The data tell us that these reps are defined by three key capabilities:

• Challengers teach their customers. Rather than focusing the sales conversation on features and benefits, these reps use commercial insight to bring a unique (and typically provocative) perspective on the customer’s business. In fact, more than 53% of what drives B2B customers’ purchase decisions is the salesperson’s ability to teach the customers something new or challenge their thinking. These reps come to the table with new ideas for their customers that can make money or save money — often opportunities the customer hadn’t realized even existed.
• Challengers tailor their sales message to the customer. To successfully close a deal today, a sales professional must build consensus among customer stakeholders. Challengers have a finely tuned sense of individual customer objectives and value drivers and use this knowledge to effectively position their sales pitch to different types of customer stakeholders within the organization. CEB’s research shows that decision-makers care whether a given supplier has widespread support across their organization.
• Challengers take control of the sale. In the current economic environment, 80% of business is lost to no decision at all. Challenger reps are not deterred by hesitation from customers. While not aggressive, they are certainly assertive. They are comfortable with tension and are unlikely to acquiesce to every customer demand. When necessary, they can press customers a bit — not just in terms of their thinking but around things like price.

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