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The Challenger Model

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Derek Hurdle

on 18 January 2014

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Transcript of The Challenger Model

Challenger Model

Take Control
The Challenger Model
for differentiation
for Resonance
of the Sale
for Differentiation
for Resonance
of the Sale
Teach the customer new compelling ways to compete
Providing unique insight that helps customers understand new ways to approach business challenges

*60% of purchasing decisions are completed before customers even have conversations with a sales rep
(CEB, Challenger Sale, 2011)
Actively engaging customers
in the early stages of their
learning journey
Conventional Selling
Product Selling
Rep leads with features & benefits
Customer purchases after assessing options
What are some shortcomings of this selling style?
Solution Selling
Rep leads with questions
Customer coaches rep on how/when they'll purchase
What are some shortcomings of this selling style?
Challenger/Insight Selling
Rep leads with proactive insight on what the
customer should do
Rep coaches customer on how they'll purchase
Constructive Tension
Understand customers' value drivers
Messages should be tailored to different individuals
in the organization
Rep challenges
customer out of
their comfort zone
Rep controls the
discussion towards
value rather than price
Rep challenges the
customer's thinking and
pressures their decision cycle
Lone Wolf
Hard Worker
Problem Solver
5 Seller Profiles
Full transcript