMES A STORY and that is a much better approach to demonstrating anything. The audience then starts to imagine how they would interact with that technology or approach for their beenfit. You have an engaged and bought in audience now!

Demo should not seem like a lecture. It should be interactive. In many cases you don't get an audience who will ask you proactive questions. In those times, you can ask few relevant questions questions which will keep their interest in the demo intact. You can also use their names to create a relevant example.

Depending on your product/demo it may be challenging to build out every capability that handles an objection. Often times, it is a valid objection so it is important to acknowledge it and back it with customer stories who had the same objection and how they overcame it. This builds credibility and demonstrates your commitment to customer success. Not just the sale.

Having a broad base of users of the product type, and experience listening to their use-case, will provide you with the insight to address objection by prospective users. Listening to users and customers is most important when developing product capability. Each new user's concerns and objections are treated as credibly as priors customers because their perspective is different. That's key to future development.

There is a tendency for SE's to jump in and answer objections directly - there is an alternative approach when it comes to more deep objections to first qualify where that objection is stemming from. Is it a current process that must be adhered to? Is it technical debt.. Objections can be addressed with everything from customer case studies or feature proof.. but before looking to jump into it - may not be a bad idea to do a 5 why's type process on it.

In handling objections and concerns during product demos, anticipate that each audience will have their own. Often, these objections are variations of the same underlying issues or stem from misconceptions about product scope. Articulate responses clearly, supported by tangible data. Maintain confidence while addressing objections respectfully, ensuring clarity and understanding prevail. This approach builds credibility and reassures prospects effectively.

If you know your customer, which you should when demoing to them, anticipate what objections they might have, such as: - "we have product X that does this" - "isn't that like product Y?" - "what is the benefit of your approach?" That way, you can have a better response prepared. Always listen to your customers' concerns and objections though. Give them time to speak so they know they have been heard. And remember, if you don't know the answer don't be afraid to say "I don't know that one but I know someone who will - lets organise a follow up". If the customer agrees, you have another meeting and opportunity to educate them further.

No hay diferencia entre producto y servicio cuando se trata de cierre, puedes tener el mejor producto pero no el mejor servicio el equilibrio de ambos genera el cierre por si solo

Algunas ideas que empleo en mi éxito: 1.Hazlo con pasión, conoce bien tu producto e incluso pruébalo por ti mismo. 2.El tiempo es dinero. 3.Escuchar te da poder. 4.Se más que un proveedor, un compañero. 5.Identificar el dolor de tu cliente es la oportunidad de transformarte en el médico sanador. Una investigación profunda de la situación te apoyará en conocer como poder ayudarlo con lo que ofreces. 4.Defiende tu producto con valor agregado. 5.Analiza tu gestión de ventas con KPIs, allí puedes encontrar grandes ideas para lograr optimizar el proceso. 6. Un "No" también es una respuesta que te ahorra tiempo y trabajo. 7. Persistir e insistir hasta lograrlo.