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Summary of Matthew Dixon and Brent Adamson's The Challenger Sale Taking Control of the Customer Conversation NOTE TO READERS: This is a summary and analysis companion booked based on The Challenger Sale: Taking Control of the Customer Conversation by Matthew Dixon & Brent Adamson. For more information click on the BUY BUTTON!!!! Over 35,000 sales calls were assessed and the results were not necessarily considered a break through, but it was a significant improvement because the information gleaned from the study was insight regarding selling complex products and services versus selling simpler products. The third event happened in the 1970s when the results of a 12-year study were revealed. It was referred to as spin selling or consultative selling. It was when salesmen began to listen more than speak. The second breakthrough came in 1925 when we gained a better appreciation for open ended questions. So, the first big breakthrough was learning to separate those two functions to allow sales representatives to do what they do best - and that is sell. Those are: In the earliest of times, in many industries, the sales person also acted as the collections department. It first reviews the last big breakthroughs in the industry. In todays exceedingly complex sales environment this book should be in your top 10 must reads.Book Summary of the Challenger Sale: Taking Control of the Customer Conversation The Challenger Sale is about the often-difficult selling process. With many organizations focus on hiring Relationship Reps and the stark contrast in results between the Challenger and Relationship profiles, this book offers a different perspective on the struggles that many sales organizations face today.
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In a world of hesitant, risk-averse, empowered customers, where research and product is but a mouse click away, what sales approach consistently wins?
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I am in the process of working through the book "The Challenger Sale Taking Control of the Conversation" below is a quick summary. Challengers are assertive and tend to press customers both on thinking and price. They are not afraid to share their views, even when they are different and potentially controversial. They have a deep understanding of the customer’s business and use that understanding to push the customer’s thinking and teach them something new about how they can compete more effectively. I have used this process to be successful in my entrepreneurial ventures and my sales career.Ĭhallengers are the debaters on the team.
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I am a Challenger, now I am not saying that I am challenging, though my colleagues might disagree.