Read ePub ✓ The Challenger Customer ç Selling to the Hidden Influencer Who Can Multiply Your Results ☆ Brent Adamson

pdf Ù Selling to the Hidden Influencer Who Can Multiply Your Results Á Brent Adamson

pdf Ù Selling to the Hidden Influencer Who Can Multiply Your Results Á Brent Adamson Four years ago the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales Now their latest research reveals something evensurprising Being a Challenger seller isn't enough Your success or failure also depends on who you challenge Picture your ideal customer friendly eager to meet ready to coach you through the sale and champion your products and services across the organization It turns out that's the last person you need Most marketing and sales teams go after low hanging fruit buyers who are eager and have clearly articulated needs That's simply human nature; it's much easier to build a relationship with someone who always makes time for you engages with your content and listens attentively But according to brand new CEB research based on data from thousands of B2B marketers sellers and buyers around the world the highest performing teams focus their time on potential customers who are farskeptical far less interested in meeting and ultimately agnostic as to who wins the deal How could this be? The authors of The Challenger Customer reveal that high performing B2B teams grasp something that their average performing peers don't Now that big complex deals increasingly reuire consensus among a wide range of players across the organization the limiting factor is rarely the salesperson's inability to get an individual stakeholder to agree to a solution More often it's that the stakeholders inside the company can't even agree with one another about what the problem is It turns out only a very specific type of customer stakeholder has the credibility persuasive skill and will to effectively challenge his or her colleagues to pursue anythingambitious than the status uo These customers get deals to the finish line faroften than friendlier stakeholders who seem so receptive at first In other words Challenger sellers do best when they target Challenger customers The Challenger Customer unveils research based tools that will help you distinguish the Talkers from the Mobilizers in any organization It also provides a blueprint for finding them engaging them with disruptive insight and euipping them to effectively challenge their own organization After reading the Challenger Sale I came across the Challenger Customer I thought to myself it has the word 'customer' in it so it must be good This book was great Definitely exceeded my expectations and it brought the information I read in Challenger Sale full circle Just as the Challenger Sale was a book about the transformation of the Selling Experience the Challenger Customer is a book about new and evolved Buying experience for customer To be successful sales reps need to excel at selling but they also need to excel at enabling their customers in buying

eBook The Challenger Customer

Read ePub ✓ The Challenger Customer ç Selling to the Hidden Influencer Who Can Multiply Your Results ☆ Brent Adamson ´ ❰Epub❯ ❤ The Challenger Customer: Selling to the Hidden Influencer Who Can Multiply Your Results Four years ago the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales Now their latest research reveals something evensurprising Being a Challenger seller isn't enough Your success or failure also depends on who you challenge Picture your ideal customer friendly eager to meet ready to coach you through the sale and champion your products and services across the organization It turns out that's the last person you need Most marketing and sales teams go after low hanging fruit buyers who are eager and have clearly articulated needs That's simply human nature; it's much easier to build a relationship with someone who always makes time for you engages with your content and listens attentively But according to brand new CEB research based on data from thousands of B2B marketers sellers and buyers around the world the highest performing teams focus their time on potential customers who are farskeptical far less interested in meeting and ultimately agnostic as to who wins the deal How could this be? The authors of The Challenger Customer reveal that high performing B2B teams grasp something that their average performing peers don't Now that big complex deals increasingly reuire consensus among a wide range of players across the organization the limiting factor is rarely the salesperson's inability to get an individual stakeholder to agree to a solution More often it's that the stakeholders inside the company can't even agree with one another about what the problem is It turns out only a very specific type of customer stakeholder has the credibility persuasive skill and will to effectively challenge his or her colleagues to pursue anythingambitious than the status uo These customers get deals to the finish line faroften than friendlier stakeholders who seem so receptive at first In other words Challenger sellers do best when they target Challenger customers The Challenger Customer unveils research based tools that will help you distinguish the Talkers from the Mobilizers in any organization It also provides a blueprint for finding them engaging them with disruptive insight and euipping them to effectively challenge their own organization Challenger Customer has a couple of interesting ideas Consensus between large groups of customers is reuired for sales to large customers 54 people on average Mobilizers regardless of title help drive consensus Mobilizers are often challenging to sell to but are useful than talkers It’s the job of the seller to coach mobilizers on how to drive consensus and facilitate the process through active discussion of core issuesI generally found some of the sales ideas helpful and insightful Many of the marketing ideas feel less well formed The suggestion of fewer insightful content pieces revolving around customer insights does not feel groundbreaking

Brent Adamson Á Selling to the Hidden Influencer Who Can Multiply Your Results reader

The Challenger Customer Selling to the Hidden Influencer Who Can Multiply Your ResultsFour years ago the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales Now their latest research reveals something evensurprising Being a Challenger seller isn't enough Your success or failure also depends on who you challenge Picture your ideal customer friendly eager to meet ready to coach you through the sale and champion your products and services across the organization It turns out that's the last person you need Most marketing and sales teams go after low hanging fruit buyers who are eager and have clearly articulated needs That's simply human nature; it's much easier to build a relationship with someone who always makes time for you engages with your content and listens attentively But according to brand new CEB research based on data from thousands of B2B marketers sellers and buyers around the world the highest performing teams focus their time on potential customers who are farskeptical far less interested in meeting and ultimately agnostic as to who wins the deal How could this be? The authors of The Challenger Customer reveal that high performing B2B teams grasp something that their average performing peers don't Now that big complex deals increasingly reuire consensus among a wide range of players across the organization the limiting factor is rarely the salesperson's inability to get an individual stakeholder to agree to a solution More often it's that the stakeholders inside the company can't even agree with one another about what the problem is It turns out only a very specific type of customer stakeholder has the credibility persuasive skill and will to effectively challenge his or her colleagues to pursue anythingambitious than the status uo These customers get deals to the finish line faroften than friendlier stakeholders who seem so receptive at first In other words Challenger sellers do best when they target Challenger customers The Challenger Customer unveils research based tools that will help you distinguish the Talkers from the Mobilizers in any organization It also provides a blueprint for finding them engaging them with disruptive insight and euipping them to effectively challenge their own organization The gist of the book is as follows#1 Challenge buyers by showing them their status uo is not good enough and is cutting into profit wasting effort andor increasing risk#2 Partner with and enable Mobilizers inside the buying organization to drive consensus around the problem the solution and vendor selectionLike The Challenger Seller I gave this book 5 stars for the uality of the overall insights Of the two books this one is better and is inclusive of the content in its predecessor Also like The Challenger Seller this one suffers from a LOT of redundancy and out of order content a natural conseuence of having too many authors without painstakingly meticulous editing Unlike The Challenger Seller the Challenger Customer does a much better job of justifying conclusions & recommendations by providing references to studies with decent sample sizesHere is a detailed summaryClosing a complex deal reuires collective consensus from on average 54 decision makers as they march through the three main stages of the buying cycle 1 problem definition 2 supplier independent solution identification 3 supplier selection“On average customers are 57 percent of the way through a typical purchase process prior to proactively reaching out to a supplier’s sales rep for their direct input on whatever it is that they’re doing”Successful repsa Challenge customers’ beliefs with a new and compelling insight to make money save time or lower risk This insight must provide a compelling reason to take action now by explicitly laying out why the customer’s current behavior is not “good enough” and is costing them time or money in ways they never realizedb Leverage online diagnostics and pain not ROI calculatorsc Partner with buyer stakeholders called “Mobilizers” who are able to i drive change and ii build consensus Mobilizers can be identified because they do all of the following i ask challenging thought providing uestions rather than just listening & agreeing ii focus on the greater good of the organization rather than their personal goals and iii agree to take on research or tasksd Enable Mobilizers by providing THEM with sales tools workshops proof points stories etce Find the strategic overlap between the each stakeholder’s goals and then facilitatebuild convergence to get to a collective yes around a single overarching business goalvisionf Identify and convert Blockers especially by leveraging supportive buyer stakeholdersg Align the stages of the buying process with verifiers buying signals These are expected actions the customer must take Examples include commits to analysis commits to seller demo & states we are the preferred vendor