1. The Challenger Customer
An Introduction to
The Challenger Customer
#ChallengerCustomer
© 2015 CEB. All rights reserved

2. Hard Worker Challenger Relationship Builder Lone Wolf Problem Solver
That Was Then...
Always goes the extra mile
Doesn’t give up easily
Self-motivated
Interested in feedback and development
Always has a different view of the world
Understands the customer’s business
Loves to debate
Pushes the customer
Reliably responds
Ensures that all problems are solved
Detail oriented
Follows own instincts
Self-assured
Independent
Builds strong customer advocates
Generous in giving time to help others
Gets along with everyone
Hard Worker
Challenger
Relationship Builder
Lone Wolf
Problem Solver

3. Single Stakeholder Agreement Organizational Consensus
Traversing the Solutions Graveyard
Customer Status Quo
Agreement on a Vision
Purchase Decision
Single Stakeholder Agreement
Organizational Consensus

4. Bigger Groups, Fewer Purchases
n = 3,000. 0%
50%
100%
81%
55%
53%
31% 1 2 3 4 5 6+
Size of Buying Team
60%
Purchase Likelihood

5. Bigger Groups, Fewer Purchases
n = 3,000. 0%
50%
100%
81%
55%
53%
31% 1 2 3 4 5 6+
Size of Buying Team
60%
Purchase Likelihood
5.4
Average Buying
Group Size

6. 1. Accessing Individuals
Track Them All down, Win Them All Over
Stakeholder 1:
CIO
Rep Angle: Minimal work-flow disruption
Positioning: Seamless integration with legacy systems
Stakeholder “Closed”
Stakeholder 2:
Financial Analyst
Rep Angle: Cost savings
Positioning: Write-off of existing platform
Stakeholder 3: Marketer
Rep Angle: Deeper customer segmentation
Positioning: Develop effective segmentation targeting strategies
1. Accessing Individuals
2. Closing Individuals

7. Surprising Findings 8% 4% 0% (4%) (8%) Change in Likelihood of Making
a High-Quality Sale
Access to Stakeholders Evaluating Purchase
Positioning Offering on Value to an Individual Stakeholder

8. The Real Enemy Stakeholder Dysfunction Index
1.5
Stakeholder Diversity Index
Stakeholder Dysfunction Index
2.0
2.5
4.0
5.5
Stakeholders don’t
have a fair say
Stakeholders avoid discussing key issues
Stakeholders have multiple disagreements
Kinds of dysfunction:

9. Stakeholder 2 Mental Model Stakeholder 3 Mental Model
The Lowest Common Denominator
Stakeholder 1
Mental Model
Goal
Priorities
Metrics
Means
Stakeholder 2 Mental Model
Stakeholder 3 Mental Model

10. Seven Types of Customer Stakeholders
The Teacher
The Blocker
The Climber
The Guide
The Go-Getter
The Friend
The Skeptic

11. Mobilizers Get the Deal Done

12. What Now?
1. Identify Mobilizers versus “Champions”
2. Engage Mobilizers with Commercial Insight, not Thought Leadership
3. Equip Mobilizers to Coach Customers toward Collective Change
4. Track Mobilizer Progress through a Customer-Verified Pipeline

13. Finding Mobilizers

14. What Now?
1. Identify Mobilizers versus “Champions”
2. Engage Mobilizers with Commercial Insight, not Thought Leadership
3. Equip Mobilizers to Coach Customers toward Collective Change
4. Track Mobilizer Progress through a Customer-Verified Pipeline

15. Magnitude of Driver Impact Non-Statistically Significant Drivers
Break down the “A,” then Build up the “B”
0.013
(0.047)
(0.096)
(0.132)
Magnitude of Driver Impact
Representing a Smart/Expert Perspective
Being Easy to Understand
Containing Interesting Facts or Anecdotes
Being Accessible/ Quick to Find
Non-Statistically Significant Drivers

16. Break down the “A,” then Build up the “B”
Statistically Significant Drivers
0.302
0.013
(0.047)
(0.096)
(0.132)
Magnitude of Driver Impact
0.446
Teaching Customer Something New about Their Business Needs/ Challenges
Providing the Customer with Compelling Reasons to Take Action
Representing a Smart/Expert Perspective
Being Easy to Understand
Containing Interesting Facts or Anecdotes
Being Accessible/ Quick to Find
Non-Statistically Significant Drivers

17. Thought Leadership Is not Commercial Insight
General Information
Accepted Information
Thought Leadership
Insight
Be Credible/Relevant
Be Newsworthy
Be Frame-Breaking
Lead to Supplier
Commercial Insight

18. A B Break down the “A,” then Build up the “B” Current Beliefs/Behavior
Desired A B

19. What Now?
1. Identify Mobilizers versus “Champions”
2. Engage Mobilizers with Commercial Insight, not Thought Leadership
3. Equip Mobilizers to Coach Customers toward Collective Change
4. Track Mobilizer Progress through a Customer-Verified Pipeline

20. Source: Marketo; CEB analysis.
Mobilizer Toolkit
Marketo’s toolkit provides guidance on how to navigate internal change and purchase processes
Source: Marketo; CEB analysis.

21. What Now?
1. Identify Mobilizers versus “Champions”
2. Engage Mobilizers with Commercial Insight, not Thought Leadership
3. Equip Mobilizers to Coach Customers toward Collective Change
4. Track Mobilizer Progress through a Customer-Verified Pipeline

22. Tracking Mobilizers through a Customer-Verified Purchase Process

23. Learn More and Join the Conversation
challengercustomer.com
#ChallengerCustomer
@CEB_Challenger