Successful Demo Quotes

Jerry Irwin sat in his dark office, the only light the glow of his computer monitor. He tapped out a quick message: Demo completed successfully, as we are sure you’ve heard. Second display to occur on Friday. Interested parties to submit confidential bids by midnight Friday. Irwin read it over

Jerry Irwin sat in his dark office, the only light the glow of his computer monitor. He tapped out a quick message: Demo completed successfully, as we are sure you’ve heard. Second display to occur on Friday. Interested parties to submit confidential bids by midnight Friday.

be sure to have a hands-on demo be part of your story, ideally on the early side.

Many products are too hard to understand without a demo. If a picture is worth a thousand words, a demonstration is probably worth a million. A caveat, though: Product Development teams in startups sometimes confuse “demo” with a working product. All the Customer Development team needs is a slide-based “dummy-demo” to illustrate the key points. I rarely have sold to earlyvangelists successfully without having one.

Off the road, we were increasingly conscious that life existed outside the band. All of us were working with other musicians either as performers or producers. Amongst the mass of demo tapes musicians sent, David had received one from a schoolgirl whose songwriting and voice stood out above the rest. He encouraged her career over a period of time, and was rewarded by seeing her achieve great success with her first single ‘Wuthering Heights’ and album The Kick Inside: it was Kate Bush.

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When Should I Hire Someone to Take over Sales? Hiring someone to help you with sales comes down to whether you’re good at it and whether you enjoy it. If you’re good at sales, it makes sense to keep doing it until sales conversations are encroaching on the rest of your founder responsibilities. If you’re bootstrapping, you have to hustle in the early days until you have the money to hire someone. But by the time you have five or six employees, you probably should only be involved in large deals. Sales demos are usually easy to teach, and as a founder, your energy will be better spent elsewhere. One thing to note is that if most of your leads are warm, inbound leads, you can actually combine the sales role with customer success. This works best when your prospects already have some sense of your product and are just trying to understand whether or not it’s a good fit for them. Your customer success/salesperson will be there to show them around and answer questions rather than lead high-pressure sales calls. If it’s more cold/complex sales, you’ll want a salesperson incentivized by commission.

2   Bethesda, Maryland   Jerry Irwin sat in his dark office, the only light the glow of his computer monitor. He tapped out a quick message:  Demo completed successfully, as we are sure you’ve heard. Second display to occur on Friday. Interested parties to submit confidential bids by midnight Friday. Irwin read it over twice to make sure it struck the right tone: succinct and confident, but not brash or boastful. Satisfied, he ran the concealment program and sent it out to a select list. He powered off the computer and rose from his ergonomic desk chair, whistling tunelessly. It wouldn’t be

the usual bag of success theater tricks: last-minute ad buys, channel stuffing, and whiz-bang demos, in a desperate attempt to make the gross numbers look better.

If Don and I had continued working in the Eazel way at Apple, who knows when we would have had a demo to show? At that point in our careers, we simply didn’t know how to bootstrap a big project and set it on a course for success. Richard did. His demo was the lynchpin. He showed us that the Konqueror web browser could work on the Mac. He cut corners to highlight the potential of this code. Of course, Richard’s brilliant software shim made his breakthrough possible, but consider the conceptual framework he’d built around his plan and how he’d cornered all the difficulties of making a browser demo so that one piece of custom programming, his shim, was all that was left to close the circle. The cumulative effect created the illusion of a real browser even when only showing an incomplete portion of one.

Sitting to Henri’s left on the couch was his boss, Scott Forstall, then the senior vice president of iOS software engineering. Scott reported directly to Steve, and he was the one giving me this chance to demo in Diplomacy. Scott expected me to keep it concise and on point when it was my turn to go. He didn’t tell me to do that—proper conduct was implicitly communicated through the success and failure of the earlier-stage demo sessions Scott ran himself, where he was the top executive in the room.

Demo reviews were also part of Steve’s effort to model the product development behaviors he wanted us to use when he couldn’t be present. As in Diplomacy, the whole software organization kept meetings and teams small to maintain efficiency and to reinforce the principle of doing the most with the least. Steve’s constant demand to see a succession of demos spawned numerous other demos, each with their own presenters and deciders. All these demos helped the entire software team stay focused on making great products.

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