The Challenger ™ Sale – How to take control of the sales process

1. Compete and Win in a Customer Empowered World The Challenger SaleTM

3. The Commercial Experience Is the Single Most Important Customer Loyalty Driver Loyal customers buy more productsmore frequently and also advocate for your business. Company and Brand Impact Product and Service Delivery Value-to-Price Ratio Sales Experience 53% 9% 19% 19% Percentage of Contribution to Customer Loyalty © 2016 CEB.All rightsreserved

4. © 2016 CEB.All rightsreserved Unique, valuable perspectives on my business and/or market Help me navigate alternatives Help me avoid potential mistakes Teach me about new issues and outcomes Be supported within my organization What Customers Want From Sellers Percentage of Contribution to Customer Loyalty 53%

5. More People, More Views 0% 40% 80% 12% 12% 75% Disagree or Strongly Disagree Neither Agree nor Disagree Agree or Strongly Agree Q: “People from a Wide Variety of Roles, Teams, and Locations Were Involved in This Purchase.” © 2016 CEB.All rightsreserved

6. Stakeholder A Mental Model Goals Priorities Beliefs Stakeholder B Mental Model Goals Priorities Beliefs Stakeholder C Mental Model Goal Priorities Beliefs The Lowest Common Denominator © 2016 CEB.All rightsreserved

7. Sample Attributes Tested Attitudes • Desire to Seek Issue Resolution • Willingness to Risk Disapproval • Accessibility • Goal Motivation • Outcome Focus • Attachment to the Company • Curiosity • Discretionary Effort Skills/Behaviors • Business Acumen • Customer Needs Assessment • Communication • Use of Internal Resources • Negotiation • Relationship Management • Solutions Selling • Teamwork Activities • Sales Process Adherence • Evaluation of Opportunities • Preparation • Lead Generation • Administration Knowledge • Industry Knowledge • Product Knowledge Potential Drivers Of High Performance © 2016 CEB.All rightsreserved

8. Five Dominant Approaches to Selling The Lone Wolf The Relationship Builder The Problem Solver  Follows own instincts  Self-assured  Difficult to control  Builds advocates in customer organization  Generous in giving time to help others  Good interpersonal skills  Reliably responds to internal and external stakeholders  Ensures that all problems are solved  Detail oriented The Hard Worker  Strong process management skills  Doesn’t give up easily  Self-motivated  Interested in feedback and development The Challenger  Personalizes sales message to the customer  Delivers new insight to customers  Knows how to drive the customer to a decision Although not mutually exclusive, our research has shown that sellers’ main strengths tend to fall into one of the following five behavioral profiles: © 2016 CEB.All rightsreserved

9. Profile of a High Performer Percentage of Core Performers Percentage of High Performers The Lone Wolf The Challenger The Hard Worker The Problem Solver The Relationship Builder PercentageofPopulation 23% 39% 15% 25% 22% 17% 14% 12% 26% 7% © 2016 CEB.All rightsreserved

10. The Lone Wolf The Challenger The Hard Worker The Problem Solver The Relationship Builder Transactional Selling Complex Selling 54% 20% 25% 26% 25% 10%18% 7% 4%11% 4.7x High performers are more likely to be Challengers in complex environments. High Performers Use ChallengerTM Behaviors in Complex Selling Environments Even as sales interactions become increasingly more complicated, the Challenger continues to dominate as a top selling style. Challengers of all performance levels average 14% higher goal attainment. Percentage of High-Performing Sales-Professionals © 2016 CEB.All rightsreserved

11. Replicating the new high performer requires implementing the Challenger™ model in your sales organization. Takes Control Guiding customers to recommendation by reinforcing the change’s value Teaches Differentiating and delivering commercial insight through a dialogue Tailors Customizing sales messaging for businesses and individuals A Challenger... Builds Constructive Tension Compelling customers to act on an opportunity ChallengerTM Behaviors That Lead to Commercial Success © 2016 CEB.All rightsreserved

12. Challenger • Offers unique perspective • Two-way communication skills • Knows customer value drivers • Can ID economic drivers • Comfortable discussing money • Can pressure the customer Relationship Builder • Forms good relationships • Builds customer advocates • Builds cross-functional relationships • Can work with anyone • Is genuine • Accessible to the customer • Gives time to help others • Respects the customer’s time Build Constructive Tension Reduce Customer Tension Tailors Asserts Control Teaches Gets along with Others Likeable Generous with Time The Challenger Fingerprint © 2016 CEB.All rightsreserved

13. Challenger Selling™ Is a Clear Path to Disruption To alter customers’ purchase direction, suppliers must teach them something new about their own business and plot a clear course of action. Drivers of Changing a Buyer’s Direction n = 545. Source: CEB analysis. • Changing a customers’ direction is positively correlated with greater purchase satisfaction, recognition of value, likelihood to recommend, and likelihood of viewing the supplier as a strategic partner. • Importantly, “representing a smart or expert perspective,” which lies at the heart of most thought leadership, did not alter customers’ direction. Representing a Smart or Expert Perspective Teaching the Customer Something New About His/Her Ow n Business Needs or Challenges Providing the Customer w ith Compelling Reasons Why It Was Necessary to Take Action Being Easy to Understand Containing Interesting Facts or Anecdotes Being Accessible or Quick to Find 0.446 0.302 0.013 (0.047) (0.096) (0.132) Statistically Significant Drivers Non-Statistically Significant Drivers Customers are most likely to reset buying criteria when confronted with surprising information about their business. Magnitudeof DriverImpact © 2016 CEB.All rightsreserved

14. Thought Leadership or Commercial Insight? To find the right messaging for teaching and tailoring, Challengers must cut through layers of information types and their relevance, ultimately landing on a core commercial insight. Commercial Insight Be Newsworthy Be Frame-Breaking Lead to Supplier General Information Accepted Information Thought Leadership Be Credible/Relevant Insight Commercially insightful messages lead back to the supplier exclusively and also challenge conventional wisdom. © 2016 CEB.All rightsreserved

15. Lead to, Not With Commercial Teaching Choreography Negative Neutral Positive Business Problem and What Customer Is Currently Doing New Customer Approach (Leading to Your Solution) “Emotometer”:LevelofCustomerExcitement Highlight What Customer Is Missing Warmer Building credibility by reading their mind; demonstrating empathy Reframe First reframe of unrecognized problem, need, or assumption Emotional Impact Psychological features of the problem or its presence in the individual’s workflow; humanizing the problem A New Way Forward A new framework for addressing the problem, implicitly tied to the supplier value proposition Our Solution Supplier services or solutions linked back to key teaching points; highlighted path to implementation Rational Drowning Gradual intensification of the problem, both in degree and closeness to the customer © 2016 CEB.All rightsreserved

16. A B Challenger™ Development at Statoil Fuel & Retail Statoil Fuel & Retail (SFR) sought to enable greater success in increasingly complex deals. Through partnership with CEB, the company implemented the Challenger™ model to teach its customers something new and deliver a differentiatedsales experience. This led to an increase in B2B fuel sales and allowed SFR customers to save money. © 2016 CEB.All rightsreserved

18. Win a Challenger Sale book! cebglobal.com/uk The_Challenger Sale from CEB@CEB_Challenger Drop your business card off to me or drop it in the bowl. We will draw out 10 lucky winners and send them a free copy of The Challenger Sale. Thank you Delfim Pereira dpereira@cebglobal.com

The Challenger ™ Sale – How to take control of the sales process

The Challenger ™ Sale – How to take control of the sales process

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The Challenger ™ Sale – How to take control of the sales process