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Compete and Win in a
Customer Empowered World
The Challenger SaleTM
© 2016 CEB. All rights reserved
A Different Kind Of Buying
57%
Customer Due Diligence Begins
Customer Purchase Decision
The Commercial Experience Is the Single Most Important Customer Loyalty Driver
Loyal customers buy more products more frequently and also advocate for your business.
Company and
Brand Impact
Product and Service
Delivery
Value-to-Price
RatioSales
Experience
53%
9%19%
19%
Percentage of Contribution to Customer Loyalty
© 2016 CEB. All rights reserved
© 2016 CEB. All rights reserved
Unique, valuable perspectiveson my business and/or market
Help me navigate alternatives
Help me avoid potential mistakes
Teach me about new issues and outcomes
Be supported within my organization
What Customers Want From Sellers
Percentage of Contribution to Customer Loyalty
53%
More People, More Views
0%
40%
80%
12% 12%
75%
Disagree or Strongly
Disagree
Neither Agree nor
Disagree
Agree or Strongly
Agree
Q: “People from a Wide Variety of Roles, Teams, and Locations Were Involved in This Purchase.”
© 2016 CEB. All rights reserved
Stakeholder A
Mental Model
Goals
Priorities
Beliefs
Stakeholder B
Mental Model
Goals
Priorities
Beliefs
Stakeholder C
Mental Model
Goal
Priorities
Beliefs
The Lowest Common Denominator
© 2016 CEB. All rights reserved
Sample Attributes Tested
Attitudes
• Desire to Seek Issue
Resolution
• Willingness to Risk
Disapproval
• Accessibility
• Goal Motivation
• Outcome Focus
• Attachment to the
Company
• Curiosity
• Discretionary Effort
Skills/Behaviors
• Business Acumen
• Customer Needs
Assessment
• Communication
• Use of Internal Resources
• Negotiation
• Relationship Management
• Solutions Selling
• Teamwork
Activities
• Sales Process Adherence
• Evaluation of Opportunities
• Preparation
• Lead Generation
• Administration
Knowledge
• Industry Knowledge
• Product Knowledge
Potential Drivers Of High Performance
© 2016 CEB. All rights reserved
Five Dominant Approaches to Selling
The Lone
Wolf
The Relationship
Builder
The Problem
Solver
Follows own instincts
Self-assured
Difficult to
control
Builds advocates in
customer organization
Generous in giving time
to help others
Good interpersonal skills
Reliably responds to
internal and external
stakeholders Ensures that all
problems are solved
Detail oriented
The Hard
Worker
Strong process
management skills
Doesn’t give up easily
Self-motivated Interested in feedback
and development
The Challenger
Personalizes sales
message to the customer
Delivers new insight
to customers
Knows how to drive
the customer to a
decision
Although not mutually exclusive, our research has shown that sellers’ main strengths tend to fall into one of the following five behavioral profiles:
© 2016 CEB. All rights reserved
Profile of a High Performer
Percentage of Core Performers
Percentage of High Performers
The Lone
Wolf
The
Challenger
The Hard
Worker
The Problem
Solver
The Relationship
Builder
Pe
rce
nta
ge
of
Po
pu
lati
on
23%
39%
15%
25%22%
17%14%
12%
26%
7%
© 2016 CEB. All rights reserved
The Lone
Wolf
The
Challenger
The Hard
Worker
The Problem
Solver
The
Relationship Builder
Transactional Selling Complex Selling
54%
20%
25%26%
25%
10%18%
7%
4%11%
4.7xHigh performers are
more likely to be Challengers
in complex environments.
High Performers Use ChallengerTM Behaviors in Complex
Selling Environments
Even as sales interactions become increasingly more complicated, the Challenger continues to dominate as a top selling style. Challengers of all performance levels average 14% higher goal attainment.
Percentage of High-Performing Sales-Professionals
© 2016 CEB. All rights reserved
Replicating the new high performer requires implementing the Challenger™ model in your sales organization.
Takes ControlGuiding customers to recommendation by reinforcing the change’s
value
TeachesDifferentiating and delivering commercial insight through a dialogue
TailorsCustomizing sales messaging for businesses and
individuals
A Challenger...
Builds
Constructive
TensionCompelling customers to act on an opportunity
ChallengerTM Behaviors That Lead to Commercial Success
© 2016 CEB. All rights reserved
Challenger
• Offers unique perspective
• Two-way communication skills
• Knows customer value drivers
• Can ID economic drivers
• Comfortable discussing money
• Can pressure the customer
Relationship Builder
• Forms good relationships
• Builds customer advocates
• Builds cross-functional relationships
• Can work with anyone
• Is genuine
• Accessible to the customer
• Gives time to help others
• Respects the customer’s time
Build Constructive Tension Reduce Customer Tension
Tailors
Asserts
Control
Teaches Gets along with
Others
Likeable
Generous
with Time
The Challenger Fingerprint
© 2016 CEB. All rights reserved
Challenger Selling™ Is a Clear Path to Disruption
To alter customers’ purchase direction, suppliers must teach them something new about their own business and plot a clear course of action.
Drivers of Changing a Buyer’s Direction
n = 545.Source: CEB analysis.
• Changing a customers’ direction is
positively correlated with greater purchase satisfaction, recognition of
value, likelihood to recommend, and likelihood of viewing the supplier as a
strategic partner.
• Importantly, “representing a smart
or expert perspective,” which lies at the heart of most thought
leadership, did not alter customers’ direction.
Representing a Smart or Expert
Perspective
Teaching the Customer
Something New About His/Her Ow n
Business Needs or Challenges
Providing the Customer w ith
Compelling Reasons Why It
Was Necessary to Take Action
Being Easy to Understand
Containing Interesting Facts
or Anecdotes
Being Accessible or Quick to Find
0.446
0.302
0.013
(0.047)(0.096)
(0.132)
Statistically Significant
Drivers
Non-Statistically Significant
Drivers
Customers are most likely to reset buying criteria when
confronted with surprising information about their business.
Mag
nit
ud
e o
f
Dri
ve
r Im
pact
© 2016 CEB. All rights reserved
Thought Leadership or Commercial Insight?
To find the right messaging for teaching and tailoring, Challengers must cut through layers of information types and their relevance, ultimately landing on a core commercial insight.
Commercial Insight
Be Newsworthy
Be Frame-Breaking
Lead to Supplier
General Information
Accepted Information
Thought Leadership
Be Credible/Relevant
Insight
Commercially insightful messages lead back to the supplier exclusively and also challenge conventional wisdom.
© 2016 CEB. All rights reserved
Lead to, Not With
Commercial Teaching Choreography
Negative
Neutral
Positive
Business Problem and What
Customer Is Currently Doing
New Customer Approach
(Leading to Your Solution)
“E
mo
tom
ete
r”:
Le
ve
l of C
usto
me
r E
xcit
em
en
t
Highlight What
Customer Is Missing
Warmer
Building credibility by reading their mind; demonstrating empathy
Reframe
First reframe of unrecognized problem, need, or assumption
Emotional
Impact
Psychological features of the problem or its presence in the individual’s workflow; humanizing the problem
A New Way
Forward
A new framework for addressing the problem, implicitly tied to the supplier value proposition
Our Solution
Supplier services or solutions linked back to key teaching points; highlighted path to implementation
Rational
Drowning
Gradual intensification of the problem, both in degree and closeness to the customer
© 2016 CEB. All rights reserved
A B
Challenger™ Development at Statoil Fuel & Retail
Statoil Fuel & Retail (SFR) sought to enable greater success in increasingly complex deals. Through partnership with CEB, the company implemented the Challenger™ model to teach its customers something new and deliver a differentiated sales experience. This led to an increase in B2B fuel sales and allowed SFR customers to save
money.
© 2016 CEB. All rights reserved
CHALLENGER
SELLING™
The Keys To Success
© 2016 CEB. All rights reserved
Win a Challenger Sale book!
cebglobal.com/uk
The_Challenger Sale from CEB@CEB_Challenger
Drop your business card off to me or drop it in the bowl. We will
draw out 10 lucky winners and send them a free copy of The
Challenger Sale.
Thank you
Delfim Pereira