First published in 2011, “The Challenger Sale” must be one of the most widely-read sales books of the past decade, and with good reason. Together with its successor “The Challenger Customer” (which I believe is an even more influential book), it served to introduce powerful new perspectives about today’s increasingly complex B2B sales environment.
In the sales industry, we often talk about how process, methodology, technology, and enablement can improve performance.
It’s a sad fact that today’s average B2B sales person is still far more comfortable talking about their products than they are discussing business issues. However the average B2B buyer regards a sales person’s relevant business knowledge as being far more valuable than their ability to regurgitate product features, functions and benefits.
Most of the CEOs and sales leaders I speak with agree that their sales organizations need to be more effective at taking a consultative approach to selling. They insist that they talk about it often and that their salespeople are doing OK with a consultative approach.
Dave Roberts' stolen base in game four of the 2004 American League Championship started the Red Sox historic comeback against the Yankees that resulted in them winning the 2004 World Series.
Like a growing number of other commentators, I have come to believe that the traditional BANT (Budget, Authority, Need and Timeframe) approach to sales opportunity qualification is fundamentally flawed and not fit for purpose when it comes to complex B2B sales.
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