![]() ![]() The completed visual confection can be used in sales training to enable salespeople to quickly internalize and remember the message through immersion in active learning role-playing. The visual storytelling creation process using an adaption of The Challenger Sale message structure, captures the seller's unique capabilities from the buyer's perspective in a visual confection and a story that can be used to educate buyers and help them appreciate the unique value in using their products/services. Big Pictures Help Buyers Appreciate the Difference The sales profession needs it.The Challenger Sale and Whiteboarding Visual Storytelling a powerful enabler for The Challenger Sale approach. And, as I said from the onset, I personally thank you for doing this research. I know that everyone who reads this interview will appreciate it. JILL: Matt & Brent, thanks a million for writing The Challenger Sale and for sharing your thoughts today. Grainger and ADP-that show how these insights are identified and then turned into tools that the average salesperson can use to create an insight-led sales conversation with the customer. In the book, we share several case studies-including stories from W.W. The job of identifying teachable insights is the job of marketing in most organizations. You'll end up having reps teach customers about problems you can't solve and, potentially, ones your competitors can. The last thing you want is your individual reps figuring out what to teach on their own. ![]() Aside from the organization's role in creating new training to educate reps on Challenger skills and equipping sales managers to coach to Challenger behaviors, the organization plays a huge role in terms of helping reps to figure out what to teach their customers. MATT: To pick up on Brent's point, challenging is as much about organizational capability as it is about individual skills. ![]() What can they do to create more Challenger reps? I'd love some specific examples. JILL: Let's talk about sales organizations. Of course, it makes sense to adjust your recruiting approach to look for Challengers on the open market when you're looking to backfill positions or hire for new positions.īut, our experience has been that with the right tools, training and coaching, the majority of reps can be equipped to at least play the role of the Challenger when in front of the customer. If it's not your primary style, can you turn yourself into one? And, if so, what do you have to do?īRENT: We believe that Challengers are made, they're not just born. JILL: You say that only a small percent of reps are naturally Challengers. This is absolutely critical when dealing with highly risk-averse customers who are content with the status quo. This isn't about being pushy or aggressive, rather it's about being assertive-around everything from the insights they share to the way they negotiate on pricing. This is obviously a “select for” skill in a world where complex sales demand more and more consensus in order to get done. They tailor those insights to the different types of customer stakeholders they're engaging. This is a very different type of sales conversation than what most reps deliver. They share new ideas for making money or saving money that customers themselves hadn't even realized existed. They teach the customer during the sales interaction. According to the data, there are three things Challengers do differently. What kinds of things will Challengers do that others won't? ![]() JILL: Can you define the Challenger style in more depth. Their research has major implications on sales success in today's business environment. Today I continue my interview with Brent Adamson and Matthew Dixon, author of the groundbreaking new book, The Challenger Sale. ![]()
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