Demos – Measure What You Want to Impact


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Too many organizations measure the number of demos delivered – without exploring whether these demos were needed or productive. In fact, a number of sales organizations incent their teams based on the number of demos scheduled or delivered, under the belief that the more demos in the pipeline, the better the pipeline… This generates a negative spiral of doing more unproductive and unnecessary demos, yielding forecasts that are increasingly inaccurate and consuming valuable resources that could otherwise be allocated to more profitable sales opportunities.

It is my experience that doing fewer, much more qualified demos results in higher close rates and more accurate forecasts. Great Demo! practitioners report measuring:

Demos per $ of revenue
Close rates
Sales cycle length
Cost of sales (per revenue $)
Free vs. paid trials and evaluations (POCs, POVs)
Number of trials and evaluations required
Deal size and breadth
No decisions
% follow-up calls
Internally-circulated demo success stories

Other measurements to consider?

Republished with author's permission from original post.

Peter Cohan
Have you ever seen a bad software demonstration? Peter Cohan is the founder and principal of Great Demo!, focused on helping software organizations improve the success rates of their demos. He authored Great Demo! - how to prepare and deliver surprisingly compelling software demonstrations. Peter has experience as an individual contributor, manager and senior management in marketing, sales, and business development. He has also been, and continues to be, a customer.


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