Group crowdsourcing has been around since cave dweller days. Gathering a crowd of prospects and getting them to buy your stuff is a standard method of making more sales or starting conversations which hopefully will lead to sales. Trade shows provide booths but also speaking events, if you pay more dough to attend. These days the event will most likely be online rather than in person, but the basics are common. “We all love to buy but we don’t want to be sold”, should be a mantra all salespeople embrace, especially with selling from the stage.
The common approach at events is to provide a lot of information, generally the features of the product and then trot out the sales pitch at the end. As an audience, we brace ourselves because we see the switch from value to pitch coming. Mentally, we get our sceptic hat out and put it on ready for the sales blurb. When you think about it this is a pretty dumb approach.
The giving value first idea is a good one, but why separate the value from the pitch at the end? Why not integrate the two together, so there is no audience bracing required? It all comes back to design. We have all grown up with the explanation, then pitch model, so we tend to just accept that is how it is done. This is even though on other occasions as audience members ourselves, we are experiencing that “brace yourself” mental switch. It is a bit strange isn’t it, so why not learn from our own experience and make a change for the better.
The talk will be broken down into chapters. Chapter One is the opening. This is where we have to say something that snaps a distracted, sceptical audience member out of their social media induced coma and gets them to listen to us. We may share a really surprising piece of high value data or information. We might tell a gripping story that attracts the audience. We might ask a devilish question that completely consumes the attention of the audience.
Next we start to move into some features of the solution we are proffering and critically, we must link these to the applied benefits. We do this by using examples of what other buyers have done with our solution so that the audience can draw a direct line between the purchase and the benefit. These claims have to be backed up with solid evidence or it comes across as salesperson hot air.
At this point we need to ask a question which gets the audience thinking about their situation. It must be subtle, rather than bold outbursts like “You should have this shouldn’t you?”. Rather we can say, “can you see an area of your business where this widget would increase revenues or reduce costs?”. We then say nothing and let that question hang in the air, to allow the audience to focus on it and make a mental evaluation for themselves.
We will keep repeating this formula in each chapter – feature, benefit, application of the benefit, evidence and then a subtle question. We can't keep repeating the exact same question every time, because that sounds ridiculous, so we need a stock of these. Others could be, “Thinking about some of your strategies for your business, can you see where having this widget would help advance the business for you?”, or “Even incremental advances are welcome, so can you see where you could gain a five, ten or fifteen percent improvement in results through applying this widget to your business?”, or “Business is super competitive today so stealing a march on your rivals is always a challenge. Can you see an avenue through using this widget which will differentiate you from your competitors in the minds of your buyers?”.
By the time we get to the end of our presentation, we will have used a variety of questions which will resonate differently with each of our potential clients, because not all of their situations are identical. We need to use this insight when we are designing our questions, hoping at least one will hit the bullseye for a particular client.
We finish off with inviting members of the audience to stay back and chat, if they found some solutions to their business issues from our talk. At no point could the audience members “brace for impact” from our sales pitch. We have eliminated resistance to what we are saying. We have also come across as a company who focuses on value for clients and are not a collection of rabid shysters, spivs, hucksters and dodgy carnival barkers. Even if they don’t buy from us today, our reputation will have been enhanced and they are more likely to look favourably on us in the future.
