![the challenger sale chapter summary the challenger sale chapter summary](https://www.hubspot.com/hubfs/Screenshot_2016-01-28_10.01.45.png)
What do these star performers do, and how can those actions be translated to other reps? To figure this out, Gartner surveyed over 6,000 sales reps and assessed star and average performers across 44 different attributes. What star performers doįor many organizations, a few star sales performers drive the majority of revenue. It’s not just about selling something anymore,” says Brent Adamson, Distinguished Vice President, Advisory, Gartner and co-author of The Challenger Sale, Taking Control of the Customer Conversation (Portfolio/Penguin, 2011). “Sales organizations can increase business by challenging customers - delivering customer interactions specifically designed to disrupt their current thinking and teach them something new. Sales organizations can increase business by challenging customers In this environment, sales reps must deliver a purchase experience that transcends product features and benefits to win sales and retain business, or risk becoming irrelevant. Customers are coming into seller interactions with preconceived ideas about what products and features they want to buy and how much they’re willing to pay. Gartner research found that customers are more than halfway, 57%, through the purchase process before they have the first meaningful contact with a seller. This creates a more complex purchase process that places a greater burden on both the customer and the rep.
THE CHALLENGER SALE CHAPTER SUMMARY HOW TO
Suggesting innovative individual and group tactics for improving human judgment, "Blind Spots" shows us how to secure a place for ethics in our workplaces, institutions, and daily lives.Customers approach most purchases armed with more information and choices than ever before.
![the challenger sale chapter summary the challenger sale chapter summary](https://slidetodoc.com/presentation_image/f8f4bca1ea1a8dcaa2af3e566b5b23cb/image-5.jpg)
Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions. They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading - the removal of ethics from the decision - making process - have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be. In "Blind Spots", leading business ethicists Max Baseman's and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. But we are not as ethical as we think we are. When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. Chapter 8: Narrowing the Gap: Interventions for Improving Ethical Behavior 152 Notes 173 Index 187.
![the challenger sale chapter summary the challenger sale chapter summary](https://i.ytimg.com/vi/UnQcKeFTqcw/maxresdefault.jpg)
![the challenger sale chapter summary the challenger sale chapter summary](https://www-cms.pipedriveassets.com/blog-assets/challenger-sales-chart.jpg)
Chapter 5: When We Ignore Unethical Behavior 77.Chapter 4: Why You Aren't as Ethical as You Think You Are 61.Chapter 3: When We Act against Our Own Ethical Values 38.Chapter 2: Why Traditional Approaches to Ethics Won't Save You 24.Chapter 1: The Gap between Intended and Actual Ethical Behavior 1.Bibliography Includes bibliographical references and index.