{"id":46873,"date":"2026-06-18T06:54:16","date_gmt":"2026-06-18T06:54:16","guid":{"rendered":"https:\/\/greatdemo.com\/?p=46873"},"modified":"2026-06-22T08:14:45","modified_gmt":"2026-06-22T08:14:45","slug":"are-you-buying-it-back-2","status":"publish","type":"post","link":"https:\/\/greatdemo.com\/es\/are-you-buying-it-back-2\/","title":{"rendered":"\u00bfVa a recomprarlo?"},"content":{"rendered":"<h5>A Painful and Expensive True Story<\/h5>\n<ol>\n<li style=\"list-style-type: none;\"><\/li>\n<\/ol>\n<p>\u201cWe\u2019re gonna need a big discount\u2026\u201d declared the prospect.<\/p>\n<p>\u201cWhat? Why?\u201d reacted the salesperson, clearly surprised.<\/p>\n<p>\u201cIn the demo, you showed us a lot of stuff we\u2019ll never use, and we don\u2019t want to pay for capabilities we won\u2019t use, so either remove those capabilities or cut the price.\u201d stated the prospect.<\/p>\n<p>\u201cBut they represent more value\u2026!\u201d the salesperson spluttered.<\/p>\n<p>\u201cNot for us,\u201d was the prospect\u2019s response, \u201cI\u2019d say we\u2019ll use about 30% of what you showed in the demo, so we\u2019ll expect a 70% discount.\u201d<\/p>\n<p>The salesperson\u2019s jaw worked wordlessly and then said, \u201cI\u2019ll see what I can do\u2026\u201d<\/p>\n<p>The deal did close, and the prospect did enjoy a substantial discount.<\/p>\n<p>I remember this story very well, because I was part of the vendor team. In fact, I was the one who presented the demo!<\/p>\n<h5>How Much Do You Use?<\/h5>\n<p>We all know that we use a small fraction of the software we purchase. Think about your use of Google Docs, MS Office, your CRM system, and other products: what percent of the available capabilities do you actually consume?<\/p>\n<p>A general estimate is twenty percent!<\/p>\n<p>Customer success knows this. Customer service knows this. Product management knows this. Sales and presales know this as well, but somehow that knowledge is often ignored when vendors pitch their wares.<\/p>\n<p>This unforced discounting is known as Buying It Back and it is counterintuitive for most people. After all, the value of your software increases with the number of capabilities included, right?<\/p>\n<p>Nope! The value of your software is based on your <em>prospectos<\/em> perceptions of what they\u2019ll use and the nature of the solution it delivers.<\/p>\n<p>In a demo, the more capabilities you show that your prospect doesn\u2019t need, the more you are at risk of Buying It Back. How do you know if you are at risk?<\/p>\n<h5>What Prospects Say<\/h5>\n<p>If you\u2019ve ever heard these objections, you were probably Buying It Back:<\/p>\n<ul>\n<li>\u201cWe don\u2019t want the Cadillac; we just need a Chevy!\u201d<\/li>\n<li>\u201cIt\u2019s way more than we need!\u201d<\/li>\n<li>\u201cWe don&#8217;t need all the bells and whistles.\u201d<\/li>\n<li>\u201cWe&#8217;re looking for the bare bones.\u201d<\/li>\n<li>\u201cA workhorse, not a show horse.\u201d<\/li>\n<li>\u201cWe need utility, not luxury!\u201d<\/li>\n<\/ul>\n<p>(Folks in Europe, Latin America, Asia-Pacific, and elsewhere, what are the phrases <em>usted<\/em> hear?)<\/p>\n<p>So, if you get these responses after (or worse, during!) your demos, consider how your prospects view their desires vs your feature set.<\/p>\n<h5>Deseos y necesidades<\/h5>\n<p>In a traditional demo (and in any demo done without sufficient discovery), each capability you show falls into one of the following categories:<\/p>\n<ul>\n<li>Must have<\/li>\n<li>Nice to have<\/li>\n<li>Neutral<\/li>\n<li>Don\u2019t need it<\/li>\n<li>Really don\u2019t need it<\/li>\n<\/ul>\n<p>The \u201cmust have\u201d and \u201cnice to have\u201d capabilities are the Specific Capabilities desired by your prospect. But what about \u201cNeutral,\u201d \u201cDon\u2019t need it,\u201d and \u201cReally don\u2019t need it\u201d? Each time your prospect sees these in your demo they think, \u201cWell, I don\u2019t need that and I certainly don\u2019t want to <em>pagar<\/em> para ello\".<\/p>\n<p>Y como acaban de <em>visto<\/em> these demonstrated, they know that they will be paying for these features as part of the license fee. One or two small capabilities isn\u2019t much of a risk, but when their perception grows to where there are many features they won\u2019t use then prospects get concerned.<\/p>\n<p>It\u2019s even worse when vendors highlight key differentiators as particularly important or high value, but the prospect has the opposite opinion.<\/p>\n<p>Se preguntan: \"\u00bfPor qu\u00e9 tengo que <em>pagar<\/em> para todos estos si no voy a <em>utilice<\/em> them?\u201d And when it is time to negotiate the price and license fees, your prospect says, \u201cYou know, you showed us a lot of capabilities that we\u2019ll never use, so you need to reduce your price accordingly. We don\u2019t expect to pay for things we won\u2019t use.\u201d<\/p>\n<h5>An Analogy<\/h5>\n<p>You are in a restaurant and ask for a glass of wine. Your waiter brings the glass and a full bottle of wine to your table, places the glass in front of you and starts to fill your glass. You are gratified when they fill it right to the top. You are very surprised, however, when they <em>continue<\/em> to pour! The wine overflows onto the table and then splashes onto the floor. The entire bottle has been emptied, but the only portion you can consume is contained in the glass.<\/p>\n<p>What would you say if the waiter charged you for the full bottle?<\/p>\n<h5>Tangible vs Intangible<\/h5>\n<p>When you buy something physical like an automobile, you frequently encounter situations where features are bundled. If you want a sunroof on your new SUV, you may have to purchase the \u201csports package\u201d that includes upgraded wheels and trim, in order to get that sunroof.<\/p>\n<p>You are annoyed that you have to buy the more expensive wheels and trim, but a least they are <em>tangible<\/em> assets. And if you resell that car in a few years, you can market it by highlighting the upgraded wheels and trim, in addition to the sunroof.<\/p>\n<p>In the world of software, however, <em>todos<\/em> features are intangible! And you have no possibility of recouping the cost of the software with all those capabilities you didn\u2019t want or need by reselling it (unless license agreements have changed markedly!).<\/p>\n<h5>Good News<\/h5>\n<p>\u201cWhat they don\u2019t see won\u2019t hurt you!\u201d<\/p>\n<p>There\u2019s a remarkable difference between software and physical products: In software demos, unwanted or unnecessary features can be <em>invisible<\/em>!<\/p>\n<p>In the world of video and movies they say, \u201cIf the camera doesn\u2019t see it, then it didn\u2019t happen\u2026\u201d Interestingly, the same is true for demos. If the prospect isn\u2019t shown capabilities they don\u2019t exist, at least in their minds.<\/p>\n<p>Clearly, this is one of the most important objectives of doing discovery: to understand the Specific Capabilities needed and desired by the prospect. This gives you the list of what should be presented in a demo <em>y<\/em> the list of capabilities to ignore and leave out.<\/p>\n<p>When you execute effective <a href=\"https:\/\/www.amazon.com\/Doing-Discovery-Important-Enablement-Processes\/dp\/B0B8RJK4C2\/\" target=\"_blank\" rel=\"noopener\">descubrimiento<\/a>, you identify exactly which features are \u201cmust have\u201d and \u201cnice to have\u201d and plan to show those in your demos. Leaving everything else <em>fuera<\/em> of the demo makes the remaining, unwanted capabilities invisible.<\/p>\n<p>What you don\u2019t show, they don\u2019t know!<\/p>\n<p>Intriguingly, we as customers are comfortable with the knowledge that we\u2019ll only use a small fraction of the software products we purchase. We\u2019ve come to accept that using only 20% of the available features is just fine or at least acceptable.<\/p>\n<p>However, this only works when we don\u2019t know about those extra capabilities. When we are forced to <em>v\u00e9ase<\/em> them in a demo is when Buying It Back takes place.<\/p>\n<h5>Value?<\/h5>\n<p>As noted earlier, most vendors believe that \u201cThe more capabilities; the more value\u2026\u201d This is part of the reason vendors traditionally try to pack as many features and functions into demos as possible. These vendors <em>cree<\/em> that by showing more, the perceived value of their software should similarly increase.<\/p>\n<p>Instead, they are buying it back with every additional click!<\/p>\n<p>This is why traditional \u201coverview\u201d and \u201cend-to-end\u201d demos put you at risk. And organizations that train customer-facing staff to learn their standard \u201cGold\u201d demos perpetuate the problem. These demos <em>ignora<\/em> discovery and emphasize vendors\u2019 perceived differentiators.<\/p>\n<h5>Un ejemplo<\/h5>\n<p>Human Capital Management software is a hotly contested space with vendors who often present \u201chire-to-fire\u201d demos, showing how to:<\/p>\n<ul>\n<li>Abrir solicitudes de nuevas contrataciones<\/li>\n<li>Crear y publicar descripciones de puestos de trabajo<\/li>\n<li>Revisar los curr\u00edculos de los candidatos<\/li>\n<li>Ampliar ofertas<\/li>\n<li>Incorporaci\u00f3n de nuevos empleados<\/li>\n<li>Gestionar certificaciones<\/li>\n<li>Evaluar las competencias de los empleados<\/li>\n<li>Proporcionar y hacer un seguimiento del desarrollo continuo<\/li>\n<li>Ejecuci\u00f3n y seguimiento de las revisiones del rendimiento<\/li>\n<li>Identificar a los trabajadores de alto rendimiento<\/li>\n<li>Aplicar planes de sucesi\u00f3n<\/li>\n<li>Establecer flujos de trabajo y aprobaciones<\/li>\n<li>Comunicarse internamente<\/li>\n<li>Gesti\u00f3n del tiempo y seguimiento del PTO<\/li>\n<li>Seguimiento de la satisfacci\u00f3n de los empleados<\/li>\n<li>Empleados externos<\/li>\n<li>Y m\u00e1s...<\/li>\n<\/ul>\n<p>Furthermore, many of these vendors\u2019 packages are monoliths: you get everything, even if you don\u2019t need it.<\/p>\n<p>Now imagine that you are the prospect watching this demo and you only need or want three quarters of the functionality presented. The salesperson has stated an annual price of $144K, based on the size of your organization of 120 users at $100 per month. You would arrive at two conclusions:<\/p>\n<ol>\n<li>Esto es mucho m\u00e1s de lo que necesitas;<\/li>\n<li>No querr\u00e1s pagar por funciones que no vas a utilizar.<\/li>\n<\/ol>\n<p>Based on this, how much would you be willing to pay on an annual basis? (Hint: \u00be of $144K is $108K). The vendor\u2019s price is based on the full suite of capabilities, but you will only use 75%. Your argument is irrefutable! The vendor just lost $36K by Buying It Back.<\/p>\n<h5>Empeora<\/h5>\n<p>La mentalidad de muchos presentadores de demostraciones suele ser <em>compuestos<\/em> the problem and increases the risk of Buying It Back. I frequently hear presenters say at the beginning of a demo, \u201cStop me if you have any questions \u2013 I want to make this interactive.\u201d But they don\u2019t really mean it!<\/p>\n<p>What is going on in the mind of the presenter is often a different reality. They\u2019re thinking, \u201cPlease don\u2019t ask any questions! Because if you do, I won\u2019t have time to get through all of the content I want to show\u2026\u201d These demos are typified by truly awful talk-to-listen ratios and infrequent speaker switches.<\/p>\n<p>Esta mentalidad de \"mostrar todo lo posible\" da lugar a algunas de las peores experiencias de Buying It Back.<\/p>\n<h5>\u00bfDiferenciar?<\/h5>\n<p>Many sales and presales teams are taught to present their \u201ccompetitive differentiators\u201d in their demos. In the absence of doing sufficient discovery, your differentiators may actually be <em>negativo<\/em> \u00a1diferenciadores!<\/p>\n<p>If you present a key differentiating capability that your prospect needs, that\u2019s a good thing. But what if your prospect doesn\u2019t want that capability? Well, you\u2019ve just differentiated negatively <em>y<\/em> a\u00f1adi\u00f3 esa capacidad clave a la lista de Buying It Back.<\/p>\n<p>Sadly, the trouble often begins before the demo with corporate overview slides that announce, \u201cHow We Are Different,\u201d citing capabilities that are differentiators from the vendor\u2019s perspective. Again, if those capabilities are desired by the prospect, you are moving in the right direction. But if they are not needed or wanted, you\u2019ve set the stage for a negative outcome. Presenting those undesired capabilities in the demo completes the Buying It Back drama.<\/p>\n<p>Discovery should be done prior to the demo with a specific focus on your differentiators to determine whether to include them as Specific Capabilities or to rule them out as Buying It Back candidates.<\/p>\n<h5>\u00bfY el descubrimiento sobre la marcha?<\/h5>\n<p>The tendency of vendors to fall into this self-made Buying It Back trap is huge and happens far too frequently. The temptation to dive further into your software is extremely high once it has been launched! It takes enormous discipline to avoid showing capabilities that the prospect doesn\u2019t need or want (or pay for!).<\/p>\n<p>There are two solutions to avoid Buying It Back when doing <a href=\"https:\/\/greatdemo.com\/es\/descubrir-sobre-la-marcha-pensar-en-un-plano\/\">Descubrimiento sobre la marcha<\/a>:<\/p>\n<ol>\n<li>Presente sus capacidades en forma de pregunta <em>antes de<\/em> mostr\u00e1ndoles.<\/li>\n<\/ol>\n<p>Si el cliente potencial responde positivamente, puede decirle: \"Bueno, tenemos esa capacidad, \u00bfle gustar\u00eda verla?\".<\/p>\n<p>On the other hand, if your prospect\u2019s response is, \u201cNo, we don\u2019t really want that\u2026.\u201d or \u201cWe can\u2019t see situations where that would be valuable,\u201d then you simply move on. <em>Don\u2019t <\/em>show that capability!<\/p>\n<p>Tenga en cuenta que si la respuesta negativa se produce con demasiada frecuencia, sigue corriendo el riesgo de volver a comprarlo, ya que su cliente potencial empezar\u00e1 a asumir que todas estas funciones estar\u00e1n en el software que le compre, si sigue adelante.<\/p>\n<ol start=\"2\">\n<li>Utilizar una demostraci\u00f3n de generaci\u00f3n de visi\u00f3n <em>en su lugar<\/em> of trying to do traditional Discovery on the Fly. A Vision Generation Demo is designed to satisfy the prospect\u2019s desire to \u201csee what\u2019s possible\u201d while moving the prospect (gently, yet firmly!) into a discovery conversation. (See Chapter 11 in <a href=\"https:\/\/www.amazon.com\/dp\/B0C9SNKC2Y\/\" target=\"_blank\" rel=\"noopener\">GREAT DEMO!<\/a> para m\u00e1s detalles).<\/li>\n<\/ol>\n<p>The subsequent discovery dialog should yield the list of Specific Capabilities your prospect wants and needs, enabling you to present a Technical Proof Demo that is tailored precisely and avoid Buying It Back. (Chapters 5-9 in <a href=\"https:\/\/www.amazon.com\/dp\/B0C9SNKC2Y\/\" target=\"_blank\" rel=\"noopener\">GREAT DEMO!<\/a>)<\/p>\n<h5>Resumen<\/h5>\n<p>Buying It Back is an insidious and often unrealized problem in B2B software demonstrations. Many traditional sales and presales playbooks and processes actually intensify the risk.<\/p>\n<p>Great Demo! methodology helps you successfully avoid Buying It Back outcomes. Vision Generation Demos replace old, ineffective overview demos. <a href=\"https:\/\/greatdemo.com\/es\/situacion-diapositivas-ventas-y-preventas-navaja-suiza\/\">Diapositivas de situaci\u00f3n<\/a> help you guide discovery conversations to capture the Specific Capabilities you need to deliver targeted and highly compelling Technical Proof Demos.<\/p>\n<p>Deja de volver a comprarlo...<\/p>\n<p>Copyright \u00a9 2022-2026 The Second Derivative \u2013 All Rights Reserved.<\/p>","protected":false},"excerpt":{"rendered":"<p>A Painful and Expensive True Story \u201cWe\u2019re gonna need a big discount\u2026\u201d declared the prospect. \u201cWhat? Why?\u201d reacted the salesperson, clearly surprised. \u201cIn the<\/p>","protected":false},"author":2,"featured_media":46886,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[8],"tags":[6],"class_list":["post-46873","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-great-demo-blog","tag-articles"],"acf":[],"_links":{"self":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts\/46873","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/comments?post=46873"}],"version-history":[{"count":2,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts\/46873\/revisions"}],"predecessor-version":[{"id":46885,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts\/46873\/revisions\/46885"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/media\/46886"}],"wp:attachment":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/media?parent=46873"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/categories?post=46873"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/tags?post=46873"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}