Professional Documents
Culture Documents
Overwhelmed
Buyers
Increased Competition
& Price Pressure Tighter Capital Controls
Empowered
Buyers
Customer Due
Diligence Begins Customer
Decision
37% 57%
n = 1,460.
Source: CEB analysis.
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
5
Why Do Customers Remain Loyal?
53%
Percentage of Contribution to Customer Loyalty
9%
19%
19%
6
Not Just Any Sales Experience, A Differentiated One
7
Finding 1: Five Dominant Approaches to Selling Exist
Hard Worker Challenger™
4.7x
High performers are
CHALLENGER 54% 4.7x more likely to be
Challengers in
complex sales
High Performers
A Challenger...
10
Challengers Fundamentally Change the Sales Conversation
11
Disrupting Status Quo
Statistically Significant Non-Statistically Significant
Contains
interesting Accessible
Easy to facts & & easy to
understand anecdotes find
Target stakeholders
Engage open to disruption
Early
© 2016 CEB. All rights reserved.
13
Disrupting Status Quo
Statistically Significant
Teaching Providing a
customers compelling
about reason
themselves why action
is
necessary
6.8
© 2016 CEB. All rights reserved.
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
17 © 2015 CEB. All rights reserved.
Customer Stakeholder Profiles
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
■
23
Gabriel Tsavaris
Executive Director
gtsavaris@CEBGlobal.com
0402 508708
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?”
12%
26
Teach clients into the funnel
Teaching
27
Hearing the signal through the noise
4 Insight
5
Commercial
Insight
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.
29
LAST THINGS LAST
Effective commercial Dentsply Case in Point
teaching is about leading Illustrative
to your differentiators, not
leading with them.
■ Dentsply runs a
differentiator workshop to
identify a narrow set of
underappreciated
differentiators and build a
commercial teaching
message around them.
30
© 2015 CEB. All rights reserved
Group Activity: Develop A Reframe
31
Now You Try: Develop Your Own Reframe
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.
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
34
Introduction to Challenger Skills: Tailor & Take Control
Roadmap
36
What It Means to Challenge clients
37
Remember Our Group Activity: Developing a Reframe
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.
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 Industry
Business Business
Role Role
Individual Individual
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
42
Leverage the discussion today as your tailor to the individual
Less Emotionally Responsive,
Task Oriented
44
Increased sales complexity leads to longer sales cycles and more deals
ending in ‘no decision’
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?
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
46
Sample Steps to a Successful Sale
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
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
51
Introduction to Challenger Skills: Constructive Tension
Roadmap
53
Teaching & Tailoring
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
Taking Control: Proactively driving the buying process by asserting
the value of the opportunity and managing the customer momentum
Momentum Value
Going Forward, Faster! Impact in the Customer’s Terms
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
57
Another Way to Think About Constructive Tension
Panic Zone
58
Roadmap
59
Remember Our Group Activity: Developing a Reframe
60
And Remember Our Tailoring…
Industry Industry
Business Business
Role Role
Individual Individual
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.
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
4. What selling behaviors were particularly strong? What are some areas for improvement against the
Challenger skills?
64
Roadmap
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