![the challenger sale chapter 1 summary the challenger sale chapter 1 summary](https://salesblink.io/blog/wp-content/uploads/2021/10/5-Profiles-Of-Sales-Reps-The-Challenger-Sale-Book-Summary-Infographic-Salesblink.jpg)
![the challenger sale chapter 1 summary the challenger sale chapter 1 summary](https://i.pinimg.com/originals/01/3b/30/013b3020431a6bc2221338a64592389e.jpg)
This insight must provide a compelling reason to take action now by explicitly laying out why the customer’s current behavior is not “good enough” and is costing them time or money in ways they never realized. Challenge customers’ beliefs with a new and compelling insight to make money, save time, or lower risk.“On average, customers are 57 percent of the way through a typical purchase process prior to proactively reaching out to a supplier’s sales rep for their direct input on whatever it is that they’re doing.” Unlike The Challenger Seller, the Challenger Customer does a much better job of justifying conclusions & recommendations by providing references to studies with decent sample sizes.Ĭlosing a complex deal requires collective consensus from, on average, 5.4 decision makers as they march through the three main stages of the buying cycle: (1) problem definition (2) supplier-independent solution identification (3) supplier selection.
![the challenger sale chapter 1 summary the challenger sale chapter 1 summary](https://www-cms.pipedriveassets.com/blog-assets/challenger-sales-table.jpg)
Also, like The Challenger Seller, this one suffers from a LOT of redundancy and out of order content – a natural consequence of having too many authors without painstakingly meticulous editing. Of the two books, this one is better (and is inclusive of the content in its predecessor). Like The Challenger Seller, I give this book 5 stars for the quality of the content. #2 Partner with and enable “Mobilizers” inside the buying organization to drive consensus around the problem, the solution, and vendor selection. #1 Challenge buyers by showing them their status quo is not good enough and is cutting into profit, wasting effort, and/or increasing risk.