What is the Challenger Sale?

The Challenger Sale is a sales methodology that departs from traditional relationship-building. Instead, it focuses on challenging customers’ assumptions to reshape their thinking and drive a more effective sales process.

Developed by Matthew Dixon and Brent Adamson, and popularized in their 2011 book The Challenger Sale: Taking Control of the Customer Conversation, this approach is particularly effective in complex B2B sales environments.

At the core of the Challenger model is the idea that the most successful sales reps don’t merely respond to customer needs or build friendly rapport. They proactively push customers out of their comfort zones by introducing new insights, reframing their understanding of problems, and showing why their solution is superior in addressing challenges the customer might not even fully recognize.

Synonyms

• Challenger sales model
• Challenger methodology
• Challenger approach

The Challenger Sale Core Concepts

When you’re selling high-value products and services, there’s too much information and too many options. It’s overwhelming for customers. They don’t know exactly what they need, even if they think they do.

If you went with traditional needs-based selling, you would spend too much time gathering requirements and not enough time providing the expertise required to actually get the prospect something they’d benefit from.

That’s where the Challenger sales model comes in.

Challenger profile

In The Challenger Sale, Dixon and Adamson categorize salespeople into five distinct profiles based on their approach to selling:

• The Hard Worker
• The Relationship Builder
• The Lone Wolf
• The Problem Solver
• The Challenger

These categories highlight different behaviors and methods, helping to understand what sets top performers apart.

The Challenger is the optimal type, but we’ll dive into each of them to help you understand their differences and why the Challenger is the most effective.

1. The Hard Worker

The Hard Worker is highly motivated and persistent. They strive to improve their individual sales KPIs through effort and dedication. They’re often the first in and the last out, continuously pushing to meet their goals.

These sales reps might not have the same natural flair for sales as some of their peers, but their sheer commitment allows them to achieve respectable results.

Core traits of Hard Workers include:

• Unwavering persistence
• Eagerness for self-improvement
• High activity levels (e.g., sales calls and meetings)

While effective in certain sales environments, Hard Workers generally lack the strategic approach of Challengers. They tend to follow more conventional sales practices and treat sales like a “numbers” game.

2. The Relationship Builder

The Relationship Builder establishes strong, personal bonds with clients. They focus on gaining trust and reducing tension in the sales process. These reps prioritize customer comfort and harmony, believing that if they build a deep connection, the sale will follow naturally.

You’ll know a Relationship Builder by their:

• Consistent generosity
• Close, personal relationships with customers.
• Conflict avoidance during each customer conversation

Despite the strong emphasis on customer relationships, research shows that this is the least effective profile for closing complex sales deals. Relationship Builders can excel in simple or low-stakes sales, but they often struggle in more challenging sales environments because their focus on comfort impedes productivity and keeps prospects within their comfort zone.

3. The Lone Wolf

The Lone Wolf is a highly independent salesperson who thrives on instinct and confidence. They are typically top performers who exceed targets, but they operate largely on their own terms.

Lone Wolves are difficult to manage, selectively follow company protocols, and prefer to rely on their gut when selling.

You can identify them by their:

• High performance
• Self-confidence
• Independence
• Unconventional methods

While Lone Wolves can be high achievers, their resistance to structure and teamwork makes them difficult to manage, particularly at larger companies (though they’re excellent in startup environments). Not to mention, they aren’t the most reliable team players.

4. The Problem Solver

The Problem Solver is adept at identifying issues and offering solutions, both for their clients and within their own sales process. They are detail-oriented and reliable, always focusing on ensuring that the customer’s concerns are addressed thoroughly and efficiently.

Your typical problem solver is someone who is:

• Methodical in solving problems, ensuring no issue is overlooked
• Customer-centric, even if it means picking service over new sales
• The go-to person for B2B buyers who trust their judgment

Although they’re excellent at maintaining customer relationships and solving issues, Problem Solvers may spend too much time fixing problems rather than proactively pushing new sales​. When you’re making the shift to solution selling, you’ll probably have a number of reps who already embody this profile.

5. The Challenger

The Challenger doesn’t just sell products; they challenge the customer’s thinking. They identify customer pain points, provide new insights, reframe problems, and demonstrate how their solution offers superior value.

Challengers are skilled at teaching their clients something new, tailoring their message to the customer’s specific needs, and controlling the conversation.

What sets them apart is their ability to:

• Teach customers about their business in ways they hadn’t considered.
• Tailor their message to address the customer’s unique challenges.
• Take control of the conversation, particularly around discussions on pricing and objections​

Challengers thrive by taking charge of the sales process, focusing less on relationship-building and more on reshaping the customer’s thinking to position their solution as the best choice​. This is the perfect combination of a customer-centric sales process and a strategic approach. It combines the best of the four above-mentioned sales archetypes.

The Challenger sales process

Sales organizations using the Challenger methodology take a six-step approach that guides sales reps through a process of challenging customer assumptions and leading them to new solutions.

1. Warm-up: Identify customer needs

The first step focuses on understanding the customer’s business challenges and building credibility by demonstrating industry knowledge. Rather than jumping straight to selling, the rep asks probing questions about common issues to uncover the customer’s pain points.

They use a sales qualification framework to evaluate the customer’s needs and identify areas where their solution can offer value. This sets the foundation for the following steps by showing the rep as an informed, reliable advisor.

2. Reframe the conversation

In this step, the salesperson challenges the customer’s current understanding of their problem. By offering a new perspective, the rep shifts the focus and helps the customer see an issue from a different perspective.

Here, they’ll ask questions like:

• “Did you know that…?”
• “What would you do differently if you could…?”
• “Have you considered the impact of…?”

This “reframe” sets the tone for the rest of the conversation, positioning the rep as a thought leader, not just a salesperson.

3. “Rational drowning”

Here, the rep introduces data and facts that emphasize the cost or risk of not addressing the problem at hand. It’s about making the customer feel the weight of their problem, which pushes them toward change.

Once you’ve reframed the conversation and gotten them talking, you can ask questions like:

• “How much are you currently spending on this process?”
• “What happens if you do nothing?”
• “What is the true cost of this issue to your organization?”

A rational approach is what allows the customer to see that continuing with the status quo carries significant drawbacks. It’s about showing the consequences of inaction through logic and hard evidence.

4. Emotional impact

After rationally illustrating the problem, the rep appeals to the customer’s emotions by sharing real-world examples, stories, or case studies. This stage deepens the conversation. It makes the issue feel more personal and urgent.

You can ask your prospect questions like:

• “Who else is affected by this issue?”
• “Is your organization committed to fixing this issue now?”
• “How will this issue impact your business in the long term?”

Emotions play a significant role in decision-making, and leveraging them is what pushes the customer to take action.

5. Value proposition: Offer a tailored solution

Now that the customer sees both the rational and emotional consequences of their problem, the rep shifts to presenting a solution. The focus here is on how the rep’s product or service specifically addresses the customer’s unique needs. The rep is offering a way out of the negative situation they’ve established earlier.

6. Close the sale

At this point, the rep is ready to make the final sales pitch. Since the groundwork has been laid through reframing and rational/emotional appeals, the customer is primed to understand why the proposed solution is the best fit. The rep can now confidently introduce their product and work to finalize the deal.

Challenger sales techniques

When it comes to executing the Challenger sales methodology, there are several key techniques that a rep needs to master.

These include:

• Creating constructive tension. The rep leads with insights and challenges the customer’s thinking to create a sense of urgency and need for change.
• Tailoring communication. The rep knows how and when to use different communication styles (e.g., sales mirroring) to connect with the customer on an emotional level.
• Engaging a diverse set of customers. Challengers are skilled at building relationships with various personality types, from analytical and detail-oriented buyers to relationship-focused decision-makers.
• Consultative selling. Challengers are not just sales reps; they’re trained experts on the subject matter. They ask questions to better understand the customer’s challenges and collaborate on a solution, rather than just pitching a product.
• Negotiating effectively. As natural problem-solvers, Challengers excel in negotiations by being creative and finding solutions that work for both parties.

Advantages of the Challenger Sales Method

87% of B2B buyers expect sales reps to act as “trusted advisors.” In any kind of complex sale, the simple fact is that customers are looking for someone to guide them. The Challenger sales methodology is designed for just that.

When it’s done right, benefits of this model include:

• Higher conversions, sales revenue, and customer lifetime value (CLV)
• Increased customer satisfaction levels
• Stronger customer retention and advocacy
• A more effective sales team with a clear, structured approach
• Improved understanding of customer needs and messaging that aligns with those needs

And that’s all in addition to better sales team performance.

Disadvantages of the Challenger Sales Method

While it’s good for complex sales in the B2B space, not every kind of sale needs such a great deal of time investment from either the seller or the buyer. For companies with lower product complexity or lower-value contracts, something more simple is probably best.

Drawbacks to the Challenger sales methodology include:

• The potential for over-selling and creating a negative customer experience
• Potentially aggressive or confrontational interactions, or those that the customer misinterprets as such
• A higher learning curve for reps due to the need to understand complex products or services before selling them
• Difficulty applying this method to industries with highly specialized products or solutions (e.g., B2B manufacturing), where customers are already knowledgeable about their needs and do not require a Challenger approach

If these issues result from the Challenger sale, you’ll wind up losing deals with highly qualified leads you could have otherwise closed.

How to Implement the Challenger Sales Model

1. Assess your organization’s readiness.

Like we said, not every sales org needs a Challenger approach. If you’re not sure whether this model is right for your company, start by analyzing your sales process.

If it meets these criteria, you’re a solid candidate for the Challenger Sale:

• Your sales cycle is complex and involves multiple decision-makers.
• Your product or service is high-value and requires a significant investment from the customer’s end.
• It’s also differentiated in some way from your competitors’ offerings, or in a relatively new industry.
• Your sales reps are trained experts on your product and it’s many nuances because they need to be.
• Customers are generally not well-educated on your product or service, and they need guidance to make a decision.
• Your current sales process falls short in connecting with the customer and building urgency around a change.

2. Train your reps on the Challenger sales methodology.

Proper implementation of the Challenger model starts with proper sales training. It’s critical to identify which reps already possess some or all of the skills needed to be successful Challengers and train them on what’s missing.

Some key components to cover include:

• Understanding buyer motivations
• The importance of tangible data and insights
• How to engage differing customer personality types
• The consultative approach to selling and the importance of actively listening
• Techniques for creating constructive tension
• Strategies for negotiating effectively

3. Provide your team with the toolset to enable Challenger selling.

A key aspect of implementing any sales methodology is ensuring your team has the tools needed for success. Sales enablement platforms can assist by providing reps with access to key sales assets, such as:

• Sales scripts and call guides
• Sales playbooks
• Guided selling features
• Persona-based messaging
• Competitive differentiation and value statements
• Relevant case studies and customer success stories
• AI-powered sales coaching and feedback

With integrated sales tools, reps can access these crucial resources. And you can provide tailored coaching based on where they’re falling short.

4. Hold ongoing coaching and training sessions.

Even with the best sales training, it’s essential to create ongoing opportunities for reps to refine their Challenger skills.

• Deal reviews for important ones in the pipeline
• Quarterly business reviews (QBRs) once every three months
• Weekly 1:1s between reps and direct managers
• Product updates and new feature training sessions
• Call recording and listening sessions with the team

These opportunities allow reps to ask questions, get feedback, and improve their Challenger skills on a continuous basis. They’re also the perfect opportunities to show each rep what they’re doing well on and how they can refine their approach.

5. Track your sales metrics.

You should know exactly how well each of your reps is performing, and whether you can connect that performance to the implementation of the Challenger methodology. Tracking sales metrics like…

• Average deal size
• Sales win rate
• Time to close
• Customer churn
• Customer satisfaction and retention rates

…for each rep and for your team as a whole will help you determine the effectiveness of your Challenger sales strategy.

Alternatives to the Challenger Sales Method

There are a few alternatives to the Challenger sales approach. Depending on your organization’s structure and sales complexity, one of these models may be a better fit:

• Solution selling — Similar to the Challenger method, but with a focus on building relationships and providing personalized solutions for each customer, not necessarily on challenging their personal status quo.
• Consultative selling — A more traditional approach, where reps focus on understanding the customer’s needs and pain points, and then positioning their product or service as the solution.
• Relationship selling — This approach emphasizes building strong, long-term relationships with customers, often through networking and personal connections.
• Transactional selling — A sales-centric model focused on closing deals quickly and efficiently, often with a lower price point product.

Ultimately, the best sales model for your organization will depend on your unique goals, target audience, and product or service. The Challenger sales approach is best for B2B SaaS, financial services, consulting, and any other industry where the sales cycle requires a high degree of customer education.

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