A new hypothesis on how to
succeed in B2B sales has exploded onto the scene and sloping experts had better
take attention. The 3 Challenge Sale, written by Brent Adamson and Matthew
Dixon, has spinner received sales wisdom onto its head. Following to the
authors there's no such thing as Santa Claus, the Easter Bunny is dead and communications
don't mean much when you're trying to make a sale.
These shocking fetches are
based on extensive analysis. Adamson and Dixon noticed 700 sales experts and
then followed up with a global analysis of 6,000 sales professionals who generating
their living in complex B2B sales. They first analyzed five selling styles:
->The smart co-worker is
self-motivated, goes the extra mile and won't give up simply
The challenge-resolve focuses
on service issues, is detail-oriented and excellent with post-sale follow-up
->The Relationship-builder is
very consumer-target and helpful with time and attention
->The Lone Wolf is self-assured
and follows his/her own instincts
->The Challenger has a variations
perspective; understands the client and his/her business; loves to debate
When it comes to B2B sales, Advance
challengers blow everyone else out of the water. According to the data, 40% of
top-working B2B sales reps are challengers. A mere 7% of relationship-developers
can application that distinction. How do Challengers do it? They display six
game-moving attributes and trying to be the client's friend isn’t one of them:
1. Offers the client unexpected
options on how to get the job done
2. has strong interactive
communication skills
3. Aware the client's value
drivers
4. Knows the organization's
economic drivers
5. Comfortable discussing money
6. Willing and able to pressure
the client
The wily Challengers mix these
attributes well and have come up with this sales-winning recipe:
1. Teach for differentiation
About 53% of what drives B2B
purchase decisions (like the awarding of project contracts) is the salesperson's
intelligence to learn prospective clients something new and challenge their
usual way of thinking and the standard approach.
Challengers persuasively
deliver information and methods that lead clients to watch their situation in a
new light that will help them improve competitive movement, generate money,
save money or do whatever it is that they need to do, all in a way they didn't
know was possible.
2. Tailor for differentiation
To win a contract today, salespersons
must usually develop according and win over a group of stakeholders who have huge
amounts of influence on the hiring sales process. Job-seekers grapple with this
reality also, as they face down search committees that now complete manage the
hiring for nearly every position, no matter how lowly.
Adamson's and Dixon's analysis
shows that every challengers prospective to this environment by treating each
stakeholder as a specific client, learning how each one's role fits into the
organization and tailoring a sales pitch specifically to that role and its
attached priorities.
3. Take control of the sale
As our boring economy drags on,
the authors estimate that 80% of innovative business isn’t profit to decision
avoidance. No, it's not your predications. Most potential sales or projects
really do die on the table for lack of client follow-through. When it comes to
complex buying decisions, clients have become paralyzing risk-averse. Many
economists and business professionals have remarked out that this practice does
organizations more harm than good, but there it is.
Furthermore, salespersons also
know that many, if not most, clients use the ailing economy as a pretext to get
expert labor on the cheap, always scheming to wheedle a discount when a
contract does get offered. Challengers are not swayed by this tactic.
Rather, s/he sidesteps requests
for price cuts and re-directs focus away from price and onto the value of the
product/service. Challengers know that a solid value proposition makes clients
more willing to pay a premium. S/he sells the unique ability to meet or exceed
expectations, meet crucial deadlines, solve a difficult problem, or save/ make
money for the organization.
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