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Challenger Sales Model

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Denise Jackson

on 28 February 2013

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Transcript of Challenger Sales Model

Conclusion Denise Jackson, Jade Johnson, Janay Johnson and Stacey Jones
Gonzaga University
COML 511
Prof. Desautel Johnston
February 24, 2013 The Challenger Sales Model Tailor To tailor the message, focus on customer industry, company, stakeholder role, individual person Take Control Background Attributes of Challenger Objectives Learn the steps and skills to encourage a Challenger environment DOES THE CHALLENGER SELLING MODEL WORK? You will .... History of Challenger Sales Philosophy Five types of Sales People Organizational Transition Be sure to encourage your mid-managers to leverage the Challenger Coaching Guide for its insight and expertise
Acknowledge, respect and share the checklist A sustainable and proven model that will increase your sales
The steps and skills to encourage a Challenger environment in your organization The Need for the Challenger Sale
Journey to the Challenger Sale Challengers are made not just born
It’s the combination of skills that matters
Challenging is about organizational capability, not just rep skills
Building the challenger sales force is a journey not and overnight trip Take some time to think about what skills do you need to become a Challenger? Where do you fall? What obstacles do you face? Take a few minutes and share your insights with three people seated next to you. References Aarts, D. (2011). To the challenger go the spoils. Profit, 30(5), pp. 83-84.
Adamson, B., Dixon, M., & Toman, N. (2012, July-Aug). The end of solution sales. Harvard Business Review, pp. 1-10.
CEB. (2012). The Challenger Sale: Bonus Material. Retrieved from The Corporate Executive Board Company: http://www.executiveboard.com/exbd-resources/content/challenger/bonus-materials/index.html
Dixon, M. & Adamson, B. (2011). The Challenger Sale: Taking Control of the Customer Conversation (Kindle ed.). New York, New York: Penguin.
PRNewswire. (2011, Nov 14). The rise of "The Challenger Sale": Corporate executive board research confirms the demise of relationship selling. Retrieved from Corporate Executive Board: http://www.multivu.com/mnr/52980-corporate-executive-board-new-book-the-challenger-sale-dixon-adamson
All images from Googleimages.com unless otherwise noted http:// bit.ly/ uswwpU http:// bit.ly/ uswwpU Worksheet and Discussion Discussion Commercial Teaching: 4 Key Rules 1. Lead to your unique strengths.
2. Challenge customers’ assumptions.
3. Catalyze action.
4. Scale across customers. Building a Conversation The Warmer
The Reframe
Rational Drowning
Emotional Impact
New Way
Your Solution http:// bit.ly/ uswwpU Practice Pair up with someone you haven't met before. Find a mundane item in front of you. Think about the item and its worth to your "client". Think about what you have learned about Challengers. Try to create a challenger sale with your mundane item. Discuss what did and didn't work. What do you need? We have a handout for you to look at. Take some time to consider which of these five types of sale representatives you would most likely be. Complete the short worksheet to see if you are right. Share your insights with a partner. Demonstrate value, and maintain momentum across the sales process. Create a sense of urgency by teaching customers about a problem they didn’t previously realize they had. Have clarity of direction.
Create value in the sales process. Sales reps talk to more individuals at a company than ever before Sales messaging tends to focus on products, not customer challenges Applications of the
Challenger Model
outside of sales and marketing You should have learned ... Learn a sustainable and proven model that will increase sales •They’ll learn to build sales challenges on your team
•Understand their role as that of a coach
•Identify Challenger capabilities on their team
•Plan individual and group exercises and
•Prepare to bring a challenger approach to sales calls A rep was struggling to gain traction with a prospective customer. The customer had just built a new headquarters facility and one of their competitors had been selected to furnish the building. The company seemed to have been cut out of the business, but the rep - a brand-new hire - still felt there was an opportunity to gain a foothold in the new building before the company took delivery from their competitor. After some persistence, she landed a meeting with the company’s head of real estate and facilities. One of the key priorities for this company was to create collaborative spaces where employees could more effectively interact with one another.
In looking at the architect’s designs, she was able to tell him, “Well, we have robust data that indicates that collaboration doesn’t happen in groups of eights. It happens in twos and threes, and when you get to seven it stops being productive. You may be building the wrong size conference rooms.”
“That’s great to know,” responded the customer, “but the conference rooms have already been built. What can we do about that now?” Decide what information your group would need.
What support structure your sales reps would require.
Come up with a creative, cost effective solution for your reps that will impress a potential customer.
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