Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance.
"The Challenger Saleis an excellent step into this world, not only through the identification of Challengers but also with the detail of what Challengers and their companies should be doing to energize customers in ways that leads to more sales. Which is of course what every company needs." Changing Minds
"In their new book,The Challenger Sale: Taking Control of the Customer Conversation, Matthew Dixon and Brent Adamchallenge traditional sales theory at its very core." All Business
Woo, simple enough to say, but not so simple to do. It is relationship-based persuasion, a strategic process for getting people’s attention, pitching your ideas, and obtaining approval for your plans and projects. In short, it’s one of the most important skills for any entrepreneur, employee, or professional manager whose work
There's no one right way to sell. Salespeople get the best results by building on who they already are. This lively and liberating book will teach you to do just that. Strengths Based Selling gives salespeople practical, hands-on advice. It walks them through the sales process and shows them how to use
In Our Rapidly Changing world, selling is becoming more difficult because buyers are changing. The Lives of our best customers, those who have known and valued you the most, have been changed personally and professionally. In today's fiercely competitive marketplace, buyers are slashing costs to get by, which means there's more
Sales professionals now confront the most serious threat to their success. Regardless of their size, industry, country, customer type, nature of the relationship or amount of value they provide, sales professionals are finding that purchasing decisions are increasingly being limited by procurement. The modern procurement function is purchasing on steroids. Where
Success for that top 1% isn’t reached by accident, though. Successful people work hard to reach the top and stay there. Their success is the result of a number of factors, including mastery of their field, using the right systems, and staying on plan. In direct selling, these ingredients are especially
It’s old news that buyers have a lot more information about everything than in decades past. Also fairly well established is that today’s buyers are harder to reach, buying cycles are longer, and more decision makers are involved in every sale. Yes, buying has changed a lot, yet from the 1970s until
Getting this right is hard. However, moving now means changing the way your reps interact with customers before your competitors do.
The Challenger Selling Model is a commercial transformation. Getting it right requires significant changes to the way sales and marketing interact, to the kind of tools you arm your reps with, the sort of reps you recruit, the kind of training you deliver to them, and the way managers interact with them.
A good way to tailor messages is to start at the broadest level—the customer’s industry—and to work your way down: to the person’s company, the person’s role, and, finally, to that individual person.
While teaching is above all others the defining attribute of being a Challenger, the ability to tailor the teaching message to different types of customers is what makes the teaching pitch resonate and stick with the customer.
You need a small number of powerful insights that naturally lead to an even smaller number of unique solutions, all applicable across the broadest possible set of customers.
Whatever you teach your customers has to actually teach them something. It has to challenge their assumptions and speak directly to their world in ways they haven’t thought of or fully appreciated before.
Lead to your unique strengths. The sweet spot of customer loyalty is outperforming your competitors on those things you’ve taught your customers are important.
Challengers ultimately must teach customers something new and valuable about their business, which is what they want, in a way that reliably leads to commercial wins for us, which of course is what we want.