PG:AI empowers sales teams to prepare for meetings efficiently and effectively by automating research and providing strategic overviews. With in-depth insights, your meetings are grounded in a deep understanding of your prospects’ businesses.
Why Meeting Preparation is Crucial?
Effective meeting preparation is essential for making a strong impact and building trust with prospects. Without proper preparation, meetings can be unproductive, failing to address the prospect's specific needs.
Maximise Meeting Outcomes
Well-prepared meetings lead to more meaningful conversations and actionable outcomes.
Preparation ensures that your meetings move prospects along the buying journey rather than being purely informational.
Improve Stakeholder Alignment
Understanding the roles, responsibilities, and motivations of each attendee ensures alignment and reduces the risk of miscommunication.
Build Trust & Credibility
Demonstrating a deep understanding of the prospect’s business builds trust.
It positions you as a knowledgeable, reliable partner.
Communicate Effectively
Tailored messaging resonates better with the prospect’s priorities and challenges.
Impact of Non-Preparation
Meetings without preparation waste time and opportunities.
You risk failing to address the prospect’s specific needs.
What you will gain
Demonstrate a deep strategic understanding of the prospects
Quickly build credibility and trust
Drive more strategic conversations
Personalise the engagement
Uncover and qualify pain
Create urgency
Save Preparation Time
Improve Follow-up
Prerequisites
Before using PG:AI to prepare for a meeting, you need to know the following:
Who is attending the meeting and what are they expecting to get out of the meeting?
What is the agenda of the meeting and is it agreed with the prospect?
What are you looking to get out of the meeting? For example, this could be uncover pain, action a next step or get a POV signed off.
What content do you need to prepare for the meeting? (e.g - decks, discovery questions, competitive analysis, success metrics & tailored demos)
Example
Attendees & Expectations
The VP of DevOps & Head of Software Engineering are attending the meeting, they are expecting to see a demo of our platform and discuss common use cases for companies in their space.
Agenda
Introductions
Understand why they are interested in a potential engagement
Platform introduction & Demo
Agree next steps
What do I want to get from the meeting?
Understand how they currently build digital platforms
Uncover pain / challenges related to this & identify who carries this pain
Explore how their pain / challenges align with wider business objectives and goals
Demonstrate a clear understanding of their industry, business and articulate my 'Point of View' about how we can help them
Content Required
Value Pyramid - to crystallise my understanding in one slide and open up conversation
Discovery Question - 5-10 tailored questions that can help me uncover pain / challenges
Industry Insights - Information about how other companies in their industry are tackling the same challenges
Understand the Company & Attendees
You can use PG:AI to find the relevant information related to your preparation requirements. Navigate to the following tabs to get the relevant information.
Overview Tab
Overview Tab
Insights included on the overview tab:
How they make money
How they lose money
Strategic Priorities
Goals
Digital Strategies
Organisational Structure
Divisions Insights
Earnings Call Analysis
Geographical Operations
Custom Insights
Industry Insights
Engage Tab
Engage Tab
Insights includes on the engage tab:
Value Pyramid
Three Whys
Discovery Questions
Persona Initiative Value Cards
Contacts Tab
Contacts Tab
Insights includes in the contacts tab:
Contact List
Contact Experience
Contact Initiative & Use Cases
Contact Discovery Questions
Contact Content
AI-Assistant
AI-Assistant
You can use the AI-assistant to get:
Any insights about the company
Any insights about the company and your organisation
💡 Pro-Tip: Use the AI-Assistant to simulate a Q&A session. Ask it, "What questions might the VP of DevOps have about our platform?" or "How can I align our platform's capabilities with their digital strategy?"
Build Unique Point of View
PG:AI automatically generates the key pillars of a value hypothesis for each account in the form of a Value Pyramid, Three Whys & Initiative Deep Dives. You can find this information in the Engage tab.
You can use these insights to create a compelling point of view with this framework.
Industry
Industry
What is happening in their industry?
What are their competitors doing / not doing that is relevant for them?
What are you hearing from other companies in their industry that can be useful in the meeting?
📍You will find this information on the Industry Insights section of the overview tab
Strategic Alignment
Strategic Alignment
How do the things happening in their industry align with their own strategic priorities and goals?
What are they doing / not doing that you see other companies doing and why is this important?
📍You will find this information in the strategies & goals section of the overview tab
Domain Related Strategies & Initiatives
Domain Related Strategies & Initiatives
What are their domain related strategies & initiatives? This could high level strategies related to Technology, Digital, Customer Experience or more specific strategies related to your technology space.
📍You will find this information in the Engage tab under value pyramid, persona insights or from asking the AI-Assistant
Risk & Challenges
Risk & Challenges
What risks, challenges or gaps do you believe they have?
Either based on the insights you find in PG:AI, pre-existing knowledge of the account or an assumption based on your industry knowledge.
What the implications are of these challenges and the pain you believe it is causing them
📍You will find this information in the risks section of the overview tab and the value pyramid.
💡 Pro-Tip: All of the above will give you their 'current state' which you can use to validate your hypothesis about their current question and ask some discovery questions.
How You Can Help Them
Once you’ve explained their 'current state', shift the conversation to your solution by clearly articulating the following:
What Your Solution Does
What Your Solution Does
Describe your solution in a way that directly addresses the challenges or opportunities uncovered during the discovery process.
Focus on functionality that directly aligns with their strategic priorities, goals, or pain points.
Use simple and clear language, avoiding overly technical jargon unless appropriate for the audience.
How & Why It Is Relevant to Their Current State
How & Why It Is Relevant to Their Current State
Link specific features or benefits of your solution to the pain points or gaps identified.
Highlight how your solution bridges the gap between their current challenges and their desired outcomes.
Use their own words or examples from the discovery process to make your case more compelling.
The Positive Outcomes of Your Solution
The Positive Outcomes of Your Solution
Paint a vivid picture of the benefits they will experience by adopting your solution.
Focus on measurable outcomes like increased efficiency, better alignment with buyer priorities, or reduced preparation time.
Include social proof or case studies to build credibility.
💡 Pro-Tips to Strengthen Your Case
Use Visual Aids: Utilise tools like the Value Pyramid or Initiative Deep Dives to visually illustrate how your solution maps to their pain points.
Be Data-Driven: Where possible, include relevant metrics or KPIs that reinforce your value proposition.
Leverage Success Stories: Share specific examples or success stories that resonate with their industry or business context.
Ask for Agreement: As you explain how you can help, periodically check for alignment by asking questions like, “Does this approach align with your goals?”
Discovery Questions
Discovery questions are critical for uncovering a prospect's pain points, goals, and decision-making processes. These questions should be designed to elicit meaningful insights and guide the conversation toward identifying how your solution aligns with their needs. Below is a structured approach to discovery questioning, categorised by key areas:
Alignment with Business Goals
How do your current strategies align with your short-term and long-term business objectives?
What processes are in place to ensure your initiatives remain focused on achieving critical goals?
How do you measure whether your current efforts are driving meaningful outcomes for your business?
Customisation and Relevance
How tailored are your current approaches to address the specific challenges and needs of your organisation?
What impact has customisation had on achieving your desired outcomes or addressing unique pain points?
Are there any areas where you feel your current solutions could be more closely aligned with your operational needs?
Efficiency and Productivity
How efficient is your current process in delivering the results you’re aiming for?
What is your typical timeline from project initiation to achieving measurable outcomes?
What bottlenecks or inefficiencies have you encountered, and how have you addressed them?
Strategic Focus
How do your current strategies align with broader industry trends or shifts in your market?
What specific initiatives have you launched to stay ahead of competitors or address emerging challenges?
How do you evaluate the effectiveness of these initiatives in contributing to your organisation’s overall growth?
Scalability and Adaptability
How scalable are your current operations or strategies to accommodate growth or expansion into new areas?
What challenges have you encountered when adapting to new market conditions or business requirements?
How do you ensure consistency and efficiency when scaling across different teams or regions?
Risk Management and Challenges
What are the biggest risks or challenges you foresee in your current approach?
How do you ensure these risks are mitigated while still achieving your key objectives?
Can you share an example of a recent challenge and how it was addressed?
Decision-Making and Evaluation
What criteria are most important to you when evaluating new tools or solutions?
Who is typically involved in the decision-making process for initiatives like this?
How do you balance the need for innovation with the requirement for proven results?
Future Opportunities
What opportunities do you see for growth or improvement in your current approach?
Are there any emerging trends or shifts in your industry that you’re particularly focused on?
How do you envision your organisation evolving over the next 12 months, and what role does this initiative play in that vision?