Ian Altman: Ian, welcome to the same side selling podcast. I am
your host. Ian Altman, one of the most common questions I get
has to do with sales presentations. And people ask
me, What should I include when I go to meet with a prospect, what
should be my PowerPoint presentation? That's what we're
going to talk about on today's episode. You're all set, you're
ready to go to your meeting. You show up, and you have your
PowerPoint presentation. Maybe you're really advanced using
Keynote. Maybe instead of keynote, you're using some other
AI driven tool, using beautiful.ai using pick it. It
doesn't matter what tool you're using, but nonetheless, you walk
into the meeting and you're ready to give the presentation
of your life. Here's the problem, your customer isn't
thinking, Oh, wow, I'm about to see the best presentation ever.
Your customer, on the other hand, is thinking, Oh, great,
there's an HDMI cable, there's a projector or a screen in our
room. And this person's about to speak, I'm going to catch up on
some much needed sleep right now, because it's nap time, I
can get a good rest right now, and this is going to be
fantastic. In fact, this is probably the best rest I'm going
to get all week. I hope my Fitbit is dialed in with this,
and I'm hoping the presentation goes at least three hours, so I
get a good score on my Fitbit. It counts. It counts towards my
sleep. Big mistake. So part of our challenge is that we walk
into a meeting and we've set no expectations in advance. So the
client is thinking, Oh, you're going to give us a presentation.
The problem is, when we leave that meeting, the client doesn't
think, wow, they really understood us. The client
instead is thinking, wow, they covered a lot of stuff in that
meeting. And I don't know whether or not they can help us,
but they certainly spend a lot of time on their slides. Because
what's in a typical presentation where a typical company's
presentation includes five or six slides about your company,
it may even include a picture of the building that you work in,
like anybody cares. Maybe if you had animation of the building
being constructed, it might be interesting, but otherwise,
there's really no reason to talk about your building. Then
there'll be a bunch of slides that talk about your products
and services. We have this product. We have that product.
Maybe there's something that talks about how many employees
you have. You may as well talk about how many memory cards you
have, or how many spare HDMI cables you have around the
office, or what kind of mouse you use. It's all irrelevant to
the client. They don't really care about any of that stuff. So
you've got that presentation, and then maybe you have a case
study or two. And a case study usually says, here's this
client, and here's why we were so brilliant in helping them. So
I've now given a presentation that talks about me and my
company, maybe talks about our buildings and number of people
and how many widgets we have somewhere. Then we talk about
the different products that we have, and then we give some case
study examples. At that point, our client has probably slipped
into a coma, and maybe the hope is we convince them to buy some
of our stuff. What should we do instead? If you want to get top
results for your team, take a look at these same side selling
Academy. Just visit same sideselling.com to learn more.
Well, instead of taking this approach of talking about
yourself, first thing you want to do is you want to set an
expectation about the meeting that says, hey, we're going to
be out there next Tuesday from nine to 10. I don't yet know
that we can help you. I'm going to spend at least the first half
of the meeting asking questions, to learn about your situation,
to see if we can even help. How does that sound? Oh, it sounds
great. Okay, by the end of the meeting, you and I will either
conclude we don't have a fit looks like we might. We'll add
our next steps together. How's that sound? That sounds great.
So now I've just set an expectation that says I'm not
coming to give a presentation, I'm coming to learn about them.
It allows us to navigate through the same side quadrants that we
teach in same side selling. It's in chapter four. It's on page
76, of the actual paperback and hardback of the book. And it
talks about us getting information about the client,
about what they're trying to solve, why they need to solve
it. How important is to solve that, what results or success
looks like, and who else needs to be involved. That way, we
have all the information they need to build a business case to
make an informed decision. If you want to have a PowerPoint,
what you can do is you can do what I call the Jeopardy board.
So the Jeopardy board is similar to the board game. Jeopardy.
People get to pick a tile. You can create a grid on the page
with different topics, and then when the client brings up a
topic, what you can say to them is you can have the screen blank
the whole time and say, look, I've got some slides. If you
mention a topic that I have something relevant to share with
you, I'll turn the screen on. I'll show you that, and then
we'll go back to our conversation. Has that sound
great in that. Example, what you want to do is then be able to
say to them, so here's someone else who was having a similar
problem. Here's what that problem was costing them, here's
why it was important for them to solve it. Here's what they were
looking for in terms of an outcome. Fortunately, we were
able to help them. And here's the outcome that they had. They
ended up with this great outcome that's really almost utopian.
How similar or different Do you think that would be to your
situation? Now I turn off the screen, and now I'm back to a
conversation. And in PowerPoint, you could just hit the letter B
and it'll blank the screen, and they'll just get a black screen.
And once that happens, the customer says, oh, now I'm back
to this conversation, if I leave the PowerPoint up. The whole
time. We've been taught since we were in kindergarten that it's
nap time, and now I can catch some z's. Remember when you're
going out to speak with people, it's not about you, it's about
them. You can either show up as someone who is there to sell
something, or someone who is there to solve something. We
want to make sure we're showing up as someone who is there to
solve, not sell. If you look, sound and act like a
stereotypical salesperson, you're likely to get the
response, no thanks just looking. If instead, I show up
as someone who's there to solve. If I navigate the conversation
so that we're having a discussion about what the
client's trying to solve and how we might be able to help them,
that's how we shorten sales cycles. Shift the focus from
price to results and achieve better outcomes across the
board, there are topics you'd like me to address. Just drop me
a note to Ian at Ian altman.com and I will see you next time on
the same side, selling podcast. So long you