But is this approach still relevant ten years later? What the Challenger Sales Model Gets Wrong Provoking buyers with an urgent imperative may have persuaded them to open their wallets and take action back then.

Take control of pricing discussions by focusing on value and applying pressure to persuade buyers to close.

Tailor their sales pitch to resonate with the decision-makers’ specific issues and get buy-in from the entire organization.

Teach customers something new and valuable about how to compete in their market.

Written in 2009, Moore’s provocative methodology was a startling revelation for many companies who were desperately trying to understand how to salvage their business during the “Great Recession.” A decade later, Challenger remains a popular adaptation of Moore’s methodology, encouraging sales teams to develop three essential skills: In his article, Moore argues that salespeople must help customers “see their competitive challenges in a new light that makes addressing specific painful problems unmistakably urgent.” Salespeople engage in disruptive two-way conversations with customers, provoking buyers to move away from their status quo approach and choose your solution.Ĭhallenger is one of several sales training models inspired by Geoffrey Moore’s original idea of Provocation-based Selling, popularized by his HBR article, In a Downturn, Provoke Your Customers. The Challenger sales model is based on the idea that your sales reps can teach your customers something new about their company. This strategy, as popularized by the Challenger Sales Model, is one of the most recognized sales training methods today.īut where did it come from? And is it effective for every selling and buying situation? What is the Challenger Sales Model? Challenging buyers to disrupt their status quo, change, and choose you.

The challenger sale used