Challenger Sale Quotes

Wallace travelled independently and was challenged every step. He had no government or military support system. He had little cash — he earned enough to survive by sending natural history specimens to his agent in London for sale to collectors and museums. He had visceral moments of excitement when he discovered a beautiful new butterfly or adopted a baby orangutan he had just orphaned by shooting its mother. He lived simply, often in the rainforest on isolated islands, in a manner completely different to the expected behavior of other Western explorers and colonials.

what sets the best suppliers apart is not the quality of their products, but the value of their insight—new ideas to help customers either make money or save money in ways they didn’t even know were possible.

Just as you can’t be an effective teacher if you’re not going to push your students, you can’t be an effective Challenger if you’re not going to push your customers.

But what if customers truly don’t know what they need? What if customers’ single greatest need—ironically—is to figure out exactly what they need?

After you have done your work—challenging as it may have been to complete—and released it in the marketplace, be not concerned with sales, reviews, critical acclaim, or anything else of the like... After you've written and published a book, you're now an AUTHOR. And that great honor can NEVER be taken away from you, no matter what. ("My Book Place," 2018)

Put it all together and you get: “What’s currently costing our customers more money than they realize, that only we can help them fix?” The answer to that question is the heart and soul of your Commercial Teaching pitch.

customer loyalty survey—specifically, that 53 percent of B2B customer loyalty is a product of how you sell, not what you sell.

If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.

Change is difficult, since it challenges the status quo.

One early challenge was that the book distributors required retailers to order ten books at a time. Amazon didn’t yet have that kind of sales volume, and Bezos later enjoyed telling the story of how he got around it. “We found a loophole,” he said. “Their systems were programmed in such a way that you didn’t have to receive ten books, you only had to order ten books. So we found an obscure book about lichens that they had in their system but was out of stock. We began ordering the one book we wanted and nine copies of the lichen book. They would ship out the book we needed and a note that said, ‘Sorry, but we’re out of the lichen book.’ ”4

customers aren’t looking for reps to anticipate, or “discover,” needs they already know they have, but rather to teach them about opportunities to make or save money that they didn’t even know were possible.

We’ve worked with a number of companies similar to yours, and we’ve found that these three challenges come up again and again as by far the most troubling. Is that what you’re seeing too, or would you add something else to the list?

Like Stockdale, resilient people have very sober and down-to-earth views of those parts of reality that matter for survival. That’s not to say that optimism doesn’t have its place: In turning around a demoralized sales force, for instance, conjuring a sense of possibility can be a very powerful tool. But for bigger challenges, a cool, almost pessimistic, sense of reality is far more important.

Nerds are used to transparency. They add value by becoming expert at a technical skill like computer programming. In engineering disciplines, a solution either works or it fails. You can evaluate someone else’s work with relative ease, as surface appearances don’t matter much. Sales is the opposite: an orchestrated campaign to change surface appearances without changing the underlying reality. This strikes engineers as trivial if not fundamentally dishonest. They know their own jobs are hard, so when they look at salespeople laughing on the phone with a customer or going to two-hour lunches, they suspect that no real work is being done. If anything, people overestimate the relative difficulty of science and engineering, because the challenges of those fields are obvious. What nerds miss is that it takes hard work to make sales look easy. SALES

The black mother perceives destruction at every door, ruination at each window, and even she herself is not beyond her own suspicion. She questions whether she loves her children enough- or more terribly, does she love them too much? Do her looks cause embarrassment- or even terrifying, is she so attractive her sons begin to desire her and her daughters begin to hate her. If she is unmarried, the challenges are increased. Her singleness indicates she has rejected or has been rejected by her mate. Yet she is raising children who will become mates. Beyond her door, all authority is in the hands of people who do not look or think or act like her children. Teachers, doctors, sales, clerks, policemen, welfare workers who are white and exert control over her family’s moods, conditions and personality, yet within the home, she must display a right to rule which at any moment, by a knock at the door, or a ring in the telephone, can be exposed as false. In the face of this contradictions she must provide a blanket of stability, which warms but does not suffocate, and she must tell her children the truth about the power of white power without suggesting that it cannot be challenged.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

Challengers aren’t so much world-class investigators as they are world-class teachers.

it’s also about helping member companies generate the sort of “social demand” they need in order to avoid the perception that the training is just another top-down mandate.

Stop overestimating the challenge and underestimating yourself. —MARY CHRISTENSEN

It was only when I encountered teaching that challenged me not to focus on how I had been wronged, but to repent for the wrongs I had committed, that I was able to find lasting victory.

Identify your unique benefits. Develop commercial insight that challenges customers’ thinking. Package commercial insight in compelling messages that “lead to.” Equip reps to challenge customers.

In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.

you teach without tailoring, you come off as irrelevant. If you tailor but don’t teach, you risk sounding like every other supplier. If you take control but offer no value, you risk being simply annoying.

challenging market, when so many of our customers are struggling to control costs, our engineers have been reconfiguring our portfolio into industry-leading suites of cost-reduction technologies and services.

Brevity Is Best: Nicknamed "Silent Cal," President Calvin Coolidge was once challenged by a reporter, saying, "I bet someone that I could get more than two words out of you." Coolidge responded, "You lose." The notion of crafting six word memoirs really took off after Smith Magazine shared this poignant one written by Ernest Hemingway: "For Sale: baby shoes, never worn." Pithiness Pays Off For Other Reasons: When required to be brief, for example, we gain clarity about what we really mean -- or have to offer. As Mark Twain once wrote, in a slower-paced time, "I didn't have time to write a short letter, so I wrote a long one instead.

In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.

The rise of the western crews may have shocked eastern fans, but it delighted newspaper editors across the country in the 1930s. The story fit in with a larger sports narrative that had fueled newspaper and newsreel sales since the rivalry between two boxers—a poor, part-Cherokee Coloradoan named Jack Dempsey and an easterner and ex-Marine named Gene Tunney—had riveted the nation’s attention in the 1920s. The East versus West rivalry carried over to football with the annual East-West Shrine Game and added interest every January to the Rose Bowl—then the nearest thing to a national collegiate football championship. And it was about to have additional life breathed into it when an oddly put together but spirited, rough-and-tumble racehorse named Seabiscuit would appear on the western horizon to challenge and defeat the racing establishment’s darling, the king of the eastern tracks, War Admiral.

And Gilles, menacing and aloof, rides through the deserted villages with their sobbing, shuttered buildings. His impunity seems assured, what peasant would be mad enough to challenge a seignior capable of having him strung up at the drop of a hat? 'And just as the lowly born renounce bringing him to justice, his peers have no intention of seeking to bring him down for the sale of a load of peasants whom they openly despise... 'There is only one power which can rise above such feudal imbalances and earthly interests, only one power which avenges the oppressed and the weak; that of the Church. And it is indeed , the Church, in the person of Jean de Malestroit, which challenges the monster and fells him.

For instance, many wood and paper products that are offered to consumers for sale carry labels making pro-environmental claims such as “for every tree felled, at least two are planted.” However, a survey of 80 such claims found that 77 could not be substantiated at all, 3 could be only partially substantiated, and almost all were withdrawn when challenged.

But “the first act of the Christian life,” says Schmemann, “is a renunciation, a challenge.” In baptism, the Christian stands naked and unashamed before all these demons—all these impulses and temptations, sins and failures, empty sales pitches and screwy labels—and says, “I am a beloved child of God and I renounce anything or anyone who says otherwise.”12

Can I share one idea with you and make a recommendation?” Pause here and wait until your prospect agrees, then continue. “A lot of the questions and concerns that come up when our clients meet with their teams are technical or have to do with how we will respond to their needs or challenges. If we are there to answer these questions, they will get a better understanding of our commitment to them. I recognize

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One of our recent studies revealed that while all reps start their sales efforts by mapping out stakeholders within the customer organization, core performers then move to what would seem like the logical next step—understanding needs and mapping solutions against those needs. But high performers do something very different. They extend this part of the sales process by digging into these individual stakeholders’ varying goals and biases, as well as business and personal objectives.

Here lies the challenge in finding good salespeople. You need excellent empathizers who aren't so empathetic they can't close a sale. And you need people with strong ego needs who can still take a moment to figure out what another person wants. They must be aggressive enough to close, but not so aggressive they put people off. Too much empathy and you'll be a nice guy finishing last. Too much ego drive and you'll be scorching earth everywhere you go. Not enough of either and you shouldn't be in sales at all. It's a miracle anyone can do this job.

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Dost thou renounce Satan, and all his Angels, and all his works, and all his services, and all his pride?" ... The first act of the Christian life is a renunciation, a challenge. No one can be Christ's until he has, first, faced evil, and then become ready to fight it. How far is this spirit from the way in which we often proclaim, or to use a more modern term, "sell" Christianity today! ... How could we then speak of "fight" when the very set-up of our churches must, by definition, convey the idea of softness, comfort, peace? ... One does not see very well where and how "fight" would fit into the weekly bulletin of a suburban parish, among all kings of counseling sessions, bake sales, and "young adult" get-togethers. ... "Dost thou unite thyself unto Christ?

The heart of the issue is not simply that a group that gets a large portion of its budget from the Walton family fortune is unlikely to be highly critical of Walmart. The 1990s was the key decade when the contours of the climate battle were being drawn—when a collective strategy for rising to the challenge was developed and when the first wave of supposed solutions was presented to the public. It was also the period when Big Green became most enthusiastically pro-corporate, most committed to a low-friction model of social change in which everything had to be ‘win- win.’ And in the same period many of the corporate partners of groups like the EDF and the Nature Conservancy—Walmart, FedEx, GM—were pushing hard for the global deregulatory framework that has done so much to send emissions soaring. This alignment of economic interests—combined with the ever powerful desire to be seen as ‘serious’ in circles where seriousness is equated with toeing the pro-market line —fundamentally shaped how these green groups conceived of the climate challenge from the start. Global warming was not defined as a crisis being fueled by overconsumption, or by high emissions industrial agriculture, or by car culture, or by a trade system that insists that vast geographical distances do not matter—root causes that would have demanded changes in how we live, work, eat, and shop. Instead, climate change was presented as a narrow technical problem with no end of profitable solutions within the market system, many of which were available for sale at Walmart.

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3. Serving Two Masters Derrick Bell has pointed out a third structure that impedes reform, this time in law. To litigate a law-reform case, the lawyer needs a flesh-and-blood client. One might wish to establish the right of poor consumers to rescind a sales contract or to challenge the legal fiction that a school district is desegregated if the authorities have arranged that the makeup of certain schools is half black and half Chicano (as some of them did in the wake of Brown v. Board of Education). Suppose, however, that the client and his or her community do not want the very same remedy that the lawyer does. The lawyer, who may represent a civil rights or public interest organization, may want a sweeping decree that names a new evil and declares it contrary to constitutional principles. He or she may be willing to gamble and risk all. The client, however, may want something different—better schools or more money for the ones in his or her neighborhood.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

My mother loved giving me math challenges. At Kmart or Winn-Dixie, she’d have me pick out books and model cars and trucks and buy them for me if I was able to mentally add together their prices. Over the course of my childhood, she kept escalating the difficulty, first having me estimate and round to the nearest dollar, then having me figure out the precise dollar-and-cents amount, and then having me calculate 3 percent of that amount and add it on to the total. I was confused by that last challenge—not by the arithmetic so much as by the reasoning. “Why?” “It’s called tax,” my mother explained. “Everything we buy, we have to pay three percent to the government.” “What do they do with it?” “You like roads, buddy? You like bridges?” she said. “The government uses that money to fix them. They use that money to fill the library with books.” Some time later, I was afraid that my budding math skills had failed me, when my mental totals didn’t match those on the cash register’s display. But once again, my mother explained. “They raised the sales tax. Now you have to add four percent.” “So now the library will get even more books?” I asked. “Let’s hope,” my mother said.

I DO NOT BELIEVE that such groups as these which I found my way to not long after returning from Wheaton, or Alcoholics Anonymous, which is the group they all grew out of, are perfect any more than anything human is perfect, but I believe that the Church has an enormous amount to learn from them. I also believe that what goes on in them is far closer to what Christ meant his Church to be, and what it originally was, than much of what goes on in most churches I know. These groups have no buildings or official leadership or money. They have no rummage sales, no altar guilds, no every-member canvases. They have no preachers, no choirs, no liturgy, no real estate. They have no creeds. They have no program. They make you wonder if the best thing that could happen to many a church might not be to have its building burn down and to lose all its money. Then all that the people would have left would be God and each other. The church often bears an uncomfortable resemblance to the dysfunctional family. There is the authoritarian presence of the minister—the professional who knows all of the answers and calls most of the shots—whom few ever challenge either because they don’t dare to or because they feel it would do no good if they did. There is the outward camaraderie and inward loneliness of the congregation. There are the unspoken rules and hidden agendas, the doubts and disagreements that for propriety’s sake are kept more or less under cover. There are people with all sorts of enthusiasms and creativities which are not often enough made use of or even recognized because the tendency is not to rock the boat but to keep on doing things the way they have always been done.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

supposed weakness on national security. Ours was a brief exchange, filled with unspoken irony—the elderly Southerner on his way out, the young black Northerner on his way in, the contrast that the press had noted in our respective convention speeches. Senator Miller was very gracious and wished me luck with my new job. Later, I would happen upon an excerpt from his book, A Deficit of Decency, in which he called my speech at the convention one of the best he’d ever heard, before noting—with what I imagined to be a sly smile—that it may not have been the most effective speech in terms of helping to win an election. In other words: My guy had lost. Zell Miller’s guy had won. That was the hard, cold political reality. Everything else was just sentiment. MY WIFE WILL tell you that by nature I’m not somebody who gets real worked up about things. When I see Ann Coulter or Sean Hannity baying across the television screen, I find it hard to take them seriously; I assume that they must be saying what they do primarily to boost book sales or ratings, although I do wonder who would spend their precious evenings with such sourpusses. When Democrats rush up to me at events and insist that we live in the worst of political times, that a creeping fascism is closing its grip around our throats, I may mention the internment of Japanese Americans under FDR, the Alien and Sedition Acts under John Adams, or a hundred years of lynching under several dozen administrations as having been possibly worse, and suggest we all take a deep breath. When people at dinner parties ask me how I can possibly operate in the current political environment, with all the negative campaigning and personal attacks, I may mention Nelson Mandela, Aleksandr Solzhenitsyn, or some guy in a Chinese or Egyptian prison somewhere. In truth, being called names is not such a bad deal. Still, I am not immune to distress. And like most Americans, I find it hard to shake the feeling these days that our democracy has gone seriously awry. It’s not simply that a gap exists between our professed ideals as a nation and the reality we witness every day. In one form or another, that gap has existed since America’s birth. Wars have been fought, laws passed, systems reformed, unions organized, and protests staged to bring promise and practice into closer alignment. No, what’s troubling is the gap between the magnitude of our challenges and the smallness of our politics—the ease with which we are distracted by the petty and trivial, our chronic avoidance of tough decisions, our seeming inability to build a working consensus to tackle any big problem. We know that global competition—not to mention any genuine commitment to the values

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Surveys of customers consistently show that they put the highest value on salespeople who make them think, who bring new ideas, who find creative and innovative ways to help the customer’s business

commercial drone market, which accounts for about 60 percent of total worldwide sales, used for such purposes as crop spraying,

You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal “comfort zone.” Then, when you get into the situation, it isn’t foreign. It doesn’t scare you.

They see it; they feel it; they experience it before they actually do it. They begin with the end in mind. You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal “comfort zone.” Then, when you get into the situation, it isn’t foreign. It doesn’t scare you.

Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes.

In this sense, customer loyalty is much less about what you sell and much more about how you sell. The best companies don’t win through the quality of the products they sell, but through the quality of the insight they deliver as part of the sale itself. The battle for customer loyalty is won or lost long before a thing ever gets sold. And the best reps win that battle not by “discovering” what customers already know they need, but by teaching them a new way of thinking altogether.

Lead to your unique strengths. Challenge customers’ assumptions. Catalyze action. Scale across customers.

commercial teaching must tie directly back to some capability where you outperform your competitors.

in order to ensure that your teaching efforts ultimately lead to your unique strengths, you actually have to know what your unique strengths are.

understanding and agreeing on what it is that your company does better than anyone else.

Why should our customers buy from us over anyone else?

The word we like to use here is “reframe.” What data, information, or insight can you put in front of your customer that reframes the way they think about their business—how they operate or even how they compete? That’s what your customers are really looking for. Remember what we saw in our customer survey? Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes.

Huh, I never thought about it that way before,” they’re clearly telling you they’re engaged, maybe even a little unsettled. And as customers themselves have told us, that’s exactly what they were hoping for when they sat down with you in the first place. That’s when the conversation itself becomes something worth paying for.

Charlestown’s most characteristic pastime had long been the reckless sport of “looping.” The young “looper” played by a rigid set of rules. First, he stole a car in downtown Boston. Then he roared into Charlestown, accelerating as he reached City Square, where the District 15 police station stood in a welter of bars, nightclubs, and pool halls. Often he had to take a turn around the square before the first policeman dashed for his patrol car or motorcycle. Then the chase was on: down Chelsea Street to Hayes Square, up the long slope of Bunker Hill Street to St. Francis de Sales’ Church at the crest, then down again, picking up speed, often to 70 or 80 miles per hour, until a screeching left into Sullivan Square took him onto Main Street, where, dodging the stanchions of the El, he roared into City Square again, completing the “loop.” All that remained was to ditch the car before the police caught up. Looping was an initiation rite, proof that a Townie had come of age. But it was something else as well: a challenge flung at authority, a middle finger raised to the powers that be. Before long, looping became a kind of civic spectacle, pitting the Town’s young heroes against the forces of law and order. Plans for a loop circulated well in advance. At the appointed hour, hundreds of men, women, and children gathered along Bunker Hill Street, awaiting the gladiators. When the stolen car came in sight, racing up the long hill, a cheer would rise from the spectators, followed by jeers for the pursuing policemen. The first recorded “loop” was performed in 1925 by a sixteen-year-old daredevil named Jimmy “Speed King” Murphy, but most renowned of all was “Shiner” Sheehan, the teenage son of a federal alcohol agent, whose exploits so electrified the Town that he drew round him a group of young acolytes. Membership in their “Speeders Club” was limited to those who could produce newspaper clippings showing they had bested the police.

Fill-In-the-Blank Headlines with Examples They Didn't Think I Could ________, but I Did. This headline works well for many reasons, including our natural tendency to root for the underdog. We're fascinated with stories of people who overcome great obstacles and others' ridicule to achieve success. When this headline refers to something you have thought about doing, but talked yourself out of, you'll want to know if the successful person shared your doubt or fear or handicap. Examples: They Laughed When I Sat Down at the Piano — but Not When I Started to Play! They Grinned When the Waiter Spoke to Me in French — but Their Laughter Changed to Amazement at My Reply! Who Else Wants ________? I like this type of headline because of its strong implication that a lot of other people know something the reader doesn't. Examples: Who Else Wants a Hollywood Actress' Figure? Who Else Needs an Extra Hour Every Day? How ________ Made Me ________ This headline introduces a first-person story. People love stories and are remarkably interested in other people. This headline structure seems to work best with dramatic differences. Examples: How a “Fool Stunt” Made Me a Star Salesman. How a Simple Idea Made Me “Plant Manager of the Year.” How Relocating to Tennessee Saved Our Company $1 Million a Year Are You ________? The question headline is used to grab attention by challenging, provoking, or arousing curiosity. Examples: Are You Ashamed of the Smells in Your House? Are You Prepared for the Next Stock Market Crash? How I ________ Very much like How ________ Made Me ________, this headline introduces a first-person story. The strength of the benefit at the end, obviously, controls its success. Examples: How I Raised Myself from Failure to Success in Selling. How I Retired at Age 40 — With a Guaranteed Income for Life.

The three acts of the sales conversation are: I: Earning the Right to Ask II: Exploration III: Demonstrating Usefulness. In Act I, you work to earn the credibility to ask probing questions. In Act II, you explore your client’s needs by asking a series of carefully designed questions that help both you and your client better understand the issues and challenges that need to be resolved. In Act III, you demonstrate usefulness to your client by offering resources and insights, matching your client’s needs to your products or services, and establishing the basis for a continuing relationship.

Reconstructing family life amid the chaos of the cotton revolution was no easy matter. Under the best of circumstances, the slave family on the frontier was extraordinarily unstable because the frontier plantation was extraordinarily unstable. For every aspiring master who climbed into the planter class, dozens failed because of undercapitalization, unproductive land, insect infestation, bad weather, or sheer incompetence. Others, discouraged by low prices and disdainful of the primitive conditions, simply gave up and returned home. Those who succeeded often did so only after they had failed numerous times. Each failure or near-failure caused slaves to be sold, shattering families and scattering husbands and wives, parents and children. Success, moreover, was no guarantee of security for slaves. Disease and violence struck down some of the most successful planters. Not even longevity assured stability, as many successful planters looked west for still greater challenges. Whatever the source, the chronic volatility of the plantation took its toll on the domestic life of slaves. Despite these difficulties, the family became the center of slave life in the interior, as it was on the seaboard. From the slaves' perspective, the most important role they played was not that of field hand or mechanic but husband or wife, son or daughter - the precise opposite of their owners' calculation. As in Virginia and the Carolinas, the family became the locus of socialization, education, governance, and vocational training. Slave families guided courting patterns, marriage rituals, child-rearing practices, and the division of domestic labor in Alabama, Mississippi, and beyond. Sally Anne Chambers, who grew up in Louisiana, recalled how slaves turned to the business of family on Saturdays and Sundays. 'De women do dey own washing den. De menfolks tend to de gardens round dey own house. Dey raise some cotton and sell it to massa and git li'l money dat way.' As Sally Anne Chambers's memories reveal, the reconstructed slave family was more than a source of affection. It was a demanding institution that defined responsibilities and enforced obligations, even as it provided a source of succor. Parents taught their children that a careless word in the presence of the master or mistress could spell disaster. Children and the elderly, not yet or no longer laboring in the masters' fields, often worked in the slaves' gardens and grounds, as did new arrivals who might be placed in the household of an established family. Charles Ball, sold south from Maryland, was accepted into his new family but only when he agreed to contribute all of his overwork 'earnings into the family stock.' The 'family stock' reveals how the slaves' economy undergirded the slave family in the southern interior, just as it had on the seaboard. As slaves gained access to gardens and grounds, overwork, or the sale of handicraft, they began trading independently and accumulating property. The material linkages of sellers and buyers - the bartering of goods and labor among themselves - began to knit slaves together into working groups that were often based on familial connections. Before long, systems of ownership and inheritance emerged, joining men and women together on a foundation of need as well as affection.

But Kindle had not started out that way. In the early stages of its development—before we got started on the press release approach and when we were still using PowerPoint and Excel—we had not described a device that could do all these things from the customer perspective. We had focused on the technology challenges, business constraints, sales and financial projections, and marketing opportunities. We were working forward, trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience. An ordering process that would make buying and downloading books easy. A huge selection of titles. Low prices. We would never have had the breakthroughs necessary to achieve that customer experience were it not for the press release process, which forced the team to invent multiple solutions to customer problems.

Fasal is an online system that connects farmers in rural India directly with market agents and other buyers. Via Fasal, farmers can quickly learn the price of goods at a number of nearby markets, choose the sales location most advantageous to them, and use the data to negotiate a better deal, a challenge that exists around the world.2 Sangeet Choudary, one of the authors of this book, led the commercialization and launch of the Fasal initiative. One of the challenges facing Choudary and his team was figuring out what kind of communications infrastructure they could use to enable producers and consumers to share value units. They realized that the big advantage working in their favor was cell phones. More than half of Indian farmers, even the poorest, own and use cell phones. In fact, as in much of the developing world, cell phone use in rural India has spread rapidly. Cellular telephony, with its instant communications capability, became the conduit for the market data the small farmers so desperately needed.

Because it is harder for a competitor to offer the full spectrum of capabilities comprising a well-designed solution bundle, it’s much easier to protect premium pricing in a solution sale than in a traditional product sale.

Not only does this dance entail significant customer commitment across a wide range of different stakeholders, conference calls, and presentations, but from the customer’s point of view, most of this effort comes early, before they see any value. Really, it’s an act of faith on their part that they’re going to get anything in return for all of their trouble. This has led to something we call “solutions fatigue.

Challenger sales reps make up about 40 percent of the high performers in leading sales teams. Only 7 percent of relationship builders are star performers.

More Sales Does Not Equal More Profit My first product order for Sheer Strength cost me $600. I ordered 100 units at $6 each and we sold it at a $32 price point. The money came out of my savings, and at the time, I was so worried that it wouldn’t sell, and I’d be out $600. To the Ryan of the past, I now say two things. First: Who cares? Put on your big boy pants, Ryan. It’s only $600. Second: This isn’t the real problem. Assuming you follow this process, create a decent product, and identify your customer, your bigger problem is that you won’t be able to keep inventory in stock, as we’ve talked about already. Trust me on this. Keeping inventory in stock so that you can keep building your sales momentum is a real challenge. With Sheer Strength, we kept raising the price until it hit a point where sales were just slow enough that we could keep up with ordering the next round of inventory. We took the money we made from sales, and we bought another 500 units. Then, in the next round, we bought 1,000 units. We just kept rolling the money back in, over and over, as the company grew. It was pure bootstrapping. In retrospect, I wish we’d been even more aggressive at the beginning, but we feared what would happen if we placed that first huge order and the product didn’t sell. For a lot of people, the biggest hurdle is not placing that preliminary order, but rather finding the money to avoid running out of stock faster than it can be replaced.

Saipem, an Italian-based company founded in 1957, has built some of the world's largest energy and infrastructure projects. It is organized into five business divisions that focus on onshore and offshore drilling, engineering and construction, and conceptual design services. Given its connection to oil and gas contracts, which effectively collapsed in 2014 with a plunge in oil prices, it has had to set a course beyond fossil fuels and rethink everything about its business. This "change or die" scenario sets the tone for its reporting and disclosure. Its 2019 sustainability report acknowledges the scenario it is facing and tackles the issue of the low-carbon transition head-on. At its core is the organziations rallying call, or "the four challenges," which describe the context and frame the opportunities it must capture to remain competitive.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose, However, for this to happen, we need a purpose in the first place.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose. However, for this to happen, we need a purpose in the first place.

Donny Disbro is now the driving force behind Standpoint Construction's National Commercial sales. His 20+ years in property management, including a prominent role at PCM, uniquely position him to tackle the challenges faced by HOAs. Donny's passion lies in aiding communities affected by natural disasters, a commitment reflected in his impressive sales record.

The Warmer starts with the customer’s challenges. So the opening is, “We know you face a host of challenges every day, such as production line issues, workers’ comp costs, maintenance and safety issues. Especially those challenges that are critical to keeping your business open and running every single day.” After reviewing a couple issues and providing some general color from other companies, the rep then asks the customer to select for discussion one or two that are particularly pressing in their organization. The idea is to get the customer pulled into the conversation right away and talking about their challenges relative to what Grainger has already seen at other companies. Grainger has found that this one page can lead to an incredibly robust and valuable conversation—all because the rep led with a hypothesis of customer need rather than an open-ended question to “discover” customer need.

Remember, the real value of the interaction isn’t what you sell; it’s the insight you provide as part of the sales interaction itself.

When training new closers and reviewing their calls, I notice that often people try to rush this part. They tend to skip through the intro, rush through the discovery, and then slow down in the pitch. This is backwards. If you rush through the discovery phase, you’ll miss your prospect 99 percent of the time. You can’t rush this part of the process. I’ve helped people sell a product they could barely understand simply because they mastered the art of the discovery. The goal of this section is to have the prospect feel ready to buy, but more importantly to make sure the prospect feels heard. Some sales scripts will tell you to start by digging into the pain and asking what their challenges are. I strongly disagree; this is the incorrect way to begin this part of the process. Think about it this way: If you just met someone and within ten minutes they ask you what your deepest, darkest secret is or maybe what your fears or insecurities are, most likely you’re going to put up a wall and speak at a surface level. The same thing happens on a sales call. If we dig too early into the pain without properly building rapport and confidence, your prospect won’t open up to you.

Now when these storms arise, we simply have one decision and that is how we respond to those storms. And not just how, but when we respond to these storms. In Colorado, they are world famous for the Rocky Mountains that cover the western side and the plains that cover the eastern side. Because of this, Colorado is one of the only places in the world that houses both buffalo and cows. And there is a fantastic lesson for each of us to learn about how each of these animals responds to storms. When the storm rolls in from Colorado, it usually comes from the west and heads toward the east. Now the cows are fantastic creatures, and they usually sense the storm and as it slowly begins to approach them, they turn and begin to run from the storm. But because they can’t outrun the storm, they begin to run with the storm—maximizing the time spent in the storm. As people, we tend to do the same thing in life. We spend so much time trying to avoid the inevitable changes, and we put ourselves in more difficult situations that last much longer than they should. Now the buffalo do something quite different. As the storm rolls in from the west and begins to head toward the east, the buffalo sense the storm rolling over the mountains and instead of running from the storm, they begin to charge toward the storm. Because they run directly at the storm, they end up running straight through it—minimizing the overall time spent in that storm. This is a great lesson for all of us because I promise you that one thing in life is certain and it is that storms will come. Now we can’t control how often they come, how bad they are, or when they come, but one thing is certain: that each and every one of us can control how we respond to these storms. So instead of being the cow and trying to outrun the storm, increasing your pain and frustration, from this moment forward, I challenge you to charge the storm. I challenge you to be the buffalo.

HAVE AN OPINION Find a reason to speak. In my most popular LinkedIn posts, I shared an opinion and then concluded the post with the question, “agree or disagree?” People love to debate! So give them something to challenge you on and keep the conversation going. When you’re writing these posts, the more concise you can be, the better. Quick and easy to digest content that will spark discussion and get people commenting really drives engagement.

The real connection between drugs and violent crime lies in the profits to be made in the drug trade. The stereotype is that crack typically causes crime by turning people into violent predators. But evidence from research shattered this misconception. A key study examined all the homicides in New York City in 1988, a year when 76 percent of arrestees tested positive for cocaine. Nearly two thousand killings were studied.4 Nearly half of these homicides were not related to drugs at all. Of the rest, only 2 percent involved addicts killing people while seeking to buy crack cocaine and just 1 percent of murders involved people who had recently used the drug. Keep in mind that this study was conducted in a year when the media was filled with stories warning about “crack-crazed” addicts. Thirty-nine percent of New York City’s murders that year did involve the drug trade, however, and most of these were related to crack selling. But these killings were primarily disputes over sales territories or robberies of dealers by other dealers. In other words, they were as “crack-related” as the shoot-outs between gangsters during Prohibition were “alcohol-related.” The idea that crack cocaine turns previously nonviolent users into maniacal murderers is simply not supported by the data. When it comes to drugs, most people have beliefs that have no foundation in evidence.

we live in an era when product innovation alone cannot be the basis for corporate success. How you sell has become more important than what you sell.

One of them spectacularly outperforms the other four, while one of them falls dramatically behind. Yet there is something very disturbing about these results. When we show them to sales leaders, we hear the same thing again and again. These leaders find the results deeply troubling, because they’ve placed by far their biggest bet on the profile least likely to win.

That model is often referred to as “solution selling” or a “solutions approach”—or simply “solutions”—and has come to dominate sales and marketing strategy across the last ten to twenty years.

If you help customers think differently and bring them new ideas—which is what the Challenger rep does—then you earn the right to a relationship.

The Challenger rep wins by maintaining a certain amount of constructive tension across the sale. The Relationship Builder, on the other hand, strives to resolve or defuse tension, not create it. It’s

There, they outperform by almost 200 percent. The gap is four times greater. Put another way, as sales become more complex, the gap between core and star performers widens dramatically

in July 1925, when E. K. Strong published The Psychology of Selling. This seminal work introduced the idea of sales techniques, such as features and benefits, objection handling, closing, and, perhaps most important, open and closed questioning.

And they understood, in a way that many researchers don’t, that their five buckets were behavioral clusters, not rigid personality types.

Putting salespeople into five buckets. The research claimed that salespeople fell into one of five distinct profiles: The Hard Worker The Challenger The Relationship Builder The Lone Wolf The Reactive Problem Solver

The research showed that Relationship Builders were unlikely to be star performers. In contrast, the Challengers, who are awkward to manage and assertive both with customers and with their own managers, came out on top. As you’ll see in the book, Challengers won out not by a small margin but a massive one. And the margin was far greater in complex sales.

Personally, I believe that a customer relationship is the result and not the cause of successful selling.

The first thing we did was to run a factor analysis on the data. Put simply, factor analysis is a statistical methodology for grouping a large number of variables into a smaller set of categories within which variables co-present and move together.

All deserts have intense heat and sand, but intense heat and sand are not unique to deserts.

One CEB member described the problem solver as “a customer service rep in sales rep clothing.” As she put it, “They come into the office in the morning with grand plans to generate new sales, but as soon as an existing customer calls with a problem, they dive right in rather than passing it to the people we actually pay to solve those problems. They find ways to make that customer happy, but at the expense of finding ways to generate more business.

A Challenger is really defined by the ability to do three things: teach, tailor, and take control:

Figure 2.3. Challenger Versus Relationship Builder Profile

six of them showed up as statistically significant in defining someone as a Challenger rep: Offers the customer unique perspectives Has strong two-way communication skills Knows the individual customer’s value drivers Can identify economic drivers of the customer’s business Is comfortable discussing money Can pressure the customer

Meanwhile, as the Challenger is focused on pushing the customer out of their comfort zone, the Relationship Builder is focused on being accepted into it.

shift to solution selling results in customers’ expecting you to actually “solve” a real problem and not just supply a reliable product. And that’s hard to do. It requires that you not only understand the customer’s underlying problems or challenges as well if not better than they do themselves, but also that you can identify new and better means of addressing those challenges, articulate clear benefits from using limited resources to solve that problem versus competing ones, and determine the right metrics to measure success.

Here are four examples of Lead Magnets I use: A checklist that can be used to properly perform something I explained in a video. A template for determining, say, a business’s profit margin. An advanced guide that goes further into the details of a subject of one of my videos. A unique book that provides substantial value but is offered for free. For me, it is 11 Side Hustle Ideas to Make $500/Day from Your Phone. The appropriate opt-in incentive depends on your content. Here are other types of examples: A DIY carpenter could offer plans to make a corner table. A marketing YouTuber could offer scripts of what to say on sales phone calls. A landscaping expert might offer recommendations for which kinds of grass to use around the United States. YouTuber Nick True at Mapped Out Money, who makes video tutorials that teach the best practices for using the personal budgeting software YNAB, found that he gets the highest sign-up rates when he offers a checklist that relates to the video. His followers really like having a resource that they can use to put his advice into practice. Jess Dante of Love and London runs a YouTube channel helping viewers plan their trips to London by suggesting lesser-known restaurants and stores to visit. Her superstar opt-in incentive is a free London 101 Guide with everything a first-time visitor needs to know. It’s been downloaded more than 45,000 times. Where you make your call to action will also have an impact on your success building your email list. You can make your call to action in a variety of places or ways inside your videos. One of the best ways is to give a short, relevant tease of the bonus or resource you’re offering within the YouTube video and tell people where they can learn more. CHALLENGE Create a Lead Magnet. It’s time to create your first Lead Magnet using the process we’ve just outlined above. You can use your piece of content from the previous chapter as a base or start something new. Don’t spend more than two hours on the first iteration. If you want to turn it into a big thing later on, great. But start SMALL. Go to MillionDollarWeekend.com to get Lead Magnet templates! (See what I did there?)