Surely it’s better to just give the customer what they want, rather than risk losing the deal by trying to lead them in a different direction? If you’re not currently used to challenging your customers, you might be wondering what all the fuss is about. What’s the Evidence for the Challenger Sales Model? All it takes is the right training and tools. Adamson and Dixon say any rep can become a Challenger, even those who currently fall into one of the other four categories.

Have a deep understanding of the customer’s businessĭoes that sound like the people on your sales team?.So who exactly are the Challengers? Well, according to Adamson and Dixon, they’re reps who: It states that Challengers are best placed to deliver strong results in the current sales climate, through their ability to: In their book The Challenger Sale, Matthew Dixon and Brent Adamson argue that sales reps fall into one of five categories:Īs you probably guessed, their sales model is centered on the first category: Challengers. Or they can reposition themselves as a challenger. They can either become an order-taker, waiting for a customer to get in touch and giving them exactly what they ask for. In this context, a sales rep’s role has to change. In fact, the average customer is already 57% of the way through the buying process when they first make meaningful contact with us.Īt that point, they already have pretty clear ideas about the type of product they need, the features they’re looking for, and how much it’ll cost. Convinced by our expertise, they buy from usīut in reality, it doesn’t normally go like that.

Through subtle questioning and persuasion, we identify their business challenges and position our product as the solution.

Use Messaging That Resonates With Your AudienceĪs salespeople, we like to picture the sales process a little like this:

3 Steps to Implementing the Challenger Sales Model.

What Behaviors & Characteristics Do Challengers Display?.

What’s the Evidence for the Challenger Sales Model?.

The challenger sale synopsys