In my last post, I provided an in-depth guide on how to create great demos. However, in the high-stakes world of legal technology, understanding what decision-makers truly value in a product demo isn't just helpful—it's crucial. We've gathered insights from key stakeholders across law firms and legal departments to uncover the secrets of an effective demo, the pitfalls to avoid, and why it matters so much in the sales process.

Legal tech decision-makers have spoken, and their insights are gold for every vendor and startup in the industry. From executive directors to managing partners, these are the voices you need to hear if you want your demo to hit the mark.

Let's dive into their valuable insights and learn how to craft demos that truly resonate with legal tech buyers.

He emphasizes the importance of understanding the broader context of the firm's goals:

"The best demos join the change the law firm is seeking to bring about with the contribution that the vendor partner can bring to that change, not just through the technology, but recognizing the services that will be needed to bring about the change."

Mat stresses the importance of understanding the decision-making process in law firms:

"The committee exists sometimes because that's the decision-making body. The committee exists to be part of the validation of a choice. The committee exists because the committee's purpose is actually to support bringing about the change."

His advice for vendors includes:

• Focus on the outcome: "The outcome's not a sale. The outcome is a change that the technology is going to support."

• Ask for guidance: "I wouldn't be afraid to call people in advance of a demo and say, 'You know, what should I focus on?' Ask for guidance. It's smart. It shows humility and interest."

• Be careful with your words: "I had a vendor once tell a user group in the last phases of a selection that they thought we were incredibly complicated. And it left the selection group with the impression that the vendor was not able to handle our complexity."

• Stick to what you can deliver: "Don't make big commitments about what you're going to do in 6 months or 12 months."

Mat concludes with a word of caution about AI-generated outreach: "If you are a legal tech person and you're using some kind of automated marketing, be really careful with that, because we can see it."

"First and foremost," Ed emphasizes, "is it possible for this solution to generate incremental revenue, and if so, how long before the firm recaptures its initial investment?"

But it's not all about the numbers. Ed also looks for solutions that make attorneys' lives easier. He values demos that clearly articulate:

• The key differentiators compared to competitors

• How will support be handled during implementation

• The availability of firm referrals, testimonials, or case studies

• The option for a pilot or test period

Ed cautions against common pitfalls: "Vendors that do all the talking, disparaging other vendors, technical difficulties, and not asking for the business are all red flags."

His pro tip? "I recommend 'dry runs' before presenting to Managing Partners, Practice Group Leaders, Committees, General Counsel, etc."

"Demos need to be focused, paced, and impactful," he advises. "Watch any good magician on AGT, and you'll see what I mean."

Carlos emphasizes the importance of the presenter, advocating for someone with "a pleasant voice, not too authoritative or arrogant. Not a fast talker, slick buzzword machine." He recommends setting clear expectations: "Set the rules of engagement: 'I'd like to show you this with little to no interruptions, and then we can come back to questions. I promise I can demo this in 7 minutes'."

He also suggests:

• Having a technical expert on standby for deeper discussions

• Asking about the client's specific challenges to tailor the demo

• Inquiring about competitors they've spoken with and why they weren't chosen

• Crediting internal champions who initiated the conversation

Carlos places special emphasis on recognizing these internal champions: "They were the true first risk-takers. Find a way to create spaces for them in the industry, as they can be at the top of an inverted pyramid." This insight highlights the importance of nurturing relationships within the organization and acknowledging those who take the initiative to bring in new technologies.

"A good demo is one that is specific and attuned to the buyer's needs," Colin explains. This means doing your homework: have a call with the potential buyer beforehand to listen to their needs and wants.

Colin warns against one-size-fits-all presentations: "A demo is ruined when it sounds rote or too rehearsed, and/or is very broad and not particularly specific."

Remember, Colin notes, "A demo sets the tone for the sales process. It should reflect the type of people and company with whom the buyer will be (hopefully) developing a relationship."

"The best demos are relatable to the audience and ensure you apply use cases that are relevant," he states. This means doing your homework and addressing pain points quickly.

Rodney advises being prepared to discuss integration, pricing, and the opportunity for a proof of concept. He cautions against demos that "throw too much at once and get convoluted," leading to wasted time and more questions.

His pet peeves? "Being too salesy is a big turn-off, as well as selling the brand more than the product. Getting too pushy to close the deal, and trying to go around your champion at the firm to move the deal quickly, not only breaks trust but can close doors to other firms."

"My expectations are very high," he states. "First off, you are only doing a demo for me because you already did something right."

For Michael, the demo begins before the product is even shown. He values vendors who understand his business and can clearly explain how their product adds value. "Explaining the value you deliver and how is crucial. Understand my business," he emphasizes.

Michael's key points for a successful demo:

• Have the right people in place who can anticipate questions

• Turn on your camera for virtual demos to build a connection

• Schedule enough time, but not too much

• Ensure your sales team understands the practice of law

He shares a cautionary tale: "I once had a demo scheduled for 25 minutes, no joke. 2 salespeople joined. I had 7 people from my team. Introductions took half the time. The rest was him trying to show the highlights. This was a potential 6 figure deal for them. We passed."

"Good demos show me how the tool will be used, the process of using it, and how this solution will improve our lives."

Cecy emphasizes the importance of understanding law firm operations. "Don't assume that attorneys will use most technology just because it is shiny," she warns. Instead, focus on practical use cases and how the solution solves existing problems.

Her biggest pet peeve? "Really bad demos waste my time by not providing a demo at all—just screenshots or sales pitches—without actually showing me the solution itself."

Cecy's golden rule: "It comes down to being oriented around the buyer/user instead of oriented around the solution. Tell me how it solves a problem I already have, not how neat the technology is."

And a final tip: "Don't try to sell me anything between Thanksgiving and the end of the year. That is my busiest/craziest time in a law firm, and trying to get my attention then tells me that you don't understand the world at all."

His insights cut right to the heart of what makes or breaks a demo in the legal tech world.

"The number one question is, what is the problem you're trying to solve?" Jason emphasizes. He's not interested in vendors telling him what his problems are or could be. Instead, he wants solutions tailored to his firm's specific needs.

Jason's golden rule for demos? "If you're talking more than you're listening on the demo, then I think it's going to be a failed demo." He advises vendors to ask lots of questions initially to tailor their presentation to the firm's needs.

Jason's advice for vendors and startups:

1. Understand the firm's workflow before pitching a solution

2. Be prepared to discuss integration capabilities (API, SDK)

3. Don't assume your technology is so amazing it will overcome workflow disruptions

4. Listen more than you talk during the demo

5. Be prepared for a long sales cycle – up to a year for enterprise solutions

One of Jason's biggest pet peeves? Products that don't integrate seamlessly with existing workflows. "Even though the technology is amazing, if it doesn't integrate into my stack right away, I'm not going to be interested," he states bluntly. This is particularly relevant for the flood of new AI products hitting the market.

Listen to Jason explaining what buyers want and his view on the sales process in 90 seconds.

Key Takeaways: Crafting the Perfect Legal Tech Demo

After hearing from these industry leaders, several key themes emerge for creating a winning legal tech demo:

1. Do Your Homework: Understand the firm's specific needs and challenges before the demo.

2. Focus on Value: Clearly articulate how your solution generates ROI and solves real problems.

3. Keep It Relevant: Use relatable use cases and tailor your presentation to your audience.

4. Be Concise and Impactful: Structure your demo to be focused, paced, and memorable.

5. Show, Don't Tell: Demonstrate how the tool will be used in practice, not just its features.

6. Build Relationships: Remember that the demo is the beginning of a potential long-term partnership.

7. Be Prepared: Anticipate questions and have the right people on hand to address them.

8. Respect Their Time: Schedule appropriately and be mindful of busy periods in the legal calendar.

By following these insights from the decision-makers themselves, legal tech vendors can significantly improve their demo effectiveness and increase their chances of success in this competitive market.

Remember, in the world of legal tech sales, it's not just about what you're selling—it's about how well you understand and address the unique needs of law firms and legal departments.

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