SALES, MARKETING, AND COMMUNICATIONS PRACTICE

SALES EXECUTIVE COUNCIL

Differentiating the Purchase Experience

Driving Growth by Challenging Customers

Reluctant Customers
Characterization of Current B2B Customers
1 2 3

The Good

Customers time horizon extended

4

Contact turnover stabilized

5

Customers open to new ideas

The Bad

Customer spending still down

6 7 8

Price pressure still significant

9

The Ugly

Consensus requirements expanding

Customers pushing risk onto suppliers

Customers demanding increased customization

Customers using consultants to drive purchase

2012 The Corporate Executive Board Company. All Rights Reserved.

Make Me Smarter
Drivers of Customer Loyalty
Percentage of Contribution to Customer Loyalty

Representative Sales Drivers of Customer Loyalty

53%

Rep offers unique, valuable perspectives on the market Rep helps me navigate alternatives

9% 19%

Rep helps me avoid potential land mines Rep educates me on new issues and outcomes Supplier is easy to buy from
Sales Experience

19%
Company and Product and Value-to-Price Brand Impact Service Delivery Ratio

Supplier has widespread support across my company

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In Search of Answers
Quantitative Model to Determine the Drivers of High Performance

Sample List of Rep Attributes Tested

Attitudes
Desire to Seek Issue Resolution Willingness to Risk Disapproval

Skills/Behaviors
Business Acumen Customer Needs Assessment Communication

Activities
Sales Process Adherence Evaluation of Opportunities

Knowledge
Industry Knowledge Product Knowledge

Accessibility
Goal Motivation Extent of Outcome Focus Attachment to the Company Curiosity Discretionary Effort

Use of Internal Resources

Negotiation Relationship Management

Preparation
Lead Generation Administration

Solutions Selling
Teamwork

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Pattern Recognition
Sales Rep Profiles
The Hard Worker
Always willing to go the extra mile Doesnt give up easily Self-motivated Interested in feedback and development

The Challenger
Always has a different view of the world Understands the customers business Loves to debate Pushes the customer

The Relationship Builder

Builds strong advocates in customer organization Generous in giving time to help others Gets along with everyone

The Lone Wolf

Follows own instincts Self-assured Independent

The Problem Solver

Reliably responds to internal and external stakeholders Ensures that all problems are solved Detail oriented

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A Clear Winner
Core and High Performers, by Profile
Percentage of Core Performers Percentage of High Performers

39%
Percentage of Population

26%
23% 15% 25%

22%
17% 14% 12% 7%

The Challenger

The Lone Wolf

The Hard Worker

The Problem Solver

The Relationship Builder

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The Challenger Fingerprint

Challenger
Offers unique perspective
Teaches

Relationship Builder
Forms good relationships

Two-way communication skills

Knows customer value drivers Can ID economic drivers

Builds customer advocates

Builds cross-functional relationships

Gets along with Others

Tailors Can work with anyone Likeable

Is comfortable discussing money Asserts Control Can pressure the customer

Is genuine Accessible to the customer Gives time to help others Respects the customers time Generous with Time

Build Constructive Tension

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Reduce Customer Tension

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Taking the Long-Term View

Frequency of High Performance by Sales Rep Profile, Low versus High Complex Sales Environment
Relationship Builder

11% 18%

Percentage of Total High Performers

4% 7% 10%

Problem Solver

25%
Hard Worker

26%

Lone Wolf

25% 54%

Challenger

20%
Low Complexity Sale High Complexity Sale
8

2012 The Corporate Executive Board Company. All Rights Reserved.

Not Just Any Teaching

Commercial Teaching Attributes

1. Lead to Your Unique Strengths

2. Challenge Customers Assumptions

3. Catalyze Action

4. Scale Across Customers

2012 The Corporate Executive Board Company. All Rights Reserved.

A Purposeful Choreography
Deconstruction of a Commercial Teaching Pitch
Emotometer: Level of Customer Excitement
Positive

2. Reframe 5. A New Way

6. Our Solution

Neutral

1. Warmer

3. Rational Drowning
4. Emotional Impact

Negative

2012 The Corporate Executive Board Company. All Rights Reserved.

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What We Learned
Critical Components of the New High Performer Teach
Reframe the way customers view their business Teach for Differentiation

Assert Control
Pursue goals in a direct, not aggressive, way

Tailor
Link to stakeholders individual goals

Tailor for Resonance

Assert Control

The New High Performer

2012 The Corporate Executive Board Company. All Rights Reserved.

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Thank You

Download bonus materials:

www.thechallengersale.com

Join our Linked In Group:

The Challenger Sale from CEB

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