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There’s no doubt that challenging your buyer to take decisive action works in specific sales situations. The right messaging, content, and skills training will greatly improve your ability to align these departments for better retention and expansion results. All three teams play an important role in winning critical commercial moments with your existing customers. Renewals and upsells require unique alignment between Marketing, Sales, and Customer Success organizations. Instead, you need stories and skills specifically designed for customer expansion conversations to maximize your company’s ability to keep and grow your business. Unfortunately, most Marketing and Sales teams take a one-size-fits-all approach to every encounter.
#The challenger sale summary how to#
Situational fluency means being able to engage differently with prospects versus customers, knowing how to adjust for the different decision moments across the customer lifecycle. Status Quo Bias is your competitive advantage when convincing customers to renew or pay more for your solutions, and it’s foundational to your all-important upsell conversations. But this messaging approach only works when you’re an outsider trying to acquire new customers.
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There’s nothing inherently wrong with using a provocative message or introducing Unconsidered Needs to disrupt your buyer’s status quo. You need to shift your approach to include these sales strategies for keeping and growing revenue with your existing customers. The buyer psychology is different, so your stories and skills need to be different. The Challenger sales and training model doesn’t account for the unique pressures and demands of generating revenue through customer expansion. This begs the question: If challenging your existing customers isn’t effective what is? 3 Sales Strategies for Customer Expansion But research shows that using a provocative, challenging message with existing customers-when you’re trying to renew or expand business with them-will actually backfire, increasing your risk of losing them to your competitors by at least 10-16 percent. Provoking your prospects and leading with unexpected insights are effective tactics when you’re trying to convince your buyer to change their status quo. Today, the vast majority of a business’ revenue (analysts estimate an average of 70-80 percent) comes from existing customers. Most companies have moved away from a one-time sale of products and services to subscription-based business models. The economy has fundamentally transformed over the last decade since Moore’s article. 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.
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