What are the best strategies for demoing software to high-level executives?

Just one thing: know what matters to them. Your demo might not even be needed if they are not interested in how it works. It's often what it solves that's more important.

Worked with the SVP of Sales and Marketing for a global relocation firm. She and her team we're scrambling every quarter to put together their PowerPoint deck presentation for the board of directors. It was a major pain-point for them to pull from scratch metrics and KPIs. I created a Salesforce dashboard built specifically for her and the team for this presentation that displayed graphs, funnels, and charts to tell their story. This dashboard was updated daily in real-time. This completely eliminated the pain-point and mad scramble every time they had to meet with the board of directors. Lesson: When demoing your solution, create a system, automate it, and give executives lots of visuals that are easy to understand. Sale closed!

In my experience, especially during my time at Dabbel Automation Intelligence, understanding the audience is crucial. When I was demoing energy-saving software to executives in commercial real estate, I quickly learned that they valued data-driven results. So, I tailored my demos to focus on the software's impact on energy efficiency and ROI. Remember, executives love to hear about solutions, not just features. It's like trying to sell a car by talking about the engine mechanics when all they want to know is if it'll make their drive smoother and more efficient.

Understand their business goals and challenges for a tailored presentation. Focus on demonstrating tangible business value and strategic advantages. Use executive-friendly language, avoiding unnecessary technical details. Highlight key use cases relevant to their industry and operations. Keep the presentation concise, emphasizing scalability and clear implementation steps.

it's all about their daily concerns, you need to know your customers by knowing their concerns and interests, they don't have interest in your system, they are interested in their daily challenges to be done in fastest way and less Unreliability, so i would start to have a kick off meeting just about their business and lessening to their way to doing their tasks and spending their days at work,

In my experience, the primary objective should be to bring value and solve problems. Do this not only for the primary objective, but see where cross-departmental or cross-functional problem solving can happen. To best position your software as the best solution, you really have to drill-down and understand at a deep level what the problems and/or pain-points are, and generate User Stories based on that discovery.

One time at Volkswagen Financial Services, I was preparing a demo for a major enterprise client. I realized that defining clear objectives was key. My goal wasn't just to showcase the software but to demonstrate how it could streamline their operations and increase profitability. By setting these specific objectives, the demo became more than a presentation; it was a solution pitch. Think of it as going on a road trip – you wouldn't start driving without knowing your destination.

Showcase Business Impact: Demonstrate how the software directly contributes to achieving the executives' overarching business goals. Highlight ROI and Value Proposition: Emphasize the tangible return on investment and the specific value the software brings to their organization. Address Key Concerns: Proactively address any potential concerns or challenges, showcasing the software's ability to mitigate risks. Illustrate User-Friendly Experience: Focus on the software's user interface and ease of use, ensuring executives see its accessibility for all stakeholders. Outline Implementation Roadmap: Provide a clear and concise plan for integrating the software into their existing workflows, demonstrating a seamless adoption process.

I've found that you have to give high-level executives dessert first. In a demo, if you lead them towards the big outcome they want to see, you might well lose them along the way. Instead, show them the big outcome first. Wow them early. This will capture their attention and the natural question will be "hod do you do that?"

In my experience, showcasing software through realistic scenarios is highly effective. For instance, instead of a feature rundown, presenting a narrative that demonstrates the software solving a specific problem resonates better. Using real data and relatable examples not only engages the audience but also vividly illustrates the tangible value the software brings to them.

I have found that giving your audience actual, real-life examples is the only way to go. I start with User Stories that executives are familiar with then follow up with actual solutions to specific problems they are currently facing. Real-life examples, real problems, real solutions with real data.

During my tenure at Jobmatch.me, planning the demo scenario was like choreographing a dance. You need to know each step. I always planned scenarios that highlighted how our software solved real-world problems. For instance, demonstrating a feature by showing how it could expedite the job-matching process made the software's value tangible. It's like cooking a meal for guests; you don't just throw ingredients together – you follow a recipe that brings out the best flavors.

Introduction: Start with a brief introduction, aligning the software's purpose with the executives' business objectives. Business Impact: Immediately showcase the software's direct impact on key performance indicators and its contribution to strategic goals. Interactive Demo: Engage executives with a focused yet interactive demonstration, highlighting key features and their relevance to their specific industry challenges. Q&A and Customization: Encourage questions to address concerns and showcase the software's flexibility by tailoring aspects to meet their unique needs. Closing and Next Steps: Summarize key takeaways, emphasizing the software's benefits, and discuss the next steps for a seamless integration into their organization.

Practice makes perfect – a cliché, but true. At Wunder Mobility, I learned that practicing your delivery helps in anticipating questions and refining your pitch. I used to rehearse in front of my team, getting their feedback to fine-tune every aspect of the demo. It's like rehearsing for a play; you want to ensure every line delivers impact and every movement is purposeful.

I typically read my presentation multiple times and let it really sink in... then I think about the audience and their problems we are solving. I think visualize myself in their shoes and try to feel the pain they are experiencing. This helps me fully understand and remember why I'm there in the first place. Then follow-up with similar examples other clients I've worked with and use lots of visuals to tell the story.

Confident Opening: Begin with a confident and concise introduction, establishing a positive tone for the presentation. Engage and Connect: Engage executives by connecting the software features to their specific challenges, demonstrating a clear understanding of their business context. Smooth Navigation: Navigate through the software smoothly, focusing on key functionalities that directly address their pain points, ensuring a seamless and intuitive user experience. Anticipate Questions: Anticipate potential questions and concerns, showcasing preparedness and a deep understanding of the software's capabilities.

It's my job to listen and ask "why". During a demo, I ask my stakeholders questions, sprinkle in some humor and talk "with" them... not just "at" them. I set the stage by telling them up front that their ideas, participation, and input is what will make the process successful. I enjoy visualizing myself using the final software product and how much fun it will be as compared to the current state. I then bring that enthusiasm to the demo with statements for example: "Oh my gosh... I love how simple it will be for your team to enter data in from the field. And how happy your customers will be seeing real-time information. Super simple... they will love it!"

Engagement is key. At Dabbel, I found that asking questions and encouraging interaction made demos more effective. It's not a monologue; it's a conversation. You're not just showing a software; you're building a relationship. Think of it like hosting a party – you wouldn't just talk at your guests; you'd involve them in the conversation. Please act human and foster a conversation and not a pitch on a stage.

Start with a Compelling Story: Capture attention by beginning with a relatable business scenario, illustrating how the software addresses a common challenge. Interactive Elements: Incorporate interactive elements, such as live demonstrations or simulations, to actively engage executives in the software's functionality. Encourage Participation: Foster engagement by encouraging questions and inviting executives to share their insights on how the software aligns with their strategic objectives. Tailor to Individual Interests: Personalize the demonstration by highlighting features that align with each executive's specific responsibilities and interests. Conclude with a Call to Action:

for high level managers, i'll ask them to define most important questions that they ask themselves every day about the business, after having all the questions, i'll demonstrate how the system can answer them whenever and in any portion of time, try to engage them in all aspects of their business and ask reasonable questions, from customers to employees and from revenue to cost, as most of the businesses have common questions to be asked, we can have out list of Probable Questions to help them to start asking,

after a demo, as you know more about your audience, a good way to get back to them is to simulate most interesting report or dashboard based on fake data and send it to your audience, putting them in a imagination that what will they do if they choose your platform, because them may be familiar with most of your created simulation, even thought the data is fake, it triggers their Curiosity, of course it's for the managers, if they are the decision maker, also creating a few short videos about how to do different task in the system finally you need to inform them about the time plan and steps for implementing the new system, remembering them, if they decide today, when they may be able to have which part of the system.