The Challenger Sale
Watching Paul work with the salespeople back in the office was an entirely different matter. Over the years, almost the entire salesforce had turned over, and the average tenure of a rep was now about 12 months. This made Paul somewhat cynical and arrogant when dealing with his sales counterparts. He said, “These new reps are just like the hamsters
... See moreJohn Care • The Trusted Advisor Sales Engineer
Challenge customers’ assumptions. Catalyze action. Scale across customers.
Matthew Dixon • The Challenger Sale: Taking Control of the Customer Conversation
In the late 1990s, a group of midlevel students at GE’s Crotonville leadership institute challenged him, saying that the “#1, #2, fix, close, or sell” strategy was hurting the company because executives were gaming the system.
Warren G. Bennis • Judgment: How Winning Leaders Make Great Calls
QUESTION: Do our products and services stand out head and shoulders above our competition? LEADERSHIP SOLUTION: Stay tuned in to customers and do whatever it takes to create value for them.