“As we demonstrate, while the Challenger Sales Model does not offer any new or novel insight, it is also subject to inherent empirical and conceptual limitations that actually represent fatal flaws”įrom our perspective, we feel uncomfortable about the lack of interaction with customers during the given sales process.
December 2014 Rapp et al.) The authors quote: The Journal of Personal Selling & Sales Management featured an extensive academic review of the Challenger Sale (Vol 34. Take up in many sectors has been rapid, especially healthcare: With many organisations being members of the CEB (Corporate Executive Board), it was an obvious choice, and offered hope for all sales people facing busy clinical staff. Also, the book contained some nuggets of wisdom that are less well talked about: For example, that the best contribution a sales manager can make is to “ generate new ways of solving deal-level problems” (Sales innovation), counting for 29% of their front-line performance. Its core spirit of challenging customers to adopt better practices linked to your organisation’s USPs is an instantly logical insight well explained. There is no doubt that the Challenger Sale by Dixon & Adamson does a great job of bringing new knowledge to the profession.
High praise from someone who perhaps did make the most important advance in selling via the SPIN programme – one of the most well- known sales models around. Indeed, the godfather of SPIN, Neil Rackham quotes on the book’s cover “ The most important advance in selling for many years”. It must surely be one of the most successful sales methodology roll-outs this millennium.
Beyond the Challenger Sales Model Has your organisation implemented the Challenger Sales Model?