Effective Storytelling in Discovery, Demos, and More

No dejar nunca de aprender Artículo

“Tell me the facts and I’ll learn. Tell me the truth and I’ll believe. But tell me a story and it will live in my heart forever.”
– Native American Proverb

¿Qué hay en este artículo para usted?

Some tactical nuggets and the occasional strategic gem!

This article explores stories and storytelling practices to improve your communications, drive conversions with your prospects, and secure renewals and enjoy expansion with your current customers:

¿Inmortalidad para los aburridos?
Storytelling in Discovery, Demos, and More
What Makes a Story Good?
Leverage Well-Known Stories
El héroe
Type Two Fun and Storytelling
"Envuelve tu demo en una historia..."
Cuándo utilizar las historias
Diapositivas de situación
Images, Props, and Visual Aids
Using Storytelling in Some New and Unexpected Ways!
Nunca cuentes una buena historia una sola vez
Story Libraries

Stories engage, illustrate and are remembered in ways that facts and features cannot. We are con cable for stories, and most people can accurately volver a contar historias que les resuenan días, semanas o incluso meses después de escucharlas.

In business, stories are effective mechanisms to help your prospects and customers remember – and recommunicate – the capabilities, use cases, and value of your offerings.

¿Inmortalidad para los aburridos?

Contemplate the following punchline: “Slow and steady wins the race.”

What is the name of this story, who first told it, and when did the author live?

“The Tortoise and the Hare,” one of Aesop’s Fables, was first collected by Aesop around 600 BC. Let me say that again: that story is now 2600 years old! Interestingly, the title of the story and the animals may change from culture to culture, but the key elements and the take-away message remain the same.

And what is the take-away message from the story? “If you simply persevere, my son/daughter/friend/colleague, you will do well…”

Francamente, este mensaje es aburrido. By itself, that message would not last and would be quickly forgotten.

Run the experiment! Tell a teenager, “If you simply work hard and persevere, you will do well in life” and watch the reaction, “Yeah, right, whatever…” Your message will disappear and be forgotten in moments.

However, when you wrap this boring message inside a story that includes key storytelling elements, that message gets told and retold. And in the case of “The Tortoise and the Hare,” the story has been in use for 2600 years (so far!).

Storytelling in Discovery, Demos, and More

It is fascinating to watch an audience’s reaction when you offer to tell a story. When you ask, “Are

you interested in the true story of how this happened?” people lean forward in their seats, and their attention level rises markedly.

So how do you use stories in discovery conversations, demos, and other customer-facing interactions?

Use stories to underscore and illustrate key ideas and important concepts. Think in terms of the following levels:

Level 1 – Feature Statement: you present a capability and describe what it does.

Level 2 – Advantage Statement: you present a capability, describe what it does, and communicate the potential business value for your prospect or customer.

Level 3 – Benefit Statement: you present a capability, describe what it does, and confirm the value, based on discovery.

Level 4 – Leveraging an analogy or metaphor: you use a metaphor or analogy to illustrate and connect to your prospect’s existing experiences.

Level 5 – Storytelling: you wrap the capability inside an effective, compelling story that engages, entertains, embeds, and enables recommunication of the capability and value by your audiencia.

Accordingly, articulating pain followed by a few features and then a value statement is no a compelling story. At best, it is simply an advantage or benefit statement: Levels 2 or 3.

“You need a search capability, we provide that capability with a range of filters, enabling you to find the information you need.” Boring and insufficient.

There needs to be more to make it a compelling, resonating story that gets remembered and retold.

Chip and Dan Heath in their seminal work on storytelling, Hecho para pegar: Por qué algunas ideas sobreviven y otras mueren, identified five key attributes to make a story successfully sticky:

Simple Message:The concept or message needs to be clear and easy to understand

Real Experience:It must be believable and perceived as being true

Element of Surprise:An unexpected twist, event or outcome generates interest and tension

Evokes Emotion:The best stories are those that generate an emotional response

Relevant:Good stories relate directly to the subject or key point

La estructura "dolor, características, valor" puede satisfacer tres de estos cinco, pero ignorar dos.

Is there an element of surprise? Nope. Does that structure evoke an emotional response? Hardly. And these two missing elements provide much of the conducir that makes a story memorable.

Triggering our emotions is what makes a story great and unforgettable. For example:

Empathy: “I’ve also been in this position!”
Shock: “OMG – that’s terrible!”
Sorpresa: "¡Oh, no! ¿Qué pasó después?"
Humorístico: "Bueno, eso es triste, ¡pero también muy divertido!".
Cleverness: “Oh wow, that’s a really elegant solution!”

Evaluate the stories you currently use: How many of these five attributes do they trigger?

What Makes a Story Good?

Good stories get retold; others don’t. That’s a simple and very effective figure of merit!

If the stories you relate aren’t retold by your audiences, then they weren’t successful. Similarly, if your audience is not actively engaged while you are relating your story, it is not getting the job done.

We know good stories when we hear them. They often cause us, as audience members, to respond with a “Wow…!” or “Hmmmm…!” reaction. A good story often triggers us to share an experience or tell one of our own stories in response.

The five Hecho para pegar attributes give us a structured way to evaluate our stories. Let’s explore each of these.

Mensaje sencillo

En Great Demo! y Haciendo Descubrimientos Talleres, we use stories to illustrate the concept of the Capacidades específicas needed by a customer to solve a business problem. There are typically tons of features and functions available in most software offerings, but it is just the few Capacidades específicas your customer actually needs to complete their desired tasks and solve their problems. The idea of Capacidades específicas es sencillo.

Desgraciadamente, si dijéramos simplemente: "Recuerda, sólo es el Capacidades específicas that your customer needs…” our Workshop participants would likely no remember this idea very well. However, by wrapping it inside a good story we give the idea of Specific Capabilities greater longevity.

Here’s an example I’ve used, typically at the very beginning of a two-day session:

“You are riding a bicycle rather fast. You skid on some gravel and fall, scraping your legs and arms. You are bleeding moderately, and you hurt, but your bike seems to be OK.

Someone sees you fall and comes to offer help. They offer you water, but you aren’t thirsty, you’re bleeding. They offer you a patch kit for your bike, but your tires are fine, and you are still bleeding. Now you are not only hurt but also irritated! They offer you food, music, asthma medicine, dancing girls and guys, a new chain, a map, handlebars, bicycle bags, and a phone.

All are very nice offers, but clearly what you need is:

A few bandages and
A couple of aspirin

Moral: It’s the Capacidades específicas that our customers need to solve their problems!”

Interestingly, a day-and-a-half later, when I asked the participants to recall that story – and retell it – they did so successfully and with surprising accuracy!

Experiencia real

Why do customers participate in users’ group meetings (In addition to the free drinks, of course!)? They go to hear how otros clientes han abordado retos o resuelto problemas utilizando el software.

Las historias compartidas por otros clientes se perciben como reales, basadas en experiencias reales, y son por tanto muy valiosas y creíbles.

Along the same lines, stories presented by vendors need to be perceived as real to have solid impact in a meeting with a prospect. Often, the best stories are those about how otros customers solved problems that are the same or similar to what your prospect is facing.

En consecuencia, algunos de los mejor stories to use are customer success stories. These are often shared anecdotally, “Oh, I remember working with otro cliente que tenía el mismo problema..."

The skills here are to recognize relevant success stories, plan to reuse them, and then volver a contar those stories at appropriate times when doing discovery or delivering demos.

Responder a las preguntas con preguntas

Un elemento clave del liderazgo en demostraciones es cómo respondes cuando el comprador te hace una pregunta. Muchos consultores se lanzan directamente a responder, pero lo más eficaz es hacerlo con una pregunta que revele el contexto, la urgencia o la intención.

Por ejemplo:

Comprador: "¿Esto se puede exportar a Excel?" Usted: "Sí, puede. Pero tengo curiosidad, ¿por qué es importante para ti y lo estás haciendo hoy?".
Comprador: "¿Podemos integrar esto con nuestro CRM?". Usted: "Es posible. El objetivo es reducir la introducción manual, mejorar la precisión de los datos o ambas cosas?".
Comprador: "¿Su empresa realiza sus propias implantaciones o recurre a consultores externos? Usted: Se nota que piensa en el futuro. ¿Qué prefiere y por qué?

Con este planteamiento se consiguen tres cosas:

Aclara el verdadero motivo de su pregunta.
Vincula tu respuesta a un valor mensurable.
Te mantiene en control de la conversación.

Responder con determinación transforma una pregunta técnica en una conversación estratégica. Así es como se pasa de proveedor a asesor.

Elemento sorpresa

Memorable movies have one or more plot twists and turns. Successful stories include an element of surprise that engages audiences and are more effectively remembered.

Predictable stories are less interesting and won’t resonate strongly. Simply stating that another customer had the same pain as your prospect, followed by describing a positive outcome isn’t particularly compelling. It’s what happened along the way that makes the story compelling!

En la obra de Esopo La tortuga y la liebre, we all expect the rabbit to win the race with ease. But because he takes a nap and oversleeps, the turtle beats that bunny. (Note: in the Warner Bros. Bugs Bunny version of the story, the careful observer will note that the turtle is cheating at the start of the race, with his feet sneaking beyond the starting line. This is an additional element of surprise; we didn’t expect that terrapin to be a trickster!

Los elementos sorpresa pueden proceder de un abanico de posibilidades:

Dando la vuelta a una frase muy conocida: "Arrebatar vencer de las fauces de victoria."
Presentar un resultado imprevisto: "Resultó pérdida of $245 thousand annually.”
Ofrecer un proceso o enfoque inesperado: "Convertir las demostraciones tradicionales al revés."

When doing discovery or delivering demos, use stories that have a plot twist or unexpected turn. Here’s an example, The Credit Card Story de Suspender la incredulidad:

“Not long after your training, I was doing a demo for a small but important prospect in oil and gas. The CEO of the company was, obviously, the key prospect player and he was in the room with a few members of his team. We were all seated around a small table; I ran everything from my laptop as there was no other display.

Well, I’d done a reasonable job with discovery and knew the CEO needed certain reports that he either couldn’t get with their current environment, Excel, or it took piles of manual effort from his team to produce. Even worse, he needed many of these reports on a daily basis.

So, I started the demo with a simple Situation Slide that I’d built for him, reviewed it, and confirmed that the information was all correct. He commented that ‘Things are even worse now, as the business grows…’

I then showed him examples of the reports he wanted and he leannnnnnned forward in his chair towards my laptop. After describing the reports, I asked, ‘Would you like to see what it takes to generate these?’

He said, ‘Absolutely!’

A few mouse clicks later, he’d seen me produce several of the reports. He smiled, took out his wallet, and slid a credit card across the table to me!

I thought, ‘Wow – I’ve got this sale!’ I could have stopped there; I should have stopped there!

Pero yo no...

Instead, I got all excited, forgot your training, and started to show more and more stuff our software could do. At first, he seemed to appreciate the additional features. But just a few minutes later, it seemed that with each new capability I showed, his smile faded further and further until…

He sloooooooowly reached back across the table and gently, deliberately, and painfully (for me!) he took his credit card back and returned it to his wallet.

¡¡¡Aaaaaaaagh!!! No se vende!"

The element of surprise in this story is painfully tangible. And, by the way, its moral is, “Stop selling when your prospect is ready to buy!”

Evoca emociones

Truly understanding a prospect’s pain requires real empathy, but that’s only one of muchos emotions that help make a story a great one. To connect strongly to a story, the audience needs to feel an emotional impact. It should resonate with them as a shared experience or situation.

A child comes home from school and reports to his parents, “Everyone did really poorly on today’s math test…” Most parents immediately respond, “Well, how did usted do?” The parents don’t care about the balance of the class, as there is no emotional connection, but how su niño realizado es fundamental.

To introduce the idea that “We Are Programmed to Forget” I present an example situation in the form of a short story:

“Have you ever arrived at the end of a drive that you take frequently to the store, to school, or to the office, and you suddenly realize that you have no recollection of the drive itself? ‘I must have been on autopilot…’ is what we often think.”

For many people, this evokes emotional responses of recognition, wonder, self-aware surprise, and a certain degree of discomfort. At the same time, the realization that this also happens to others is reassuring.

Una conexión emocional hace que la historia sea mucho más significativa y personal.

In discovery and demos, the best stories have a similar emotional “hook.” One way to accomplish this is to begin with, “Have you ever had the following experience…?” followed by a story that has a high probability of having happened to this prospect as well.

In Great Demo! Workshops, we ask questions like, “Have you ever had a demo go poorly…?” The answers are nearly always, “Yes…” followed by a stream of descriptions of what happened: no discovery, wrong audience, not enough time, no Internet, etc., all of which evoke head nods of agreement from the balance of the participants who have suffered through similar situations.

Shared emotions enable empathy and authenticity, and make your stories much more compelling than a list of facts!

Correspondiente

Stories need to be perceived as relevant or their impact drops precipitously: Stories need to truly resonate with your audience.

A prospect in the manufacturing industry won’t consider a demo that uses data from a banking scenario as credible. It is perceived as too distant from their situation and is not perceived as relevant, even if the capabilities are the same! Similarly, stories need to be aligned with how prospects view themselves and their situations.

When discussing online demos, I often share a story in which a rather embarrassing chat message to the presenter appeared during a webinar to a large audience. The message described plans for a date that evening in rather graphic and embarrassing terms! And while audience attention went up dramatically, it was no for a reason desired by the presenter. The moral of the story is to be aware of to whom and what you chat in online sessions.

While the specifics may be different, many people have seen or suffered from similar situations and so the story resonates and has strong relevance.

These five attributes of successful stories should serve as a guide for your own. To recap:

Simple Message:The concept or message needs to be clear and easy to understand

Real Experience:It must be believable and perceived as being true

Element of Surprise:An unexpected twist, event or outcome generates interest and tension

Evokes Emotion:The best stories are those that generate an emotional response

Relevant:Good stories relate directly to the subject or key point

Beyond these fundamentals, what else can be done to improve your stories?

Leverage Well-Known Stories

Relating ideas in your prospect and customer interactions to well-known, existing stories can be simple and very effective. Using stories taken from popular movies and other media is one approach. For example:

“These are not the droids you seek…” The movie? Star Wars, of course. This is a great line to use when you get an unexpected result or bug in your demo!
“One miiiiiillion dollars…!” The movie? Austin Powers. Usage? Ah, así que many possibilities!
The slow-motion cliff-hanger scene in Deadpool. Usage? Explaining the concept of “hooks” (or In Medias Res).
"A Conference Call in Real Life” Usage? Illustrating the frustrations of using conferencing technology (old but still funny).
The “Rockwell Retro Encabulator” Usage? A beautifully produced stunningly awful demo, with an emphasis on the use of technobabble (truly a thing of beauty!).

Each of these (hopefully) references and draws upon our previously stored memories of stories already in place. This can be a great strategy, particularly when trying to draw analogies or find examples.

El héroe

A popular story-telling technique is the use of a hero: someone or something that the audience can identify with. Traditional stories (e.g., sagas, Marvel movies) typically have a hero that encounters and overcomes trials and adversity before achieving success. (Check out the Wikipedia entry for “The Hero’s Journey".

In discovery, demos, and related activities, heroes can take a number of forms:

Your prospect or customer (as an individual): Your prospect or customer can be portrayed as the hero, with the payoff being the timely and on-budget completion of a project, accolades from colleagues, or a promotion. Add a twist and an emotion-touched component, and this can be a very effective approach!

From personal experience, it was gratifying to see customers I’d worked with over a period of years move from staff members to middle managers to senior and C-level management, partly because of using our software or services. These experiences provided excellent, real-life, highly relevant examples for compelling stories.

Your prospect’s or customer’s team: This is the logical corollary to an individual. The team can be presented as the hero in a story.
Your prospect’s or customer’s customer: In this case, the hero is the ultimate beneficiary, but everyone wins!
Your product: Your software can be the hero, similarly, enabling your prospect or customer to achieve their objectives despite apparently overwhelming challenges.
AI: This is a popular strategy, imbuing AI with human hero attributes while uncovering key trends or assisting their human operators and consumers.
Your cloud-based product: Pairing your product with the cloud can be an effective hero combination (“The Terrific Two”). For example, “When our server room flooded and servers went down, we were still able to complete the project thanks to the ability to access the software and our data from the cloud…” This can be particularly useful in convincing Late Majority prospects to engage in a digital transformation.

I’ve heard several good examples of this: access to key information via collaboration tools or capabilities, group scheduling scenarios, and disaster recovery experiences (“…and we were able to get back up and running just in time for the opening!”).

Interestingly, Hero’s Journey stories may not invoke all five of the successful story attributes discussed above. Marvel movies, for example, may be a bit thin on “Real Experience” and “Relevant,” but they do leverage “Element of Surprise” and “Evokes Emotion in particular!

Type Two Fun and Storytelling

“Comedy equals tragedy plus time.”

– Attributed to Mike Birbiglia, Mark Twain, Lenny Bruce, Thomas Hobbes, and others

Of course, everyone knows the three types of fun:

Type One Fun: It was fun while it was happening, and it is fun to talk about it afterwards.
Type Two Fun: It was no fun while it was happening, but it is fun to share the story.
Type Three Fun: It was no fun while it was happening, and it is todavía painful to speak of it!

Intriguingly, Type Two Fun experiences often have many of the elements that enable a successful story, and the Hero’s Journey story structure, in particular.

For example, business travel frequently results in delays, cancellations, and other challenging experiences that, when overcome, can yield entertaining and satisfying stories. Most of us have endured these situations and, once the trip was over, turned them into stories that we retell (sometimes over and over!).

Similarly, seeing your customers overcome their business challenges (using your solutions) can provide you with great stories to use in your discovery conversations, demos, and other interactions.

If it was painful at the time, but is now enjoyable to relate, you’ve got a good candidate for a compelling story!

For a few examples, peruse the thirty-five short stories in Suspender la incredulidad.

"Envuelve tu demo en una historia..."

Many managers tell their teams to “wrap a story” around their demos, but teams often struggle to find and use stories that meet this requirement.

Un sin éxito tactic is to use a “day-in-the-life” to bind together a range of tasks, functions and multiple job titles. The result is no really a story but is simply an organizational framework and as such it fails to engage interest. How could it? How exciting is it to hear about executing one’s day-to-day job?

Es poco probable que una buena historia puede be wrapped around most demos. I remember (but not in a good way!) a demo where the vendor used a series of different hats to indicate when different user job titles were interacting with the software along a series of workflows. It fue amusing, but only for the first few minutes.

After the demo, I asked one of the vendor reps what they were trying to accomplish with their “hat dance.” They said, “We were told to wrap a story around our demo…” Oh, by the way, they lost the business!

Stories are most effective when used as punctuation, as reinforcement, and as mechanisms for making key ideas stick.

Cuándo utilizar las historias

Use stories when presenting your most important points, critical concepts and key competitive capabilities. Stories help make these ideas memorable and enable the ideas to be retold with high fidelity within your prospect’s or customer’s organization.

As an example, consider a scenario where you decide to present a key competitive capability in your demo. You should:

Present the capability, describing what it does, how it works (if desired by the customer), and the business value it delivers. “Our SmartAutoRollback feature keeps you protected from disasters…” Those are the facts: important, but uninspiring.
Draw an analogy or relate the capability to a metaphor: “This capability is like having airbags in your car: You hope you never need to use them, but if you actually tienen an accident, you’ll be glad they were present…!” You’ve now connected the capability to something your audience already understands.
Wrap the capability inside of a story (in this case, a customer success story):

“Let me share what happened with another customer. She was close to completing a critical project when there was a terrific rainstorm, the roof caved in, and the server room flooded. Even worse, many of the systems had shorted out as the water engulfed them. All the storage, routers, switches, and servers were dead – even the ‘Uninterruptible Power Supplies’ were killed when they were inundated. The room was an absolute disaster!

When she heard the news and saw the photos of the flooded room, she was shocked and appalled. She called the facility right away and found the damage was even worse than the photos showed. That room was toast!

She thought all was lost, but because she had just implemented our Disaster Recovery software, she discovered that all the files were ya on the machines at the backup facility – and she was able to complete her project ahead of time and under budget…!”

By the way, that’s a true story!

Diapositivas de situación

Great Demo! Situation Slides provide a terrific framework for stories. Situation Slides from your current clientes describe the goals they were seeking to achieve, the problems that were standing in their way, the capabilities they needed, the timing constraints, and the rewards they have enjoyed as a result of implementing your solution. (Thanks, Natasja Bax, for pointing this out!)

They enable you to establish relevance, relate a real and often emotional experience, while keeping it a simple message. It is up to usted, however, to add an element of surprise as you tell the story!

Biased Questions also can serve as crisp, effective stories, leveraging the Situation Slide structure. (See page 183 in Descubrimiento if you are unfamiliar with this elegant and effective method!)

Images, Props, and Visual Aids

“One picture is worth one thousand words.”

– Attributed to Fred R. Barnard

Consider using images and physical objects to improve your storytelling. A good verbal delivery can be sufficient, but when you use a picture or visual aid you add additional dimensions. Here’s an example:

Un refrescante ejemplo de uso de atrezo y ayudas visuales en la reingeniería de la visión

Una vez vi un uso estupendo de los accesorios (o ayudas visuales) en una reunión cara a cara: El representante del proveedor hablaba de cómo su solución eliminaba los silos y permitía un mejor consumo de los datos internos de un cliente potencial.

El representante cogió dos botellas de agua llenas, las levantó y dijo: "Tengo entendido que su organización tiene los datos en silos, como estas botellas de agua...". Golpeó las botellas, señalando que "no se pueden unir estos datos". Bang, bang, sonaron las botellas de agua.

A continuación, abrió cada botella y colocó una taza delante de él, sobre la mesa.

He said, “What we propose is to enable you to combine data in ways you’ve never been able to combinar before…” as he poured water from both water bottles into the cup. He then picked up the cup and continued, “…and enable you to consumir your data in ways you’ve never been able to do before!” and he took a sip of the pooled mix from the cup.

Terminó con un satisfecho "¡Ah, refrescante!". ¡Fabuloso!

Similarly, when I tell the bicycle story related earlier, I show a photo of a bicyclist who has just crashed, and whose elbow and knee are bleeding. Looks painful!

Using Storytelling in Some New and Unexpected Ways!

Storytelling is used today in many customer-facing interactions including introductory calls, discovery, demos, and in some tactical portions of those conversations, such as handling objections. But stories can and should be leveraged more extensively.

Anything that is typically dry or fact-oriented can be brought to life by infusing them with relevant, compelling, engaging, and memorable stories!

Consider the following candidates:

RFP responses
POCs and POVs
Product feature planning
Startup pitches
Resumes

Resumes are a wonderful example. Most resumes are factual recitations of one’s accomplishments and skills but lack any real insight into the person.

I know someone who is highly skilled at B2B and B2C email marketing, with deep experience with Salesforce Marketing Cloud, Braze, SQL, HTML, Tableau, Litmus, Google Analytics, and other tools. But her resume doesn’t provide the full picture; it’s only (literally!) black and white.

While she’s very thoughtful and analytical, she is también a quietly confident explorer. One day she is completing a major email campaign, two days later she is taking her first surf lesson on the beach in Nicaragua, followed by yoga as the sun sets! One day she’s reviewing campaign KPIs and the next weekend she’s on a solo twelve mile, two thousand feet (vertical) hike through a northwest forest to an exquisite lake with stunning views.

Perhaps including these stories in her resume would offer a richer, full color picture of her skills, experience, y personality.

I’d suggest using stories in RFP responses, similarly, and in defining and managing POCs and POVs. Product folks can (and should!) use stories to support their cases for implementing certain features. And startup founders should leverage compelling stories in their investor and prospect pitches.

What other opportunities could benefit by including compelling stories?

Nunca cuentes una buena historia una sola vez

Good stories serve to punctuate key points and help make your demos remarkable and memorable. Collect them. Try them out. Refine them. Repeat. Practice and improve telling the stories that work.

Experiment and try out various stories for a range of situations. Test and refine and then share what works with your peers. After all, they’ll want to hear a good story as well!

Story Libraries

While I’m unaware of any bespoke tools to capture, organize, and serve compelling stories to customer-facing teams, I’m confident that these capabilities will emerge soon. Currently, I believe that most organizations rely on individual or tribal knowledge to determine what stories are being used successfully.

While that may be sufficient for a small team, as the group grows the ability to share stories gets tougher. Some organizations have implemented storytelling sessions, where each participant is generally expected to share a story and associated situational information that has worked well for them.

When I was leading a team, we held periodic “demo days” to share demo best practices, tips and tools, and to relate the stories that were particularly successful in moving prospects to customers, and customers to renew and expand.

Never tell a good story only once!

Para aprender los métodos presentados anteriormente, ¡considere la posibilidad de inscribirse en una Gran Demostración! Realización de habilidades de descubrimiento o demostración Taller. Para más consejos sobre demostraciones y descubrimientos, mejores prácticas, herramientas y técnicas, explore nuestro blog y los artículos de las páginas de Recursos de nuestro sitio web en https://GreatDemo.com y únete al Gran demostración y grupo de LinkedIn "Doing Discovery para aprender de los demás y compartir sus experiencias.

Effective Storytelling in Discovery, Demos, and More