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The Challenger Customer: Selling to the Hidden Influencer Who Can Multiply Your Results
Four years ago, the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales. Now their latest research reveals something even more Being a Challenger seller isn’t enough. Your success or failure also depends on who you challenge.Picture your ideal friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need. Most marketing and sales teams go after low-hanging buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be?The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’ Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is.It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers. The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.
264 pages, Kindle Edition
First published September 3, 2015
414 people are currently reading
1766 people want to read
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Displaying 1 - 30 of 47 reviews
August 10, 2021
"Predictable revenue" showed how salespeople should approach outbound sales. "The Challenger Customer" shows how salespeople should approach the client buying process.
Some buying processes involve a couple of different stakeholders. They have different backgrounds, KPIs, daily tasks, specializations and expectations. So for instance CMO and CTO works in different enviromments. As companies grow the number of stakeholders grows as well. What's more, they become more and more specialized. So differences between those stakeholders grow as well.
Why this is challenging for salespeople? The customer buying process boils down to 3 stages:
- problem definition,
- solution identification,
- supplier selection.
If customer buying process involve a couple of different stakeholders, it will be difficult for those stakeholders to make a decision. Not only the decision about the supplier. Decisions about problem definition and solution identification will be difficult as well. So the final decision usually will be the safest possible decision. Which often means the decision "let's stick with the status quo and change nothing".
This book shows what to do to overcome that obstacle. That book also shows the difference between "information" and "insight".
Highly recommended if you sell to big companies and/or you have to deal with a couple of stakeholders. If not: the book also will be useful, but not each part. Highly recommended also for marketers (especially content marketers).
The best book about sales which I've read since... The Challenger Sale (which is written by the same author). If you worry that it will be the repetition - it isn't.
Some buying processes involve a couple of different stakeholders. They have different backgrounds, KPIs, daily tasks, specializations and expectations. So for instance CMO and CTO works in different enviromments. As companies grow the number of stakeholders grows as well. What's more, they become more and more specialized. So differences between those stakeholders grow as well.
Why this is challenging for salespeople? The customer buying process boils down to 3 stages:
- problem definition,
- solution identification,
- supplier selection.
If customer buying process involve a couple of different stakeholders, it will be difficult for those stakeholders to make a decision. Not only the decision about the supplier. Decisions about problem definition and solution identification will be difficult as well. So the final decision usually will be the safest possible decision. Which often means the decision "let's stick with the status quo and change nothing".
This book shows what to do to overcome that obstacle. That book also shows the difference between "information" and "insight".
Highly recommended if you sell to big companies and/or you have to deal with a couple of stakeholders. If not: the book also will be useful, but not each part. Highly recommended also for marketers (especially content marketers).
The best book about sales which I've read since... The Challenger Sale (which is written by the same author). If you worry that it will be the repetition - it isn't.
October 19, 2015
The Challenger Customer is about selling to bureaucratic organizations. The thesis is that it doesn't matter if you win over an individual - they are going to take the deal to a group who may think your solution is great, but not even agree on the problem being solved. For example, maybe your training offering is fantastic, but they think the problems needs fixed by upgrading the computer system or hiring more. The book shows that you have to get people in the same ball field first by defining the problem together, agreeing it needs solved, reaching consensus on the criteria, and THEN winning that deal. Highly practical information and thought frameworks for B2B complex sales & consulting
March 27, 2024
Who is this for:
Those with an interrest in marketing and sales
Key takeaways:
- 5.4 = average nummer of stakeholders in consensus buying
- teach tailor and take control of buying
- map current mental model and find commercial insight that break that mental model and start to build up a new mental model that ultimately will lead the customer to consider for offer
- collective learning is an effective strategy to proactively handle blockers and improve support by accessing and addressing concerns early on
- Willingness to take part in collective learning is a good way to qualify a lead
- demand generation through disruptive commercial insights
- plan, track and facilitate buying processses and actions
Impressions:
- lots and great insights, and a good follow up to “challenger sales”.
- while content is good the delivery is often both complex and bloated with the same statements over and over again which is tiresome.
- if not for the good learnings it would have been a three star review
Those with an interrest in marketing and sales
Key takeaways:
- 5.4 = average nummer of stakeholders in consensus buying
- teach tailor and take control of buying
- map current mental model and find commercial insight that break that mental model and start to build up a new mental model that ultimately will lead the customer to consider for offer
- collective learning is an effective strategy to proactively handle blockers and improve support by accessing and addressing concerns early on
- Willingness to take part in collective learning is a good way to qualify a lead
- demand generation through disruptive commercial insights
- plan, track and facilitate buying processses and actions
Impressions:
- lots and great insights, and a good follow up to “challenger sales”.
- while content is good the delivery is often both complex and bloated with the same statements over and over again which is tiresome.
- if not for the good learnings it would have been a three star review
August 22, 2021
Useful. Insightful. Practical. Actionable. All around good stuff.
March 31, 2025
Solusinya?
Temukan dan aktifkan seseorang yang disebut “Mobilizer” — orang dalam organisasi klien yang mampu mendorong konsensus dan membawa tim internalnya ke arah keputusan bersama.
Itulah yang akan dibahas di Chapter 2 – The Mobilizer.
Mobilizer adalah seseorang di dalam organisasi pembeli yang:
Tidak hanya percaya pada solusi,
Tapi juga aktif mendorong perubahan dan mempengaruhi orang lain untuk bertindak.
Mereka bukan hanya pemilik masalah, tapi juga penggerak keputusan dan perubahan
Karakteristik Sikap & Perilaku
Sering mengajukan pertanyaan yang tajam dan kritis
Tertarik pada hasil bisnis, bukan sekadar fitur
Menantang ide saya secara konstruktif
Tidak langsung berkata “iya” — lebih reflektif dan skeptis
Tidak terlalu fokus pada harga, tapi lebih pada value dan dampak
Pengaruh Internal
Dihormati oleh rekan kerjanya (secara formal atau informal)
Terlibat dalam proyek lintas departemen
Memiliki akses ke pengambil keputusan lain
Pernah mendorong atau memimpin perubahan internal sebelumnya
Sering menjadi jembatan antar tim di organisasinya
Unteaching bukan soal mendebat atau mempermalukan pelanggan, tapi membawa mereka ke kesadaran bahwa pemikiran lamanya bisa berbahaya atau membatasi.
Caranya adalah dengan insight — yaitu potongan informasi strategis yang:
Relevan dengan industri mereka,
Berasal dari data kredibel atau pengalaman lintas perusahaan,
Dan yang menunjukkan bahwa ada risiko besar kalau mereka tetap menggunakan cara lama.
✅ “Dari data kami, 74% perusahaan seperti Anda yang mengandalkan model X justru mengalami kehilangan margin yang signifikan dalam 12 bulan terakhir. Dan yang menarik, mereka baru menyadari itu saat kompetitor mereka mulai beralih ke pendekatan Y.”
🔍 Struktur Dasar Commercial Insight:
Lead with a reframing
→ Mulai dengan membalik asumsi lama: “Sebagian besar perusahaan berpikir X… padahal kenyataannya Y.”
Quantify the cost of inaction
→ Beri tahu dampak konkret dari tetap menggunakan pendekatan lama.
Highlight root causes
→ Tunjukkan bahwa penyebab masalah bukan yang selama ini mereka kira.
Introduce new requirements for success
→ Edukasi tentang cara baru yang perlu dilakukan untuk bertahan dan unggul.
Connect uniquely to your solution
→ Akhiri dengan memperlihatkan bahwa solusi kamu bukan hanya relevan, tapi sangat cocok dengan insight tersebut.
Insight yang bagus harus:
Menggugah,
Menantang status quo,
Dan membuka peluang hanya untuk kamu — bukan kompetitor lain.
“Insight itu bukan untuk mengajar, tapi untuk menggerakkan.”
Kalau tidak mengubah cara berpikir atau mendorong tindakan, itu bukan commercial insight — itu hanya info biasa.
Tempat Mereka Belajar (Where They Learn):
Media dan publikasi terpercaya
– Harvard Business Review, McKinsey, Gartner, dsb.
– Bukan brosur vendor.
Komunitas profesional dan peer group
– Mereka suka belajar dari orang yang “se-level” atau punya tantangan sama.
Konten insight-driven, bukan salesy
– Contoh: laporan riset, artikel "reframing", webinar taktis, studi kasus “belajar dari kegagalan.”
Tempat Mereka Belajar (Where They Learn):
Media dan publikasi terpercaya
– Harvard Business Review, McKinsey, Gartner, dsb.
– Bukan brosur vendor.
Komunitas profesional dan peer group
– Mereka suka belajar dari orang yang “se-level” atau punya tantangan sama.
Konten insight-driven, bukan salesy
– Contoh: laporan riset, artikel "reframing", webinar taktis, studi kasus “belajar dari kegagalan.”
Mantap! Berikut adalah contoh **Tailoring Map** yang bisa kamu gunakan saat menghadapi **tim lintas fungsi** — misalnya kamu pitching solusi software supply chain ke perusahaan FMCG yang melibatkan: **Finance, Procurement, dan Sales.**
---
## 🗺️ **Tailoring Map – Supply Chain Solution Pitch**
| **Fungsi/Divisi** | **Fokus Masalah Utama (Pain Point)** | **Bahasa/Narasi Relevan (Tailoring for Resonance)** | **Narasi Konsensus (Tailoring for Consensus)** |
|-------------------|--------------------------------------|------------------------------------------------------|-------------------------------------------------|
| **Finance** | Biaya yang tidak terduga, pembengkakan anggaran distribusi | “Tim keuangan sering dibebani biaya mendadak karena sales forecast yang meleset.” | “Dengan integrasi data antara tim sales dan finance, kita bisa membuat proyeksi keuangan lebih akurat dan menghindari cost shock.” |
| **Procurement** | Over-order atau understock, ketergantungan pada supplier tertentu | “Procurement butuh visibilitas permintaan jangka menengah agar bisa negosiasi volume dengan supplier.” | “Sistem kami membantu menyinkronkan kebutuhan dari sales dan keuangan, jadi tim procurement bisa merencanakan pembelian lebih presisi.” |
| **Sales** | Kehabisan stok saat peak season, kehilangan momentum | “Tim sales kehilangan potensi closing karena barang sering kosong.” | “Dengan sistem perencanaan terpusat, tim sales bisa pastikan barang tersedia sesuai kebutuhan pasar — tanpa bikin overstock di sisi keuangan.” |
---
### 🧩 Tips Saat Gunakan Tailoring Map:
- **Awali sesi dengan insight bersama** (contoh: “70% perusahaan FMCG mengalami pemborosan hingga 18% karena miskom data antar tim.”)
- **Jangan bicara semua hal ke semua orang.** Saat bicara dengan finance, fokus ke keuangan, tapi tetap siapkan benang merah ke fungsi lain.
- **Akhiri dengan narasi konsensus:**
_“Solusi ini dirancang bukan hanya untuk satu tim, tapi untuk menyatukan 3 fungsi yang selama ini bekerja dalam silo.”_
---
Kalau kamu sebutkan industri atau produk yang kamu jual, aku bisa bantu buatkan Tailoring Map spesifik buat kasus kamu. Mau dicoba?
Konsensus tidak terjadi sendiri. Itu harus difasilitasi, dipandu, dan diprovokasi secara strategis.
Penjual hebat bukan hanya advisor bagi individu, tapi arkitek proses kesepakatan lintas tim.
Alih-alih nunggu keputusan bersama, bantulah mereka membuat keputusan bersama.
Tugas kita sebagai penjual bukan hanya “mengajar pembeli,” tapi menciptakan pengalaman belajar bersama (collective learning) antar stakeholder yang saling berbeda.
https://chatgpt.com/c/67e98368-0f4c-8...
Temukan dan aktifkan seseorang yang disebut “Mobilizer” — orang dalam organisasi klien yang mampu mendorong konsensus dan membawa tim internalnya ke arah keputusan bersama.
Itulah yang akan dibahas di Chapter 2 – The Mobilizer.
Mobilizer adalah seseorang di dalam organisasi pembeli yang:
Tidak hanya percaya pada solusi,
Tapi juga aktif mendorong perubahan dan mempengaruhi orang lain untuk bertindak.
Mereka bukan hanya pemilik masalah, tapi juga penggerak keputusan dan perubahan
Karakteristik Sikap & Perilaku
Sering mengajukan pertanyaan yang tajam dan kritis
Tertarik pada hasil bisnis, bukan sekadar fitur
Menantang ide saya secara konstruktif
Tidak langsung berkata “iya” — lebih reflektif dan skeptis
Tidak terlalu fokus pada harga, tapi lebih pada value dan dampak
Pengaruh Internal
Dihormati oleh rekan kerjanya (secara formal atau informal)
Terlibat dalam proyek lintas departemen
Memiliki akses ke pengambil keputusan lain
Pernah mendorong atau memimpin perubahan internal sebelumnya
Sering menjadi jembatan antar tim di organisasinya
Unteaching bukan soal mendebat atau mempermalukan pelanggan, tapi membawa mereka ke kesadaran bahwa pemikiran lamanya bisa berbahaya atau membatasi.
Caranya adalah dengan insight — yaitu potongan informasi strategis yang:
Relevan dengan industri mereka,
Berasal dari data kredibel atau pengalaman lintas perusahaan,
Dan yang menunjukkan bahwa ada risiko besar kalau mereka tetap menggunakan cara lama.
✅ “Dari data kami, 74% perusahaan seperti Anda yang mengandalkan model X justru mengalami kehilangan margin yang signifikan dalam 12 bulan terakhir. Dan yang menarik, mereka baru menyadari itu saat kompetitor mereka mulai beralih ke pendekatan Y.”
🔍 Struktur Dasar Commercial Insight:
Lead with a reframing
→ Mulai dengan membalik asumsi lama: “Sebagian besar perusahaan berpikir X… padahal kenyataannya Y.”
Quantify the cost of inaction
→ Beri tahu dampak konkret dari tetap menggunakan pendekatan lama.
Highlight root causes
→ Tunjukkan bahwa penyebab masalah bukan yang selama ini mereka kira.
Introduce new requirements for success
→ Edukasi tentang cara baru yang perlu dilakukan untuk bertahan dan unggul.
Connect uniquely to your solution
→ Akhiri dengan memperlihatkan bahwa solusi kamu bukan hanya relevan, tapi sangat cocok dengan insight tersebut.
Insight yang bagus harus:
Menggugah,
Menantang status quo,
Dan membuka peluang hanya untuk kamu — bukan kompetitor lain.
“Insight itu bukan untuk mengajar, tapi untuk menggerakkan.”
Kalau tidak mengubah cara berpikir atau mendorong tindakan, itu bukan commercial insight — itu hanya info biasa.
Tempat Mereka Belajar (Where They Learn):
Media dan publikasi terpercaya
– Harvard Business Review, McKinsey, Gartner, dsb.
– Bukan brosur vendor.
Komunitas profesional dan peer group
– Mereka suka belajar dari orang yang “se-level” atau punya tantangan sama.
Konten insight-driven, bukan salesy
– Contoh: laporan riset, artikel "reframing", webinar taktis, studi kasus “belajar dari kegagalan.”
Tempat Mereka Belajar (Where They Learn):
Media dan publikasi terpercaya
– Harvard Business Review, McKinsey, Gartner, dsb.
– Bukan brosur vendor.
Komunitas profesional dan peer group
– Mereka suka belajar dari orang yang “se-level” atau punya tantangan sama.
Konten insight-driven, bukan salesy
– Contoh: laporan riset, artikel "reframing", webinar taktis, studi kasus “belajar dari kegagalan.”
Mantap! Berikut adalah contoh **Tailoring Map** yang bisa kamu gunakan saat menghadapi **tim lintas fungsi** — misalnya kamu pitching solusi software supply chain ke perusahaan FMCG yang melibatkan: **Finance, Procurement, dan Sales.**
---
## 🗺️ **Tailoring Map – Supply Chain Solution Pitch**
| **Fungsi/Divisi** | **Fokus Masalah Utama (Pain Point)** | **Bahasa/Narasi Relevan (Tailoring for Resonance)** | **Narasi Konsensus (Tailoring for Consensus)** |
|-------------------|--------------------------------------|------------------------------------------------------|-------------------------------------------------|
| **Finance** | Biaya yang tidak terduga, pembengkakan anggaran distribusi | “Tim keuangan sering dibebani biaya mendadak karena sales forecast yang meleset.” | “Dengan integrasi data antara tim sales dan finance, kita bisa membuat proyeksi keuangan lebih akurat dan menghindari cost shock.” |
| **Procurement** | Over-order atau understock, ketergantungan pada supplier tertentu | “Procurement butuh visibilitas permintaan jangka menengah agar bisa negosiasi volume dengan supplier.” | “Sistem kami membantu menyinkronkan kebutuhan dari sales dan keuangan, jadi tim procurement bisa merencanakan pembelian lebih presisi.” |
| **Sales** | Kehabisan stok saat peak season, kehilangan momentum | “Tim sales kehilangan potensi closing karena barang sering kosong.” | “Dengan sistem perencanaan terpusat, tim sales bisa pastikan barang tersedia sesuai kebutuhan pasar — tanpa bikin overstock di sisi keuangan.” |
---
### 🧩 Tips Saat Gunakan Tailoring Map:
- **Awali sesi dengan insight bersama** (contoh: “70% perusahaan FMCG mengalami pemborosan hingga 18% karena miskom data antar tim.”)
- **Jangan bicara semua hal ke semua orang.** Saat bicara dengan finance, fokus ke keuangan, tapi tetap siapkan benang merah ke fungsi lain.
- **Akhiri dengan narasi konsensus:**
_“Solusi ini dirancang bukan hanya untuk satu tim, tapi untuk menyatukan 3 fungsi yang selama ini bekerja dalam silo.”_
---
Kalau kamu sebutkan industri atau produk yang kamu jual, aku bisa bantu buatkan Tailoring Map spesifik buat kasus kamu. Mau dicoba?
Konsensus tidak terjadi sendiri. Itu harus difasilitasi, dipandu, dan diprovokasi secara strategis.
Penjual hebat bukan hanya advisor bagi individu, tapi arkitek proses kesepakatan lintas tim.
Alih-alih nunggu keputusan bersama, bantulah mereka membuat keputusan bersama.
Tugas kita sebagai penjual bukan hanya “mengajar pembeli,” tapi menciptakan pengalaman belajar bersama (collective learning) antar stakeholder yang saling berbeda.
https://chatgpt.com/c/67e98368-0f4c-8...
February 19, 2016
Disclaimer: I am in a sales-adjacent role, but not a salesperson. That said, I think a lot of the content and methodologies described in this book are fantastic; my one gripe is that I feel like this book could have been quite a bit shorter (while still providing the core content).
August 21, 2016
Really enjoyed the first half of this book, but felt the second half was quite weak. However, still worth reading as it will change your perspective on your engagement with customers (and redefine who you consider your customer to be).
June 18, 2019
Great book that should shape how both marketing and sales people view their customers and interact with them.
July 5, 2022
This book was just awful. It is so highly acclaimed in the sales community and I feel like everyone is just taking how earth shattering this book is.
Don't get me wrong, I took some useful things from this book that I can put into my sales efforts. However, the book felt like it was trying to hit a word count for an English assignment. They would repeat the same information with only minor revisions over and over. And not in a way like they were helping you review the material. They were just listening to themselves talk.
Also, only someone in control of an organization's marketing, sales, and product team can use all the information. A sales person could probably only even use maybe 15% of the book. They mention over and over that implementing a challenger customer model requires the strategic alignment of those three department over literal years.
As a lowly individual contributor, what am I supposed to do with that? Because the book is marketed to sales teams quite heavily, I feel pretty cheated for having read it.
I would have just stopped reading it if it weren't so insistently recommended in the world of sales. At least now I can say "oh I read it don't waste your time unless you're a CEO."
Don't get me wrong, I took some useful things from this book that I can put into my sales efforts. However, the book felt like it was trying to hit a word count for an English assignment. They would repeat the same information with only minor revisions over and over. And not in a way like they were helping you review the material. They were just listening to themselves talk.
Also, only someone in control of an organization's marketing, sales, and product team can use all the information. A sales person could probably only even use maybe 15% of the book. They mention over and over that implementing a challenger customer model requires the strategic alignment of those three department over literal years.
As a lowly individual contributor, what am I supposed to do with that? Because the book is marketed to sales teams quite heavily, I feel pretty cheated for having read it.
I would have just stopped reading it if it weren't so insistently recommended in the world of sales. At least now I can say "oh I read it don't waste your time unless you're a CEO."
September 20, 2020
Fantastic book, which is the sequel to The Challenger Sale.
This time, the authors examine customer behaviours that lead to successful purchases. There's a specific type of people within the customer organization that initiate and drive change. There are also those who waste your time or block the change entirely.
The book examines the deal period before any sales reps are involved in the first place, and so now the book is more heavily focused on marketing rather than sales.
Unlike the Challenger Sale, this time a couple of parts did feel like needing an overwhelming amount of work. Nevertheless, the book does examine, I'd say, a more advanced topic.
All in all, the book is full of useful ideas and methods that I will definitely be using.
Both The Challenger Sale and The Challenger Customer are great books, worthy of reading.
This time, the authors examine customer behaviours that lead to successful purchases. There's a specific type of people within the customer organization that initiate and drive change. There are also those who waste your time or block the change entirely.
The book examines the deal period before any sales reps are involved in the first place, and so now the book is more heavily focused on marketing rather than sales.
Unlike the Challenger Sale, this time a couple of parts did feel like needing an overwhelming amount of work. Nevertheless, the book does examine, I'd say, a more advanced topic.
All in all, the book is full of useful ideas and methods that I will definitely be using.
Both The Challenger Sale and The Challenger Customer are great books, worthy of reading.
July 12, 2025
This isn't for everyone who sells. This book is only for those who sell complex things to large companies (1,000+ employees). If that's you, this is going to be a really valuable read. If not, you'll get very little from it.
For those of us who work with large companies like that, there are some really powerful insights in this book, such as knowing the difference between the internal partners who are "talkers" (who love to meet with you and explore ideas) and "mobilizers" (who want to make change happen in their company and will actually do something with you). Talkers feel great and get you excited but they lead to far less sales. And I got some great ideas from the section on how to get the group of other people involved in the sale process to align around your ideas.
So, niche book for some of us, but a good tool if you're in that space.
For those of us who work with large companies like that, there are some really powerful insights in this book, such as knowing the difference between the internal partners who are "talkers" (who love to meet with you and explore ideas) and "mobilizers" (who want to make change happen in their company and will actually do something with you). Talkers feel great and get you excited but they lead to far less sales. And I got some great ideas from the section on how to get the group of other people involved in the sale process to align around your ideas.
So, niche book for some of us, but a good tool if you're in that space.
June 29, 2019
A couple good ideas, but not quite a full book
Challenger Customer has a couple of interesting ideas. Consensus between large groups of customers is required for sales to large customers (5.4 people on average). Mobilizers, regardless of title, help drive consensus. Mobilizers are often challenging to sell to, but are more useful than talkers. It’s the job of the seller to coach mobilizers on how to drive consensus and facilitate the process through active discussion of core issues.
I generally found some of the sales ideas helpful and insightful. Many of the marketing ideas, feel less well formed. The suggestion of fewer, more insightful content pieces, revolving around customer insights, does not feel groundbreaking.
Challenger Customer has a couple of interesting ideas. Consensus between large groups of customers is required for sales to large customers (5.4 people on average). Mobilizers, regardless of title, help drive consensus. Mobilizers are often challenging to sell to, but are more useful than talkers. It’s the job of the seller to coach mobilizers on how to drive consensus and facilitate the process through active discussion of core issues.
I generally found some of the sales ideas helpful and insightful. Many of the marketing ideas, feel less well formed. The suggestion of fewer, more insightful content pieces, revolving around customer insights, does not feel groundbreaking.
May 17, 2021
Many good insights and takeaways. Though a lot of it is redundant with old tips and best practices relabeled, still, necessary for a successful implementation of the new ideas. I didn’t mind the reinforcement.
Some critical feedback is that it can be pedantic, overly complex, and yet still lacks the substantial details necessary for proper execution. Plus, many long winded explanations of poorly designed visuals.
There’s a lot of talk of strategy, but little logistics. The implementation chapter is severely lacking.
Still, you’ll get what you want out of it, and one can get a lot.
Some critical feedback is that it can be pedantic, overly complex, and yet still lacks the substantial details necessary for proper execution. Plus, many long winded explanations of poorly designed visuals.
There’s a lot of talk of strategy, but little logistics. The implementation chapter is severely lacking.
Still, you’ll get what you want out of it, and one can get a lot.
May 18, 2021
Ferramentas poderosas para vendas B2B envolvendo grupo de stakeholders.
Ao invés de 'vender uma solução' o livro aborda a ideia de ensinar o cliente a comprar uma solução.
Ao invés de convencer as personas isoladamente, o livro mostra que a compra coletiva pode ser resultado da influência de alguns mobilizadores internos. Quando desafiados e bem equipados, podem reverberar a sua solução nas empresas.
Marketing e Comercial unidos para impactar e transformar resultados por toda a experiência de compra do consumidor B2B.
Ao invés de 'vender uma solução' o livro aborda a ideia de ensinar o cliente a comprar uma solução.
Ao invés de convencer as personas isoladamente, o livro mostra que a compra coletiva pode ser resultado da influência de alguns mobilizadores internos. Quando desafiados e bem equipados, podem reverberar a sua solução nas empresas.
Marketing e Comercial unidos para impactar e transformar resultados por toda a experiência de compra do consumidor B2B.
July 11, 2021
B2B selling is topic of the book. Bases on the book, 5.4 is the new challenge at b2b selling. This number shows 5.4 different persons include in b2b selling and as a sales rep it is our responsibility to deal with them. This number also force us to be a facilitator instead of a negotiator. We as a facilitator must facilitate challenges between those 5.4 stakeholders and move them toward a unique goal. The book introduces a new perspective
for sale pipeline and how we must guide customers in that pipeline.
for sale pipeline and how we must guide customers in that pipeline.
August 17, 2022
A good book and different from traditional sales and marketing book where the author is a celebrated Sales figure qualitatively showing what worked for her and what didn't assuming that things will go in the same direction as her's which in most case only expand your vision and create somewhat awareness when dealing with prospect but this one based on extensive quantitative research where authors trying to make sense of the data and conclude their case. A must read for B2B sales and marketing poeple.
September 10, 2018
The bad: nothing in particular.
The good: a very interesting segue to The Challenger Sale, this book touches on finding a champion within the company that promotes a Challenger mindset within the organization itself. Types of Mobilizers are broken down, as well as sales and content strategy to accelerate. Great read.
The good: a very interesting segue to The Challenger Sale, this book touches on finding a champion within the company that promotes a Challenger mindset within the organization itself. Types of Mobilizers are broken down, as well as sales and content strategy to accelerate. Great read.
February 6, 2020
Lots of good info in here. If you're a data person, there's a lot of data in here. For me, it was a bit much and a lot of ideas and points were repeated gratuitously. Took me a long time to finish this book as I couldn't ever get a rhythym. But, with all that said, it is worth reading and you will gain very good insight in sales and marketing tactics.
March 9, 2021
This strategy presented in this book is disruptive. It is far from a few simple tips and tweaks, and will dramatically overhaul how your organization approaches sales and marketing, if implemented.
I can see the customer-centric approach and funnel evaluation to be an improvement to commonly used processes, and am excited to report back after implementation in my own organization.
I can see the customer-centric approach and funnel evaluation to be an improvement to commonly used processes, and am excited to report back after implementation in my own organization.
December 21, 2022
This was very high level so perhaps individuals in management that can implement the details within will find this useful there is some takeaways that I have got from notes but again if you are in management and working in high value sales opportunities will find this book great for strategic planning ,
June 17, 2018
Excellent follow up to The Challenger Sale. Great for sellers looking for who to target at large companies. Most large sales involve about 5 decision makers; this book helps you identify the best and worst archetypes when it comes to selling.
August 2, 2017
Excellent insights. What is your prospective customers desired outcomes not yours? Who are the mobilizers?
This entire review has been hidden because of spoilers.
July 7, 2019
Could have been written in much fewer words, but has good content that's relevant in today's B2B sales and customer success models.
October 5, 2019
Interesting, this book divided customers unto 7 types, and help us overcoming the most challenging type of customers. At least, this book can help you identify your customers.
March 17, 2020
This is the best book in sales. I just wish they had a tl;dr
June 19, 2020
Good followup to 'the Challenger Sale'. The Sale fist, before moving to Customer
December 6, 2020
Good business book about how to make a sale in a complex organization by understanding key different types of decision makers and helping them understand a common vision and value of changing
Read
January 22, 2021another work book
April 26, 2021
Interesting
Good insights to start thinking about how to align the sales and buying processes. Also highlights the need for strong collaboration between marketing and sales.
Good insights to start thinking about how to align the sales and buying processes. Also highlights the need for strong collaboration between marketing and sales.
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