2
THE CHALLENGER (PART 1):
A NEW MODEL FOR HIGH
PERFORMANCE
THE NEED TO
understand what your star-performing
reps are doing to set
themselves apart from their core-performing colleagues has never been
more urgent. The world of sales is changing. The pre-recession recipe for
sales success won’t get the job done in a post-recession economy. That said,
the economy itself serves only as a backdrop to this story.
The real story
revolves around the dramatic change in customer buying behaviors across
the last five years that we reviewed in the previous chapter—all in response
to suppliers’ efforts to sell larger,
more complex, more disruptive, and more
expensive solutions.
Still, if nothing else, the global economic
collapse served to throw the
widening gap between core and star reps into stark contrast. Even in the
depths of the downturn, when most reps were far behind quota, some reps
—quite inexplicably—still managed
not just to hit their goals, but to exceed
them. What were they doing differently? Generally, the tendency in sales is
to simply chalk up the difference to natural talent
and assume stars are just
born with it. It’s not as if you can just take their skill, bottle it, and sprinkle
it over your core performers to close the gap. Right?
Well, what if you could? What if you could track down the replicable
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