1. The Challenger Sale

2. Five Sales Types The Hard Worker (21%) The Challenger (27%)
The Lone Wolf (18%)
The Reactive Problem Solver (14%)
The Relationship Builder (21%)

3. Hard Worker Always willing to go the extra mile Doesn’t give up easily
Self-motivated
Interested in feedback and development

4. The Challenger Always has a different view of the world
Understands the customer’s business
Loves to debate
Pushes the customer

5. The Lone Wolf
Follows own instincts
Self-assured
Difficult to control

6. The Reactive Problem Solver
Reliably responds to internal and external stakeholders
Ensures that all problems are solved
Detailed-oriented

7. The Relationship Builder
Builds strong advocates in customer organizations
Generous in giving time to help others
Gets along with everyone

8. Relationships are not necessarily the key to success
Research from the Corporate Executive Board, as indicated in The Challenger Sale, shows that in the current business environment, customers don’t always know what they don’t know and crave insights that can help them run their businesses more effectively and efficiently.

9. The most powerful sales approaching is based on:
Teaching
Tailoring
Taking control of the customer conversation

10. Teaching for Differentiation
Build insights into teaching conversations
Don’t forget the emotional component of a well-designed teaching pitch
Tell a compelling story with real drama and suspense (HBR Guide To Persuasive Presentations)

11. Six Steps The Warmer Reframe
Building credibility by reading prospect’s mind, demonstrating empathy, giving new information (Open, Greeting, New Information)
Reframe
First, reframe an unrecognized problem, need, or assumption (Recap and Purpose)

12. Rational Drowning Emotional Impact
Gradual intensification of the problem, both in degree and closeness to the customer (Discussion)
Emotional Impact
Psychological features of the problem, or presence in the individual’s workflow, humanizing the problem (Discussion based on Emotional INtelligence)

13. Value Proposition – A New Way
A new framework for addressing the problem—implicitly tied to your value proposition (Discussion)
Your Solution and Implementation Map
Map of supplier services or solutions linked back to key teaching points; highlighted path to implementation (Discussion)

14. Old World: Process Focused New World: Judgment Oriented
The customer expresses a defined need
QUALIFICATION CRITERIA
The customer is in a state of uncertainty
Identify a stakeholder with the authority to spend
STAKEHOLDER SELECTION
Identify a stakeholder who is open to change and can influence decision makers
Demonstrate the value your solution provides relative to competitors’ offerings
NATURE OF THE CONVERSATION
Disrupt the customer’s thinking and assumptions about his/her business
“Dismantling the Sales Machine,” Harvard
Business Review, November, 2013

15. Use This Call Structure Model
Greeting
New Information
Opening
Recap and Purpose
Discussion and Creating Value
Summary and Close

16. Presenting: Call Structure – Six Steps
Greeting
Set tone of the meeting and build rapport (The Warmer)
New information
Provide new, relevant information to enhance your source credibility and expertise. (The Warmer)
Opening
A well-planned statement to pique interest in your proposal, insights, and solutions (The Warmer)
Recap and purpose
Recap what challenges and problems you will be addressing, and state the purpose of the call. (Reframe)

17. Discussion and Creating Value
Move prospects from desire to conviction that your solutions are the best ones.
Dealing with objections
Conditions
Discussion tactics – Create Value (Rational Drowning, Emotional Impact, and Value Proposition)
Summary and close
Summarize key points – no more than three – and ask for the order.  No ask, no order. (Your Solution and Implementation Map)