The Challenger Sale

see
Customer needs
objections of. 
see
Customer objections
responding versus defending of, 69
risk aversion of, 9–10
segmentation, 63–64
and solution selling, 8–11
Customer service
complaint-to-market impact model, 192
insight, need for, 192
Customization, customer demand for, 10
Data, presenting, in Commercial Teaching pitch, 70, 91–93
Decision makers
items of importance to, 102–3
in loyalty survey, 102–3, 106
new physics of sales for, 107–9
role of, 102
Differentiation
teaching by Challengers. 
see
Teaching for differentiation
words to avoid, 176–78
Discounts. 
See
Concessions
Discretionary efforts, coaching and increase in, 153
Dixon, Matt, xv
DuPont, 131–38
company information, 132
concessions, handling, 133–37
controlling sale by, 131–38
negotiation workshop, 135–38
Situational Sales Negotiation (SSN) method, 132–34
Economic decline
and Challengers performance, 27–28
and performance gap, 14–15
and solution selling, 5–6
Emotional Impact
in Commercial Teaching pitch, 70–72
emotional connection, making, 71–72, 94–95
objections, countering, 70–71

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in W. W. Grainger teaching pitch, 93–95
End users, in loyalty survey, 104–7
Exportability bias, 165
Factor analysis, 17–18
Finance Leadership Academy, 194–95
First conclusion bias, 165
Freeman, Karen, 197
FUD factor, 70
Functional bias card, 114–15
Global operations, Challenger Selling Model in, 183–85
Hard Workers
characteristics of, 18–20
positive aspects of, 29
in SEC survey, xiv
Hendrick, Kevin, 97–98, 202
See also
ADP Dealer Services
Hicyilmaz, Timur, 198
Hiring
Challenger Hiring Guide, 172–73, 210–14
Selling Style Self-Diagnostic, 208–9
Human resources (HR), insight, need for, 188
Hypothesis-Based Coaching, 156–58
Hypothesis-Based Selling, 68
Influencers, in loyalty survey, 104–5
Innovation, 159–68
biases as obstacles to, 165–66
components of, 159–61
importance of, 149–50
narrowing versus opening thinking, 164–66
questions to encourage, 166–68
in sales context, 148–49
by sales managers, 146, 148–50
SCAMMPERR framework, 167–68
and the unknown, 162–63
Innovation & Strategy practice, 191
Insights
in Commercial Teaching, 56–61
importance to customers, 54
insight-customer connection, 59–61
insight-supplier connection, making, 56–59
internal business functions, needs of, 188–95
marketing participation, 80
presenting. 
see
Reframing

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in W. W. Grainger teaching pitch, 89–90, 96
IT capabilities, insight, need for, 188
Jargon, technical, avoiding, 192–93
KPMG, and SAFE-BOLD framework, 81–83
“Leading to,” versus “leading with” method, 77, 96
Legacy bias, 165
Legal profession, insight, need for, 192–93
Legal, Risk & Compliance practice, 192–93
Lone Wolf
characteristics of, 18, 20
negative aspects of, 171–72
positive performance of, 28, 171–72
in SEC survey, xiv
Loyalty survey, 46–54
decision maker behavior in, 101–3
end user behavior in, 104–7
influencer behavior in, 104–5
loyalty, drivers of, 47–51, 102, 104–5, 107
sales experience, importance of, 51
senior executive behavior in, 103
stakeholder loyalty, analysis of, 101–7
top attributes in, 52–53, 59
topics covered, 46–47
Managers. 
See
Sales managers
Marketing
Commercial Teaching pitch, constructing, 79–80
as insight generation machine, 80, 110–11
-sales collaboration, 79–80
Marketing & Communications practice, 190, 193
Marketing Leadership Council research, preferred companies, customer view of, 57–58
Market research, insight, need for, 193–94
Momentum, created by Challengers, 120
Narrowing thinking
defined, 164
versus opening thinking, 164–66
Needs, customer. 
See
Customer needs
Negotiation
versus controlling sale, 121–25
Situational Sales Negotiation method, 132–34
New perspective, presenting. 
see
Reframing
New physics of sales, 107–9
New Way

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in Commercial Teaching pitch, 72
in W. W. Grainger teaching pitch, 95–96
Objections.