Most sales have 2 pitches:
The first is the seller pitching to an employee of the client
The second is that employee having to make the case to her colleagues
(A similar situation: first the startup pitches a partner of a VC, then that partner has to convince her other partners)
I never discuss that second type of pitch here very much. In most cases an employee or VC partner probably has a deep conviction that a certain deal needs to be done (otherwise you would not put your reputation on the line for it). So all of a sudden, these people are the ones pitching the idea to a potentially unenthusiastic audience.
In these situations it is important to keept that impartial distance from the deal. A colleague who is aggressively countering every possible small objection to the deal loses a lot of trust and credibility. “Hmmm, she must have been brainwashed”. Instead, layout your case objectively. Point out the strengths, but also show the risks, doubts, and possible elephants in the room, and make the case why you think these can be overcome and this is a good bet to take.
P.S. This shows startup/product pitchers who the role of their contact person at a client/investor is changing. First you need to convince them, then you need to coach them how to pitch your idea themselves. If in this second phase of the process, you get a question, she is no longer doubting the idea, but collecting evidence to convince her colleagues. It also shows that bypassing that junior analyst and calling her boss directly might back fire instantly, you just lost your major supporter.
Photo by Wade Austin Ellis on Unsplash