23 Oct THE “BEST” SALES PRESENTATION
What is the “best” sales presentation? How can it be defined or characterized?
Is it a flawless presentation, perhaps utilizing the most up-to-date technology designed to awe the audience? And one with no technological glitches, like a poor internet connection or mysterious pauses? Or one with large, readable graphics? Or the slickest? Or one in which the presenter was the most charismatic and articulate? Maybe it would be like the presentations that Steve Jobs used to give at the annual Apple Worldwide Developers Conference or for new product introductions.
Or is it the one that best addresses the buyer’s current, future, or even unperceived needs, regardless of the presentation’s technology?
Or is it the one that ultimately results in a sale?
I contend that the buyers determine what the “best” presentation is. Which presentation most addressed their needs and resonated with them? Which was the most memorable? How much of the content did they retain? The one in which most of the prospect’s questions were answered. Perhaps that sales presentation was the best, regardless of how well the salesperson presented, how well her visual aids were, or whether it was flawless.
I recall one instance where I observed a salesperson deliver a superb (scripted) presentation that seemed to generate much audience interest, but our product was not ultimately selected. Another I attended seemed to have everything go wrong. We arrived late; the salesperson didn’t deliver her usual flawless presentation; she was nervous because she was late and sensed the audience was restless. As a result, she stuttered a lot, and there were minimal questions from the audience. Of course, we won that business.
Also, the determination of which presentation was best does not take into consideration all the efforts that occur before the sales presentation, such as the qualification of the lead, discussions with the prospect, setting the agenda, questioning regarding priorities – and all of the follow-up calls and meetings after the sales presentation, which I believe often exceed the sales presentation in the value of determining who will win the business.
I recall a presentation in which the standard sales material was utilized. This material contained some sample reports derived from a financial institution that was a customer. The prospect, a Midwest manufacturing customer, politely noted that they were a manufacturer of automobile parts, not a bank, and the sample reports were meaningless to him. They disrespected him because the salesperson and sales support person did not take the time to consider the differences and take the time to present something that is more meaningful to the buyer.
So, my message is that rather than impressing the buyer with the latest presentation gimmicks, the salesperson needs to focus entirely on how to reach the prospect best. It is essential to customize the presentation so as not to seem scripted. And it should address the buyer’s needs. Take the time to include samples from their vertical market that will interest the buyer. Everything else is secondary or tertiary. And they become an annoying distraction.
The flashiest presentation may impress the gamers in the room, but it will not necessarily win the sale (unless you sell video games).
If the salesperson does not spend many hours preparing the agenda and customizing the sales materials, you are wasting the prospect’s time – and yours. The buyer should review and approve the agenda before the meeting, including the amount of time expected for each discussion item or the meeting. Failure to do so reduces your likelihood of being the selected supplier.