What is Challenger

Sale?

The path to higher sales

(or don’t forget to pack your toothbrush)

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@mgsalesperform

Colgate Janina Tesco Value Kingfisher

Person

Car

Why

Price

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£3.25

£2.99

£13.30

£0.25

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If price and product were really tightly linked, then no one would ever buy...

It’s all about the brand and that different things are important to different

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Is Janina worth 300% more than Colgate?

Emotional Needs

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Match

Need

Understanding value

Exceed Value

High

High

Perceived Value

Low

Low

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75%B2B purchaser

influenced by social

57%Buying decisions

made before sales manager involved

97%Of the time cold calls do not work

Corporate Executive Board 2012

The world and buyers have changed....

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Sales Landscape in 2013

73% of decision makers won’t accept an inbound call Market Transformations

In 2010 it took 41 calls to reach a decision maker (only 4 calls in 2005) Hot to Trot Marketing

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Who are CEB?

What research...?2009 and continuing6,000 sales professionals Across 90 companies globally44 attributes5 distinct groups

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Hard Worker

Problem Solver

Challenger

Relationship Builder

Lone Wolf

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Take Control Comfortable discussing money and pressing the customer for commitment.

Teach for DifferentiationHave insight and understanding of the customers business and can teach them something they didn’t know.

Tailor for ResonanceBecause of their insight they can tailor the right message aligned to the buying motives of the right person.

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Challengers are made NOT born

It’s the combination that matters

It’s not just about individual skill

Its a journey not an overnight stay

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Teach for differentiation

Challengers have a deep understanding of the customer’s business and use that understanding to push the customer’s thinking and teach them something new about how their company can save money, reduce risk,

compete more effectively.

They win not by understanding their customers’ world as well as the customers know it themselves, but by actually knowing their customers’

world better than their customers know it themselves, teaching them what they don’t know but should.

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Booker – convenience and problem free bookingBooker's manager – speed, less time on the booking process

HBA/TMC – demonstrating value to their clientTravel Manager – traveller welfare, traveller satisfaction and compliance

Procurement Manager – risk, staff retention, and best value

Tailorfor resonance

Knowledge of customer’s business prioritiesOutcomes the customer’s value most

Results that customer is under pressure to deliver

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Take Controlof the sale

Not about the hard sell – being aggressive or annoyingBeing comfortable with standing your ground

Involving others in making decisionsManaging expectations on priceFocusing on value and NOT price

Assert control over the conversation about pricing and moneyChallenge customer’s thinking Pressure the customer’s decision making cycle – indecision inertia

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Stand out not by the quality of your product but the value of your insight

Win business not by “discovering” what customers already know they need, but by

teaching them a new way of thinking altogether.

Great questions are not enough YOU have got to have great insights…

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Why should the customer buy your product and not the competition?

It’s NOT what you’re selling but HOW you sell it

How do you differentiate your product when to the customer it all looks the same?

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The benefits of achieving outstanding sales performance

“High performers in sales roles generate 67% more revenue than

their peers.”

McKinsey’s War for Talent survey

“The Challenger Sale approach increases customer satisfaction by

72%”

Corporate Executive Board

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