\u00bfQu\u00e9 hay en este art\u00edculo para usted?<\/p>\n
Un jefe de preventa coment\u00f3: \"\u00a1No saben lo que no saben...! 50% de nuestras oportunidades de venta acaban en \"no decisi\u00f3n\" y 30% de nuestras demostraciones son puro desperdicio. Debemos pasar de nuestros enfoques tradicionales a una metodolog\u00eda validada y probada que ofrezca mejores resultados\".<\/p>\n
He aqu\u00ed un m\u00e9todo sencillo para evaluar su situaci\u00f3n y la de su equipo, basado en diez niveles de competencia creciente en habilidades de demostraci\u00f3n:<\/p>\n
Nivel 1: Sigue el gui\u00f3n de demostraci\u00f3n est\u00e1ndar<\/p>\n
Level 2:\u00a0 \u00a0\u00a0 Customizes based on prospect\u2019s market\/industry<\/p>\n
Level 3:\u00a0 \u00a0\u00a0 Customizes based on discovery information uncovered<\/p>\n
Level 4:\u00a0\u00a0\u00a0\u00a0 Communicates tangible business value<\/p>\n
Level 5:\u00a0 \u00a0\u00a0 Applies both Vision Generation and Technical Proof Demos<\/p>\n
Level 6:\u00a0\u00a0\u00a0\u00a0 Manages and explores prospect questions<\/p>\n
Level 7:\u00a0\u00a0\u00a0\u00a0 Uses Biased Questions to outflank competition and reengineer vision<\/p>\n
Level 8:\u00a0\u00a0\u00a0\u00a0 Applies storytelling techniques to reinforce key ideas<\/p>\n
Level 9: \u00a0\u00a0\u00a0 Applies these skills to the broad range of demo scenarios required, including demos for prospects occupying different portions of the Technology Adoption Curve, presenting new products, Executive Briefing Centers, transactional sales cycles, expansion opportunities, lunch and learn sessions, tradeshows, demos for analysts and third parties, channel partners, internal demos, and other scenarios<\/p>\n
Level 10:\u00a0\u00a0 Captures and reuses demo success scenarios, and integrates, aligns, and leverages the skills above into a cohesive demonstration methodology<\/p>\n
Most people and teams, when they are honest with themselves, are operating at Levels 1-3 (and Level 3 is often debatable\u2026). That leaves a lote <\/em>of room for improvement! The average vendor suffers from a ~45% Sin decisi\u00f3n<\/a> rate and finds that ~35% of their demos are desperdiciado<\/a>. If those numbers are similar to your experiences, then perhaps a change is in order! And even if your metrics are better, we should todos<\/em> constantly seek to advance our skills.<\/p>\n What are some pathways to improvement? Libros<\/a> are a terrific starting point, providing self-paced learning. However, you cannot have a conversaci\u00f3n<\/em> with a book (or a video), so answers to your questions or clarification of ideas have to come from somewhere else. Book clubs can be a mechanism to address this, but you are still at risk of the blind leading the blind!<\/p>\n Seminars and webinars<\/a> provide the means to introduce new ideas and catalyze the process of change. These sessions are wonderful ways to kick off new programs and embrace large populations at once.<\/p>\n Talleres<\/a> provide the strongest tactic to achieve substantive change. Workshops include multiple rounds of roleplay, where participants prepare and deliver new demos applying the methodology. Each round builds upon the previous and includes personal feedback, tuning, and guidance.<\/p>\n Elige el mecanismo que m\u00e1s te convenga. Ahora, exploremos cada nivel m\u00e1s de cerca...<\/p>\n Most presales, sales, and customer success new hires go through basic training on their company\u2019s products and systems, along with introductions to their go-to-market and sales process steps. For presales, customer success, and some salespeople, this includes learning the basic \u201cstandard\u201d demo for each product they will represent.<\/p>\n A continuaci\u00f3n, muchas organizaciones comprueban si el nuevo miembro del equipo domina estas demostraciones est\u00e1ndar mediante juegos de rol de certificaci\u00f3n. Ese es el Nivel 1, que suele centrarse en garantizar que el empleado comprende las distintas capacidades de su software y el posicionamiento pertinente.<\/p>\n These standard demos are generally structured in a linear flow that includes presenting navigation, setup and customization options, various workflows, and reporting (if time allows!). They are not optimized for any specific prospect or demo scenario, and they are definitivamente <\/em>not focused on the interests of specific job titles or adjusted for any markets or verticals. Disturbingly, any relevant discovery information is ignored, as well!<\/p>\n These demos are commonly known as stunningly awful Harbor Tours.<\/p>\n They are woefully ineffective. They fail to inspire vision; they fail to achieve technical proof; they suffer deeply from Recompra<\/a>; and they are the recipients of countless painful jokes from prospects, customers, and more experienced vendor teams.<\/p>\n Amusingly, they are celebrated<\/em> by the competitors of the vendors who present these Harbor Tours!<\/p>\n Generally, (hopefully!) there is an expectation that vendor practitioners will only use these standard demos as a starting point. Unfortunately, many team members continue to follow these same unproductive demo pathways for years\u2026! (Visualize a mass of lemmings<\/a> marching unconcernedly towards a cliff.)<\/p>\n Medida(s) para alcanzar el Nivel 1:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Calificaci\u00f3n (para demostraciones a la mayor\u00eda de prospectos): F<\/p>\n What\u2019s important about +1, +49, +44, +33, +91, etc.?<\/p>\n The first small step towards customizing demos to meet prospects\u2019 specific situations is often reflected in the use of market- or industry-specific data sets and vocabulary. This can be as simple as using an adaptive<\/a> or pre-built entorno de demostraci\u00f3n<\/a> for each industry: manufacturing, finance, pharma, etc. In the absence of adaptive or pre-built environments, practitioners can modify data themselves and apply appropriate terminology in their verbal delivery during demos.<\/p>\n Another dimension at this level of customization is adapting the demo to meet the specifics of a geographic region, which might range from including regional addresses or phone syntax, job titles and local terminology, to verbal delivery using the prospect\u2019s local language (e.g., like Californian, dude!).<\/p>\n Medida(s) para alcanzar el Nivel 2:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Grade (for demos to most prospects): D-<\/p>\n Wait, what? You want descubrimiento<\/em><\/a> information antes de<\/em> presenting the demo?<\/p>\n \u00a1S\u00ed, por favor!<\/p>\n Esto requiere tres pasos para completarse:<\/p>\n \u00bfSuena obvio? Lamentablemente, he visto innumerables demostraciones en las que:<\/p>\n Muy sencillo, descubrimiento suficiente<\/a> provides guidance on which capabilities to include in the demo and which capabilities to omitir<\/em>. If your team\u2019s demos follow the same path regardless of what was learned in discovery, then they haven\u2019t achieved Level 3.<\/p>\n An observation: It is incredibly insulting to prospects who have invested time in a discovery conversation with a vendor to have that vendor ignora<\/em> la informaci\u00f3n sobre descubrimientos facilitada<\/p>\n Medida(s) para alcanzar el nivel 3:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Grado: C<\/p>\n The number one complaint from presales, sales, and customer success leaders about their teams\u2019 demos is that \u201cthey don\u2019t communicate business value\u2026\u201d And in order to communicate business value, teams need to know what the value es<\/em> for their prospects!<\/p>\n Se trata de un nivel de habilidad decisivo. Los que no sepan comunicar el valor empresarial tendr\u00e1n problemas con sus demostraciones; los que transmitan un valor tangible estar\u00e1n en posici\u00f3n de triunfar.<\/p>\n Most vendor demos don\u2019t communicate valor<\/a> at all, leaving prospects without the ability to sell internally. Some vendors describe generic value, and a subset of these vendors go further to make it tangible. However, the real objective is to communicate the tangible value gains for each espec\u00edfico<\/em> prospect. Let\u2019s break these important ideas down!<\/p>\n Valor empresarial gen\u00e9rico:<\/p>\n Case 1: In the simplest case, presales, sales, and customer success teams should be able to articulate the intangible benefits of their solution. This might be phrased as, \u201cOur software enables you to reduce the time needed to\u2026\u201d Frankly, this is too generic and, accordingly, it is nearly meaningless.<\/p>\n Case 2: Slightly better is to communicate the kinds of tangible gains seen across the industry, \u201cOur customers report savings of 2-4 weeks in process time\u2026\u201d But will this resonate with the current prospect? Hard to say\u2026!<\/p>\n Case 3: An additional improvement is to be more specific, \u201cOther customers who are very similar<\/em> to you report process reductions of 2-3 weeks\u2026\u201d This will feel more relevant for the current prospect but note that the numbers are de otra persona<\/em>.<\/p>\n Valor empresarial espec\u00edfico:<\/p>\n A falta de descubrimiento, los vendedores se limitan a declaraciones de valor gen\u00e9ricas. En consecuencia, el descubrimiento debe llevarse a cabo con el claro objetivo de descubrir elementos de valor significativos y espec\u00edficos de los clientes potenciales.<\/p>\n During discovery, any time your prospect \u201cadmits pain,\u201d your job is to quantify it. Each of these is a Delta: the difference between your prospect\u2019s current state and their desired future state. While the concept of capturing and communicating Deltas is richly developed in both Descubrimiento<\/em><\/a> y GREAT DEMO!<\/em><\/a>, here is a brief introduction:<\/p>\n Cuando tu cliente potencial te diga: \"Tardo demasiado...\", tu respuesta debe ser en forma de dos preguntas:<\/p>\n The difference is the Delta: A simple and direct expression of value. A few additional questions will enable you to do the math (\u201cmaths\u201d for you in the UK, etc.) to calculate meaningful business value statements.<\/p>\n Ejemplo:<\/p>\n Prospect afirma: \"Tarda demasiado...\".<\/p>\n Usted pregunta: \"\u00bfCu\u00e1nto tarda hoy?\".<\/p>\n Su cliente potencial responde: \"El proceso completo tarda actualmente 10 d\u00edas laborables...\".<\/p>\n You enquire, \u201cAnd what would you like it to be \u2013 what does it necesita<\/em> to be?\u201d<\/p>\n El cliente potencial responde: \"Tenemos que reducirlo a 2 d\u00edas laborables\".<\/p>\n Y t\u00fa sigues con: \"\u00bfY con qu\u00e9 frecuencia realizas este proceso?\".<\/p>\n \"Cada dos semanas - 25 veces al a\u00f1o...\" es la respuesta.<\/p>\n Luego preguntas: \"\u00bfY cu\u00e1ntas personas se consumen hoy en este proceso?\".<\/p>\n Prospect responde: \"10 funcionarios, es su \u00fanica funci\u00f3n\".<\/p>\n So, this prospect could redeploy 80% of their team to other, more valuable tasks. That\u2019s 8 FTE (Full Time Equivalents). Eso es <\/em>the Delta. And that represents the driving force for making the change.<\/p>\n The 8 FTEs is the tangible<\/em> and specific value of making the change for this prospect. At Level 4, this information is communicated and reinforced throughout the demo.<\/p>\n Metas, objetivos y resultados:<\/p>\n Finally, Level 4 practitioners uncover prospects\u2019 overarching business goals and objectives, in discovery, and align their discussion of business value with these goals and objectives. These are called Cuestiones empresariales cr\u00edticas<\/a>.<\/p>\n In the example above, when we identified the specific business value for a particular process, the Level 4 practitioner would tambi\u00e9n<\/em> ask, \u201cPor qu\u00e9<\/em> do you need to improve your process \u2013 what is your objective for this project?\u201d The prospect\u2019s response might be, \u201cWe\u2019ve been tasked to increase our overall productivity by 10% and this process was identified as a key problem area\u2026\u201d The Critical Business Issue is \u201cIncreasing productivity by 10%\u201d and we include this in our discussion of business value during the demo.<\/p>\n In Great Demo! methodology, we document the prospect\u2019s Critical Business Issue(s) as\u00ed como<\/em> the Delta (the specific business value) on the Situation Slide, we revisit these when we present Illustrations, and we include them in our Summaries. Consistent, precise communication of business value is a critical success factor for demos and can be a major point of differentiation between vendors!<\/p>\n Medida(s) para alcanzar el nivel 4:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Calificaci\u00f3n: B<\/p>\n How often are you asked to provide an overview demo to a sales qualified lead that goes nowhere? How frequently does it seem that prospects who ask for demos are just planning for the future, and have no intention of buying in the short term?<\/p>\n The ability to differentiate between prospects who are \u201cJust Browsing\u201d vs in an \u201cActive Buying Process\u201d is another major skills watershed. Those who are unable to make this determination are doomed to long sales processes that far too frequently end in No Decision outcomes<\/a> (or their sales processes nunca<\/em> end and are on the forecast forever!).<\/p>\n Prospects who are Just Browsing are doing exactly that: They just want a taste of your capabilities, not a seven-course banquet. These prospects are often in the early stages of exploration or planning for their next fiscal year. The don\u2019t want to engage, yet, in a sales process. How do you satisfy them?<\/p>\n You deliver a Vision Generation Demo!<\/p>\n These use \u00c9xitos informales<\/a> combined with a algunos<\/em> key software screens \u2013 often dashboards or reports \u2013 to build a vision of what is possible in your prospects\u2019 minds. A complete Vision Generation Demo can be executed in ten minutes or less, satisfying these prospects while avoiding the horrors of Rotaci\u00f3n de clientes potenciales<\/a>.<\/p>\n Prospects who are in an Active Buying Process, on the other hand, may want a Vision Generation Demo to kick off their investigation process, followed by substantive discovery and Technical Proof Demos. How do you determine your prospects\u2019 level of interest? You pregunte a<\/em>!<\/p>\n (Chapters 4-9 in the Third Edition of GREAT DEMO!<\/em><\/a> provide the complete recipe for Technical Proof Demos and Chapter 11 details the formula for Vision Generation Demos.)<\/p>\n Medida(s) para alcanzar el nivel 5:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Nota: B+<\/p>\n Existen three parts<\/a> to this level:<\/p>\n Let\u2019s start with the third item on this list\u2026<\/p>\n You may have noted that many of the previous levels suffered from a high risk of vendor monologues. This is very typical for practitioners operating at the lower Levels! These reps are eager to pack as much info into their demos as time allows, which reduces or eliminates the possibility of prospect questions or feedback.<\/p>\n A classic indicator of monologue delivery is the following frequently repeated exchange:<\/p>\n \"\u00bfAlguna pregunta hasta ahora?\"<\/p>\n \u201cNope, we\u2019re good.\u201d<\/p>\n \u201cPeeling Back the Layers\u201d in Great Demo! methodology is all about encouraging a productive, bidirectional conversation to take place. Prospects that actively participate in the demo, through inquiry and commentary, are mucho<\/em> more engaged and are mucho<\/em> more likely to retain the key ideas presented, particularly if it was their questions that drove the discussion!<\/p>\n Bien, ahora que estamos fomentando activamente las preguntas, volvamos a c\u00f3mo gestionar el flujo.<\/p>\n Achieving the number 1 above is a dynamic process of determining, \u201cIs this something I need to answer now, or should it be deferred until later?\u201d The use of a questions Parking Lot is an indicator of gesti\u00f3n eficaz de las preguntas<\/a>. (See Chapter 8 in the Third Edition of GREAT DEMO!<\/em><\/a> for details on this process.)<\/p>\n Far too many demos are diverted in the first few minutes by prospect questions that drag the presenter into the weeds. Innumerable prospect executives have left demo meetings early because of lengthy, detailed explanations by vendor reps thrashing further into the underbrush!<\/p>\n I\u2019d be an extremely rich person, monetarily, if I had a dollar for every time a vendor provided protracted paragraphs of answers to questions that only needed a crisp \u201cYes\u201d response! (Please take up a collection for me.)<\/p>\n Number 2 above is exploring the por qu\u00e9<\/em> behind prospect questions. Is the question being asked in earnest vs a \u201cI\u2019m just curious?\u201d Is it a \u201clandmine\u201d planted by a competitor? Does it represent the need for a \u201cKO\u201d capability vs a less important \u201cnice to have\u201d feature?<\/p>\n \u00bfCu\u00e1ntas veces hemos o\u00eddo a un cliente potencial preguntar: \"\u00bfPuede su software hacer X?\" y el vendedor responde \"\u00a1Por supuesto! D\u00e9jeme que le muestre c\u00f3mo funciona...\" o \"No, pero tenemos una soluci\u00f3n... aqu\u00ed se la mostrar\u00e9...\" sin ninguna pregunta rec\u00edproca?<\/p>\n In both cases, the vendor missed an important opportunity to seek clarification.<\/p>\n \"\u00bfQu\u00e9 importancia tiene esto para ti?\"<\/p>\n \"\u00bfQu\u00e9 motiv\u00f3 su pregunta?\"<\/p>\n \"\u00bfQu\u00e9 necesita conseguir con este tipo de capacidad?\".<\/p>\n \"\u00bfCon qu\u00e9 frecuencia se utilizar\u00eda?\"<\/p>\n Prospect responses to these questions can make or break a demo. Skilled question management can keep you out of the weeds, enable you to identify and categorize prospect needs and wants, and address competitive threats while simultaneously encouraging the conversation.<\/p>\n The Level 6 practitioner manages and investigates prospect questions thoughtfully!<\/p>\n Medida(s) para alcanzar el nivel 6:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Nota: B+<\/p>\n Achieving Level 7 is a major step! Most presales and salespeople are completely sin saberlo<\/em> of the use of Biased Questions and Vision Reengineering concepts.<\/p>\n In traditional demos, vendors endeavor to show as much functionality as time allows, regardless<\/em> of whether that functionality is meaningful or relevant for the prospect. In Great Demo! methodology, you learn how to present exactamente<\/em> the capabilities the prospect needs, based on discovery.<\/p>\n But what if you realize, during the demo, that there are features your prospect debe <\/em>need or want, that you hadn\u2019t discussed during discovery?<\/p>\n How do you introduce those capabilities, but without the risk of flogging your prospect with unwanted features and Recompra<\/a>? You use a Biased Question!<\/p>\n A Pregunta tendenciosa<\/a> leads your prospect towards a logical conclusion, such as the need for your competitively advantageous capability. In these cases, the capability is introduced verbalmente<\/em>, and then shown only when the prospect agrees that it would be useful and wants to see it.<\/p>\n The Level 7 practitioner has a store of Biased Questions ready to deploy (both in discovery and demos) and introduces them when appropriate. (Biased Questions are covered in both GREAT DEMO!<\/em><\/a> y Descubrimiento<\/em><\/a>, in alignment with presenting demos or engaging in a discovery conversation.)<\/p>\n A continuaci\u00f3n, la reingenier\u00eda de la visi\u00f3n es otro conjunto de competencias avanzadas relativamente desconocido, pero esencial.<\/p>\n Most prospects \u201cdon\u2019t know what they don\u2019t know\u201d about your offerings\u2019 capabilities. Their knowledge, prior to a discovery dialog or a demo, is generally limited to what they can learn online. It is rare that a vendor lists todos<\/em> of their capabilities publicly, to keep competitors in the dark (and often because a complete listing is impractical, if not unreadable!).<\/p>\n Vision Reengineering is the process of helping your prospect expand<\/em> their concept of a solution to embrace a broader set of your offering\u2019s capabilities.<\/p>\n \u00bfUn ejemplo?<\/p>\n Imagine the difference between a prospect\u2019s current deliverable of a static report vs a dynamic dashboard with live \u201cslicing and dicing\u201d and drill-down capabilities. The prospect may not realize<\/em> that such a dynamic dashboard is even posible<\/em>. In Vision Reengineering, the vendor introduces the capability using a Biased Question that describes how other, very similar customers utilized the dynamic dashboard to improve and increase the value of the solution.<\/p>\n En medio de una demostraci\u00f3n, la funcionalidad se muestra si el cliente potencial est\u00e1 de acuerdo en que la desea. En una conversaci\u00f3n de descubrimiento, si el cliente potencial decide que desea la funcionalidad, esta se convierte en una funcionalidad espec\u00edfica que se mostrar\u00e1 en la siguiente demostraci\u00f3n.<\/p>\n Las preguntas tendenciosas son utilizadas con frecuencia por los representantes de nivel 7 para impulsar las conversaciones sobre la reingenier\u00eda de la visi\u00f3n.<\/p>\n \u00bfPor qu\u00e9 son tan importantes las preguntas tendenciosas y la reingenier\u00eda de la visi\u00f3n? Por dos razones principales:<\/p>\n Cuando ampl\u00eda con \u00e9xito la visi\u00f3n de sus clientes potenciales sobre una soluci\u00f3n a trav\u00e9s de la Reingenier\u00eda de Visi\u00f3n, a menudo est\u00e1 construyendo una soluci\u00f3n mayor y m\u00e1s completa. A menudo incluye productos o servicios adicionales para la venta que aumentan el valor de la soluci\u00f3n y el tama\u00f1o de la oportunidad de venta.<\/p>\n Del mismo modo, la reingenier\u00eda de la visi\u00f3n es un arma competitiva. Cuando un cliente potencial adopta una soluci\u00f3n m\u00e1s amplia o profunda que incluye capacidades de las que carece su competencia (o adolece de insuficiencias), usted est\u00e1 estableciendo una diferenciaci\u00f3n competitiva.<\/p>\n Aplicar preguntas tendenciosas y ejecutar h\u00e1bilmente la reingenier\u00eda de la visi\u00f3n puede inclinar la balanza competitiva a su favor y aumentar el tama\u00f1o del pedido. \u00a1Un placer!<\/p>\n Medida(s) para alcanzar el nivel 7:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Calificaci\u00f3n: A-<\/p>\n Next to \u201ccommunicating business value\u201d storytelling is the most frequent demo skills improvement sought by sales and presales managers. But just \u201cwrapping a story around your demo\u2026\u201d is not a simple or effective solution. Successful Cuentacuentos<\/a> tiene que ver con la comunicaci\u00f3n pegajosidad<\/em> and the ability for your prospects to remember \u2013 and retell \u2013 your key messages.<\/p>\n Similarly, \u201cA Day in the Life\u201d demo is no<\/em> an effective story. It\u2019s just a framework and is not compelling on its own.<\/p>\n Level 8 practitioners use stories when presenting their most important points, critical concepts and key competitive capabilities. Stories help make these ideas memorable, enabling prospect players to retell those same stories with high fidelity within their own organization.<\/p>\n Stories about how other, similar customers successfully used your capabilities to address their challenges are engaging and stimulate interest: They generate hope and curiosity, \u201cIf ellos<\/em> could do it, then we probably can as well \u2013 and I wonder how they did it?\u201d This is where you harvest and apply \u00c9xitos informales<\/a> in your demos.<\/p>\n Stories don\u2019t need to be Norse sagas! Sometimes, simple<\/a> is better.<\/p>\n Never tell a good story once! When you find stories that resonate strongly, practice retelling these to tune and mejorar<\/a> your delivery and their impact. (See Chapter 14 in the Third Edition of GREAT DEMO!<\/em><\/a> for a complete treatment of storytelling in demos.)<\/p>\n Medida(s) para alcanzar el nivel 8:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Grado: A<\/p>\n Una de las ideas clave de la metodolog\u00eda Great Demo! es que no existe \"una demo para todos los prospectos\".<\/p>\n A basic Great Demo! principle is to align your demo with each of your prospect\u2019s specific job titles. A CRO has different requirements than a VP of sales, whose needs are different from the those of front-line managers, who also have distinct requirements vs their salespeople staff. Add presales players to the mix and you have another set of specific needs and wants. Include marketing, professional services, and customer success, and your complexity increases.<\/p>\n One demo does no<\/em> fit all prospect job titles.<\/p>\n Similarly, there are differences across a broad range of other prospect dimensions that need to be taken into account in your demos:<\/p>\n And that\u2019s just the visible portion of the iceberg. You can (and should!) apply Great Demo! principles and skills for demos to internal players, third parties, and analysts. Vendors that sell through channel partners or resellers represent another dimension of application (several dimensions, actually!).<\/p>\n If you mentally revisit Level 1 where new hires are learning the \u201cstandard\u201d demo, you\u2019ll realize that this is where the trouble begins<\/a>! Modifying your onboarding training to embrace Great Demo! and Doing Discovery practices will both accelerate time-to-competency and eliminate the need to retrain staff.<\/p>\n Putting it all together takes formaci\u00f3n<\/a>, experience, practice, and coaching. Read Un cuento de prospectos<\/em> for a humorous, yet pragmatic story that illustrates what no<\/em> to do and, more importantly, what success looks like (The last story in Suspender la incredulidad<\/em><\/a>)!<\/p>\n Medida(s) para alcanzar el nivel 9:<\/p>\n Pros:<\/p>\n Contras:<\/p>\n Calificaci\u00f3n: A+<\/p>\n Consider these competitively advantageous resources as \u201cDemo Capital!\u201d<\/p>\n While individuals can ascend to this level (and should!), this is really an organizaci\u00f3n<\/em> objective. While one person can collect and leverage experiences, stories, and other demonstration capital<\/a> and assets, contemplate what a team<\/em> can amass with the appropriate guidance and support systems.<\/p>\n As presales, sales, and customer success practitioners mature, they recognize the importance of altruism and mutual enablement. Sharing what has worked and not worked with their peers generates a virtuous feedback loop, enabling individuals to tap into the broader experiences of the team.<\/p>\n These positive feedback loops often start informally with post-demo vendor team discussions of \u201cWhat went well?\u201d \u201cWhat didn\u2019t go so well?\u201d and \u201cWhat could we have done better or differently?\u201d Formalizing this process to make post-demo reviews a structured, regular habit is a key indicator of Level 10 practice.<\/p>\nLevel 1 \u2013 Follows the Standard Demo Script<\/h5>\n
\n
\n
\n
Level 2 \u2013 Customizes Based on Prospect\u2019s Geo\/Market\/Industry<\/h5>\n
\n
\n
\n
Nivel 3 - Personalizaci\u00f3n basada en la informaci\u00f3n descubierta<\/h5>\n
\n
\n
\n
\n
\n
Nivel 4 - Comunica el valor empresarial<\/h5>\n
\n
\n
\n
\n
Nivel 5 - Se aplica tanto a la generaci\u00f3n de visiones como a las demostraciones de pruebas t\u00e9cnicas<\/h5>\n
\n
\n
\n
Nivel 6 - Gestiona y explora las posibles preguntas<\/h5>\n
\n
\n
\n
\n
Nivel 7 - Utiliza preguntas tendenciosas para flanquear a la competencia y redise\u00f1ar la visi\u00f3n<\/h5>\n
\n
\n
\n
\n
Nivel 8 - Aplica t\u00e9cnicas narrativas para reforzar ideas clave<\/h5>\n
\n
\n
\n
Level 9 \u2013 Applies These Skills Across the Broad Range of Demo Scenarios<\/h5>\n
\n
\n
\n
\n
Level 10 \u2013 Captures and Enables Reuse of Demo Success Materials<\/h5>\n