Sales Presentations Feed

4 Ideas to Help You Build Rapport and Relationships with Clients

LaVon Koener 2 (1)Today's post is by LaVon Koerner, chief revenue officer of Revenue Storm, a global sales consulting and revenue acceleration firm. Join LaVon and Selling Power for this Webinar on June 3rd, "How to Accurately Qualify Opportunities." 


What’s the best way for sellers to build relationships and rapport with prospects and customers these days? 

Back in the golden era of selling, you’d walk into a client’s office and desperately search for something on their walls or desk to talk about. The goal was to find something that mattered to them and connect on a more personal level. If you weren’t thrown out, you’d quickly leverage one of your tried-and-true relationship weapons – lunch, golf, dinner, a gift, or even the occasional ride on the corporate jet. 

Boy, how things have changed! Besides the governance policies that most companies employ today – where accepting even a coffee mug with your logo on it is a violation – admiring the stuffed swordfish on the wall and asking, “What keeps you up at night?” isn’t going to cut it. The old rules of selling simply no longer apply.

The fact is, today’s business relationships – and all relationships, really – are built on value. Executives want to know what’s in it for them before they will consider investing time in you.

Most executives aren’t interested in golf games or idle chatter that leads to you showing them a 100-plus-slide capabilities presentation. Nor do executives want to train you on their company and issues so you can turn around and try to sell them something.

But don’t lose heart. There are potentially many ways you can deliver value. Consider the following four ideas.

  1. Provide thought leadership around how you might help them improve results or attain certain goals.

  2. Help them achieve recognition in their organization or industry for something they are doing or something you can help them do.

  3. Make key connections and introductions for them.

  4. Support events, programs, committees, or charitable/community organizations that are important to them.  

The most successful sales professionals understand that individual human beings – not companies – make decisions to buy. Relationship development is an intentional process that requires you to invest time doing careful research before walking through the door to determine the potential value you can offer. Additionally, it requires continued nurturing. You need to continually ask yourself, “what have I done for them lately?”  

Most importantly, building successful relationships requires you to take risks and work outside your comfort zone. Instead of “safe” discussions around your products, features, price, and company, you have to be savvy and brave enough to earn the right to have discussions around personal agendas, what they really want, and the personal motivations that are driving them. Only then can you begin to create bonds based on mutual trust, value, and success.

Business relationships today are oftentimes situational and temporary. They exist as long as the other party believes you still deliver value. Keep in mind that business relationships do not necessarily equal friendships. Just because someone “likes” you, doesn’t mean they will buy from you. Sure, everyone knows your name and smiles when you visit, but when was the last time your “friends” actually bought something from you?  

The next time you have an important meeting, think of it as a first date. Don’t make the critical error of talking about yourself, your company, or your products. The harsh reality is that no one cares about you until they understand what you can do for them. Do your homework, leave the logoed mug and your capabilities presentation at home, and (whatever you do) don’t ask about the stuffed fish on the wall!


How to Create a Successful Sales Presentation


Today’s post is by Eder Holguin, digital sales and marketing expert, bestselling author, and serial entrepreneur with more than 15 years of industry experience helping companies grow revenue, optimize and improve sales processes. Contact him at

Many sales presentations simply do not address the questions potential clients have. Instead, they often focus on the selling company’s story and product. 

In sales, if you’re not addressing the client’s needs in your sales presentation, you’re wasting your time. When communicating with potential clients, remember, they’re likely thinking, "Why should I listen to you? What’s in it for me?” If you can't immediately answer these questions, chances are you’re not going to get past the introductory call or email.

Most of the presentations I read look something like this: “My company is....We provide....We have been very successful at...We work with clients XYZ.” Creating a great sales presentation requires a strategic approach that answers your potential client’s basic question: how will this benefit me?

Use this outline when building a sales presentation. It will help you to brainstorm and build a clear sales proposition so you can better navigate the complex sales process:

1. Product benefits (Always list as many as possible.)

  • What are all the major benefits associated with my product?
  • What are the secondary benefits associated with my product?

2. Potential consumer motivators

  • How does my product relate to my consumer’s two greatest motivations, the desire for gain and the fear of loss?
  • Are there any other motivators that are worth exploring?

3. Product differentiation

  • What makes my product different from competing products?
  • How can I raise the perceived value of my product without significantly raising my price?
  • In light of the cost of the product, cash flow, competitive advantages, and offers, what is the best offer I can make my consumer regarding pricing, payment terms, rebates, volume discounts, premiums, and so forth?

4. Potential consumers

  • Who is my primary consumer, and what percentage of my market does he or she represent? (Consider sex, age range, socioeconomics, geographical location, etc.)
  • What are the primary and secondary motivations for this consumer to buy the type or class of product I’m selling?
  • What objections and excuses might this consumer use to delay or avoid a buying decision about this product?
  • What answers or rebuttals to each of these objections and excuses can I offer?
  • How can I improve the consumer’s perception of my product? (Discuss awareness, credibility, quality, value, etc.)

Spend some time going through these questions. Once you have a basic presentation that addresses them all, reach out and get feedback. You can do this by sharing your sales presentation with friends in your industry or building a survey and offering a reward for participating.

Remember: selling is not about telling your story or what your company does; it’s about uncovering the prospect’s needs and proving how your product or service fills them.

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How to Create an Optimal Learning Experience for Sales Reps

Darik Volpa Today's guest post is by Darik Volpa, founder and CEO of Rehearsal VRP.



What’s the best way to learn how to sell? Practice, practice, and more practice.

Yet many sales organizations are not creating an optimal environment for salespeople to practice and perfect their selling skills. This creates at least five problems:

  1. Lost revenue. When salespeople aren’t ready to have conversations with customers, they’re more likely to lose deals. You also risk creating a poor impression of your company when you send unprepared sales reps into the field.

  2. High levels of stress. Yes, salespeople need a tough skin to succeed in sales, but what manager wants to contribute extra stress and anxiety by exposing salespeople to trial-by-fire experiences or failing to help them properly prepare for selling situations? The sink-or-swim approach forces salespeople to learn, but it’s not very enjoyable or efficient.

  3. On-boarding drag. The faster you can get new hires up and running, the faster you can see revenue gains. A lack of proper coaching and training only adds to the amount of time it takes for your new reps to ramp up.

  4. Hiring difficulties. A great learning culture is a point of differentiation that can make or break your hiring effort. If your company becomes known for its poor learning environment, new hires might decide to take jobs at companies that invest in better training, coaching, and support. 

  5. Slow response times. The traditional weekly or monthly coaching model is slow compared to the pace of business. When a competitor undercuts your price, you want a well-trained team that can respond swiftly.

This last point is especially important: a poor learning environment is not just a front-end issue that affects new hires; it is a pervasive problem that affects the sales organization at all levels. Why? Because selling is a continual learning process. Think of all the instances that create new learning curves, even for veteran and top-performing salespeople: 

  • You launch a new product.
  • You change your pricing structure.
  • You open a new sales channel.
  • You reengineer your selling territories.
  • You move into a new market segment.
  • You adopt a new sales methodology/process.
  • You shift your marketing approach.
  • You adopt a new tool (for example, a new CRM system).
  • Your competitor does any of the above.

So what’s going to change the game for sales teams? I believe the answer is video role-play. Our clients use our video-based software, Rehearsal VRP, to help sales teams practice and perfect their selling and communication skills. The process is simple and requires only a Webcam and an Internet connection:

  1. Salespeople watch a short video and then record a response to the question or role-play prompt from their sales manager. (For example, sales managers could ask reps to respond to a prospect’s price objection or a question about how their offering differs from the competition’s.)

  2. Salespeople then submit the recording to their manager or mentor for review. The person who reviews the recording then provides video feedback, as well as a numerical score. 

  3. The numerical scores are tallied, and the top-ranked responses are added to a leaderboard. This allows an organization to build a library of best selling practices from which everyone can learn.

Rehearsal VRP software poses a number of advantages. First, sales managers are able to quickly scale the learning environment. So when a competitor comes out with a new product, managers can quickly disseminate a role-play to all salespeople so they can start crafting a successful response to use during conversations with customers. 

Second, salespeople have a safe space to practice their skills. They can record themselves as much as they need to before sending their video for review. I’ve found that salespeople gain more confidence when they’re able to practice a skill on their own, as opposed to being put on the spot in front of a group. Finally, the leaderboard allows salespeople to learn from the best possible responses to your organization’s particular selling challenges.

Our clients are reporting that Rehearsal VRP is helping them get a better return on their existing sales-training investment. One sales leader at Clorox has reported saving $1,500 a week in travel and expenses. Among a survey of 27 salespeople at AbbVie who are using Rehearsal VRP, 78 percent agree or strongly agree that it is helping them effectively understand and practice the Challenger Selling model.

Today, there’s no reason to let your reps sink or swim. Click here to chat with us live, or sign up to take Rehearsal for a test drive and see how you can start creating an optimal learning experience.

How did you develop your selling skills? What tools and techniques are you using to create a supportive learning environment? Share your thoughts in the comments section.

Sales Reps, Stop Being a "Demo Monkey"

"I hate being a demo monkey!"

Have you ever heard your sales reps say something like this?

It can be frustrating for reps to deliver hundreds of demos and end up with nothing to show for their time and energy. That's why DemoChimp is taking a new approach to helping salespeople turn their presentations into closed deals by making demos more engaging and personalized for each prospect.

"We intelligently personalize the experience," says DemoChimp CEO Garin Hess. "When the prospect goes through your demo, we dynamically stitch together different video elements to deliver an experience that fits their needs rather than going through a straight demo the prospects might not be interested in."

Watch the video above to see how you can start automating your demos and cut down on your demo frustration.

Executive Buyers: They’re Just Not That into You

BillWallaceToday's post is by Bill Wallace, vice president of Revenue Storm, a global sales consulting and revenue acceleration firm.



Why Executive Messaging Fails

Your messaging should capture an executive’s attention within eight seconds. Miss the mark, and you’ve not only wasted the executive’s time but created a negative impression.

Unfortunately, many sales and marketing professionals don’t communicate well at this critical level. Instead of giving executives the information they want, sales and marketing professionals often share what they want executives to know about them.

Executives don’t care about you, your products, or your services. Quit talking about yourself and make the message about them – their wants and needs. Start connecting your messages to the business issues that matter most to executives. Come with insight instead of data.

According to research conducted by SiriusDecisions, executive buyers value business and industry insight four times more than they value traditional product knowledge. Express in clear, measurable terms how you can affect their business or drive revenue, improve margins, gain market share, reduce churn, etc. If you miss this essential component, all of the creative coolness in the world won’t save you. Everything else is just fluff.

How to Fix It

First, you need to determine to whom your messaging should be directed. That sounds easy, but it isn’t. In the world of complex solutions, your messaging should target several people. Multiple decision makers and influencers are involved. An average complex solution could involve six different titles.

Make this your mantra:

  • Right Target: What titles are commonly involved in making decisions, and who are the key influencers? Each of these titles will have different concerns, and your message should be tailored to accommodate them.
  • Right Message: Exactly what are you going to say to them? They don’t have time and won’t bother to figure out your intent unless it’s short, sweet, and plays to their interests. Your message needs to communicate what you can do for them, and it needs to be expressed in business language. Industry jargon and tech talk are the kiss of death. Test your message internally with titles similar to your targets. You have one shot. Don’t miss.
  • Right Media: What form will your message take? While using multiple channels is best, leverage the appropriate media for that buyer profile. Make sure you are being consistent. How many times have you seen messaging sent to the field but undermined by the Website? Your advertising, PR, Website, social media, and sales support materials MUST have the same messaging for the appropriate targets.

Finally, consider the goal of your message. Are you trying to sell something directly to the target? Are you working to open doors? Are you preconditioning? It’s all about mental shelf-space: you need to capture attention and be clear on the intent.

Once you’ve determined the objectives of the messaging, the mantra, “Right Target, Right Message, and Right Media,” is a great way to keep you on the right trajectory and ensure that your messaging hits the mark every time. 

Hear more about Sales & Marketing Convergence from Bill and Revenue Storm at the Sales 2.0 Conference in Las Vegas on September 18, 2014. 

Give Your Sales Team the Gift of Increased Productivity

Barbara McCormack headshotToday’s post is by Barbara McCormack, vice president of sales and marketing at Securitas Security Services USA Inc



Like many sales and marketing leaders, I’m always trying to find ways to realize greater productivity from my team. When team members are happy and engaged and have the tools to do their jobs, they are typically more productive, and that can translate to more growth and revenue for the company.

One particular challenge my company addressed is our approach to proposals. The range of security services we provide, even to a single client, can be complex, so we needed to customize our proposals to address our prospects’ and customers’ unique needs with information that is relevant, endemic to each, and resonates a solution. When you consider that our company averages thousands of proposals annually, you can see that customization consumes a lot of time and productivity.

After an in-depth review of the features Paperless Proposal offers, I was convinced that it could make our sales process much easier and more time efficient and thus free our team to spend more time actively selling. Here are the results we’ve seen so far based on our partnership with Paperless Proposal: 

  1. The Paperless Proposal library makes organizing, finding, and customizing content much easier. Our sales team has created separate folders to organize content by products, for example, and industry vertical. This saves a lot of time because team members don’t have to hunt for the materials they need.

  2. Customizing proposals is now a simple matter of dragging and dropping items (such as logos) into a particular document. We are now creating the proposals we need 500 % faster than before, thereby enabling the team to spend less time on paperwork.

  3. Creating proposals with this product has eliminated paper waste, as well as the cost and time associated with shipping paper-based proposals. We have already seen a significant reduction in inefficient use of labor and administrative costs.

  4. Instead of wondering if and when prospects will open their proposals, our team now receives a text message the minute the client receives the proposal. The salesperson can also see who is reading the proposal, to whom (if anyone) the proposal was forwarded, and which section(s) of the proposal the recipient spent the most time reading. This has been key in shortening our sales cycles and helping us prepare for anticipated follow-up inquiries.

  5. We now record short videos to include in proposals. Sometimes we use these videos as introductions in place of a traditional cover letter or to summarize the proposal at its conclusion. We feel that these videos create a richer and more engaging experience for the recipient and help differentiate us as standing out in the market and embracing innovation.

One of the most beneficial parts of this experience was the rollout, which took only a matter of weeks to implement. The timeliness helped our salespeople get away from their laptops and in front of more customers. 

Using Paperless Proposal has enabled our team to create many more proposals in less time and with more engaging results. Because we can provide information to clients and prospects much faster and home in with precision to address the client’s key concerns, we’ve also been able to shorten sales cycles. This has placed time – a valuable commodity – back in the sales team’s hands and enhanced productivity. Because going paperless has been efficient for the team, our group is able to spend more time cultivating opportunities, which ultimately lead to a 150 % increase in proposal opportunities.

Hear more about Paperless Proposal and other sales-enablement solutions in San Francisco on May 5-6, 2014, at the upcoming Sales 2.0 Conference.


Three Characteristics of Successful Proposals

GlenCohenToday's guest post is by Glen Cohen, vice president of Paperless Proposal



We like to think that our prospects receive our proposals with the excitement of a kid opening presents on Christmas morning; however, if we’re honest with ourselves, we know that this is rarely the case. I’ve found that most customers just don’t want to read as much anymore. Instead, they’ll skim proposals, often skipping straight to the price tag.

This isn’t great for sales. An almost exclusive focus on price is a fast race to the bottom and leaves you little room to differentiate. Great salespeople tell compelling stories that evoke emotion: excitement, curiosity, amazement, and intrigue. All of those elements tend to be missing from today’s proposals.

Perhaps that’s partly because traditional proposals are as unexciting for salespeople to produce as they are for prospects to read. Salespeople don’t want to log in a lot of computer time; they’d rather be spending time interacting with customers and building relationships.

I’ve found that the following three characteristics are common to almost all successful proposals:

1) The proposal is easy to put together and access. Salespeople do better when they feel a sense of freedom and excitement about putting together a great proposal. When they have to go to five different places to pick up templates and files, they feel weighed down and frustrated by inefficiency.

Prospects and customers respond better when a proposal is visually appealing, easy to scroll through, and encapsulated in a single, easily accessible place.

2) The proposal incorporates video. There is no denying that video is a compelling medium. The incredible popularity of YouTube has shown that many people would rather watch a three-minute video than read three paragraphs of text.

3) The proposal allows for great storytelling. When you watch a movie in a theater, you enter an atmosphere that envelops you in a story. The lights are dimmed, you’re in a comfortable chair, your cell phone is off, and all you can see and hear is what’s in front of you. In short, you are transported to another world. A great proposal keeps the prospect engaged in the moment. The proposal doesn’t require the prospect to open URLs in different tabs or download attachments.

Proposals that evoke curiosity, interest, and excitement are a differentiator in today’s bleak landscape of PDFs and PowerPoint presentations. Customers want to be led on a journey to value and success, and great salespeople want to take them there. That’s why we’ve designed a solution that is clever, easy, and elegant and speaks to the way salespeople want to sell and customers want to buy. We’re also in it for the journey – and for the celebration that goes along with making something great.

See a free demo of Paperless Proposal.

Saving Your Sales Proposals from the Void

LawrenceAbramsToday's post is by Laurence Abrams, CEO and President of Paperless Proposal.



Have you ever spent hours customizing a perfect proposal to meet a requested deadline from a prospect … only to hear nothing back for weeks or months?

Losing your proposal in the void is frustrating. It’s disappointing. It adds stress to an already stressful profession. It’s also an all-too-familiar experience for most sales professionals. Why does it happen?

Because there hasn’t been any true innovation in the proposal space for many years.

True, most of us have moved away from printed proposals that are hand delivered or need to be shipped in the mail. Today most of us email our proposals as PDFs or Power Points with links to our website and perhaps links to videos. But going electronic hasn’t stopped our proposals from getting lost in the void. Think about it. Typically salespeople still have no way of knowing:

  • When and if your prospect received your proposal,
  • When and if your prospect opened your proposal,
  • Who your prospect might have forwarded the proposal to,
  • What order was your proposal read in,
  • Which pages of the proposal your prospect spent the most time on.

All of these are important questions and salespeople still struggle with answers. This lack of knowledge creates speed bumps in the sales cycle. Sometimes not knowing what happened to your proposal can derail a deal altogether.

We founded Paperless Proposal with the intention of empowering sales teams and saving proposals from the void. Here are just a few of the things our solution allows you to do:

1) Salespeople (and sales managers) can see exactly which proposals they’ve sent to prospects in a single dashboard. Our dashboard makes it easy to see when you’ve accidentally dropped the ball on sending something to a prospect. Our system also shows you which proposals have been sent and not yet viewed, as well as proposals that were actually viewed, signed, and downloaded. In essence, it helps you keep track of all the deals in your pipeline in one easily accessible location.

2) You get an alert in real time when the prospect opens your proposal. How cool would it be to get a text message or email alert the very moment your prospect opens your proposal and starts to read it? No more wondering if the proposal arrived or when or if the prospect looked at it. And hey, since they’re reading right now, maybe pick up the phone and offer to have a quick chat? Looks like your follow up call is now a helpful assist rather than a pesky annoyance. (Perhaps that’s why our statistics show that the client is 90% more likely to take your call when they’re looking at your proposal.)

3) You can see who your proposal gets forwarded to. Our system prompts a viewer to enter his or her email address in order to view the proposal. This gives you great visibility into everyone that is involved in the decision making process in the organization. Often salespeople send proposal to the person they believe to be the decision maker only to find that person is a gatekeeper. This feature allows you to start a dialogue with the gatekeeper and get to the actual decision makers).

4) You can see which pages of the proposal got the most attention. Our system automatically tracks how long the prospect spends viewing each page of your proposal, which means you can see which areas seemed to interest them most. You can also see what order they read the proposal. With this knowledge you can now have pinpoint discussion on the pain points most important to your prospect versus the “spaghetti principle” (throwing as much up against the wall hoping something sticks).

I say it’s time to say goodbye to the days of spending weeks or months chasing your prospect to get feedback on your proposal. With the technology available to us today, it’s entirely possible to make proposals an efficient, effective, and stress-free experience for you and your prospects.

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Productivity Hacks: Make the Meeting Count

Arne SorensonToday's post is by Arne Sorenson, President and CEO at Marriott International, and was published originally on LinkedIn. It is part of a series in which LinkedIn Influencers share their secrets to being more productive. See all their #productivityhacks here.


We all complain about meetings – too many, too long, too boring. But an effective meeting and presentation can be the most productive way to convince your colleagues and get the job done.

As a CEO, I've seen all kinds of presentations and been in all kinds of meetings. The most effective presenters share a few things in common.

They avoid endless review of the obvious and get to the heart of the matter. By all means, use visuals. Dump the handouts that plow through familiar territory. If you're at the table, we expect you have the data to support your conclusions. Sometimes, you'll need a report, but move as fast as you can to get to the point of your pitch or the specifics of the issue that needs debate and discussion. The meeting will be shorter, more interesting and much more productive.

Speaking of being at a table ... meetings are not about a table and chairs. Envision presentations as a performance. Rethink the space as your stage. Instead of conference room 200B, have everyone meet in the showroom or at the fire pit or on the roof. Use a color palette, use music, use a hands-on demonstration. Executives are people too. They'll get more excited about your idea if they are excited by your presentation.

If you're attending a meeting, stay focused. No multitasking or smartphone checking while your colleagues present. My company has done research on how people work and found that multitasking can create such distraction that a person will lose the equivalent of 10 IQ points when they try to juggle the tasks in front of them. Nobody wants to look dumber in front of the boss.

Of course, it's a given that presenters are prepared and offering a great idea. Just make sure to share it in a way so that no one will miss your Next Big Thing.

What makes your meetings effective and productive? Share your thoughts in the comments section. 

The Value of Presentations

1d912eeToday's blog post is by Jacco van der Kooij, sales strategy consultant at Future Of Sales Is NOW.

Attending, preparing, and giving presentations is a critical part of doing business. The big question is, what is the outcome of your presentations? How many presentations lead to measurable results? Selling Power and SalesOpShop recently conducted a survey of B2B sales professionals to get a better understanding of this subject.

How Much Time Do You Spend on Presentations?

Of the 170 participants in the survey, 76 percent indicate that they need presentations to do their job, and for 53 percent, this means they attend at least one to two presentations a week. The most prominent users are product managers, who attend several presentations a day, present once or twice a week, and together with marketing, spend as much as a full day in preparation. Sales, which accounted for 56 percent of the respondents, present less frequently and spend only a couple of hours in preparation.

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Q3-v21Q6-v2How Much Does a Presentation Cost? 

Let’s consider the example of a small company of about 50–100 employees and assume that a midlevel manager creates and delivers a presentation to 10 people in the organization:

8 hours to create (@ $65/hour)                                     $520
1 hour to deliver to 10 people (@ $65/person)              $650
The total cost for one presentation                           $1,170

This excludes the cost of a conference room, projector, technical support, and condiments for the participants.

The Costs of Presentations Are Staggering!

Similarly, assuming a company uses conference rooms for its internal presentations and inside and field sales representatives for its external presentations, it will find itself investing the following:

$273,000/year per conference room on internal presentations
$88,000/year per field sales professional on client presentations
$12,400/year per inside sales professional on client presentations

A company that employs five outside reps and two inside reps will spend nearly $1 million annually on presentations. If you want to estimate the amount your company is investing, use our online calculator.

What Is the Outcome of Presentations?

There is great value in getting people together at a set time to share ideas and conversation initiated by a thought-provoking presentation; however, in most corporations, the majority of internal presentations are provided by untrained people who deliver monologues instead of engage in two-way conversations. As you can tell from the results below, approximately one out of two presentations is considered valuable enough and leads to a measurable result.

Q3-how-many-were-worth-your-timeAs for external presentations, the results appear worse. In the sales industry, the monologue, one-way presentation is so commonplace that it is referred to as "a talking brochure." It is no surprise that a panel of buyers at the recent Sales 2.0 Conference in London rated only 1 out of 8 presentations valuable. When asked, "What do you fear the most?" the response was largely, "long and boring vendor presentations."

How Can Presentations Be Improved?

How can we deliver a better return on the sizable investment in both internal and external presentations?


These responses can be separated into a few areas of improvement:

  1. Prepare by researching your audience and develop a story line that matches the audience’s need.
  2. Make your content exciting. Base it on relevant, reliable data and add telling visuals.
  3. Improve your delivery by practicing, and with every practice shorten the presentation until it is between 12–15 minutes long.
  4. Integrate a way to engage and involve your audience early on.

For those presenting regularly, I recommend Duarte Academy and, in particular, its workshop Resonate. If you are presenting data, I recommend Edward Tufte and his class Presenting Data and Information.

Rethinking Presentations

The biggest opportunity for presentations does not come from improving the way we present. There is a far bigger opportunity with new use cases powered by the latest presentation tools. These emerging use cases operate at a lower cost and provide a more meaningful and measurable return. Here are use cases that will make you rethink presentations altogether:

  • The briefing presentation – pioneered by account executives in need of a presentation before the meeting to make room for conversation during the meeting, resulting in a shorter sales cycle.
  • The white paper presentation. White papers command the highest sign-up ratio of any online asset. Give your white paper exponential exposure with 100,000 views and 1,000 likes to drive lead generation.
  • The client road map presentation – developed by a product manager who wanted to let the client drive the discussion using double tap and swipe, resulting in a more productive conversation.
  • The online sales pitch – pioneered and developed by inside sales teams based on its efficiency and effectiveness. This includes desktop/application sharing for instant demonstrations.
  • The Starbucks experience. Conversations are moving from a conference room into a coffee shop, where you sit side-by-side and use an easy-to-navigate presentation tool to spark a conversation.

As you can see, a presentation no longer must take place at a set time and location, with a lean-back audience being asked to listen intently and ask questions at the end. These new use cases take aim at a lean-forward audience, and its goal is to drive conversation. For more examples, visit my Website at

How Do You Capitalize on the Opportunity?

If you want to capitalize on the opportunity, contact me at

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