The Challenger Customer: Selling to the Hidden Influencer Who Can Multiply Your Results Hardcover – Illustrated, September 8, 2015

The folks at CEB have done it again—written a book that challenges traditional thinking about B2B sales and introduced a new character in the long-running conversation about understanding and influencing the customer’s decision making process.Trying to briefly describe the ideas in The Challenger Customer reminds me of the guy who took a speed-reading course and then bragged that he had read War and Peace in an hour. When asked for a synopsis of the book, he said: “It’s about Russia.”In that spirit, The Challenger Customer is about helping your customers buy. In sales, we lament how hard selling is nowadays; buyers have far more knowledge earlier in the sales cycle and use it to drive even complex solutions to commodity status. The problem with that is that often it’s not in the buyer’s own best interests to buy the lowest-cost solution, yet many buyers make the sub-optimal decision because they can’t help it: buying is harder than ever before.Buying is harder because more stakeholders are involved: an average of 5.4 stakeholders in complex B2B deals, according to the book. That’s complicated by the fact that the most important attribute that senior decision makers consider when choosing a supplier is widespread support across the organization.The traditional sales response to this challenge is to simply work harder. If you need to get more yesses to close the sale, you just have to call on more people and get their buy-in, right? The revelation—at least to me—is that, that strategy will actually make it less likely that you will get the sale. In other words, 1+1+1=0! That’s because each stakeholder will support the deal for their own reasons, and the overlap among interests becomes harder to achieve as the number of stakeholders rises. As a result, the decision gets driven down to the lowest common denominator: either status quo or the simplest, cheapest choice.The challenge, then, is not to get a serial collection of yesses, but a collective yes, in which each stakeholder converges around a common vision. It’s like the parable of the six blind men and the elephant. Each one sees only a small part of the whole, so someone needs to make them see the entire elephant. That’s a daunting task for any salesperson, but fortunately there’s a solution: enter the Mobilizer.The Mobilizer is the internal Challenger, the person who is willing to make waves to and drive the vision. They will only do it if they perceive that the pain of staying the same is greater than the pain of change. The book explains in great detail how to identify the three types of mobilizers, get them to agree on the need for change, and then coach and equip them to sell the need internally.I give The Challenger Customer five stars for three reasons:• It’s very much about what I call outside-in thinking: start from the customer’s perspective, understand their need to change, and don’t lead with your product.• Just like their first book, The Challenger Sale, it’s backed up by tons of primary research, very credible examples, and detailed implementation suggestions.• The third reason is why I didn’t like the book on first reading, and then I did: the approach and techniques are devilishly difficult. You have to learn how to identify mobilizers, tailor your approach to each of the three types, help them get the message across effectively to the other stakeholders, produce the right materials, and a host of other challenges. But by the second reading, I realized that the difficulty is actually the best reason for a company or even an individual sales rep to adopt the approach. If it were easy, anyone could do it, and then it would not be an advantage anymore.That said, this is not really a book for salespeople. Only a select few would be able to master the techniques on their own. It takes a joint effort by sales and marketing to generate the insights and produce the materials to equip the Mobilizer to sell the insights internally, and it won’t happen overnight.I suggest you read this book, study it, challenge it, and most importantly, use it to change the way you sell.

Once again the authors take conventional wisdom and practice and turn it on its head as they recreate a new model and thought paradigm not just for Sales but for Marketing also. This is an outstanding sales and marketing book that is based on their substantial original research. I think the fact that it has 4 authors and is supported by the work of their entire consulting practice makes it even stronger.Their main premise is that there are an average of 5.4 people involved in business purchase decisions at a company, and they go in depth on how to connect and manage the key influencer, the Mobilizer on the customer side, who is not always the senior-ranking decision maker. They further refine the Mobilizer into three sub-types: the Go-Getter, the Teacher, and the Skeptic and instruct on how to appeal and persuade each of them.Some of the novel and original ideas include: the mobilizer and how they are different from the general evangelist, unteaching is their word for disrupting and re-educating, they revisit commercial insight from the Challenger Sale, and drill down on consensus creation with their idea of collective learning.What I like best is that as you read the book, you start to imagine sales and marketing working more closely together to deliver the commercial insights and collective learning, and then in chapter 6, they go deep on what marketing must do with content marketing to make it work for your company.They don't use the generic approach of integrated marketing, but rather a challenger marketing model of a Spark-Introduce-Confront content path to frame break and rebuild. Spark is surprise or disrupt. Introduce is where you position the new idea, and Confront is frame-breaking information in terms contextually relevant to the Mobilizer buyer.This is the best business book I have read in at least 2 years.

Good book, nicely written, a decent source of information. Sometimes although, it gets a bit repetitive.