Finally, they confront the traditional idea that sales is primarily about relationships - and conclude that “the best sales people don’t just build relationships with customers - they challenge them”. This mantra is often summarised as teach > tailor > take control. They go on: “Rather than acquiescing to the customer’s every demand or objection, they are assertive, pushing back when necessary and taking control of the sale”. Here’s what the authors have to say: “Instead of bludgeoning customers with endless facts and features about their company and products, Challenger sales people are supposed to approach customers with unique insights about how they can make or save money, and then tailor their sales message to the customer’s specific needs and objectives.”
Xbox one liquid metal controller full#
It requires the full commitment of both sales and marketing if it is to succeed. The first thing to make clear is that you can’t hope to successfully implement any sales methodology by simply sending people on a training course or (even worse) giving them a book to read, but this is particularly true for Challenger.
In a number of instances, Challenger Selling has transformed sales performance - but in others, it has failed to achieve the hoped-for results.
“The Challenger Sale” by Matthew Dixon and Brent Adamson has been one of the most talked-about sales books of the past decade - and has been described by no less an authority than SPIN-Selling author Neil Rackham as “the most important advance in selling for many years”.īased on an impressive body of research, the book sets out an attractive and seductive formula for achieving sales success - and it’s attracted the attention of a significant number of CEOs who are looking for a way to differentiate their organisation from the competition and accelerate revenue growth.īut as many have discovered, adopting Challenger is neither a miracle cure nor a sure-fire recipe for success.
0 kommentar(er)
