A common sales mistake is showcasing a product's full capabilities. This "push" approach often overwhelms and confuses buyers. In a "pull" model, the demo should be surgically focused, showing only the clicks required to solve the specific, pre-identified problem on the buyer's "to-do list."

Instead of waiting for features to build a story, develop the compelling narrative the market needs to hear first. This story then guides the launch strategy and influences the roadmap, with product functionality serving as supporting proof points, not the centerpiece.

Instead of a feature-focused presentation, close deals by first articulating the customer's problem, then sharing a relatable story of solving it for a similar company, and only then presenting the proposal. This sequence builds trust and makes the solution self-evident.

Founders often over-explain their product, showing every feature from the login screen to settings. Instead, demo only the specific functionality that solves the customer's stated problem. Anything more introduces confusion and causes them to lose interest.

Don't pitch features. The salesperson's role is to use questions to widen the gap between a prospect's current painful reality and their aspirational future. The tension created in this 'buying zone' is what motivates a purchase, not a list of your product's capabilities.

To sell effectively, avoid leading with product features. Instead, ask diagnostic questions to uncover the buyer's specific problems and desired outcomes. Then, frame your solution using their own words, confirming that your product meets the exact needs they just articulated. This transforms a pitch into a collaborative solution.

Founders mistakenly believe a demo should showcase every feature to prove the product works. The real goal is to make the buyer feel understood. Show the minimum necessary to make it 'click' for them that your solution fits the specific demand they just described.

Don't assume even sophisticated buyers understand your unique technical advantage, like a "fuzzy logic algorithm." Your marketing must translate that unique feature into a tangible business value they comprehend. Your job is not to be an order-taker for their feature checklist, but to educate them on why your unique approach is superior.

Don't just list all your features. To build a strong 'why us' case, focus on the specific features your competitors lack that directly solve a critical, stated pain point for the client. This intersection is the core of your unique value proposition and the reason they'll choose you.