Developing The 3 Key Challenger Skillsets Do get our complete 13-page summary for more details on (i) the principles behind the Challenger Sale Model and (ii) specific tips/processes for developing it in your team and organization. Here’s a quick overview of the key skillsets and approach behind the Challenger Sale. Developing Challenger Sales Reps and Teams The question is, can we systematically export this Challenger profile to the rest of the sales force? The Challenger Selling Model breaks down the 3 Challenger abilities-teach, tailor, and take control-into a set of principles and observable behaviors that can applied in any sales organization. a shift to consensus-buying, the need for customization with simple buying processes etc.) and what they mean for salespeople.
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In the book and our full 13-page summary, you can get more details on these vital changes (e.g. The Challenger Sale is so effective because it matches the B2B clients’ changing needs and buying behaviors. Instead of product peddling, solution-sellers aim to position themselves as trusted partners who can offer strategic inputs and solutions to their business clients. It’s about creating bundled offerings so you can address a wider range of customer needs while making it harder for competitors to replicate. Solutions selling has been a key approach in B2B sales and marketing in the last 1-2 decades. (iii) They take control of the sale (since they’re comfortable to discuss money and push the customer).ĭigest these powerful tips in minutes with our summary & infographic! Solutions selling and the changing B2B sales landscape
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(ii) They tailor the pitch to resonate with customer concerns (using their understanding of customers’ value and economic drivers to deliver the right messages to the right people in the organization) and
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(i) They teach the client how to differentiate themselves (using their insights about the client’s business and their 2-way communication skills) Specifically, Challengers display 3 distinct skill-sets that support this thinking shift: That’s because complex solutions typically require some change in customer behavior to close the sale, you must get clients to think differently about how they operate.
The Challenger profile wins for complex solutions/sales regardless of the state of the economy.Yet, this is one of the most commonly-adopted sales approach at the moment. Relationship Builders are likable but not necessarily effective. Surprisingly, this turned out to be the worst-performing profile, with only 7% of star performers using this approach. Out of 44 attributes tested, 6 were found to be statistically significant in Challengers (we elaborate on these attributes in the full book summary), and The Challenger Sale model consolidates the 6 attributes into 3 skill-sets that can be developed. While all 5 profiles had average performers, the Challenger profile was adopted by the most star performers: 40% of star performers fit this profile, and more than 50% of star performers fit this profile for complex sales. Of these 5 profiles, there was 1 clear winner and 1 clear loser.Every sales person falls into 1 of 5 distinct sales profiles: the Relationship Builder, the Hard Worker, the Problem Solver, the Lone Wolf or the Challenger.After analyzing data on some 6,000 sales reps from various fields/industries globally, they made 3 surprising discoveries. SEC surveyed frontline managers from 90 companies to identify the attitudes, knowledge, skills, and behaviors for average vs star performers. The Challenger Sale Model Key Research Findings For more details, examples and tips, do get our complete book summary bundle in text, infographic and audio formats. In The Challenger Sale summary, we’ll outline the Challenger Selling Model and how to implement it in your organization. This playbook by Matthew Dixon and Brent Adamson explains the new approach-The Challenger Sale-which could revolutionize B2B selling in the coming decades. The study led to the surprising discovery that the best way to drive B2B sales isn’t to build relationships it’s to challenge customers. The Sales Executive Council (SEC) launched an extensive research to identify what these sales reps did differently. Yet, a small group of salespeople continued to deliver results which would’ve been amazing even during a booming economy. In the midst of the 2009 economic crisis, sales had bottomed out in most sectors.
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