Someone once told me that selling should be “a transfer of enthusiasm.” And as sales people, it’s our job to talk about our company or product to our customers (and in some cases, our suppliers) in a way that transfers our enthusiasm.
So why is that so many sales presentations fail to hit the mark? Why do so many corporate messages fall on deaf ears? This article looks at how to make a sales presentation (whether it happens to be in a formal setting in front of a large audience, or with one person over a coffee) compelling, and what you can do to keep your listener engaged long enough to “get it.”
There are six key principles to delivering an engaging presentation:
• One theme
• Strong opening
• Good examples
• Logical flow
• Conversational language
• Strong finish
One of the main reasons that presentations fail is that the presenter does not have a clear picture of why they are presenting. Ask most people what the objective of their presentation is, and you usually end up with one of two responses depending on the situation:
1. If it’s a small presentation then most people respond with “we’re just catching up”.
2. If it’s an important presentation to a group of key decisionmakers in a high-stakes situation then the response is often “I just want to get through it!”
What does that say about the speaker’s enthusiasm if the best that they are hoping for is that their listeners don’t leave halfway through?
An effective sales presentation should be about influencing what you want your listeners to be feeling, thinking or doing after your presentation. It means having a clear objective for the outcome. Do you want them to buy your product, or switch from a competitor, or invest in a proof of concept, or make you a preferred supplier, or myriad other outcomes?
If you aren’t crystal clear on what you want to achieve then your message will be inconsistent, and you may be surprised if your listener has their own agenda which is contrary to what you wanted.
Make sure everything in your presentation guides your audience towards your objective.
Ever been rung up by a telemarketer and spent the first half of the conversation wondering “who is this person, and what do they want?” Or sat through a presentation and thought “why am I here?” That’s often a symptom of a sales message without a context. Context is about answering the big questions in your listener’s mind:
•Who is the person speaking to me and what are their credentials?
•Why am I listening to this?
•What is the outcome of
•How do we achieve the objective?
Making sure that you cover these points in your opening statements will help your listener understand what you want them to do, and get their buy-in.
You might even want to try using an anecdote/quotation or a rhetorical question about a current issue to capture their attention. The more relevant your opening is to your client’s hot buttons, the more chance you can establish rapport and get their undivided attention.
One key point is the distinction between “Why” and “What”. A “Why” is the reason for the presentation, whereas the “What” is the deliverable at the end of the presentation. Often sales people describe the purpose of the meeting and believe they have explained the outcome (ie. the “What”), but in reality they have only provided a motive (the “Why”). For example, contrast the following statements:
1. “Hi, I’m here to talk to you about a solution we’ve developed specifically for your company”
2. “Hi, I’m here to talk to you about a solution we’ve developed specifically for your company that will increase the productivity of your admin staff and reduce errors by 30 percent.”
Notice how the second one also describes an outcome. The power of the second statement is that it lets the listener know where your presentation is heading and that there is a clear benefit to paying attention. It stops them thinking “where are you going with this?”, which is when most listeners become easily distracted and switch off.
A strong message without specifics is an empty message. Examples help your listener see exactly how a feature can benefit them and help provide proof and credibility.
Don’t just say “it will save you money” or “it will increase your productivity”. How does it save money? Will it save money in the long-term or the short-term? Will it lower the capital expenditure or the operating expenses? Can you give an example of another client who has experienced a similar benefit?
Many vendors’ websites now provide an abundance of case studies which is of enormous value in helping customers understand the benefits of a certain product or technology. But the trap with case studies is that customers often read case studies of similar organisations (ie. a Telco looks at what other Telcos are doing.) But where case studies are of real value is when the application is the same. For example, a Telco rolling out server virtualisation across one of its business units has far more in common with another organisation doing the same thing (even if it’s in an entirely different industry) than with another Telco installing (say) a new CRM package across its entire organisation.
A final word on examples. Too often we use examples in the form of case studies, research, sales results, or white papers. But the most powerful examples often come from personal experience. A relevant anecdote, delivered with integrity and conviction, will often make more of an impact than most case studies or white papers.
Getting your message across
By Staff Writers on Sep 26, 2008 11:25AM
This article appeared in the 15 September, 2008 issue of CRN magazine.
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