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The Challenger Sale suggests several strategies for maintaining control in customer conversations. Firstly, it encourages sales reps to be assertive, not aggressive, and to understand that power does not solely rest with the customer. Secondly, it emphasizes the importance of recognizing the value of the company's technical and implementation expertise. Sales reps should not underestimate this value and overestimate customer objections. Lastly, it advises against being overly customer-centric to the point of only giving customers what they want. Instead, it promotes teaching customers new insights, which can add more value to the customer relationship.
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The fear that encouraging reps to be assertive will make them aggressive is misplaced. The reps usually tend to be passive because they believe that power rests with the customer. A survey by BayGroup International shows that 75% reps believe procurement has more power, while 75% procurement officers believe reps have more power. Challengers know that there is always more room for negotiation. Another reason for passivity is because they underestimate the value of their company's technical and implementation expertise and overestimate customer objections. Taking control means recognizing the value brought to the customer, particularly in teaching them new insights. Finally, the increased managerial emphasis on being "customer-centric" makes reps think of giving them what they want.
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How do you make your voice heard in a world of complex deals and risk-averse customers? How can you maintain control to ultimately win customer loyalt...
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