Here are 17 of the most quotable takeaways from the book. In the end, they might make fewer friends, but they inspire more loyalty - and produce more sales. But since their primary objective is to push their customers, Challengers are comfortable staying the course. Challenger reps seek to teach prospects a new way of looking at their businesses, tailor their insights to all stakeholders within an organization, and take and retain control of the sale.īecause Challengers present new ideas to prospects - sometimes solving problems that they didn't even know they had - these salespeople deal with more resistance than the average rep. Dixon and Adamson's definition of a Challenger certainly includes confrontation, but of the more constructive and less damaging sort. Least effective were Relationship Builders, often thought by sales leadership to be a company's best reps.ĭoes this mean that sales reps should become short-fused bullies? Not at all.
That doesn't exactly sound like a star sales rep.īut out of five sales rep personas, the Challenger was the most successful, according to Matthew Dixon and Brent Adamson's book The Challenger Sale.
One definition of "challenge" is "a call to fight." It follows that a challenger is a confrontational person who's ready to pick an argument.
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