What is the Challenger sales model?<\/strong><\/span><\/h2>The Challenger sales model and methodology is a sales process that focuses on teaching, tailoring, and taking control of a sales experience. The approach was first detailed in the book The Challenger Sale: Taking Control of the Customer Conversation<\/strong> by Matthew Dixon and Brent Adamson, and highlights the importance of guiding a group of customer decision-makers toward a certain mindset or action.<\/p>
Using the Challenger sales model, Dixon and Adamson argue that, with the right sales training and sales tools, sales reps can take control of any customer conversation.<\/p>
Though it\u2019s only one of many approaches to B2B sales, the Challenger sales model is distinct because it requires you as a seller to possess and share a deep knowledge of their prospects\u2019 industry, specific business and solutions, potential risks, and even market opportunities. This approach allows you to demonstrate your value and set your business and solutions apart from your competitors.<\/p>
As a Challenger, you’ll have an in-depth understanding of your prospect’s business and their struggles. Rather than being apologetic about trying to sell to the customer, you’ll own the conversation. Rather than following a similar sales pitch, you’ll approach each prospect differently. You can then push back at the right moment to drive them toward making a decision.<\/p>
While Challenger is the focus, Adamson and Dixon don’t just talk about them in the book. They also cover four other types of sales reps.<\/p>
SEE: Choosing Upselling & Cross-selling Strategies to Strengthen Your Sales Approach<\/a><\/strong><\/p>
Types of sales reps under the Challenger sales model<\/strong><\/span><\/h2>![\"\"](\"https:\/\/businessyield.com\/wp-content\/uploads\/2024\/03\/5-profiles-of-sales-reps-724x1024.jpg\")
<\/figure><\/div>Though all sales rep profiles have distinct qualities, these categories aren\u2019t mutually exclusive. The authors clarify that you can exhibit qualities of all types or have them in any combination. Dixon, Adamson, and their colleagues researched the attitudes and behaviors of thousands of sales reps and discovered that they fall into one of five distinct profiles:<\/p>
- The Challenger (You)<\/strong>. As a Challenger, you offer a new perspective to your prospect and don\u2019t shy away from conversations about money. You understand what brings them value and leverage that information to deliver an irresistible pitch. Your approach is customized to each prospect\u2019s unique problems. You also find ways to tactfully pressure them.<\/li><\/ul>
Remember the three T\u2019s: You teach<\/strong> something valuable, tailor<\/strong> the sales pitch, and take<\/strong> control of the conversation.<\/p>
- The Relationship Builder<\/strong>. When you think of a typical salesperson, you think of the Relationship Builder. They\u2019re patient, emotionally intelligent, and willing to go the extra mile to connect. These sales reps form bonds with gatekeepers at their target company. They then slowly try to create an internal advocate.<\/li>\n\n
- The Hard Worker<\/strong>. The Hard Worker strives to improve their role but doesn\u2019t necessarily focus on the customer\u2019s value drivers. They\u2019re strict towards work processes and meeting their sales goals.<\/li>\n\n
- The Lone Wolf<\/strong>. The Lone Wolf is a high performer but not a team player. Confident in their selling skills, they exceed quotas but are difficult to deal with interpersonally. They don\u2019t like collaborating, but that makes them more creative and resourceful.<\/li>\n\n
- The Problem Solver<\/strong>. The Problem Solver is adept at finding solutions for issues in both the team and the prospect\u2019s business. They can look into complex problems and identify solutions while keeping all stakeholders in the loop.<\/li><\/ul>
READ: What IS TECH SALES? Why & How You Can Get Into It<\/a><\/strong><\/p>
Understanding the Challenger sales model<\/strong><\/span><\/h2>The “Challenger Approach” correlates with increased close rates among high performers \u2014 hence, the book’s name. In the study, Adamson and Dixon found that:<\/p>
- 40% of high sales performers used the Challenger style.<\/li>\n\n
- High performers were over 2x more likely to use a Challenger approach over any other approach.<\/li>\n\n
- More than 50% of all-star performers fit the challenger profile in complex sales.<\/li>\n\n
- Only 7% of top performers took a relationship-building approach \u2014 the worst-performing profile.<\/li><\/ul>
One of the most important things I learned from the book was how to build up to a sale by creating constructive tension. Challengers intentionally dispute their customer\u2019s way of thinking and force them to contemplate a new perspective. This creates some slight tension in the form of a casual debate. By encouraging their customers to consider new opportunities, I could start to offer an alternative way forward.<\/p>
The Challenger sales method relies on delivering insight into an unknown problem or opportunity in the customer\u2019s business that the supplier is uniquely positioned to solve. By using it to capture a prospect\u2019s assumptions or beliefs and pinpoint flaws or untruths in them, I was able to offer them a better solution.<\/p>
Below is a template for a sales strategy that I use along with the Challenger sales model.<\/p>
<\/figure><\/div>Though all sales rep profiles have distinct qualities, these categories aren\u2019t mutually exclusive. The authors clarify that you can exhibit qualities of all types or have them in any combination. Dixon, Adamson, and their colleagues researched the attitudes and behaviors of thousands of sales reps and discovered that they fall into one of five distinct profiles:<\/p>
- The Challenger (You)<\/strong>. As a Challenger, you offer a new perspective to your prospect and don\u2019t shy away from conversations about money. You understand what brings them value and leverage that information to deliver an irresistible pitch. Your approach is customized to each prospect\u2019s unique problems. You also find ways to tactfully pressure them.<\/li><\/ul>
Remember the three T\u2019s: You teach<\/strong> something valuable, tailor<\/strong> the sales pitch, and take<\/strong> control of the conversation.<\/p>
- The Relationship Builder<\/strong>. When you think of a typical salesperson, you think of the Relationship Builder. They\u2019re patient, emotionally intelligent, and willing to go the extra mile to connect. These sales reps form bonds with gatekeepers at their target company. They then slowly try to create an internal advocate.<\/li>\n\n
- The Hard Worker<\/strong>. The Hard Worker strives to improve their role but doesn\u2019t necessarily focus on the customer\u2019s value drivers. They\u2019re strict towards work processes and meeting their sales goals.<\/li>\n\n
- The Lone Wolf<\/strong>. The Lone Wolf is a high performer but not a team player. Confident in their selling skills, they exceed quotas but are difficult to deal with interpersonally. They don\u2019t like collaborating, but that makes them more creative and resourceful.<\/li>\n\n
- The Problem Solver<\/strong>. The Problem Solver is adept at finding solutions for issues in both the team and the prospect\u2019s business. They can look into complex problems and identify solutions while keeping all stakeholders in the loop.<\/li><\/ul>
READ: What IS TECH SALES? Why & How You Can Get Into It<\/a><\/strong><\/p>
Understanding the Challenger sales model<\/strong><\/span><\/h2>
The “Challenger Approach” correlates with increased close rates among high performers \u2014 hence, the book’s name. In the study, Adamson and Dixon found that:<\/p>
- 40% of high sales performers used the Challenger style.<\/li>\n\n
- High performers were over 2x more likely to use a Challenger approach over any other approach.<\/li>\n\n
- More than 50% of all-star performers fit the challenger profile in complex sales.<\/li>\n\n
- Only 7% of top performers took a relationship-building approach \u2014 the worst-performing profile.<\/li><\/ul>
One of the most important things I learned from the book was how to build up to a sale by creating constructive tension. Challengers intentionally dispute their customer\u2019s way of thinking and force them to contemplate a new perspective. This creates some slight tension in the form of a casual debate. By encouraging their customers to consider new opportunities, I could start to offer an alternative way forward.<\/p>
The Challenger sales method relies on delivering insight into an unknown problem or opportunity in the customer\u2019s business that the supplier is uniquely positioned to solve. By using it to capture a prospect\u2019s assumptions or beliefs and pinpoint flaws or untruths in them, I was able to offer them a better solution.<\/p>
Below is a template for a sales strategy that I use along with the Challenger sales model.<\/p>