Today we will delve into the fast-evolving world of presales, specifically focusing on the potential of demo automation to drive organizational change. 

Joining us are two seasoned presales leaders, Pam and Nikhil, who bring a wealth of experience and a clear vision for the future. 

In the rapidly evolving business landscape, buzzwords like "scaling presales" and "improving the buying experience" are often touted, yet the practical implementation remains mired in ambiguity. There's no playbook for success. Today, Pam and Nikhil will share their personal journeys and insights on embracing these concepts. 

As we explore their strategies and lessons learned, they will also discuss how they would approach these challenges if given another opportunity. This conversation promises to shed light on navigating the complexities of innovation in presales, aiming to provide valuable perspectives for professionals looking to make a meaningful impact in their organizations.

When assessing demo automation for your organization, what was your personal experience with bringing up this topic with your team?

Pam Dunn: In my experience, the journey into demo automation has been quite enlightening. I've noticed that many companies often stumble upon the need for it, sometimes without even realizing it's demo automation that they require. Initially, when the idea of demo automation came up, it seemed like a straightforward solution. 

However, as I delved deeper, I realized the scope of the task, especially when considering the numerous individuals involved in the sales process – upwards of 300 people in various roles. While I remained motivated about making the change I encountered significant challenges.

It became clear that understanding the real problems of different stakeholders is the key component to a successful implementation process. 
Nikhil Sarma: I started thinking about demo automation back in 2021, seeing how it could really shake up our sales processes. Three main reasons stood out.

First, we need to keep up with or even exceed what our buyers expect, which is always changing. Gartner reports that most buyers don't want their first contact to be with sales. Instead, they want clear and valuable information right away.

Second, we face the challenge of speeding up interactions with all the stakeholders in big enterprise deals. These deals take a long time and involve many people, so finding effective and efficient ways to engage everyone without overloading them with meetings is key.

Lastly, there's the issue of sales bandwidth. With growing demands and limited resources, we need to figure out how to focus our Presales efforts on the most important engagements.

Who were the key stakeholders you needed to align with, and how did you go about gaining their support for the demo automation initiative?

Pam Dunn: Reflecting on it now, I remember feeling a strong desire, along with Nikhil, to invest in something that could truly enhance our processes. Personally, I conducted extensive research to ensure that any potential solution aligned with our needs. Despite already having a system in place for anyone in the organization to create a new demo, I felt it was necessary to explore additional options. Once I was certain of our direction, I took the initiative to interview sales leaders across the organization, including those in EMEA. My aim was twofold: to garner buy-in and to anticipate and address any objections or challenges that might arise.

Ensuring alignment among all stakeholders was paramount. This involved understanding potential roadblocks and devising strategies to mitigate risks. I recognized the importance of comprehending the buyer's journey firsthand, which led me to simulate the experience on our website. It became evident that there was a lack of awareness regarding the various touchpoints and potential frustrations faced by buyers by the time they reached us. This realization underscored the need for a thorough understanding of the buyer's journey and the challenges they encounter along the way.

A significant challenge I encountered was the pushback from some quarters, particularly from SEs who were hesitant about others handling product demonstrations. Despite gaining buy-in from various teams, including SEs, there was a surprising reluctance from some SEs themselves. They questioned the need for them to relinquish control over product demonstrations, expressing concerns about the implications for their role and responsibilities.

It was a reminder that assumptions about what's best for others don't always align with their own perceptions and priorities. In hindsight, it became clear that achieving alignment required not only buy-in from leadership but also understanding and addressing the concerns of frontline staff and middle managers. This process highlighted the importance of effective communication and collaboration at all levels of the organization.

Reflecting on your experience, what were the primary obstacles or pushbacks you encountered when advocating for demo automation within your organization?

Nikhil Sarma Looking back, I realize I made a few mistakes along the way. 

First, I tried to handle too much of the process on my own initially. Since this was just an idea in my head, I didn't want to involve too many people. 

Second, I didn't strategically engage people in adjacent roles, such as sales teams, early on.

However, those teams play a crucial role in shaping the sales motion, so involving them from the start is essential. This was one of the most significant lessons I learned throughout the process.

Can you share what strategies you used to align the teams behind the demo automation.

Nikhil Sarma: A solid business case is necessary but not enough. Despite my detailed analysis and ROI projections, stakeholders remained skeptical. Financial benefits alone don't sell the idea. We must address organizational and cultural impacts too.

Effective change management needs buy-in from everyone, not just senior leaders. We need a clear vision showing how demo automation benefits both customers and the company.

Involving stakeholders at every step — defining the problem, exploring solutions, making decisions, executing the plan, and learning from feedback — is crucial.

This approach may require investing some time, but it ensures successful buy-in and adoption.

By asking the right questions, involving the right people, and running pilot projects, we can ensure demo automation meets both customer expectations and business goals.

Reflecting on your experience, what strategies would you employ to overcome resistance and foster adoption of the demo automation platform among your colleagues and team mates?

Nikhil Sarma: When it comes to introducing demo automation within a larger team, the key is to rally support from key stakeholders. Adopting demo automation is different from adopting a new task management software. It requires a significant shift in mindset!

Some team members naturally lean towards innovation and are eager to join pilot projects.

Involve various roles: Include Account Executives, demo engineers, and creatives to provide diverse perspectives and skills for effective demo automation.

Duration and metrics: Run pilot projects for at least one quarter. Focus on receptive customer segments and define success metrics like open rates, viewership, and customer feedback.

Partners and resources: Prioritize SEs, sales, demo engineers, creatives, sales enablement, and sales ops. These teams are crucial for execution and analyzing impact on stakeholder discovery, meeting bookings, and sales effectiveness.

Action plan for change management: Implement a structured plan with five key steps. Secure support from senior leaders and mobilize resources for successful execution and sustainability.

By following these guidelines and involving key stakeholders, organizations can effectively pilot demo automation and pave the way for broader adoption.

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Pam Dunn: Navigating internal buy-in for demo automation proved to be the toughest hurdle. While some understood its potential intuitively, I found leveraging success stories from other customers helped solidify the case. It's crucial to emphasize that demo automation isn't a cure-all; it should enhance the buyer's journey, not replace it.

The real challenge lies in change management. Getting reps to shift from their old ways, like rushing to schedule demos without proper discovery, is no easy feat. But it's necessary for success.

In one successful pilot, we had a small, dedicated team of BDRs championing demo automation. Through targeted training and guidance, they seamlessly integrated it into their process, gaining support from peers and managers.

Yet, the journey isn't over. Change management remains a priority, especially in organizations new to demo automation. It's an ongoing effort to ensure everyone's on board and focused on delivering a stellar buyer experience.

Based on your personal journey, what advice would you give to other presales leaders who are facing similar challenges in implementing automation technologies within their organizations?

Nikhil Sarma:  Having a strong "why" behind implementing demo automation is crucial. It's not just about the C-suite saying we need it; it's about everyone understanding why we need it. Middle managers play a vital role here, bridging the gap between strategic decisions and operational realities.

At the heart of it, demo automation is a tool to sell better, meeting customer expectations and improving sales effectiveness and efficiency. Without a clear understanding of why we're adopting it, we risk amplifying existing problems rather than solving them.

I always consider this reasoning at all levels: the C-suite, middle management, and operational teams. It needs to be transparent and fluid across the board. Unfortunately, many don't think about this until they're knee-deep in implementation, making the challenge much greater.

My advice? Start considering demo automation seriously from the get-go. It's not just another software purchase; it's a powerful tool that requires careful consideration and alignment across the organization.

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