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The Challenger Sale

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Five Sales Types

The Hard Worker (21%)

The Challenger (27%)

The Lone Wolf (18%)

The Reactive Problem Solver (14%)

The Relationship Builder (21%)

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Hard Worker

Always willing to go the extra mile

Doesn’t give up easily

Self-motivated

Interested in feedback and development

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The Challenger

Always has a different view of the world

Understands the customer’s business

Loves to debate

Pushes the customer

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The Lone Wolf

Follows own instincts

Self-assured

Difficult to control

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The Reactive Problem Solver

Reliably responds to internal and external stakeholders

Ensures that all problems are solved

Detailed-oriented

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The Relationship Builder

Builds strong advocates in customer organizations

Generous in giving time to help others

Gets along with everyone

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Relationships are not necessarily the key to success Research from the Corporate Executive

Board, as indicated in The Challenger Sale, shows that in the current business environment, customers don’t always know what they don’t know and crave insights that can help them run their businesses more effectively and efficiently.

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The most powerful sales approaching is based on:1. Teaching2. Tailoring3. Taking control of the customer

conversation

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Teaching for Differentiation

Build insights into teaching conversations Don’t forget the emotional component

of a well-designed teaching pitch Tell a compelling story with real drama

and suspense (HBR Guide To Persuasive Presentations)

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Six Steps

1. The Warmer- Building credibility by reading

prospect’s mind, demonstrating empathy, giving new information (Open, Greeting, New Information)

2. Reframe - First, reframe an unrecognized problem,

need, or assumption (Recap and Purpose)

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3. Rational Drowning - Gradual intensification of the problem,

both in degree and closeness to the customer (Discussion)

4. Emotional Impact - Psychological features of the problem,

or presence in the individual’s workflow, humanizing the problem (Discussion based on Emotional INtelligence)

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5. Value Proposition – A New Way - A new framework for addressing the

problem—implicitly tied to your value proposition (Discussion)

6. Your Solution and Implementation Map Map of supplier services or solutions

linked back to key teaching points; highlighted path to implementation (Discussion)

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Old World: Process Focused

New World: Judgment Oriented

The customer expresses a defined need

QUALIFICATION CRITERIA

The customer is in a state of uncertainty

Identify a stakeholder with the authority to spend

STAKEHOLDER SELECTION

Identify a stakeholder who is open to change and can influence decision makers

Demonstrate the value your solution provides relative to competitors’ offerings

NATURE OF THE CONVERSATION

Disrupt the customer’s thinking and assumptions about his/her business

“Dismantling the Sales Machine,” HarvardBusiness Review, November, 2013

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Use This Call Structure Model

Greeting

New Information

Opening

Recap and Purpose

Discussion and Creating Value

Summary and Close

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Presenting: Call Structure –Six Steps

1. Greeting Set tone of the meeting and build rapport (The

Warmer)

2. New information Provide new, relevant information to enhance your

source credibility and expertise. (The Warmer)

3. Opening A well-planned statement to pique interest in your

proposal, insights, and solutions (The Warmer)

4. Recap and purposeRecap what challenges and problems you will be addressing, and state the purpose of the call. (Reframe)

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5. Discussion and Creating Value Move prospects from desire to conviction that your

solutions are the best ones. Dealing with objections Conditions Discussion tactics – Create Value (Rational

Drowning, Emotional Impact, and Value Proposition)

6. Summary and close Summarize key points – no more than three – and

ask for the order.  No ask, no order. (Your Solution and Implementation Map)

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