As a SaaS owner, you know that the key to growth lies in lead generation. However, while this element is crucial for success, it’s much easier said than done. Many companies want to leverage the largest B2B social media platform for prospecting, but how do you make SaaS lead generation with LinkedIn work. All too often, companies come up against obstacles without a clear understanding of how to get around them.
As a SaaS owner, you know that the key to growth lies in lead generation. However, while this element is crucial for success, it’s much easier said than done. Many companies want to leverage the largest B2B social media platform for prospecting, but how do you make SaaS lead generation with LinkedIn work? All too often, companies come up against obstacles without a clear understanding of how to get around them.
So, with that in mind, we want to discuss some of the ways you can maximize your lead generation potential on LinkedIn. We talked with Adrian Boysel, founder, and CEO of Lead Butler. His software focuses on turning LinkedIn into a lead generator, which is not an easy task. However, in developing his program, he learned a few things, which can help you with your business.
Don’t
Rely Too Much on Automation
A big part of SaaS lead generation with LinkedIn is automating your processes and drip campaigns. While this is helpful – there are only so many hours in the day – it shouldn’t be all-encompassing. In marketing, there are what are known as touchpoints – places within your sales funnel where the right interaction can move the lead to the next step.
The trick is to find these touchpoints and
rely on old-fashioned relationship building and engagement. Show your leads
that you’re more than just a computer program with a variety of templates. For
Adrian, what helps his business thrive is that he has people crafting
customized messages for clients. While automation helps his team curate lists,
it’s simply a foundational tool for one-on-one interactions.
Be
Focused and Direct With Your Messaging
All too often, businesses believe that prospecting on LinkedIn requires them to develop some kind of “hook” for their audience. Perhaps it’s an anecdote or personal story, or it’s an opening paragraph that illustrates the need for your product.
SaaS lead generation with LinkedIn works best when you’re looking for an authentic, real connection.
Unfortunately, your leads don’t have time to
read any of that, nor are they interested in it. Instead of trying to wow the
person right off the bat, start with something straightforward. For Adrian, his
cold message is along the lines of “I want real connections; if you do too,
then add me.” Short and sweet.
The best way to think of it is that your initial message is to get a response, not to sell them on a product or your brand. Focus on the why of their response. Is it to get discounts and deals? Is it to save them time and money down the road? Distill your message into its fundamental element and use that as your pitch. The rest can come later. SaaS lead generation with LinkedIn works best when you’re focused and direct.
Curate
Your Lists Well
Which is better – to have a massive list of
1000 subscribers or a curated list of 100? Before you answer, what if we told
you that the number of responses was the same? If you’re only going to get 10
or 20 replies, then it’s actually better to have a smaller, more targeted list.
That way, your capture rate is much higher.
One challenge that Adrian and his team faces is that Lead Butler will generate lists, but not everyone on it is a winner. You need to update and curate your records so that you can focus your attention on the leads that matter most. Yes, it will take time, but it’s a valuable investment in your growth.
SaaS Lead Generation with LinkedIn Can Be Both Authentic and Efficient
In short, you don’t have to sacrifice authenticity with efficiency. We talk a lot more about SaaS lead generation with LinkedIn in the latest episode of the SaaS CX Show, which you can find here. Lead generation only works as well as the people behind it. Make sure you’re putting the right energy where it counts.
In this episode of the SaaS CX Show, I’m talking with Todd Abbott, COO of InsightSquared. This software enables businesses and managers to streamline the biggest time suck – data entry. InsightSquared can take information and distill into processes and best practices, cutting down on analytics substantially. We talk a lot about how his system and AI, in general, can help companies in their quest for a better customer experience.
Time Stamp: 7:39 InsightSquared captures sales analytics incoming from both managers and customers, which enables consultants and supervisors to use their experience more efficiently. Rather than spending so many hours finding and compiling information, these high-ticket employees can be much more productive and insightful.
Show
Notes
Todd Abbott
As far as technology goes, one of the biggest buzzwords these days is artificial intelligence. It seems that everyone is using it to varying degrees, and one area where it works wonders is data collection and management.
Unfortunately, although
AI is excellent at condensing vast amounts of information, companies are still
struggling to deploy it efficiently. In this episode of the SaaS CX Show, I’m
talking with Todd Abbott, COO of InsightSquared. This software enables
businesses and managers to streamline the biggest time suck – data entry.
InsightSquared can take information and distill into processes and best
practices, cutting down on analytics substantially. We talk a lot about how his
system and AI, in general, can help companies in their quest for a better
customer experience.
Overcoming the Data Entry Gap
Sales analytics should be focused on the results, not wasting time in entering data.
There are already so many apps available that can create sales analytics- SalesForce comes to mind as a big one. However, most of these programs suffer in the usefulness of their analytics. While you can compile information and get what you need, it’s highly time-consuming and burdensome. In many cases, you have high-level managers and executives spending most of their time on data entry and management, which isn’t an efficient use of their experience and insight.
InsightSquared alleviates this problem by pulling data from various sources and putting sales analytics into customizable dashboards. Even better, each manager can build a unique dashboard to look at the details he or she needs. Now, rather than spending hours inputting data, these executives can use it as a platform for improvement and adjustment.
Another issue that many
big companies have is the disconnect between what the salesperson thinks is
happening versus what’s really going on. All too often, sales employees will
put too much time and effort into a lead that won’t pan out, just because the
lead is responsive or seems interested.
The reason that this
approach is a problem is that, like data entry, so much time and energy is
spent trying to qualify these leads. A manager may be able to go through the
sales process and identify which customers are viable or not, but that’s
something the salesperson should do instead.
Now, with machine learning, the system can use history and sales analytics to notify the sales team which leads are lucrative and which ones are a waste. This way, employees can remove a lot of the noise and focus on the sales that matter most. Essentially, the software is coaching a B-level salesperson to be more efficient and proactive.
While there is a place
for AI in a transactional business, where it really shines is in a longer sales
cycle. There was a time when a rockstar salesperson could come in and use his
or her experience and insight to improve a company’s sales, but now everything
is moving much faster. Sales cycles that would take eight months only take two
or three, which is why data management is so vital.
As Todd puts it, InsightSquared is much more valuable in these longer sales cycles because there are so many entry points and connections with the client. The longer it takes to close, the more complicated the process, so the software streamlines it along the way by providing the right sales analytics at just the right time.
We talk more about InsightSquared and how sales analytics can improve the customer experience, so check out the rest of the episode here. You can also contact Todd directly at [email protected] or visit them online at www.insightsquared.com.
The basis of SaaS customer success is in the successful implementation of your software. For your customer that means, things on their side will likely change. You will likely need to address the necessary change management if you want to create happy customers who stick around.
The basis of SaaS customer success is in the successful implementation of your software. For your customer that means, things on their side will likely change. You will likely need to address the necessary change management if you want to create happy customers who stick around.
Enterprise change can be a very complicated proposition. Once you have so many departments and managers and supervisors in play, it can be easy to lose track of even the most basic information.
To make matters worse, a CEO or executive can recognize the need for changes, come up with a plan, and it ultimately fails. Maybe employees will follow the new process for a little while, but once they come up against a challenge, they will revert to old habits.
So, how can an enterprise-level business create solutions and implement a strategy to follow-through? While a SaaS solution can help, it’s only as good as the people using it and the process it supports. Here is a step-by-step approach to implementing a change management process that supports your customer success.
Step One: Assess Your Processes From A to Z
One of the biggest
challenges that companies face is that they’re focusing on the wrong problem.
At first, it seems like the most pressing issue, but once you get into the
details of it, it turns out that the real problem is starting elsewhere. For
example, maybe sales are in a slump, so you try to motivate the sales team.
However, the actual setback is that the product isn’t delivering what the team
is selling, so customers are less than satisfied.
So, one of the best methods to get at the root of a problem is to walk it back to its source. How many processes, people, and systems are involved in getting to the endpoint? To ensure SaaS customer success, you have to look at each component to see where things are falling apart and then focus your attention as necessary.
Paul Moynagh, CEO of
Commit Works, knows the struggle all too well. His SaaS company focuses on
providing software solutions for mining operations. In most cases, supervisors
are trying to get something done without paying attention to all of the different
pieces required to finish the job. This lack of awareness leads to costly
delays and downtime.
Step Two: Eliminate Silos
Here is where SaaS
technology can really thrive. In most big corporations, each department is
creating and sharing information back and forth, which can create a lot of
logistical issues. Documents aren’t up to date, spreadsheet formulas get
broken, managers don’t receive the correct details – it can be a mess.
The best solution is to
eliminate those silos and create a system of open collaboration between
departments. Rather than each person creating a spreadsheet or a document, they
can work off of the same program and access it whenever necessary. This way,
all details are accurate and up-to-date, and no one can claim they didn’t receive
it.
In Paul’s world, that
problem manifested itself with a flurry of spreadsheets that would never get
organized. Data would have to be transferred manually from the office to the
field, and it was impossible to update it efficiently. The result was that
workers would go off-plan, which in the mining industry, can be dangerous.
Step Three: Influence Change Within the Environment
This last step of creating SaaS customer success is crucial because change only works when it’s implemented over the long term. All of your plans and ideas are worthless if no one follows through. There are several components that you can use to influence this change more efficiently:
Individual – train key
members of the business in how to perform tasks and make sure that they get
help whenever necessary.
Group – in most cases, you
can use peer pressure to your advantage. If more people know what the plan is,
they can hold each other accountable.
Environment – if you want
someone to enter data on a computer, how can they do it without a computer in
front of them? Overall, you want to structure the environment to be as
conducive to change as possible. Remove obstacles and make it super easy to
follow through on various tasks and objectives.
On the back end, you
also need to monitor the situation and step in whenever necessary to keep
people from falling back into old habits. Without accountability and
reinforcement, the change will never take hold for the long-term.
If you want to hear more about Paul’s approach to supporting customer success through change management, check out the latest episode of the SaaS CX Show here. You can also find out about Commit Works at their website, www.commit.works.
In this episode of the SaaS CX Show, I’m talking with Thomas Kattnig, CEO of Sellsation. Thomas and his team have created a highly capable CRM program that delivers results and has very little churn. In fact, according to Thomas, Sellsation has a 95-percent customer retention rate!
Time Stamp: 11:00 One of the biggest challenges facing medium and large-sized businesses is the disconnect between sales and marketing. Sellsation alleviates that problem by helping clients visualize the processes that both departments are doing so that they can find points of collaboration and communication.
These days, one of the
most significant elements in the SaaS world is customer relationship management
(CRM) software. However, while so many companies try to develop new tricks and
methods for startups to retain customers, there is a bit of a disconnect
between the developers and the customers.
In this episode of the SaaS CX Show, I’m talking with Thomas Kattnigg, CEO of Sellsation. Thomas and his team have created a highly capable CRM program that delivers results and has very little churn. In fact, according to Thomas, Sellsation has a 95-percent customer retention rate, which is almost unheard of within the industry. I picked his brain about why his company has been so successful, and here are some highlights.
Helping Customers Find Their Alignment
Typically, the challenge
that CRM software faces is that businesses don’t have a clear expectation of
their goals. They know that they need some way to build relationships with
customers, but they don’t have a specific objective in mind. Unfortunately,
without that guiding principle, no CRM program will deliver – after all, how
can it?
So, when Thomas and his
team work with clients on Sellsation, they first discuss what the company is
trying to achieve and how they plan to get there. Without that clear
understanding of alignment, it’s impossible to utilize the software to reach
the destination. Ultimately, even though Sellsation is a software company and
not a service company, they provide some level of consultation to ensure that
clients know what they want and what they need.
Bridging the Gap Between Sales and Marketing
Another challenge that
many businesses face, both large and small, is the disconnect between sales and
marketing. All too often, these two departments aren’t talking to each other or
coordinating, which can lead to problems down the line. The sales team over
promises on a product, or the marketing team is promoting something that’s hard
to sell. Whatever the case may be, it can become a significant issue.
Sellsation bridges the
gap between these departments by helping the business owners visualize the
processes that both sides use and how they can merge. By seeing the
similarities between sales and marketing and how one can feed into the other,
it’s much easier to get them to coordinate. Overall, having a cohesive business
model is the key to success.
Tying Sales to the Customer Experience, Not Just Revenue
Finally, many software
companies (and businesses in general) take a narrow approach to motivating the
sales team. Typically, it’s the commission that drives a salesperson to improve
their efforts, but Sellsation takes a slightly different approach.
Because customer
retention is such a vital KPI for the company, Thomas tells the sales team that
their pay is also tied to the level of support that a customer requests after
the fact. Ideally, new clients won’t have to open any new tickets because the
sales and onboarding process was so thorough. If a customer is unhappy, the
sales team needs to adjust its messaging and delivery.
We talk a lot more about
CRM and how Sellsation is navigating and disrupting the industry, so be sure to
check out the episode here. You can also find out more about Thomas and his
product at www.sellsation.com.
Sellsation CRM Raffle
Sellsation has agreed to give away 1 free annual contract with 5 user licenses and an 8-hour onboarding & training package with a total value of $9400.
If you’re a SaaS company, you know the demo is a critical part of the sales process. But not all demos are effective. In fact, many are downright boring and end up losing the customer’s interest. This article intents to answer the question once and for all, how to run a demo for your SaaS company that actually gets more customers to sign up.
Right now, we’re living in exciting times for both startups and entrepreneurs. Technology has made it easier than ever to start a business and build a product from the ground up. And in that frenzy of discussions, people continue to say: you need to know how to build an MVP for your SaaS product.
However, this lower bar of entry can be a double-edged sword. On the one hand, you can get a team together and start working on a product immediately. On the other, it’s too easy to get bogged down in the details and set yourself up for failure.
So, if you want to avoid the usual problems of creating a successful startup, you can look at the methods used by membership sites. We talk with Ward Sandler, founder and creator of Memberspace, about how he turned an idea into a success. Here is what we discovered.
Let
Your Customers Drive Your Ideation Process
All startups dream about becoming the “next
big thing.” A lot of talk has been thrown around in recent years surrounding
brands like Uber and Airbnb, with “growth hacking” becoming the go-to term for
businesses that blow up in popularity.
Knowing how to build an MVP for your SaaS product needs to involve customer feedback as well as great design.
However, for every Uber, there are a thousand similar apps that failed to get off the ground. But why is that? Well, in most cases, it’s because the ones developing the app or product aren’t necessarily the ones who need it the most. And that tends to be a big “gotcha” when you think about how to build an MVP for your SaaS product.
Yes, you have a bunch of great ideas, but how
are you validating them? What features and functionality are your users
craving? What elements do they want that they can’t get anywhere else?
For Ward Sandler, it was a consistent request for adding a membership package to a website. As a site designer and consultant, Ward heard from his client about what features they needed. At the time, no one was offering a simple membership package solution, so he created his own.
This feedback loop drives how to build an MVP. You should also continue throughout your development, even after launch. Whenever you want to add a new feature or benefit, be sure to talk to your users about any specific pain points and how you can address them. A bonus feature that doesn’t add value is ultimately worthless.
Emphasize the Minimum When You Build an MVP for SaaS
Part of what makes research and development
take so long is that startups believe that they have to have a full suite of
features on launch. While that can be nice, it’s not necessary. Instead, focus
on the core function of your product and let that be your foundation.
For example, with Memberspace, the site started with a simple solution – creating a program that forced visitors to sign up for a free account. No paywall, no tiered membership options, no analytics, just the one element. That simplicity is how Ward decided to move forward. He knew how to build an MVP for his SaaS product because he focused on the basics.
Once Ward and his team perfected that
component, it was easier to add new features. With each addition, they went
through a similar process. Now, they have dozens of functions to make the site
more attractive to new customers.
You should take a similar approach. Distill
your product or idea to its core component – what is the primary selling point?
Build that until it works, then run beta testing to perfect it. Not only will
this help you launch faster, but it will remove any potential setbacks along
the way.
Cater
to the Lowest Common Denominator
Another reason why startups can struggle is
that they are building an app or product for tech-savvy individuals. While you
do need to appeal to the early adopter crowd, you should have another
demographic in mind – boomers.
Really, the idea is to make your product as
simple and easy to understand as possible. Since the older generation can have
trouble with new tech, they are an excellent resource for beta testing. If a
boomer can understand what you’re offering and use the app correctly, then it
will be foolproof. Even if you don’t think that older people or non-tech users
will want your product, implementing this strategy will still help in the long
run.
Bottom Line: Knowing Which Questions Need Answers Tells You How to Build an MVP
Overall, to be a successful startup, you need to know how to ask questions from your user base. Your ideas are valuable, but since you’re not the one buying the product, you need to solicit feedback from a broader selection of people. Your users will help you figure out how to build an MVP for your SaaS product. Then let your customers determine which elements should stay and which should be dropped. That process will lead to greater success.
In today’s episode of the SaaS CX show, I’m talking with Tom Coffin, founder, and CEO of Simply Reliable. The company’s flagship program is Smart Office, which enables contractors and other businesses to bring together so many different aspects of their business in one easy-to-use tool. I talked with him about his journey and what he’s learned along the way.
Time Stamp: 12:56 – Focusing on completion. So many SaaS companies tend to focus on a specific part of the business process for contractors, but what makes Simply Reliable – smart office for contractors – so much better is that it’s an end-to-end program. Contractors of all shapes and sizes can reach completion without having to manually bring together disparate programs and systems.
Show
Notes
Tom Coffin
Although we are living
in the golden age of technology, this easy access to new tools is something of
a double-edged sword. As the saying goes, “there’s an app for that,” but with
so many different options out there, it can be hard to keep track of and manage
them all.
In today’s episode of the SaaS CX show, I’m talking with Tom Coffin, founder, and CEO of Simply Reliable. The company’s flagship program is Smart Office, which enables contractors and other businesses to bring together so many different aspects of their business in one easy-to-use tool. I talked with him about his journey and what he’s learned along the way.
From Smart Homes to Smart Office
What got Tom and his team into the SaaS industry initially was the growing market of smart homes. People who wanted to connect all of these different systems within their house to each other. Everything from the doorbell to the lights to the heating and cooling unit had to be put under one umbrella, which created its own set of challenges. Since each of these components is built and designed individually, they are not necessarily created to be a cohesive unit.
The same is even more
true with business. There are so many processes that have to happen on a single
project that it can be quite overwhelming, particularly for small business
owners. Tom recognized that there was even more of a need for something like
Smart Office in the professional world, so he got to work.
What makes a smart office “smart” is having the business processes mapped from end to end.
What makes Smart Office
such a compelling piece of software is that it’s an end-to-end system. From the
moment the business reaches out to a customer, they can build a proposal,
organize the project, assign tasks, have workers check off those tasks, and
then send an invoice once it’s all done. Afterward, the contractor can reach
out to the customer again and potentially make a new sale.
This kind of approach is
transformational because it focuses on the customer experience, not a specific
component. So many programs out there are designed to solve one problem, but
won’t assist you with the steps that come before or after. Overall, Tom and his
team have become so successful because there is no disparity between parts of
the project. In essence, a single manager can get a full view of everything
without having to track down data from various silos.
Achieving Profitability From the Onset
One issue that can
plague contractors specifically is that they can accept a new project, do all
the work, and then afterward realize that they didn’t really make any money.
All too often, when doing the post-mortem on a job, a contracting business will
discover that the project wasn’t as lucrative as it seemed at first.
This is another area where the Smart Office delivers. Because managers and business owners can see the full picture, including costs and expenses, it’s so much easier to determine how much money the business is making. Better yet, by alleviating the struggles of bringing together so many systems, a contracting company can save even more time, which cuts down on labor.
We talk a lot more about
Smart Office and the value of a full-circle system in this episode, so be sure
to check it out here. Also, you can find out more about Tom and his program at www.simplyreliable.com.
If you’re a SaaS company, you know the demo is a critical part of the sales process. But not all demos are effective. In fact, many are downright boring and end up losing the customer’s interest. This article intents to answer the question once and for all, how to run a demo for your SaaS company that actually gets more customers to sign up.
If you’re a SaaS company, you know the demo is a critical part of the sales process. But not all demos are effective. In fact, many are downright boring and end up losing the customer’s interest. This article intends to answer the question once and for all, how to run a demo for your SaaS company that actually gets more customers to sign up.
Using a right demo script is critical to gain new customers
In order to describe the “perfect demo”, we need to talk about the types of demos. There are three different demo styles or scripts.
The “Menu” Demo
The “Feature Review” Demo
The “Day in the Life” Demo
Each of these three scripts has a different feel to them. And they can all be useful in different parts of the sales process.
Whatever script you use, the structure is critical. You need to capture the attention of your audience in the first 2 minutes of the discussion. Otherwise, you might lose their interest – and the sale.
The three demo types we’ll be focusing on highlight different perspectives on the purpose of a demo. Some are useful in some scenarios. Some are not.
The important thing is knowing what part of the sales process you’re in. If you’re trying to sell to potential users, you need to speak their language. Sometimes, however, we’re just trying to check boxes off an RFP questionnaire. That’s a completely different scenario requiring a different script.
But we’ll run through each one and highlight the pros and cons.
The “Menu” Demo
The “Menu” demo is the most frequently used demo script. In the “Menu” Demo, the demonstrator goes through each of the major functions of the software – as if going through the top level menu – and explains why they’re there and what they do. The demonstrator doesn’t go into each detail, but the overall context of each section is provided.
For example, imagine the main menu of your software were: Import, Review, Approve, and Reporting. Those menu items forms the script of how to run a demo of this software.
The demonstrator would spend some time on the Import function. Describe some of the major features, talk about why it’s there and when you would use it.
Then the demonstrator would move onto the Review menu item. Again, they would discuss what Review is for, who would use it and what major features are there.
And so on until each of the menu items have been covered.
The “Menu” demo is a popular way to run a demo because it’s easy to remember – you simply follow the menu. Hence the name. The demonstrator is sure to cover all the major points because they’re included in the menu.
The problem with the “Menu” demo is that it’s “software-centric.” The menu items were created to resemble some broad workflow, but not necessarily from the user’s perspective.
And if the menu was created without the user’s workflow in mind, then this script is even more disconnected from what a real user would do with the software.
If your software is even moderately complex, a user will rarely use all the menu items in a single session. In fact, many of the menu items might not be used on a regular basis. If your software is designed for the enterprise, then a user might not even need many of the menu items; they have been designed for other user types.
Despite how you might view the workflow, the menu items will likely not represent how your customer actually uses the software. And because of this disconnect, although the “Menu” demo is informative, it’s rarely persuasive.
The “Feature Review” Demo
The “Feature Review” demo is like the “Menu” demo on steroids. The demonstrator goes through each and every feature, every box, every option to demonstrate the power of the software.
The idea is to overpower the the prospect with all the possibilities and they will want to license your software.
That result rarely occurs. In fact, unless such a demo is required by a Request for Proposal (RFP), you should never run a “Feature Review” demo. They are overwhelming and usually end up making your software look complex and unwieldy.
Just like the “Menu” demo, the “Feature Review” demo is “software-centric.” It’s all about your code and nothing about the customer. What the “Menu” demo tries to do is stick with the workflow embedded in the menu. The “Feature Review” leaves this intention behind, getting lost in functionality at the expense of actual function.
Most customer who watch a “Feature Review” demo end up impressed by the thought that has gone into each component, but often do not understand how the software actually works.
This “shock and awe” approach is not how to run a demo. You’ll find your prospects with more questions afterwards than they had before. And worse yet, they may be too confused to know what to ask.
The “Day in the Life” Demo
It turns out what your prospects want to know most is how they’ll use your software in their day-to-day work. You will want to think through how to run a demo that highlights the typical use cases your customer will go through.
The focus on use cases can be complex when you have enterprise software and multiple user types. That only emphasizes how important it is to structure demos around the audience.
Regardless of the different types of users, your demo needs to be “customer-centric.” It needs to focus on things your customer actually does. Build a script around what life actually looks like for your user – pre and post-implementation of your software.
The “Day in the Life” demo is a scenario-based demo. Start with a typical situation – ideally one your software makes easier. Set up the scenario verbally and then walk through the exact steps the user would take to handle that scenario.
Choose scenarios that are common rather than one-off “corner cases.” If you can include commentary about workflow that is happening outside the software, you’ll find your prospective user understanding better how your software will affect their work.
In the end, you’re shooting for dramatic changes in outcomes. You need to justify the return on investment in your software. And your demo should make it clear that the day-to-day work of the user will result in that ROI.
You will be tempted to “throw a few things” into the “Day in the Life” demo because your scenario doesn’t hit on some key features or functionality. Resist this urge. Your prospect will be won over by seeing how your software interfaces with their already existing workflow. Detours and breaks in the flow only serve to confuse the prospect. That disruption makes it less likely for them to see your software fitting “into their life.”
If you find your “Day in the Life” demos are missing key features and function, that should tell you something. Either you’re telling the wrong stories or your key features aren’t all that key.
If you adopt an agile development framework, some of these stories should already be a part of your internal language. You’re just showcasing them to your prospects now.
How to Run a Demo that Gets People to Buy
All the theory in the world isn’t helpful if you can’t visualize it in action. That’s true for your customers. And it’s true for you. To that end, here are some examples of outstanding demos you might use for some inspiration.
In the end, your goal is simple. More customers.
But to do that, your prospect needs to go on a journey with you. They need to see a relevant, valuable outcome. They need to recognize a problem with what they’re doing today. And they need to see you solving that problem.
These problems are a part of your customers’ daily life. The scenarios you describe in your software demo need to reflect those daily challenges.
Your potential customer will not be swayed by the latest feature or shiny object. Especially not when that new gadget doesn’t immediately address their pain points.
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Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.
