Sign Presentation for Sales Teams Computer

airSlate SignNow is a digital solution that enables businesses to send and eSign documents effortlessly. By streamlining your workflow, it can enhance the effectiveness of your computer presentation by allowing you to show signed documents in real-time without the hassle of printing and scanning.

airSlate SignNow provides features such as document templates, in-app signing, and customizable workflows. These tools ensure that your computer presentation is not only visually appealing but also includes all necessary documents ready for eSigning, enhancing professionalism and efficiency.

Yes, airSlate SignNow offers competitive pricing plans that cater to small businesses. This cost-effective solution ensures that you can manage your document signing needs efficiently while creating polished computer presentations without stretching your budget.

airSlate SignNow integrates seamlessly with various popular software applications such as Google Workspace, Microsoft Office, and Salesforce. This integration allows you to incorporate eSigned documents into your computer presentations effortlessly, ensuring a smooth transition between platforms.

Absolutely! airSlate SignNow allows users to customize documents with branding elements, fields, and workflows tailored to your needs. This flexibility means your computer presentations can highlight your brand while ensuring that all necessary signatures are captured efficiently.

airSlate SignNow prioritizes security with features like encryption, secure cloud storage, and compliance with eSignature laws. This ensures that your documents remain safe, providing peace of mind while incorporating eSigned documents into your computer presentations.

airSlate SignNow is designed with a user-friendly interface that makes document management simple. Even if you’re not tech-savvy, you can quickly learn to eSign and share documents, allowing you to focus more on delivering impactful computer presentations.

There are a number of online meeting tools and web conferencing services available in the market today that allows sales teams to demonstrate a SaaS product to their respective prospects via the internet.Coordinating meetings, presenting your product to prospects in various geographic locations and even interacting with remote workers is no longer the logistical and technical workplace challenge it used to be, thanks to web conference solutions like WebEx, GoToMeeting, and Google Hangouts, to name a few.These web conferencing tools enable users to meet with their prospects, clients or colleagues via the Internet in real time. They can be used from any browser as well as most mobile devices, making them convenient for SaaS companies looking for a cost-effective way to conduct demos and even convene everyone via an online meeting/seminar.Here are some of the best online meeting and web conferencing software you can utilize for your SaaS demos. All of which are highly rated by their users and have substantial market share and service resources:1. Google HangoutsGoogle Hangouts is a unified communications service that allows members to initiate and participate in a text, voice or video chats, either one-on-one or in a group of up to 10 people. The best part about it, though? It’s free!Since Hangouts is built into Google+ and Gmail, you only need a Google account, a webcam, and a microphone and you should be all set.2. Join.meJoin.me gives you the ability to hold online meetings and gain access to your collaborator's computer remotely, all without having to sign up or download any software.To start online conference calls, simply visit the site and send your code to your target participants. They will access your virtual meeting by typing the code on the web page. You can invite up to 10 users and share your screen with them to conduct online tutorials and demos.3. ZoomZoom unifies cloud video conferencing, simple online meetings, group messaging, and a software-defined conference room solution into one easy-to-use platform.Zoom offers video, audio, and wireless screen-sharing experience across Windows, Mac, Linux, Chrome OS, iOS, Android, Blackberry, Zoom Rooms, and H.323/SIP room systems.4. GoToMeetingWith GoToMeeting, you can schedule, host, and record online meetings and webinars. It remains one of the easiest conferencing platforms to use, and the video conferencing feature keeps the application relevant, especially as new users and products flood the market all the time.Like most commercial web-based services, tiered pricing adds various features, depending on what you’re willing to pay. The top-tier version will allow you to accommodate up to 100 attendees.5. WebExWebEx lets you have online meetings with anyone who has an Internet connection – including mobile users. You will be connected via audio and you can share content from your computer which lets you see the same things at the same time – like PowerPoint files, Word documents or even browse the web together. Within the meeting, you can “Pass the Ball” so any attendee can control the meeting and share.Oh, and while we’re on the subject of doing sales presentations and converting your leads into clients, you might want to consider our solution, Tenfold.It’s a software that would help you create and maintain client relationships by combining all of your prospect and client data across every customer database into a single, unified view. This ensures that you convert and retain clients through data-driven customer care.With Tenfold, all calls made on your phone, every person that have sent you an email will automatically be logged and can be added as a contact on your CRM platform. In addition, since Tenfold can be integrated with all the tools mentioned above, you can easily launch a meeting with your prospects from inside the Tenfold Floating UI – helping you signNow out to more leads, increasing opportunities to close a sale.There you have it, those are some of the best tech services that allow sales teams to conduct demos with their prospects over the internet. Hope this helps you in finding the right tools to further expand your sales funnel and improve your business workflow.

My start up didn’t fail, but two years after launching it came close. I spent the first year of the business figuring out exactly our model and how it could grow. I spent the second year growing it with success; and then I hit the trouble spot and the issues that can cause a start up to fail. Keep in mind, my business is not like traditional start ups because I bootstrapped it without any investment, credit or loans so when we hit hard times, I didn’t have 12 months of cash, I had 2. The lessons I learned are universal though. Here are the ones I learned the hard way.Don’t rely on a single client - You hear it over and over again; but when it’s happening, the good times feel like they’ll never end. Our biggest client made up 60% of our revenue. When the account was doing well, I invested in a risky technology bet with the profits instead of doubling down in sales. So when we ended up losing the account, I hadn’t properly staffed our sales team to make up for the deficit. I scrambled to hire in sales, and I barely pulled it off. Sales started ramping back up a few miserable months after the account went away. We survived losing our biggest client, barely. It was a couple months of zero profitably, but we weren’t taking loses.Keep your operating costs as low as possible - Be cheap and scrappy. Nice chairs and pretty offices are for the starts up that have raised their Series B. Keep costs low in every area, and keep a close eye on all operating expenses. You can negotiate a surprising number of things. Negotiating $20 off of a $100 expense might not seem like a big deal, but it’s the focus on expenses that’s important. If you negotiate 20% off every expense you’ll be saving thousands per month. Those thousands of dollars per month added up can mean many months of additional runway when things get hard.Double down on sales when things are starting to look bleak - At the first sign of trouble, you’ll want to cut costs as much as possible. Be proactive when you see this. And then you’ll need to do what feels counter-intuitive: spend more money on sales. Hiring and increasing your operating expenses at this point feels like the worst thing to do, but it’s when you’re starting to struggle with revenue that you want to put all your effort in sales. A mentor of a friend of mine said the biggest mistake he sees startups make is not hiring quickly enough in sales. If you have a decent product/service, then it’s mainly a sales problem. And sales problems aren’t solved without more people. You simply cannot grow and scale sales without hiring.Seriously, sales, sales, sales - If you’re the leader of business with a marketable product or service, then you should know the sales processes inside and out and be immersed in building and growing them. You should be selling. You can have a head of sales, but don’t rely on him or her to figure out the problems. Get your hands dirty: get out and present to clients; get feedback from people who don’t buy it; get feedback from your team about what’s working and what’s not working and get your team all the training and resources they need to be successful. Hire sales people before you need them. Focus on training them. If a sales person that doesn’t succeed, it's most often the fault of the leadership for either not having a sellable product or service, not positioning and pricing that product or service correctly, or not providing the team with the necessary training and resources to succeed. Each of our sales hires goes through dozens of hours of training. I continue to sit in a couple weekly calls with them to give them weekly feedback. We have a whole support staff for them, and pay for over $300/month in SAS tools and products to enable them to succeed.Focus ruthlessly on your core product/service - Mark Cuban writes that startups can “drown in opportunity.” When you launch a business, you’ll all of sudden see dozens of additional ancillary opportunities that could make you money. It’s so tempting to add these to your offering and capitalize on these. Some of the biggest and most expensive mistakes I made were when I strayed from our core business model. A lot of these opportunities can make you money, but they’re not worth the opportunity cost and the distraction can cost the business. This can happen to large businesses as well. It’s too hard to turn down another market so they add it to their offerings. Good to Great describes this as the hedgehog principal. The notion that successful business relentless refocus on their core offerings. Steve Jobs used to ask Johnny Ive, “How many times did you say no today.”Invest in hiring well - Early on in it’s history, Google did research about the effectiveness and impact of “good enough” engineers vs. top engineers. They thought the difference might be some reasonable percentage: that top engineers were 30–50% more effective. The results stunned them. Top engineers were up to 10 times more effective than their average peers. 10x!!! Think about the implications of that kind of hire. I’ve seen it first hand. Lower caliber hires take much more time to get trained, require more ongoing resources (managing, coaching, etc.), make more mistakes, and don’t typically lead or take initiative. Top hires for positions can get up to speed almost immediately, require very little coaching or managing and be top producers in a few weeks or months. This can be the difference between succeeding and failing as a start-up. Hiring well is very hard. As a leader at the startup, you or someone on the team should be tasked with how to do this well. In a competitive market, it means paying well. That can seem intimidating in a company that trying as much as possible to minimize costs, but top hires will be worth so much more than that difference in salary of a few thousand dollars.Value your top performers - As we were struggling out of our tailspin of losing our largest client, my best employee left the company. If you hire well, you’ll soon have employees that are indispensable to the company (and if you don’t hire well, you may soon be out of business). You should make these employees feel valued, both financially and personally. Pay them what they’re worth to the company and what the company can afford. If you don’t, someone else will. Ask yourself what the cost of losing them is. If you can’t pay them their market rate, give them meaningful equity and/or a bonus and explain how it’s meaningful. Show your employees how they’re valued.Reed Hastings tells an incredible story of the CEO at his first job out of graduate school. Quoted from the Business Insider article.‘Netflix CEO Reed Hastings might look the part of a CEO now, but back when he first graduated from Stanford grad school in computer science, he was the typical messy computer programmer. While working at a startup for two years, he says his desk was strewn with old disgusting coffee mugs, which would sometimes mysteriously clean themselves.Except they didn’t.One time he got into work early and saw the CEO of the company cleaning his coffee mug in the bathroom.“Have you been cleaning my mugs all year?” he asked. His boss said he had, and Hastings asked why. His CEO’s response taught him an important lesson about leadership.“It was the one thing I could do for you,” his CEO told him. “You do so much for the company.”Hastings said after that he would pretty much follow that guy off the ends of the earth, which is exactly where he led the company.’Follow my adventures on Instagram, Twitter and read more on My Blog.My most popular Quora answers:Have you ever experienced a time where bad things continued to happen to you? How did you get through that moment in your life?What is the most effective yet efficient way to get rich?How can I overcome the fear of failure?Why do charismatic people easily get what they want in life?How do I prepare if I want to start my own company?

You can use Joker style !START WITH A BAND :"How about a magic trick ?! ""M gonna make this pencil disappear......""TA DA..! "-Everyone remembers entry. First impression is last impression ! Do something unique. Something that allures audience attention !DON'T GET DISTURBED BY NEGATIVE REACTION :Mobster 1 gets up to throw joker out of room. Mobster 2 stops him and says he want to listen. What joker does ? Nothing ! He looks at mobster 1 points out at mobster 2. That's it. Simple and easy.2nd time when he is saying a sentence "Guy like me.." someone interrupts and says "Freak !" Everybody laughs. Does Joker get distracted ? NO ! He would not lose his temper. He simply continues !3rd time when someone says "You are crazy" Look at Joker's reaction !No I'm not..I'm NOT !Can you feel firmness in his voice ? And he still fully in control. He does not lose his mind ! Just a one sentence reaction but solid !LET PEOPLE REALISE NEED OF YOUR PRODUCT/IDEA : Joker explains something is wrong. Something has changed. Mobsters need  JOKER's idea. Any alternate solution is bullshit !"why you choose to have your little, ahem...group-therapy sessions in broad daylight. I know why you're afraid to go out at night. The Batman. See, Batman has shown Gotham your true colors, unfortunately. Dent, he's just the beginning. And as for the television's so-called plan...Batman has no jurisdiction. He'll find him and make him squeal."- Create a background. Little homework is must for this.  This is initial spark necessary for a big fire. Let audience feel this is something different than usual and big thing is coming soon.PRESENT YOUR IDEA/PRODUCT :"What do you propose?"-Idea/product is soul of your presentation. It should be brilliant ! Presentation skill is like cover page of book and like Font style and Font size, Page quality, Printing quality etc etc. Your idea/product is content of book ! Please have some mind blowing idea. Else you are out.BE CONFIDENT ABOUT WHAT YOU PROPOSE :Mobsters laugh after listening to insane idea Killing Batman. They ask"If it's so simple, why haven't you done it already? " Above comment is sarcastic. But our Joker is super cool ! What he says,-Hitler said Germany is going to rule entire world ! Now this was crazy. But even a craziest idea gets accepted by audience if the person presenting it is HITLER ! What he had ? Confidence ! Never show audience that you are skeptical about your own proposal. If you say "Umm..I don't know..I think..We can make this, can't we ? " etc . No. You should be 100% confident and convinced about your own proposal.Even if you are not, don't SHOW that to others.DON'T GET SOLD OUT FOR LOWER PRICE :"Mobster-How much you want?Joker- Uh, half. ! "-You know your value better than any other person. Be firm at your saying. Little negotiation is okay but if you accede to everything you will not get what you deserve. World is cruel ! Stand for yourself.IF THEY ARE STILL NOT CONVINCED PUT YOUR CARD ON TABLE"All right. So, listen, why don't you give me a call...when you wanna start taking things a little more seriously? Here's my card."AND LEAVE THE ROOM ! -Yes. Don't be desperate. Don't belabour. You have done your part. Just chill.

This is like magic. Thank you. Finally a question made for me. I don't even need a belt to fit this question around my waist. First, I have some credentials. I've failed at 17 businesses. I've succeeded at a few. But failed at most. I've also run a $125 million venture capital firm and I'm currently invested in about 30 companies, many of which I advise or on the board, etc. Oh, one thing before I answer the question: the companies that NEVER call me are always the ones that are doing the best. I made lots of mistakes as a first time entrepreneur. In every possible way. And I see a lot of those mistakes repeated in companies I'm invested in. I keep telling myself to remember these. Maybe this answer will be a good way for me to remember. Note: these are MISTAKES. So they are like double negatives. A) START YOUR BUSINESS WHEN YOU ARE BROKE Don't start a company if you're broke. This is not the same as "having no money". If you are fine staying on the floor of a friend's house and living on nothing then you are not quite broke. You have food and shelter. But if you have kids and a wife and a mortgage, etc (the other extreme) don't go broke and start a business. When I started my first business, I stayed at my full time job for 18 MONTHS before I left to become CEO of my startup full-time. We had 12 employees by then and almost as many clients. In other words, I knew I could replace my salary and still pay my employees for at least six months even if everything went down hill. Which leads me to.... B) IF YOU ONLY HAVE MONEY TO LAST YOU SIX MONTHS THEN YOU ARE ALREADY OUT OF BUSINESS I was on the board of a company once and when I read the monthly financials I realized the burn (the monthly loss in cash) was such that we would run out of money in six months. I called the other board members. They hadn't even looked at the financials. I called the CEO. He said, "but we have six months!" This is really really important: if you have six months, IT IS ALREADY SIX MONTHS FROM NOW. What that means is: no matter what you do: you will not be able to raise the money, do the legal, find the customers, do the work, get paid, or whatever you need to do - in six months time. You are the walking dead and you don't know it. Here's what we did. I called an emergency board meeting. We explained the situation to the CEO. He refused to believe it. I called him separately and gave him ten different examples. He finally got it. We fired a lot of people to reduce the burn. Somehow it didn't reduce enough. We hired a bank. We went to all the usual players. Everyone said no about buying us. They all were waiting for us to die. And then they would scrape us up for nothing. Finally, someone bought us for a good amount 2x what we put in a few months ago. I don't know why did it. I just thank god they did. The CEO, who didn't even realize he was going to go broke, made $6 million and moved to another country. We officially sold the company the day before the company was going to run out of money. Six months after that first phone call to the day. C) SMOKE CRACK We have a cognitive bias to think that our own ideas are great ideas. It's hard to admit that they won't work. Profits are the purifier of a business. That's the best way you can tell you have a good idea. If people give you SO MUCH money that you have money left over. Revenues are the next bests thing after profits. And users are the next best thing after that. If you are having trouble with any of the above three and this situation lasts more than a few months then you are smoking crack. You have to come up with a better idea. This doesn't apply to biotech or scientific companies that need to raise a lot of money. But it applies to every other business. D) UNDER PROMISE AND OVER DELIVER Yes, this is a MISTAKE first-time entrepreneurs make. Your competition is over-promising. Here's what you can go wrong if you under-promise and over-deliver. First off, anyone who over-promises is going to win the business. They might do a bad job but possession is 9/10 the law. They have the client and they can do things to fix the relationship. Second, you might under promise and UNDER deliver. Then you're just a bad vendor and they will eventually switch to someone else. What's the solution? One thing: Over promise....and over deliver. Now you're amazing. And the client is there forever. E) DON'T COMMUNICATE Here's the magic rule: talk to a new customer every day for 100 days. It doesn't matter what you talk about. Just call them and say, "how's it going?" Some customers might look at this and say, "I don't want to hear from my vendor for 100 days in a rule." They are lying. They do. And they don't know it. This is often called, "following up". As soon as you meet a potential customer, have an entire system in place to follow up. As soon as you deliver a proposal, follow up, as soon as you deliver a product, follow up. Even when you are in the middle of completing a project, follow up. FOLLOW UP You call and just say, "I always want to make sure I'm doing my best for you. Is all ok?" And then listen. And then say good-bye so you don't waste their time. Do that and you have a client for life. Trust me trust me trust me. F) HIRING PEOPLE Most startups don't need to hire that many people. Like, don't hire a secretary. Or a head of HR. Or even a head of sales. If you're the CEO, then you are the head of sales, the project manager, the secretary, and the head of HR. Wait, in each case, until you absolutely overwhelmed before you start hiring people. Once you hire someone there is a world of S**& that you have to deal with. Personalities, fights, politics, disagreements, gossip, etc. And, the most basic - they might do a bad job. A worse job than you would do because you are the OWNER and they are not. By the way, being overwhelmed is a good thing. It means you have revenues, profits, or users. Then you are allowed to hire people. The best business I've ever started is when there was only one other person besides me. We started our first product for $2000. We sold eight months later for $10,000,000. We outsourced almost the entire business (by the way, the one bad thing about this is that Google wouldn't buy us because of this). It's not as good as it sounds. I'm an idiot and lost a good chunk of the money later. But at least I didn't hire anyone. G) CLEAR ROLES A lot of partnerships fail because there are no clear roles defined. Like, the two partners are "co-CEOs" so nobody knows who to talk to. This is BS. There have to be clear rules. I have a lot of examples. I'll give one I'm dealing with right now. These are the roles of the founders: one person is a scientist - he makes the product. one person is an accountant - he does the books one person is a good business guy and has been involved in startups - he makes the deals and finds partnerships one person is good at raising money - he raises money and I forget who is CEO. One of them. It doesn't matter. Each is the final world on what he is good at. You can even divide up equity equally according to categories like this (and so some people might fit into more than one category so they get more equity): - made product - raised money - made sales - manages people - had the idea That's a sample. Not every business is structured so neatly but many are. When I was in a business where we did not have clear rules over who made the final decision, it was a mess. We ended up selling that company but now NONE of the original partners speak to each other anymore. We got lucky we sold that one. H) DON'T TEST If you have a product idea, and you love it, and all your friends tell you its great, don't forget to test. Let's say your product is "protein water" - clear water that has zero calories and 30 grams of protein. BAM! Seems like an amazing idea. Put a Facebook ad up, with the design of the water bottle and say, "30g PROTEIN WATER". Simply see if people click. If noboody clicks, then you have a bad idea. If a lot of people click, then it's a great idea. This is one example. But this is a very important side-rule that most people don't believe: GOOD ENTREPRENEURS ARE RISK-ADVERSE Before you risk, test. Before you leave your job, have customers. Before you hire people, have money in the bank. Before you even create you product, test it. Smart people test. Smart people don't take risks. I) WORRYING ABOUT STUFF YOU DON'T HAVE TO WORRY ABOUT Too many people think they have to hire lawyers and accountants and make a logo before they even start their company. Don't do BS stuff. Start your company, make your product, see if people want it, repeat. That's it. One company I don't think I even incorporated until they day before I sold it. Don't have too many meetings. Don't debate forever your list of values. Or your marketing slogan. If you make something people want, then the sale is easy, and you have a company. Period. No matter what your slogan is. So many people ask: but should we be an "S" Corp in Delaware. I don't care. It has nothing to do with how much money you will make. Believe in your product. Believe in helping your customers. Believe you can do it cheaply and always over-deliver and (repeating) HELP. Be risk-averse. Hold onto your money. I can throw some stuff in here about don't get bad investors but that's really a different topic. If you avoid all the mistakes above, then you will have a good shot at having a good business. Trust me on this. I've seen a thousand businesses. You will have a good one if you follow the above ideas (or I should say, avoid the above mistakes). Oh, one more. J) HAVE SEX WITH EMPLOYEES This is a really bad idea. Employees are there to help you get customers, deliver to customers, follow up with customers, and handle the running of your business. Once you start having sex with them, all sorts of bad things happen. I'm not even kidding here. You might fall in love with them. You might have to deal with legal stuff. Other employees might get upset. And once one employee gets upset, that "upset-ness" spreads like a disease. Whenever an employee gossips badly about you, you have to fire them or the disease spreads. This is what starts to happen once you start having sex with employees. I've seen great startups totally blow it because of this. Don't do it. ----- There's a lot of other things that can go wrong, but this is the top. For instance, did you know its important to have a great relationship with your landlord? How come? Because he has to approve if you sell your company. Because suddenly he has a new tenant. But this is a small thing. There are many small things. Running a business is hard. These are the top 10 out of 100 (or 1000) mistakes I have seen. Good luck. And, seriously, don't do what I would do.

The really BIG trends will be merging the digital space with physical, brick and mortar stores, businesses and locations. We're not there yet (and it may take beyond 2015 to get there), but you will see mobile and digital interaction with physical retail stores as the main area for enormous growth & trendy new products and services, including:Mobile payment & rewards solutions (like Apple pay)Geolocated advertising based on your proximity to an actual storeDigital interactions with products, stores and promotions while you're in the store (ie, You are interested in buying a giant HDTV, you go to Best Buy to check one out in person. Not only the store itself but the actual department in the store notices that you're there and starts talking to you, via your phone, about product info, FAQs and promotions)Some of this is not new, conceptually. Some of it is very new. But one thing that's true is we haven't seen a "sea change" yet in terms of how we interact with the world (the last time we did was during the social networking boom of a decade ago). The next one will be our mobile devices consulting us about our physical location -- not because we Googled something but simply because we are there. We won't have to ask at all. And that will be an enormous business opportunity.

We live in an increasingly borderless world enabled by advances in mobile and internet connectivity. As a result of the exponential growth in online and long distance communication facilitated by these advances, businesses have been presented more than ever, with opportunities to signNow further customers geographically. In order to successfully engage with and drive sales from their expanded signNow, businesses need to recognize the cultural differences in their new markets and adapt their product, messaging and delivery.As a classic cross-cultural branding example, Starbucks, early in their g...

Let me share my experience when I was a Presales Engineer with an IT distributor. We sell different brands of hardware and software but majority of what we handle in my team is HP (Enterprise and Business Class). After few years the company signed a contract with Dell and we started selling Dell product line, also Enterprise and Business class.To explain the setup, End User would contact their Resellers to buy lets say 10 Desktop PCs. Reseller would then go to us (Distributor). Sometimes, Resellers would try to offer different brands and let customer choose what they want. Our team would en...