Updates for this edition include:
--New Opening Vignettes provide recent examples of leading sales organizations.
--New Sales Management in the 21st Century boxes include new sales executives and personal comments.
--New Ethical Dilemma boxes give students the opportunity to address important ethical issues, many as role-play exercises.
--New and revised chapter cases with related sales management role-playing activities.
--New and revised techniques in the Developing Sales Management Knowledge and Developing Sales Management Skills activities.
--New or expanded coverage of social networking in recruiting and selecting; virtual sales training; promoting ethical behavior in sales organizations; compensation of sales managers; and how to optimize the use of sales contests.
An instructor's manual with learning objectives, a test bank, PowerPoint presentation materials, and more is available online to adopters.
The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades.
Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance.
Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale.
The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.
Key changes in this edition include:Updates in each chapter to reflect the latest sales management research, and leading sales management trends and practices An expanded discussion on trust building and trust-based selling as foundations for effective sales management All new chapter-opening vignettes about well-known companies that introduce each chapter and illustrate key topics from that chapter New or updated comments from sales managers in "Sales Management in the 21st Century" boxes
An online instructor's manual with test questions and PowerPoints is available to adopters.