I love both Sales Enablement and Data! That is why exposing organizations to CEB/Gartner methodologies is the perfect pairing. The information from CEB has been readily available since 2011 the information has been available – yet many organizations simply supply the book and do a soft rollout. What if 2018/2019 is the year your organization went “all in” and transform your organization? A successful deployment will bring an increase in profitable revenue and more loyal clients.
Have you read the Challenger Sale book, and believe in its value to grow profitable revenue? If so, why do companies only deploy to sales when the foundation of the methodology is to become a Challenger organization not simply improving a sales team?
Since its publication in 2011, The Challenger Sale (and follow-up book Challenger Customer) millions of sales leaders and front-line salespeople have read and attempted to deploy. This book is a “must read” at most Fortune 1000 companies. The book has solid research from thousands of buyers in many roles, and sellers from a wide range of industries and roles.
The foundation of this methodology is to help sellers Teach, Tailor, and Take control of a sale. The book lays out the case that anyone can follow a Challenger Model if they build up the right tools and skills.
- Challengers are made and not just born
- Many skillsets are required, and it is the combination that matters
- Challengers must have the entire organization’s support
- Becoming a Challenger organization takes time and is a journey, not a one-time event
The “challenge” in this post is very simple – has your marketing, sales operations, leadership, etc. been exposed to this powerful model? If not, why not? Working for a Fortune 1000 company, we saw tremendous value rolling it out to hundreds of District Managers and Operations Managers with a streamlined Challenger rollout. The value in including operations, marketing, etc. is to work from the same playbook to align the entire organizations. How can you do that when your sales team are working off a methodology which the rest of the organization has no idea exists?
- How could you expose the entire organization to Challenger?
- If your entire company was on the same playbook what would it mean to sales?
- Why wouldn’t you pilot a non-sales Challenger deployment and determine its value?
Feel free to give me a call with questions on how to answer any of the questions above.
Written by Steve Buergey