#The challenger sale lone wolf drivers#

Instead, follow this four-step process to help non-Challengers excel. ThatвЂ™s not many Challengers.ДЇirst, donвЂ™t despair. OMGвЂ™s larger-sample-based analysis says Challengers make up just 7% (not 17%!) of the selling population.The CEB analysis doesnвЂ™t consider motivation.Their analysis assesses if Challengers have influencing and thinking ability, but not IF THEY WILL ACTUALLY DO IT.Only the worldвЂ™s largest companies, who likely had comprehensive sales training and processes in place, were examined.Their database is much less comprehensive (6K vs.But, hereвЂ™s where CEBвЂ™s research is sketchy: Through the help of OMGвЂ™s research on over 1.6 million individuals (vs 6,000 in CEBвЂ™s research), IвЂ™ve confirmed the Challenger profile traits do indeed describe a superstar seller, but only partially.Д¬EBвЂ™s reports 17% of B2B salespeople possess both the influencing and thinking ability to be Challengers. It merely describes a type of individual. The disconnect is that the Challenger sale is not a process at all. They can practice,role play and follow a process to incorporate the concepts. You see, not everyone can become a Challenger.Д¬ertainly, individuals can be taught the words to say. Dave Kurlan and Objective Management Group have been studying what differentiates top producers since 1990 when they created the first ever PREDICTIVE assessment for salespeople.ДЄnd, while the CEB book partially identifies the traits of the best, it doesnвЂ™t tell the whole story. I applaud them for their efforts and excellence in marketing their position and services via this book.

The premise is that because todayвЂ™s buyers engage with sellers later in the process вЂ“ and know more about their products and services, the salespersonвЂ™s behavior toward the buyer must change too.

Take Control вЂ“ Is comfortable discussing money and pressuring the customer.

#The challenger sale lone wolf drivers#

Tailor вЂ“ Knows customer value and economic drivers.

Teach вЂ“ Offers unique perspective and maintains two-way communication.

The book also presents the concept of Challengers building вЂњconstructive tensionвЂќ using three elements: This research indicates that individuals with a Challenger profile will outperform all other profile types.

It provides five different profiles based on research of 6,000 individuals.

Ever since CEB/Gartner published The Challenger Sale in 2011, the book has attracted much publicity.