Skip to main content
    The Keys to Successfully Implementing “The Challenger Sale”

    The Keys to Successfully Implementing “The Challenger Sale”

    I attended the UK launch event for “The Challenger Customer” yesterday (you can read my review of the book here). One of the authors, Nick Toman, gave a quick-fire introduction to the fascinating research into B2B buying behaviour that led to the breakthrough thinking ...

    Why it's time to STOP "Adding Value"

    It’s probably the most commonly proposed response to price pressures and commoditisation: if we’re not prepared to cut our ...

    Why “The Challenger Customer” is a must-read for CEOs and sales leaders

    When the Challenger Sale was published in 2011, it rapidly became one of the "must read" handbooks for B2B CEOs and sales ...

    Boldly Going in B2B Sales: Less Kirk, More Spock

    The traditional profile of a successful sales person isn’t a million light-years away from the personality of Captain James ...

    What Sales could learn from Customer Experience

    I’m very grateful to Bob Thompson of CustomerThink for hosting a very stimulating round table with a group of the UK’s ...

    Transforming your sales process to reflect modern buying behaviours

    There’s no doubt that B2B buying behaviours have changed dramatically over the past few years. If you’re selling a complex, ...

    ReachForce B2B Sales Expert Interview programme

    I was recently interviewed by ReachForce as part of their Expert Interview program. Here are some of the B2B sales related ...

    The fundamental principles of value-based selling

    It’s a sad fact that today’s average B2B sales person is still far more comfortable talking about their products than they ...

    Competing against the status quo

    Note: this article originally appeared in the International Journal of Sales Transformation under the title 'Competing ...

    The problem with assigning fixed percentages to pipeline stages

    On average, fewer than 50% of forecasted opportunities close at the predicted value and time - and the figure is usually far ...