I review all information about the company. What they say about themselves on social media, their websites. The websites is particularly useful if one exists. If they have done presentations and have videos available I also review the contents. It is also useful for me to see other organisations that are perfrom well in the same sector.
My prep is simple: I turn discovery notes into a clear decision + pain-point map, then build a tight story around their goals (margin, lead time, QC, uniqueness) — not my full catalog.
I present 2–3 tailored options with proof (QC process, timelines, sourcing/certifications, past results) to reduce risk fast.
Finally, I pre-wire objections (price, MOQ, delivery, IP) and end with a specific next step + date to lock momentum.
I’ll tailor my presentation towards the challenges and goals the prospect have told me, how most people would approach it along with the pros and cons of those approaches, then, I’ll educate on the best personal approach and how we can make that heppen.
I prepare myself by reaching the prospect, understanding their goals to prepare the presentation based on them so that the presentation feels personalized and relevant
Most of time, I was faced with a group of various professionalism, so I prepared all the information they may need. I list out the pain point and suggested solution of their organiatio to present it first for targeted trust. later on continues to present the solution that they may doubt to accept.
Before a sales presentation, I focus on preparation around the buyer, not the slides. I review my notes from earlier conversations, clarify their top priorities, and identify one or two outcomes they care about most. Then I tailor the presentation to show how the solution addresses those specific needs, instead of walking through every feature. By douing this , it help me to prepare better for my presentation.
Prep by reviewing their CGP/TCI/BA notes, tailor 3-5 key slides to their biggest challenges + desired outcomes, rehearse the story once, then focus on listening more than talking. That’s my ritual.
Using a basic foundation and then personalizing the presentation to the customers’ challenges would be the best practice for me to begin with. Tailoring my presentation with a deck that has a recap of what we have discussed, the possible options to reach goals, or overcome challenges, and next steps, focusing on what the execution and follow-up looks like to ensure successful implementation.
By gathering all the information the customer shared during the entire process to understand if they see the solution being offered as helpful or if the lead is still lost in thoughts. I believe this will help guide the lead to making the right choice rather being in a haste to sale a pitch to them,this builds trust and confident.
To prepare for a sales presentation, I review the lead’s goals, challenges, and needs so I can tailor the presentation specifically to them. I also organize key points ahead of time and practice explaining how the product or service solves their problem. Preparing examples and being ready for questions helps make the presentation more confident and effective.
When you qualify a lead try to know their challenges, their aim and their fear. Them highlight key factors that kill their doubts
Tailor the presentation to what you’ve learnt about them, their goals, objectives and how you can help them achieve it.
I gather and use all information in my discovery and awerness phase, I make sure to include all research and notes into my presentation. going into my presentation i make sure to reiterate the situation they are currently in and they plans and goals they want to reach. From there I go into my presentation and use that to bridge the gap to help them realize that there is a solution to help them reach their goals and plans and use that to reinforce that we are their confedants and partners to help them get there.
Very insightful
Gather all the necessary information, remember change is scary for most, and I try to give people the experience of being understood.
Very helpfull
What I found most interesting about this strategy is how similar it is to the incident management process in an end-user support context. The only difference is that the end-user doesn’t have to make that that ultimate decision to buy. Instead, they are confirming that the incident has been resolved. If the incident is not resolved, then that is the transition point of moving the incident to a more knowledgeable support person.
The question I was left with from the 1-10 closing strategy was: what if the number is a 9 because the buyer is still prospecting other solutions? I know from my experience working for a software company that clients may entertain multiple presentations - 3-5 service providers because the solutions are complex and they sometimes approach business needs with different configurations of features or functionality. It’s also been my experience that these sales presentations are instrumental in helping businesses decide whether they want to invest in more of the same solution (just upgraded) or if they want to pivot toward newer technology that is more nimble in order to reduce brick & mortar shops, reduce hardware investment, etc. Sometimes the whole business strategy is in the balance when considering a new solution.
I’d focus on reviewing everything I learned about the lead first like their goals, challenges, and what they actually care about so that the presentation feels more relevant to them. That way, I’m not just talking at them but actually addressing their situation. I’d also try to keep it simple and focused, only including points that directly connect to their needs instead of overloading them with information.
I focus on looking at the presentation with fresh eyes through the lens of the customer - and determine what would be confusing, where is the presentation maybe missing information, etc.
I prepare by reviewing the lead’s needs, tailoring my message to their goals, and practicing my key points so I can deliver a clear, focused presentation.