Tech Demo Guy

Sales management often talks about selling “business value”. There’s a good reason for this: in most cases it is not IT making the decision to buy software, but rather the business users (although IT may have veto power). For many Sales Engineers (especially technical ones) that means that if you are talking about technology, you may not be helping to win the deal because your message may go right past the business audience.

So how do you effectively sell technology to a business audience? First off you should strive to have a combination of both business and technical people from the prospect attending your presentations. This mix can help you to really sell the business value of technology, although many SE’s dread presenting to “mixed groups”. To make presentations to mixed business/technical audiences work well, you should follow these guidelines:

1. Move back and forth between “day in the life” examples and down in the weeds technical explanations. It’s important not to water down your presentation for either part of the audience. Don’t be afraid to talk tech when challenged, but always make sure your examples are relevant to the business users so that they stay engaged.
2. Go for the “head nods” from the geeks. This should remain your goal throughout the presentation: to get the technical people to nod their heads when a business user says “can your system do X?”. Even though there may be animosity between the IT and business groups in a company, it’s likely they trust their fellow employees more  than they trust your sales team. So getting them to see that your solution passes muster with IT during the demo is critical.
3. Control the conversation – don’t go down a “rabbit hole” with the technical people. It’s likely that technical people will ask detailed questions (often with little regard for the other audience members). If you can answer quickly, do it, otherwise you should defer the question for follow-up. If you feel you will lose credibility by deferring, you can offer to answer the question during a break. But if you do, make sure to point out your discussion (and get a head nod) once you start again.
4. Use examples relevant to the business users. This may seem obvious, but I know many SE’s who do demonstrations that have a very technical focus. Showing the XML generated from a web service or the SQL output from a process may fly with IT, but you will lose the business users quickly with this approach. It’s not that you can’t show technical results, but you need to bring it back around to the business users in a way they can appreciate (which is usually something visual). A great way to do this the classic “cooking demo” where, ala Julia Child, you show the process (including some tech details) and bring out the beautifully baked pie at the end. Taking this approach means that both the techies and the business users will be satisfied that they saw something of value. Of course it also means that SE’s really need to understand the business processes, not just the technology.
5. Make the business users feel they can understand the complexity. Many business users feel that the technical folks are speaking another language, and they are often right. But if you can explain a complex technology in terms that make sense to a business user you can really win them over. Using analogies is one great way to accomplish this. Because many business users have given up on being able to communicate with IT, by providing a bridge you will show how your technology will benefit them directly.

Dave Sohigian - TechDemoGuy Demo Skills, Demo Tips, Selling

In one of my earlier posts I talked about one reason why you should consider presenting first in a sales cycle: so that the audience will pay attention to you during a long day of demonstrations. This is just one of the strategies that you can apply in a “Demo Marathon”.

If you have never been on the buying side of a corporate purchase, you probably don’t have a sense of just how tiring an evaluation can be. It takes you away from your normal activities, and that may be exciting for a bit, but writing RFP questions, grading the responses, talking to vendors and attending endless meetings can quickly become a drag. It’s no wonder that many prospects choose to cram all the vendor presentations into one day: it allows for easier scheduling and gets everything over at once. But demo marathons can be a disaster for vendors because the audience is often burned out after the first or second demonstration.

That is the argument for going first: you want to avoid presenting when your audience is getting tired. But if you can’t present first (often you are not in control of the order) there are a few other things you can do to be successful during a demo marathon

1. Wow them in the first 2 minutes.

This is a good rule for any presentation, but it applies particularly well when you are trying to deal with an overloaded audience. Studies have shown that people pay the most attention at the start and end of a presentation, so you want to make a powerful first impression. The critical factor here is to deliver your most important message first thing and make it memorable. Don’t waste time introducing your company, your team, etc… Instead, just tell them the one (or two, or three, if you can make it short) things that will matter most about your product. You can even say “If you forget everything else you see today, I want to be sure you remember these three things about our product…”

2. Make coffee or caffeine containing soft drinks available

I have mentioned this before, but if you want your audience to be more receptive, you should make it available before your demo. Studies have shown that caffeine puts people in a more receptive mood. It has been suggested that this factor is more important than any other in a presentation. So bring that Starbucks coffee-in-a-box with you!

3. Nail your follow-ups

Almost every presentation I have given ends up with follow-up questions that could not be answered on the day of the presentation. Often these can drag on for a while and prospects or vendors will forget about them. If a prospect has just been through a demo marathon they will probably be getting the vendors mixed up in their heads after the demo. If you can follow up on any questions quickly, you will have an opportunity to stay top of mind. Instead of researching the answers to every question, get as many answers together as you can in 24 hours or less and send them to the prospect. Make sure to include the reasons why they should purchase your product along with your follow-up answers.

4. Change presenters several times

The rule about the start and end of the presentations commanding the most attention applies for each presenter. So that means if you change presenters often you have additional chances to deliver your message. Even if it is just the Salesperson standing up for 5 minutes to discuss company financials, breaking up the presenters can have a positive effect. Of course this needs to be choreographed well to avoid confusion, but it can increase the impact when you have an important message to deliver.

5. Give them a rating sheet

Although prospects often have some sort of rating sheets (I will have a post about that soon), you might consider giving them one for your product if they don’t. This is particularly effective if there is a large scripted demonstration. If you give them a grading sheet that follows their script and has a check box or rating box after each item you will encourage them to follow along with your demonstration. And if you are the only vendor that gave them a rating sheet it will make a very personal leave-behind that will be brought up in further discussions. Either way it will help keep their attention during a long demo day.

Those are just a few examples of ways to keep attention focused on your products during a demo marathon. I welcome other suggestions for readers in the comments.

Dave Sohigian - TechDemoGuy Demo Prep, Demo Skills, Demo Tips, Selling

In one of my earlier posts I talked about one reason why you should consider presenting last in a sales cycle: so that you can stand out in a crowded field. This is just one of the strategies that you can apply when you have lots of competition.

The biggest problem with having lots of competitors is not the competitors’ products, it’s the attention of the prospect. Most sales teams have never had the experience of sitting through multiple demonstrations, sifting through piles of RFP responses and having to put your familiar work environment aside for an extended period. But that is exactly what an evaluation team at a prospect goes through in a sales cycle, particularly one where there are lots of vendors on their preferred list.

What do I mean by a crowded field? If you have more than 3-4 competitors on a deal, the field is crowded. When I have been in deals with crowded fields, I have been amazed at just how confused prospects can get about the vendors. I remember one deal where a prospect regularly emailed me questions that were clearly intended for another vendor.

There are several strategies that can help you stand out in a crowded field:

1. Have a personality

Often prospects can’t keep all the salespeople from the various vendors straight. Showing a genuine personality during the sales cycle can help the prospect remember you and your product. This is especially true for Sales Engineers who are often expected to give “just the facts”.

2. Build trust with specific individuals at the prospect

It is inevitable that the prospect will get vendors confused in a crowded field, but if you have gone out of your way to build a relationship with a few individuals at the prospect, they can help you stand out in the evalutation. It does not matter whether the individuals are decision-makers or not, but it is helpful if they seem to be vocal. Your goal is to build an advocate or two that will speak up for your viewpoint in discussions.

3. Focus on your product, not the competition

In some deals it makes sense to set traps and focus on the competition, but this is not the case in a crowded field. The propsect is already confused enough about which vendor said what; you shouldn’t add to that confusion by talking about the competition even in a theoretical way. Focus on your product and how it will directly benefit the prospect.

4. Stick with the main message

Sales is all about flexibility and most successful sales cycles will diverge from the standard marketing message (or “brand”) of the product to win the deal. But if there are lots of competitors you should consider staying with your standard corporate message so that all your marketing materials and sales presentations are consistent. Keeping your message clear in the prospect’s mind is more important than tailoring it for that specific prospect when there are lots of competitors. You should absolutely focus on solving the prospect’s problems, but try to do so without moving too far away from your standard marketing message.

5. Stand out early

If there are many vendors early in a deal, it is tempting to just wait things out and see if you make the short list before investing in a deal. If you really believe you are column fodder then this strategy makes sense, but if you are confident you have a good shot you should come on strong and early. As a Sales Engineer you can do this by having a personality (see #1) and being willing to take risks early in the deal.

6. Put yourself in the prospect’s shoes

More than anything else you should think about what it is like to be the prospect when there are lots of vendors. Often individuals don’t have much choice about how many vendors they evaluate: the number might be set by upper management, company guidelines or one member of the evaluation team. Having empathy for the challenge being faced by the prospect can go a long way toward building a relationship that will help you as the field narrows.

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In one of my earlier posts I talked about one reason why you should consider presenting first in a sales cycle: so that you can set traps for your competition. Setting traps is a delicate topic for most Sales Engineers: you can lose credibility quickly by slinging mud at the competition. But setting traps well can make all the difference in a competitive sales cycle.

The key to effectively setting traps is truly understanding the needs of your prospect combined with knowing the weaknesses of your competition. While it may be true that your competition has difficult to configure software your prospect may not care about this characteristic and setting a trap won’t be worth the effort.

The steps to setting an effective trap in a presentation are:

1. Understand the specific needs of your prospect and areas where your product can clearly meet those needs
2. Compare these strengths with the known weaknesses of your competition (using whatever competitive intelligence you might have)
3. Bring these differences to light in a presentation (or demo) AFTER you have firmly established credibility
4. Make a clear statement of comparison to your competition, such as, “Ask the other vendors whether they have this capability”
5. Discuss the traps “during the break” with the prospect to ensure you hit the mark

Establishing credibility first is critical to success in setting traps. For a trap to be effective the prospect must challenge your competition directly in their presentation. If you don’t have credibility, and the trust that goes with it, the prospect won’t take action on your suggestions. It is because of this credibility that Sales Engineers are in a unique position to set traps during a presentation or demonstration.

Traps don’t have to be about product features or functions: they can be about anything you feel is weak in your competition AND matters to your prospect. You can set traps about company stability, overall product quality, ability to deliver or even demonstration style. When I was working at PeopleSoft one of our competitors, Lawson Software, set an extremely effective trap against us multiple times. They set the perception in the prospect’s mind that PeopleSoft was just a “tool” for creating applications and that Lawson, by comparison, was a fully-bake solution. Specifically they suggested that audience members should write down how many times the word “toolset” or “tool” was used during a PeopleSoft demonstration as a measure of the truth of that statement. Unfortunately we used those terms all the time to describe the flexibility of our product. It was only when we saw an audience member putting tic marks on their notes (and asked what they were doing) that we discovered the trap that had been set.

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In one of my earlier posts I talked about one reason why you should consider presenting last in a sales cycle: because your prospect does not understand the value of your product. This brings up the question of how to balance educating a prospect and selling to them. Good Sales Engineers are masters at walking this fine line and know that to build credibility you need to do some education, but you can easily take that too far.

If you are presenting a product that is “disruptive” (to use a Bullspeak term common in Silicon Valley) then it will, by definition, be a challenge for a prospect to appreciate it’s value. Twitter is a great example. Almost every person I have ever spoken with about Twitter thought it was idiotic when they first heard the idea. Why would you want to hear peoples minute-by-minute ramblings? A friend of mine still calls it “Twittereah ” and many others question whether there is any value in Twitter at all. But with 30 Million users and growing it certainly has an audience. But understanding it’s value is going to take time and it is still a tough sell. Many other disruptive products are the same way: if they fundamentally change the game then selling them is an uphill battle.

So education must play a role in any sale of a disruptive product. One way to bridge the gap between education and selling is by making your presentations as personal as possible. If you are selling productivity software, then show the individuals involved real-world examples of how their quality of life will be improved. This will engage them and give them a desire to fully understand your product. The first reaction that most people have to something new is “I don’t see how that will work”. It’s easy to forget this reality, especially if you work with high technology. Most people in high tech see something new and say “Wow! Cool. Let me see what I can do with that”. These folks are the early-adopters and you are not going to find many of them to sell to in any market. See “Crossing the Chasm” for more on the characteristics of different buyers in a technology market.

The problem is if you spend your entire sales cycle educating the prospect on the value of the product. Although you may build a relationship during this period, it is also possible that your competition (that may not have even been engaged in the early part of the cycle) may swoop in later and present a much simpler view of the product. The end result could be that you are percieved as complex, while the competition looks like the elegant solution. You do the heavy lifting of educating the prospect and they come in and SELL.

That is why I gave the advice of going last in a sales cycle where you need to educate the prospect about your product. But if you have to educate a customer, don’t forget to continue selling during that process. The main difference is that selling means showing the relevance and value of your product to the product. Education is about understanding, selling is about creating desire. Both in equal measures will win the deal.

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Credibility:

def. the quality or power of inspiring belief

Credibility is the key to a Sales Engineer’s success. Gaining credibility is hard, and losing it is easy. Sales Engineers know they have to build credibility with management, sales reps, developers and, especially, prospects and customers. The approach to building credibility differs with each group.

Credibility with Management

After many years as a Sales Engineer I came to the realization that most big deals fall apart not because of the prospect, but because of management at my company. Salespeople often hound executives to help them win deals (with price concessions or product changes) and executives are somewhat resistant to them because of it. A Sales Engineer can have a special status in the company because they are seen as experts and they help generate revenue (both are things that executives value). Building credibility with management can be done by showing competence and going out of your way to help executives when they need it. There were many times that I was called upon to help an executive with a demo, presentation or subject matter expertise. Rather than seeing this as a distraction from your work (closing deals) these should be seen as excellent opportunities to build credibility for when you need it later. Credibility with management can make all the difference in closing highly political deals.

Credibility with Sales Reps

I have always said Sales Reps are like quarter-horses: incredibly talented but easy to spook. As a Sales Engineer you are probably the one person that a Sales Rep can trust to put in front of a customer and not blow the deal. The best way to build credibility with Sales Reps is to help them win deals. But if you are new to a sales organization there is a shortcut: build credibility with other Sale Engineers. The best approach here is to help more experienced Sales Engineers with the busywork of their deals, RFP’s, answering followup questions, etc… The first place a Sales Rep is going to go for advice on the “New guy/gal” is other Sales Engineers. If they already have a positive view of your work, you are well on your way.

Credibility with Developers/Engineers

If you are in software sales then you have to deal with Developers. If you are in hardware, then it is Engineers. Either way, as a Sales Engineer you have to build credibility with this group to fully understand your product. Engineers speak a different language from Sales, and I have always seen the role of Sales Engineer as a bridge between these two very different departments. Engineers don’t understand what Sales does (and vice-versa) and there is often a lot of mistrust between the groups. Your credibility will determine whether you can bridge that divide.

The good news is that if you are technically competent or have an engineering background, then establishing credibility here is pretty easy. Demonstrating that you understand the pressures on an Engineer will go a long way toward building credibility. For example, if you have a feature you need for a prospect, instead of asking an Engineer to build xyz, tell them the problem that you are trying to solve. Engineers typically love puzzles and would prefer to be given the problem and work the solution out for themselves.

Credibility with Prospects

Credibility with prospects is about first impressions. Often a Sales Engineer will be introduced to a prospect late in the sales cycle and will have to impress the prospect with their competence in a demo or other high-pressure scenario. The best advice I can give for establishing credibility with prospects? Listen. A prospect will measure your competence by how well you understand their problems, not by how much you know. Active listening is a great way to build credibility in an initial meeting. Only once you understand the prospect’s issues can you impress them with your solutions.

More than any other factor, a Sales Engineer needs to quickly convey competence to the prospect. Doing great discovery helps in this regard (because you can address the prospect’s needs) but having excellent customer stories can also build credibility. First impressions are lasting when it comes to prospects and you may have only one chance to establish your credibility with a given client.

Credibility can be gained in many ways, and we each have our own style. I had a distinct advantage over many Sales Engineers because I am relatively tall and have a very deep voice. As ridiculous as it sounds, these are characteristics often associated with leadership (see Malcolm Gladwell’s book, Blink, for more on that) and credibility. Credibility is something that every Sales Engineer should consciously manage as much as they can.

Dave Sohigian - TechDemoGuy Selling credibility, sales, sales engineering

One of the things I have noticed while watching the TED Talks is that many of the speakers often get really rushed because they only have 20 minutes to present (and their audience is expecting a lot as well). Most presenters decide to that they will talk really fast (like this talk by Carl Honore, where, ironically the subject is how to slow down) or just jam an outline of a longer talk into the allotted time (like Anthony Robbins does in his talk). It is, of course, very hard to present a powerful talk no matter what the time limit, but the pressure of a “short” timeline can really fluster some. Of course, Martin Luther King proved that one can change the direction of an entire movement in less than 20 minutes. If you watch that video of him delivering the speech at the Lincoln Memorial it is surprising to note that the line “I have a dream…” does not come until the last 5 minutes of the speech.
Some of the TED speakers really rise to this pressure and deliver talks that are well composed and delivered with a calm and focused demeanor. Sir Ken Robinson does so in his talk on creativity driving home his key points with humor and storytelling.
A while back I watched Janine Benyus‘ talk on biomimicry and while I was struck by the content, I was even more impressed with her style of presentation. In the last half of her talk she started to go through some slides that laid out 12 separate points about the power of using nature as a guide for design. Even though her time was limited she did not rush through the slides or the points that she was trying to explain. She took her time with each and in the end she ran out of time after only 9 points. I can say, from many years as a presenter (and audience member) I have rarely seen a speaker do what she did: she was just willing to stop at 9 points and leave it at that. One of the most important guidelines for presentations is that it is better to leave your audience with a few really important points that they will remember rather than rushing through your material and having the audience forget almost everything you have to say. That is the guideline, but the reality is that very few people can accomplish this when the pressure is on.
Now, I could argue that 12 points is too many for people to remember, but really they were more like examples of her key points. So she was willing to stop at just 9 because she knew that she had made her case. But the thing that makes this presentation even more amazing is that the moderator allowed her to continue with the last three points with the instruction, “Just the 10 second version of [slides] 10, 11 and 12″. Although this was certainly generous (given the strict time-keeping at TED) it was a recipe for disaster: would she muddle her message by rushing through the last few minutes? Well, she stood up just fine, ignored the newly set countdown (10 seconds per slide? c’mon) and stuck with her original pace to complete her presentation. She truly does have “nerves of steel”. Or perhaps, given the focus of her talk, “nerves of spider silk”.
In this talk Janine Benyus accomplishes what truly gifted presenters should aim for: having the topic and material become the focus of discussion. If you watch this talk you may end up saying “I didn’t think her style was all that great, but the slides and content was incredible”. That, in my opinion, is true success in public speaking: letting the material take center stage and get all the “credit”. It is something I have really never been able to accomplish consistently because I tend to be such a showman in my presentations. It is an understated style that I doubt I will ever really attain.
So watch her talk. I won’t bother explaining any more about the content here. It’s better to just watch her talk:

Dave Sohigian - TechDemoGuy Demo Skills, Selling pacing, presenting, ted talks

The Proof of Concept (POC) or conference room pilot. In the four years I worked at PeopleSoft I never won a deal that included a POC. They were the kiss of death to a deal. Later, when I worked at Guidewire Software we had several deals that were won decisively by the POC. So it is possible to win deals with a great POC. Here are some guidelines that should be followed.

1. Make sure you have the right product for a POC.

There was a reason that POC were troublesome at PeopleSoft: the software. Although PeopleSoft was excellent software, it was difficult to install and had a steep learning curve for new users. This meant that we needed multiple experts on site to do a POC (both functional and technical) and often very specific hardware to run the applications. The other issue was that we had one version of the software from development and another version for sales. This may seem deceptive, but the sales version was a stable build of the software with a bunch of demo data loaded (and some mods like integrations and things to support smooth demo scripts). For a POC we would be expected to load the base software and it would come off looking much plainer than the demo version. All this meant that when competing against startup or niche vendors we came off looking pretty difficult to use.

2. Set clear boundaries for the POC

Although Guidewire’s software was much better suited to POC (simpler and much easier to install), that was not the only reason we had success. The POC I participated in at Guidewire had very clear boundaries about what the prospect could and could not ask for. We called the a “test drive” and we installed the software on their site (or brought a laptop with our version loaded). Users then went through very specific scripts that showed them how to use the functionality that we had developed (often with the help of their IT staff). The key to success was having clear boundaries and goals for the POC.

3. Set realistic expectations and goals

This is different than boundaries. Setting expectations and goals should include creating a specific scoring sheet (if they prospect does not supply one) for what you will accomplish in the POC. Are you going to import their customer list and complete a couple transactions? Are you going to measure ease-of-use with experienced users? Making it clear what should be accomplished and the measure of success is critical. For enterprise class software (meaning software that companies pay big bucks for and is core to their business) you can’t just hand over a copy and say “Go for it”.

4. Make sure you have access to both technical and business people at the prospect

To pull off a successful POC you are going to need help from both the busienss and IT people at the prospect. If they can’t commit, you are not likely to do well.

5. Watch for competitive traps

If your competitor suggested a POC then you should watch out: they probably feel it is a competitive advantage for them. If you have not dealt with POC before with this competitor you should be wary and do everything possible to focus the POC on your strengths. Not many software vendors use POC consistenly in their sales cycles, so if they do, they have a reason.

POC are a lot of work but they can definitely be effective in winning deals. A prospect who gets a chance to see your product perform under close to real conditions is much more willing to believe the results.

Dave Sohigian - TechDemoGuy Demo Prep, Selling

Over at my other blog I describe how understanding generational cycles can give insights into the future. In this series of posts I will describe the best strategies you can use to sell to the various generations. The first post was about selling to Boomers, born 1943-1960, this one is about the next Generation, Generation X (born 1961-1981).

Each generation has a unique character, and members of those generations have common attributes. Although it is impossible to make specific claims about each individual in a generation (since they span 20 years or more), generational theory (developed by Neil Howe and William Strauss of lifecourse.com) is useful in understanding how members of a generation will likely act in a sales situation. It is also very useful when assessing the character of an organization, since when members of a generation work together they often exhibit even stronger generational qualities.

Generation X, is larger than most people think, because the cohort born over 20 years (even though birth rates were declining) . They were the children born into the social chaos of the Consciousness Revolution of the 60’s,70’s and early 80’s. Kids were not the priority during their youth and they were, in many cases, left to their own devices. Generation X’er developed a reputation as slackers, cynics and individualists.

Generation X in midlife are the survivors who have the skills required to handle the crisis. But they also are very individualistic and tend to only want to protect their “tribe” (their immediate family, in most cases). They can act quickly and decisively and posess both the competence and pragmatism to get stuff done. They don’t go in for ideology (unlike their elders, the Boomers) and often get frustrated by bureaucracy.  They prefer to deal with people one to one rather than with faceless organizations, and they will hold individuals accountable for their promises and actions. Many Gen X’ers are comfortable with technology but prefer face-to-face interactions.

6 keys for selling to Generation X’ers:

1. Make a personal connection to the individuals involved. Gen X’ers judge others based on their individual competence, so created a personal trust connection with each important individual involved in a sale is critical. They may not judge your entire company if you come off like an idiot, but they are sure not going to do business with you. If you can’t make a personal connection you won’t make the sale and it is better to hand the deal off to someone who can. The relationship between your companies will not be enough to convince a Gen X’er they should put up with sub-par performance. For a Gen X’er, there is just you and them, not two organizations working together.
2. Don’t try to appeal “higher up the food chain” to get a deal signed – Going above a Gen X’er in their organization to get to the “decision-maker” is not a good idea, as the Gen X’er is likely to hold a grudge. This is especially true if their boss is a Boomer (or worse yet, a Millennial, born 18=982-200?). Gen X’ers prefer to be treated as equals in all things, judged by the merit of their actions.
3. Show them concrete benefits that can be measured. Gen X’ers are a practical bunch and will want to know the benefits (in concrete dollar terms if possible) of buying your product. They might get distracted by fancy bells and whistles, but not nearly as much as other generations. The benefits can certainly appeal to their vanity (Gen X’ers like to look cool, even in midlife) but a list of features is not going to get them excited.
4. Be ready to be challenged on any marketing BS. Generation X grew up being bombarded with corporate marketing messages and they don’t easily buy into the hype (and often regret it bitterly later when they do by accident). Telling a Gen X’er a few horror stories of when your company’s product had issues may create a lasting trust worth more than the bad news itself. If you try to feed them a marketing line, be ready to see some eyes rolling.
5. Talk in terms of goals rather than ideals. Boomers love talking about ideals, but Gen X just wants to get stuff done and move on. Talking about pie-in-the-sky ideal states won’t get you far with Gen X’ers. Stick with pragmatic goals that you have proof to back up.
6. Recognize they see themselves as independent from the company they work for. Gen X’ers are often considered “mercenary” in their attitude towards jobs. They will want to know what is in it for them as much as what is in it for their company.

To experienced salespeople this list is going to look like common sense. Because we have been selling to Generation X for a while now we consider their attitude towards products to be the mainstream. But they are different than their elders (Boomers) and their juniors (Millennials, born 1982-200?) in many regards. So selling to X’ers may seem easy but that is because it is what we are used to doing right now.

Some people believe these characteristics are really about age rather than generation. Although the character of generations shift as they age, they don’t act like the cohort that came before (or after) them at the same age. Each generation has a unique character at each age and understanding that character can help you sell.

Look for further posts on each living generation in the coming weeks. If you would like to learn more about how to sell to generations, please sign up for notification of my upcoming e-book on the topic “Selling to Generations”.

Dave Sohigian - TechDemoGuy Generations, Selling

Over at my other blog I describe how understanding generational cycles can give insights into the future. In this series of posts I will describe the best strategies you can use to sell to the various generations.

Each generation has a unique character, and members of those generations have common attributes. Although it is impossible to make specific claims about each individual in a generation (since they span 20 years or more), generational theory (developed by Neil Howe and William Strauss of lifecourse.com) is useful in understanding how members of a generation will likely act in a sales situation. It is also very useful when assessing the character of an organization, since when members of a generation work together they often exhibit even stronger generational qualities.

The Boomer Generation, born 1943-1960, is well-known for their cultural influence in the US. They were the children born after WWII during the American High, a period of plenty where life was stable and the future looked bright. In their youth they rebelled against the establishment and tore down many of the institutions that raised them. During their midlife, in the 1980’s and 90’s, they fought bitter ideological battles for the hearts and minds of the people. And now, as they move into elderhood, their character is shifting again.

Boomers in elderhood are typically quite set in their ways, and their strong ideology makes it difficult to sway their opinions. They often want to deliberate about any decisions and revel in the discussion more than the outcome, although they expect things to go their way. They often will make decisions based purely on ideology, rather than the practical or pragmatic. They judge younger generations (especially Generation X, born 1961-1981) as self-centered and cynical.

Ideals and ideas are both important to Boomers and they often will have strong philosophical views and opinions. They are willing, and often enjoy, engaging in lively debate, but it is difficult to change their minds about their beliefs.

5 keys for selling to Baby Boomers:

1. If they are the decision makers (often the case) then you need to understand their ideal state. You are unlikely to talk them out of those ideals, but if you can convince them you will help them towards this ideal then you are on the right track. Boomers are often visionaries (or believe that they are) and if you can determine how to align yourself with their vision you will have a strong ally.
2. They prefer face-to-face contact and can be overwhelmed when too much information is presented too quickly, especially if it is shallow and glosses over the deeper meaning. Boomers prefer to concentrate on a single topic and understand it fully before moving on, so being willing to take questions during a presentation or demo is critical for Boomers. Even if you end up on a tangent you may satisfy the prospect that you are willing to really understand their needs in depth.
3. If they have a strong emotional reaction, for or against material they are willing to read and research in detail. This is good if they agree with your pitch, but a bummer if they don’t. White Papers, technical manuals, analyst reports and other detailed information (especially from a well-known and trusted source) can be very effective with Baby Boomers.
4. They are often more loyal to brands and individuals than younger generations. Although Baby Boomers broke down most of the institutions of their elders they were still raised to believe that organizations can be trusted, and in their elderhood they hope that this can happen once again. If Baby Boomers are the decision makers and you perform well after your first sales effort, you be well set up for subsequent sales.
5. They are getting close to what will be their “final act” in the business world and many are concerned about leaving a legacy. Although many are more focused on just ensuring their retirement in these difficult economic times, some, especially the leaders of organizations, know that how they act now will be how they are remembered. If you can offer the opportunity for them to make a difference, to “Change the World”, you may have strong allies.

Some people believe these characteristics are really about age rather than generation. Although the character of generations shift as they age, they don’t act like the cohort that came before (or after) them at the same age. For example, the GI Generation (born 1901-1924) acted nothing like the Baby Boomers when they were entering elderhood in the 1960’s and 70’s. They were not, for the most part, philosophers or deep thinkers and they were proud of the strong society they had created. Each generation has a unique character at each age and understanding that character can help you sell.

Look for further posts on each living generation in the coming weeks. If you would like to learn more about how to sell to generations, please sign up for notification of my upcoming e-book on the topic “Selling to Generations”.

Dave Sohigian - TechDemoGuy Generations, Selling baby boomer, Baby Boomers, boomer, boomer generation, gen-x, generation X, Generations, Selling, selling techniques