| The sales presentation is your best opportunity to | | | | most senior of whom was the Executive Vice |
| show and tell, but there's more to it than just | | | | President, I'll call him Mr. Burns. |
| showing and telling. You also need to think | | | | Ten minutes before the conclusion of my |
| strategically about the customers buying process | | | | presentation, the phone rang. Mr. Burns had a |
| and needs, your competitors' offerings, and why | | | | plane to catch, and his cab had arrived. As he |
| your solution is best. | | | | stood up, I said, "Mr. Burns, before you leave, |
| To plan and deliver winning sales presentations, | | | | may I ask you one final question?" |
| try the following approach: | | | | I asked, "Now that you've evaluated all the |
| Find out in advance how much time you will have. | | | | options, is there any reason why my solution is |
| Have you ever had a key decision-maker leave in | | | | not your best option?" |
| the middle of your presentation because he was | | | | He paused, then said "Yep!" And out came his final |
| out of time? You can't hold someone's attention | | | | concern about my solution. It was a concern I |
| when he's looking at the clock. At the beginning of | | | | was ready for, but I never got a chance to |
| the meeting, ask how much time the prospect | | | | respond because his comment triggered a |
| has set aside, then adjust your presentation to | | | | firestorm of conversation around the conference |
| take no more than 60% of the allotted time. | | | | table. Mr. Burns missed his cab, but several other |
| Why only 60%? Because your prospect's | | | | decision makers drove him to the airport so they |
| decisions to act typically occur at the end of the | | | | could continue their discussion. |
| meeting. Adjusting your presentation will allow | | | | A few weeks later, I learned that in the car on |
| enough time to resolve any remaining issues, and | | | | the way to the airport, a lower-level |
| reach an agreement. | | | | decision-maker had resolved Mr. Burns's concern, |
| Check in. | | | | and I won the sale. |
| Another good question to ask at the beginning of | | | | This example shows that today, as much as 90% |
| every sales presentation is, "since the last time | | | | of the sale takes place without you being in the |
| we met, has anything changed?" If your | | | | room. So it's essential to make sure that the |
| competitor gave a presentation yesterday | | | | prospects championing your cause have the tools |
| afternoon you may have a few new hurdles you | | | | to sell other decision makers for you. |
| need to overcome. The sooner you identify those | | | | Start with a quick review of the customer's goals |
| hurdles, the more time you have to plan a | | | | and objectives. On a flipchart, list each of the |
| response. | | | | customers buying criteria. This list is your outline |
| Take his temperature. | | | | for effective sales presentation. Next, show how |
| The next question you want to ask is, "Where | | | | your solution meets and exceeds each customer |
| are you in your decision process?" If he tells me | | | | criterion. |
| he's scheduled presentations with three suppliers | | | | Throughout your presentation, get a reaction |
| and I'm the first presenter, I know the chances | | | | from your prospect. For example, after |
| of this prospect agreeing to a decision at the end | | | | demonstrating a capability you would ask, how |
| of my presentation are virtually nonexistent. For | | | | would this be an improvement or how would this |
| starters, it would take the prospect more time, | | | | help. Interactive presentations keep prospects |
| energy and stress to cancel the appointments | | | | more involved and interested. |
| than to go ahead with them. | | | | Communicate all your unique strengths. |
| More importantly, the prospect wants to hear all | | | | Today's customers want to know two things: can |
| three presentations, because from your | | | | you do what we need done, and how can you do |
| customer's perspective, comparison is necessary | | | | it better than the other options we are |
| to recognize value. Never go for the close when | | | | considering? It's not enough to show that you can |
| you are the first presenter. You're simply asking | | | | meet your customer's needs. You must also have |
| for something that you can't get, and customers | | | | some reasons why your solution is the |
| will think you're pushy. Instead, come up with a | | | | customer's best choice. To ensure that my |
| legitimate reason to come back after the other | | | | strengths are understood, I always prepare a |
| presentations, when the prospect likely will be in a | | | | flipchart titled "Why we are your best choice" |
| position to make a decision. | | | | which lists at least three reasons why I'm the |
| Try to be the last presenter. | | | | customer's best option. Often, I list seven or eight |
| The last presenter has a significant advantage, | | | | reasons. |
| because he is closer to the customer's point of | | | | The more reasons you have, and the more |
| decision. If I am the final supplier to present, and | | | | compelling those reasons are, the better your |
| have shown why am I am the best choice, it's | | | | chances of winning the sale. In sports, when two |
| only reasonable to ask for a commitment to buy. | | | | teams are evenly matched, the winner is the |
| It also creates an opportunity to address any | | | | team that makes the fewest mistakes, and |
| lingering concerns that may prevent a sale. | | | | executes its plays the best. |
| In one of the largest sales opportunities I ever | | | | To deliver a winning sales presentation, you must |
| worked on, I was the third of three presenters | | | | do the same. |
| to a committee of seven decision-makers, the | | | | |