Challenger Sales - CEB

Its How You Sell,
CEB Sales Research

Not What You Sell
World Class Selling
Disrupting the Status Quo
© 2016 CEB. All rights reserved.

Quick Question:
What’s the most significant change you’ve

seen in your customers in the last 2 years?
2 © 2016 CEB. All rights reserved.

Today’s Selling Environment: More Challenging than Ever
Overwhelmed
Buyers
Increased Competition
& Price Pressure Tighter Capital Controls
Greater Consensus Explosion in Access to

Decision-Making Information
Empowered
Buyers

Customer Buying Decisions Involve Sellers Later
Customer Due
Diligence Begins Customer
Decision
37% 57%
Learn, Understand Needs, Evaluate Make

and Explore Options Options Decision
n = 1,460.
Source: CEB analysis.

Quick Question:
Loyalty:
As a customer, why do  I intend to continue doing
business with this vendor
you remain LOYAL to
 I will increase my spending
certain companies? with this vendor
 I say good things about this

vendor
5
Why Do Customers Remain Loyal?
53%
Percentage of Contribution to Customer Loyalty
9%
19%
19%
Company and Product and Value-to- Sales

Brand Impact Service Delivery Price Ratio Experience
6
Not Just Any Sales Experience, A Differentiated One
What customers want Unique, valuable perspectives

from sellers: on my business and/or market
Help me navigate alternatives

53%
Help me avoid potential mistakes
Teach me about new issues and

outcomes
Be supported within my organization
7
Finding 1: Five Dominant Approaches to Selling Exist
Hard Worker Challenger™
 I have strong process  I personalize sales messages to the

management skills customer
 I do not give up easily  I regularly teach my customers about
Problem Solver
 I am self-motivated their business
 I am interested in feedback  I know how to drive the customer to a
decision
 I reliably respond to internal and
external stakeholders
 I ensure that all problems
Relationship are solved Lone Wolf

 I am detail oriented
Builder
 I build advocates in  I follow my instincts
customer organization  I am self-assured
 I generously give time to help others  I am decisive and outspoken, even
 I am very interpersonal when it makes me unpopular

Finding 2: Performance In B2B Sales
RELATIONSHIP BUILDER 4%
PROBLEM SOLVER 7%
HARD WORKER 10%
LONE WOLF 25%
4.7x
High performers are
CHALLENGER 54% 4.7x more likely to be
Challengers in
complex sales
High Performers

Replicating The New High Performer
A Challenger...
Leverages Teaches Tailors Takes Control

Constructive Differentiating and Customizing sales Guiding customers to
Tension delivering commercial messaging for recommendation
insight through a businesses and by reinforcing the
Compelling customers to
dialogue individuals change’s value
act on an opportunity
10
Challengers Fundamentally Change the Sales Conversation
Traditional Approach Challenger™ Approach
All About US Mostly About THEM

(lead with) (lead to)
My Company & Share Insight About a

Products are Great Business Problem
Discuss the Impact of Not

We Provide You Value Addressing
It
Reveal How You Can Help

Please Sign Here
Them Change
11
Disrupting Status Quo
Statistically Significant Non-Statistically Significant
Contains
interesting Accessible
Easy to facts & & easy to
understand anecdotes find
Teaching Providing a Representing

customers compelling a “smart”
about reason why perspective
themselves action is
necessary

12
Reset Lead TO
differentiator
Criteria
Target stakeholders
Engage open to disruption
Early
13
Statistically Significant
Teaching Providing a
customers compelling
about reason
themselves why action
is
necessary

14
Quick Question:
How Many People are Involved on average in a typical

B2B Purchase Decision ?

Customer Consensus
6.8
16
Building Consensus
100%
6.8
Average Buying
4
Purchase Likelihood
Group Size
81%
60% 60%
53%
50% 55%
31%
0%
1 2 3 4 6 7+
Size of Buying Team
n = 3,000.
17
Customer Stakeholder Profiles
The Go-Getter The Skeptic The Friend
The Teacher The Guide The Climber The Blocker

20
Customer Stakeholder Profiles

21
Functional Customer Group
Mental Model A:
Goal
■
Priorities
■
+68%
Means
■
Premium
Metrics
■
Supplier
+23%
Mental Model B: Mental Model C: Future
■Goal Goal
■
Purchase
■Priorities Priorities
■
■Means Means
■
■Metrics Metrics
■

22
Finding Mobilizers- Progressively Disqualify
23
Gabriel Tsavaris
Executive Director
gtsavaris@CEBGlobal.com
0402 508708

Introduction to Challenger Skills: Teach
Five Dominant Approaches to Sales
Sales rep skill sets tend to align

with one of five approaches to
selling Sales Rep Selling Models
• Approaches at right represent The Challenger The Relationship Builder

groupings of skill strengths; While not
mutually exclusive, research indicates • Personalizes sales • Builds advocates in
wholesalers’ primary strengths align message to the client organization
with only one approach client • Generous in giving
• Knowledge of these sales models is • Knows how to drive time to help others
based on analysis of 10,000+ sales the client to a • Good interpersonal
people across 100+ organizations decision skills
• Delivers new insight
• This research represents the most
to clients
progressive and directly applicable
model for understanding how to drive
sales performance through a
differentiated sales experience
The Hard Worker The Lone Wolf The Problem Solver
• Strong process • Follows own • Reliably responds to

management skills instincts internal and external
• Doesn’t give up • Self-assured stakeholders
easily • Difficult to control • Ensures that all
• Self-motivated problems are solved
• Interested in • Detail oriented
feedback and
development
Source: Sales Executive Council’s Rep Skills Diagnostic
24
Clients Want Challengers™
To:
From:
“With demonstrated skill across “Although many financial advisors believe they
fundamental equity, fixed income and are creating a diverse and “safe” mix that
blended research strategies, we strive to focuses on yield for their clients, they are often
outperform and protect capital for our underestimating the riskiness of their fixed
clients through market cycles.” income investments. How have you been
investing amid today’s market volatility?”
Traditional Approach Challenger Approach
Proportion of High-Performing Sales People

54%
Challengers are 4.5

times more likely to
be high performers
12%
Average of Other Challenger

Approaches
25
What It Means to Challenge clients
Replicating the new top

performer requires building out
Critical Components of the Challenger™ Sales Model
the Challenger model in your
sales force.
Teaching: Reframing the way clients
view their business and their needs to
• The Challenger™ model becomes
increasingly more important as
set yourself apart in the market
the complexity of each sale
increases Tailoring: Link your capabilities to
clients’ individual goals to overcome
specific barriers to purchase
Taking Control: Proactively driving the

process by asserting the value of the
opportunity and managing client
momentum
Constructive Tension: A productive

force that moves the commercial
interaction into unfamiliar and/or
uncomfortable territory where the agent
feels compelled to take action
26
Teach clients into the funnel
Sales must reframe client Purchase Experience

Illustrative
how clients think about
their business to best While “soundbites” help
initiate a role. initially engage clients,
teaching compelling insights
is required for the client to
take action.
Teaching
Learn Define Needs Assess Options Make Decision
27
Hearing the signal through the noise
Commercial Insights Hierarchy of Information Conveyed Through Commercial Messages

challenge conventional Illustrative
wisdom, drive the client

towards action, and 1 General Information
lead back to your
2 Accepted Information
solution.
3 Thought Leadership
4 Insight
5
Commercial
Insight
What type of information

do our current messages
contain?
Source: CEB research.

28
Three ways to reframe
Types of Reframes
Do Clients Tend to Be Do Clients Often

Familiar with the Have an
Problem Your Understanding How clients Present
Solution Solves? of the Solution? Themselves
Underestimated Problem
Clients often appear Teach client that the problem is far
content in dealing with greater in magnitude, or needs to be
the issue. appreciated differently, and therefore
warrants an alternative approach.
Client often accepts Unrecognized Driver

the problem as a Teach client that a problem is driven by
“cost of doing a different root cause than they had realized,
business.” allowing the problem to be better managed.
Client appears ignorant Unanticipated Problem

or Teach client that an unrecognized problem is
completely ill-informed fast approaching, and will have a detrimental
of the issue. impact if not addressed.
While these are portrayed in light of business

challenges (as most successful commercial
teaching examples are), this framing equally
applies to upside opportunities.
29
LAST THINGS LAST
Effective commercial Dentsply Case in Point
teaching is about leading Illustrative
to your differentiators, not
leading with them.
■ Dentsply seeks to move

beyond feature-based
conversations.
■ Dentsply runs a
differentiator workshop to
identify a narrow set of
underappreciated
differentiators and build a
commercial teaching
message around them.
■ This enables reps to teach

customers the value of its
solution.
30
© 2015 CEB. All rights reserved
Group Activity: Develop A Reframe
Pick a client or client type

Think about ways HPE can help
Create your 3-3-3’s:
3 big changes for this client type
3 big objectives of the client’s business/entity
3 ways you can help your client’s business/entity improve?
Then complete this sentence:

Many of my clients assume: _______________________________,
however what they don’t understand is:_______________________
31
Now You Try: Develop Your Own Reframe

3 big objectives of the client’s business/entity
3 ways you can help your client’s business/entity improve?

Many of my clients assume: _______________________________,
however what they don’t understand is:_______________________
32
Preview of Tailoring
To communicate effectively, you must
customize your message.
Tailoring:
Customizing your message based on a client’s market and
individual attributes.
Sharpen your focus on the client through the 4

Lenses of Tailoring
Industry /
Segment
Type
Business
Type
Role
Individual
33
Preview of Taking Control
Taking Control: Proactively driving the buying process by asserting
the value of the opportunity and managing the client momentum
Momentum Value
Going Forward, Faster! Impact in the Customer’s Terms
• Set and manage deadlines and • Discuss ROI confidently

milestones • Address money/finances directly
• Move the customer forward • Align their company’s value to the
• Make course corrections and avoid customer
stalling • Express conviction around tailored
• Monitor and adjust velocity and solution’s impact
pacing • Address objections candidly
• Accelerate toward a decision
• Lose early (prioritise efforts on high-
potential deals)
34
Introduction to Challenger Skills: Tailor & Take Control
Roadmap
Tailoring Taking Control Next Steps
36
What It Means to Challenge clients
Replicating the new top

performer requires building out
Critical Components of the Challenger™ Sales Model
the Challenger model in your
sales force.
Teaching: Reframing the way clients
view their business and their needs to
• The Challenger™ model becomes
increasingly more important as
set yourself apart in the market
the complexity of each sale
increases Tailoring: Link your capabilities to
clients’ individual goals to overcome
specific barriers to purchase
Taking Control: Proactively driving the

process by asserting the value of the
opportunity and managing client
momentum
Constructive Tension: A productive

force that moves the commercial
interaction into unfamiliar and/or
uncomfortable territory where the agent
feels compelled to take action
37
Remember Our Group Activity: Developing a Reframe

Elements of
Tailoring
3 big objectives of the client’s business
3 ways you can help your client’s business improve?

Many of my clients assume: insert sample language here,
however what they don’t understand is: insert sample language here
38
Preview of Tailoring
To communicate effectively, you must
customize your message.
Tailoring:
Customizing your message based on a client’s market and
individual attributes.
Sharpen your focus on the client through the 4

Lenses of Tailoring
Industry/
Segment
Type
Business
Role
Individual
39
Tailoring to the Client’s Industry and Business
Industry Industry
Type
Business Business
Role Role
Individual Individual
Industry Type Lens Business/ Entity Lens

Know… …So You Can Know… …So You Can
Current news How the entity Align your solution to

headlines and trends operates the entity’s objectives
Address any
Macroeconomics and opportunities and/or What are its
geopolitics associated risks obligations Focus your solutions
to help them meet
Who are the constituent demands
constituents
Strategic goals Frame your insights
(growth, international with those goals
expansion, etc.)
40
Tailoring to the Client’s Role and to the Individual
Industry Industry
Business Business
Role Role
Resonance By Role Individual Lens

Know This… …So You Can Know This… …So You Can
Their functional priorities Communicate in language Their professional/business Ensure alignment of your
that will resonate with them goals own objectives and help
address them with your
Their level of altitude Connect to their business
solution
(strategic or operational) in priorities (e.g., financial
the firm obligations, metrics) Their communication style Maximize their
comprehension of your
messages
Their responsiveness to you Adjust your approach to be
– and HPE more relevant
41
Exercise: Know Yourself
Directions:
• Review the list of adjectives in the boxes below
• Select the box that identifies you most closely
• You have to choose one—you cannot split between two
1 2 3 4
Enthusiastic Candid Organized Diplomatic
Outgoing Strong-Willed Thorough Loyal
Persuasive Results-Oriented Logical Supportive
Spontaneous Independent Accurate Cooperative
Ambitious Decisive Systematic Dependable
42
Leverage the discussion today as your tailor to the individual
Less Emotionally Responsive,
Task Oriented
The Analytic The Driver

“Let me think about this.” “Let’s take action on this.”
• Organized • Accurate • Candid • Decisive

• Thorough • Systematic • Results-Oriented • Independent
• Logical • Strong-Willed
Less Assertive, More Assertive,
Ask Oriented Tell Oriented
The Amiable The Expressive
“Let’s meet to discuss this.” “Let me tell you my ideas about this.”
• Diplomatic • Dependable • Enthusiastic • Outgoing

• Loyal • Cooperative • Ambitious • Persuasive
• Supportive • Spontaneous
More Emotionally Responsive,

43
Relationship Oriented
Roadmap
44
Increased sales complexity leads to longer sales cycles and more deals
ending in ‘no decision’
Phase 1 Phase 2 Phase 3
Purchase
Product Client’s Time/ Agreement Time/
Decision
Selling Status Quo Effort on a Vision Effort
(Win, Loss)
Purchase
Impact of Client’s Agreement
Decision
Complexity Status Quo on a Vision
(Win, Loss)
No Decision
45
What is Taking Control?
the value of the opportunity and managing the client momentum
Momentum Value
• Set and manage deadlines and • Discuss ROI confidently

milestones • Address money/finances directly
• Move the customer forward • Align their company’s value to the
• Make course corrections and avoid customer
stalling • Express conviction around tailored
• Monitor and adjust velocity and solution’s impact
pacing • Address objections candidly
• Accelerate toward a decision
• Lose early (prioritise efforts on high-
potential deals)
46
Sample Steps to a Successful Sale
Steps in the Buying Process

Installed and
Gained Presented Case Prompted
Gathered Consensus from for Change to Procurement to
Customer Organizational Stakeholders on
Demo
Secure Additional Issue a Purchase
Data Budget Order
Steps
Purchase
Status Quo Decision
(Win, Loss)
Sent Spoke to Shared Client Sent

Template for Customer IT Value Stories Pricing
Implementation Department Information
Evaluation
Seller
Steps
Steps in the Selling Process
47
Client Verifiers
Client Verifier:
A client’s reaction to the sales interaction that indicates that
the client is ready and willing to move forward
Client-Driven
Binary Tangible
Either/Or Hard Evidence
Examples: Examples:
• Did the client say it or • The client produces the
not? data you have asked
• Did the client come for.
through on your • The client responds
Powerful Request or with concrete numbers
not? (dates, amounts, etc.)
48
Moving the client from Status Quo to Purchase Decision
? ? ?
Client Purchase
Status Quo Decision
? ? ? ?
49
Roadmap
50
Constructive Tension
Challengers create Constructive Tension

when…
• …teaching a client an insight that impacts
them dramatically
• …tailoring commercial messages so they

“hit close to home”
• …taking control and managing the course

of the buying process
51
Introduction to Challenger Skills: Constructive Tension
Roadmap
Constructive Applying Next Steps

Tension Challenger in the
real world
53
Teaching & Tailoring
Commercial Teaching: Reframing how your customer views their

business in a way that inspires action towards your solution
Make the customer Drive toward Lead to your

think differently action solution
 Grabs attention  Highlights risk of status  Illustrates path forward

 Demonstrates quo  Links to your product
understanding  Calls customer to action set
Tailoring: Customizing your message to resonate with the customer
Industry
Industry: Headlines, Trends, Risks
Company
Company: Strategic Goals, Competitive Edge, Customer Value
Role
Role: Level of Altitude, Functional Priorities
Individual
Individual: Communication Style, Individual Business Goals
Taking Control & Constructive Tension
the value of the opportunity and managing the customer momentum
Momentum Value
• Set and manage deadlines and milestones • Discuss ROI confidently

• Move the customer forward • Address money/finances directly
• Make course corrections and avoid stalling • Align their company’s value to the
• Monitor and adjust velocity and pacing customer
• Accelerate toward a decision • Express conviction around tailored
• Lose early (prioritise efforts on high- solution’s impact
potential deals) • Address objections candidly
Constructive Tension: Constructive Tension is a productive force that

moves the commercial interaction into unfamiliar and/or uncomfortable
territory where the customer feels compelled to take action
Dial of Tension
No Tension Tension
• Relaxed • Stressed
• No need for action • Shut down, refuse action
Constructive Tension
• Intrigued
• Need for Action
Diagnosing My Constructive Tension Quotient
Directions:
•Review the statements below. Circle true or false based on how you believe you interact with customers
•Wait for instructions from the facilitator for calculating your quotient
True or
Statement
False
1 I am direct and candid when addressing the customer’s business problems T F
2 My customers always feel relaxed when we meet T F
3 I address unexpected concerns or information in the moment with customers T F
4 I’m often surprised by the discoveries I make in sales conversations T F
5 I generate new ideas with the customer in my sales calls T F
6 Customers very rarely disagree with me T F
7 I am comfortable with extended silences in sales calls T F
8 Customers often tell me “I never thought about it that way” T F
9 I am prepared with open questions to use in my sales calls T F
10 When a customer presents me with a problem, I typically present an array of
T F
solutions in my final presentation to him or her
56
What is Constructive Tension
Challengers create Constructive Tension

when…
• …teaching a client an insight that impacts
them dramatically
• …tailoring commercial messages so they

“hit close to home”
• …taking control and managing the course

of the buying process
57
Another Way to Think About Constructive Tension
Panic Zone
Are we assessing where Learning Zone

are our customers
are when we are
teaching them
something new?
Comfort Zone
58
Roadmap

real world
59
Remember Our Group Activity: Developing a Reframe

Elements of
Tailoring
3 big objectives of the client’s entity
3 ways you can help your client’s entity improve?

Many of my clients assume: insert sample language here,
however what they don’t understand is: insert sample language here
60
And Remember Our Tailoring…
Industry Industry
Business Business
Role Role
Resonance By Role Individual Lens

Know This… …So You Can Know This… …So You Can
Their functional priorities Communicate in language Their professional/business Ensure alignment of your
that will resonate with them goals own objectives and help
address them with your
Their level of altitude Connect to their business
solution
(strategic or operational) in priorities (e.g., financial
the business obligations, metrics) Their communication style Maximize their
comprehension of your
messages
Their responsiveness to you Adjust your approach to be
– and HPE more relevant
61
How Would You Raise the Tension in Your Message?
Measured Investigation:
Digging into the customer’s beliefs and perception of their current reality. This includes any challenges
that they are facing and their plan for addressing these challenges.
Measured Investigation consists of:
Targeted
Examining Strategic Use
? Questions
Assumptions of Silence
and Requests
“If you are deciding in “That’s interesting you “…”
the next week, what don’t see a need for
additional information insurance… what do
could I prepare to you see as some of
help you decide the factors that put
which option is best you and your family at
for you?” risk?”
62
Practice
Directions:
1. Set up into groups of 3
1 Seller
1 Client
1 Observer
2. For 5 minutes, have a two-way dialogue to move your client to the next step using Teaching,
Tailoring, Taking Control And Constructive Tension
3. Spend 5 minutes debriefing
4. Switch roles
63
Observation Guide
1. What evidence did you see that the seller conducted research and properly prepared before your
meeting?
2. When did the seller Teach, Tailor, Take Control, and leverage Constructive Tension?
• Constructive Tension 
• Teaching 
• Tailoring 
• Taking Control 
3. What was the sales experience like for the customer?
4. What selling behaviors were particularly strong? What are some areas for improvement against the
Challenger skills?
64
Roadmap

real world
65
Continue the Application
Right Now: Pull out your phone or other device used to send email. Send the following
email to your manager:
 “I’ve learned a great deal today, as well as come up with some new ideas for my Challenger
Opportunities. I look forward to meeting with you to discuss my progress and how we can
take Challenger forward. Please let me know what times [next week] would be best for us to
meet.”
66
Gabriel Tsavaris
Executive Director
gtsavaris@CEBGlobal.com
0402 508 708

Challenger Sales - CEB

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Its How You Sell,

CEB Sales Research

© 2016 CEB. All rights reserved.

What’s the most significant change you’ve

2 © 2016 CEB. All rights reserved.

Greater Consensus Explosion in Access to

© 2016 CEB. All rights reserved.

Learn, Understand Needs, Evaluate Make

4 © 2016 CEB. All rights reserved.

 I say good things about this

Company and Product and Value-to- Sales

What customers want Unique, valuable perspectives

Help me navigate alternatives

Teach me about new issues and

Be supported within my organization

 I have strong process  I personalize sales messages to the

Relationship are solved Lone Wolf

8 © 2015 CEB. All rights reserved.

LONE WOLF 25%

89 © 2015 CEB. All rights reserved.

Leverages Teaches Tailors Takes Control

Traditional Approach Challenger™ Approach

All About US Mostly About THEM

My Company & Share Insight About a

Discuss the Impact of Not

Reveal How You Can Help

Teaching Providing a Representing

© 2016 CEB. All rights reserved.

© 2016 CEB. All rights reserved.

How Many People are Involved on average in a typical

15 © 2016 CEB. All rights reserved.

The Go-Getter The Skeptic The Friend

The Teacher The Guide The Climber The Blocker

18 © 2015 CEB. All rights reserved.

19 © 2015 CEB. All rights reserved.

© 2016 CEB. All rights reserved.

© 2016 CEB. All rights reserved.

Sales rep skill sets tend to align

• Approaches at right represent The Challenger The Relationship Builder

• Strong process • Follows own • Reliably responds to

Source: Sales Executive Council’s Rep Skills Diagnostic

Traditional Approach Challenger Approach

Proportion of High-Performing Sales People

Challengers are 4.5

Average of Other Challenger

Replicating the new top

Taking Control: Proactively driving the

Constructive Tension: A productive

Source: Sales Executive Council’s Rep Skills Diagnostic

Sales must reframe client Purchase Experience

Learn Define Needs Assess Options Make Decision

Commercial Insights Hierarchy of Information Conveyed Through Commercial Messages

wisdom, drive the client

What type of information

Source: CEB research.

Do Clients Tend to Be Do Clients Often

Client often accepts Unrecognized Driver

Client appears ignorant Unanticipated Problem

While these are portrayed in light of business

■ Dentsply seeks to move

■ This enables reps to teach

Pick a client or client type

Then complete this sentence:

Pick a client or client type