The 25 most important tenets of the Challenger Sale approach
•Transferir como PPT, PDF•
21 gostaram•12,408 visualizações
Matt Heinz gave a presentation on applying the Challenger sale approach to better tell customer-centric stories that drive sales. He outlined three objectives: 1) telling better stories that increase volume, velocity and conversion; 2) applying the Challenger techniques of teach, tailor and take control to Smart Tuition's sales process; and 3) becoming comfortable operationalizing the Challenger approach in daily work. Heinz also shared the 25 most important tenets of the Challenger approach, such as leading with hypotheses of customer needs, painting pictures of negative futures, and being memorable rather than agreeable.
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Semelhante a The 25 most important tenets of the Challenger Sale approach
Semelhante a The 25 most important tenets of the Challenger Sale approach (20)
Mais de Heinz Marketing Inc
Mais de Heinz Marketing Inc (20)
Último
Último (20)
The 25 most important tenets of the Challenger Sale approach
- 1. Applying the Challenger Sale Approach Matt Heinz President, Heinz Marketing Inc matt@heinzmarketing.com @heinzmarketing
- 2. Three objectives today • How to tell better, customer-centric stories that drive volume, velocity and conversion among your prospects • Apply teach, tailor and take control to the Smart Tuition sales (and marketing) process • Begin getting comfortable with how to operationalize the Challenger approach in your daily activity
- 3. Based in CEB research
- 4. The 25 Most Important Tenets of the Challenger Approach
- 5. 1. How you sell is more important than what you sell
- 6. 2. You win by generating demand in a reluctant, risk- adverse customer environment
- 7. 3. Challengers push their customer’s thinking & help them compete more effectively
- 8. 4. Challengers teach, tailor & take control
- 9. 5. Solution selling is, by definition, a disruptive sale
- 10. 6. Reps who win tailor their message to a wide range of customer stakeholders
- 11. 7. You’re not as different from your competitors as you think
- 12. 8. Build a network of advocacy
- 13. 9. The value of your insights trumps the quality of your product
- 14. 10. Don’t discover what they know, teach them a new way of thinking altogether
- 15. 11. Rapport and reframe are not the same thing
- 16. 12. Logic alone is rarely enough to challenge the status quo
- 17. 13. Lead with a hypotheses of the customer’s needs
- 18. 14. Paint a picture of the negative future based on their current path Source: Jeff Thull
- 19. 15. Marketing is your “insight generation machine”
- 20. 16. Does the decision maker have the strong backing of her team?
- 21. 17. It is often faster to sell through stakeholders than to go directly to the decision maker
- 22. 18. Know individual stakeholder value drivers & the economic drivers of their business
- 23. 19. If it’s not urgent, it’s not worth solving
- 24. 20. Translate & enable customer centricity to sales (at a tangible, operational level)
- 25. 21. Invest in planning time
- 26. 22. Sales leadership requires an innovation mindset
- 27. 23. “If we had religiously followed our sales process, our three biggest deals would have never gotten done.”
- 28. 24. Design your team (and your time) for effectiveness, not efficiency
- 29. 25. Be memorable, not agreeable
- 30. Questions?
- 31. Thank You! Matt Heinz President, Heinz Marketing @heinzmarketing matt@heinzmarketing.com
Notas do Editor
- Over half of customer loyalty is a result of not what you sell but how you sell it People often prefer favorite over best
- Deep understanding of their business Team them something new
- Push customer out of their comfort zone (vs being accepted into it) Challenger focuses on customer vs. (relationship builder more concerned about customer convenience)
- Control, diplomacy and empathy Shift the discussion from price to value Be a world class teacher, not so much an investigator Know the customer’s world better, teach them what they don’t know but should
- Multiple stakeholders, different messages Otherwise risk losing control of the deal due to weak support across the org
- New ideas to help customers save money or make money Cost of problem they did or didn’t’ know they had
- New perspectives, tailored to their most pressing needs Compelling and assertive enough to ensure the message resonates AND drives action Reframe the way they think about their business – how they operate or even how they compete Much greater value in insight that changes or builds upon what they know in ways the couldn’t or haven’t discovered on their own
- Thoughtful reflection vs excited agreement ROI calculators should pursue the reframe, vs justify the product purchase
- Informed by your own experience & research Rather than leading with open-ended questions Show them something new and show them why it matters
- You can’t just elevate the conversation and cut everyone else out The team input is exactly what the decision maker values most
- Reps ability to influence in the exec suite is nowhere near as strong as stakeholder’s ability to do the same Instead of asking who needs to be involved, coach the customer on who needs to be involved
- Collaborate with reps to find innovative ways to move the deal forward Creatively modify deal-level sales strategy to specific customer context
- Sales success today isn’t about getting better at what you already know, it’s about creating an ability to tackle what you don’t know