Inspired by a very good question in the CEB Challenger Sale forum, I decided to write an article on the topic of product demonstrations relative to the Challenger Sale, addressing some of the questions around this particular subject.
The question posed to the group, was in essence, “What conditions would need to be in evidence before a good Challenger sales rep would initiate a product demonstration?” Excellent question!
Derivatives of the question throughout the forum discussion evolved into whether or not Challengers should conduct product demonstrations at all. Equally good questions! Following is my take on the two questions — Do Challengers do product demonstrations, and if so, where in the sales process would be the appropriate time to do so.
Do Challenger’s Demo?
The short answer to whether or not a Challenger Rep does product demonstrations is a qualified “Yes,” but with some caveats. Let’s look at a couple of them.
- Demos don’t define Challengers. Challengers define demos. Not all products require demonstrations, which you already understand. When they are pertinent as part of the sales process, the Challenger conducts at the appropriate time, anchoring back to what the customer didn’t understand about their business or industry in the first place. To be clear, the Challenger Rep is not defined by whether s/he does a demo. They are defined by their behaviors throughout the sales process …with or without a demo.
- Challengers don’t win the sale with demos. This will be, perhaps the most important point I make here. If the sale were won at the point of product demonstration, something went wrong earlier in the process as this has just become the Features and Benefits sale. True Challengers shape demand before a prospect ever knew they wanted or needed a solution, then continue to expose problems, consequences, etc. through commercial teaching/insight. Challengers effectively win the sale by selling the problem prior to a product demonstration. Furthermore, the effective Challenger rep will have been leading TO their solution throughout the sales process, thereby making the product demonstration merely ‘confirmation’ of the sale.
When Do Challengers Demonstrate Products?
As a quick rehash of the Challenger choreography, following are the key stages:
- Warmer – Prospect Response: “S/he knows my industry/business”
- Reframe – Prospect Response: “I never thought of it that way before”
- Rational Drowning – Prospect Response: “I’m familiar with the story s/he is describing”
- Emotional Impact – Prospect Response: “S/he is telling my story”
- A New Way – Prospect Response: “What should I do?”
- Your Solution – Prospect Response: “Will your product address these problems?”
With my paraphrase of the Challenger choreography above, the answer to when a Challenger rep should do a product demonstration is quite straight-forward…At the end of the choreography.
To add a little bit more color to this though, following are a few key elements of Intentionality that must have taken place with your prospect prior to a product demonstration occurring:
- You taught them something about their business or industry (commercial teaching/insight), that they didn’t appreciate or anticipate before
- You effectively led them to the center of their own story (Emotional Impact) and created a compelling need to change
- You remained disciplined and left product/solution out of the discussion in stages 1 – 5 of the choreography
There is certainly more to it than these three areas, but these tend to be the primary areas where lack of intentionality and discipline show up in a rep’s process. That said, when a rep has effectively met the aforementioned criteria, the prospects are prepared to confirm their selection of you as their supplier once the demo is complete.
As a bit of an exaggerated visual picture for what this looks like, consider what the audience members looked like each time Steve Jobs was unveiling a new product. It was the Jerry McGuire version of, “You had me at ‘Hello’!” as the audience, both physical and virtual, has already said ‘yes,’ and are merely waiting to see what they have said yes to.
Repeatable Success Tip
Intentionality. Staying disciplined to the process, despite the prospect’s tendency to try to remain outside of their own story and talk about product requires tremendous intentionality on the rep’s part. In fact, for a great illustration on commitment to the process, see the following article on Zappos’ CEO, Tony Hsieh.
To practice intentionality in this area, consider doing the following. In your next conversation with a prospect, pay specific attention to how quickly you begin speaking about your own product/solution. It doesn’t matter if the prospect initiates discussion on product. If you engage and proceed to discuss your solution, prior to the other 5 stages of the choreography taking place it counts. Furthermore, it will typically cost you for reasons I will describe in my upcoming article on The Consequences of Introducing Solutions Prematurely.
Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.
3 thoughts on “Do Challenger Sales Reps Do Demos?”
An excellent addition and Clarification to the LinkedIn discussion: “if and when”
You and I, Jeff, suffer from talking TCS to people who just have different constructs
“Challenge”, “Insight” and even “teach” have different meanings to them from our understanding!
I love your:
“◾You taught them something about their business or industry (commercial teaching/insight),
that they didn’t APPRECIATE or ANTICIPATE before”
And that is indeed how Challengers get them at Hello!
I suspect one day you and I will need to clarify for our readers just what a BENEFIT is,
and if I start by saying it is: “NOT what a Salesperson SAYS, but it is what a Customer HEARS.”
Now, how many people who have NOT ‘Mastered’ SPIN(r) Selling
would use that as their definition????
You make very good points, Brian.
When I look at the body of work that has been done by and through CEB in the work of the Challenger Sale, I really get concerned about the misunderstanding and misapplication of the principles. The risk, I see, unfolds as follows:
The result? An organization full of people saying, “Challenger doesn’t work!”
There is a lot at stake here, and I don’t want to see CEB’s work suffer the consequences, thus the “Free advice” you referenced on LinkedIn the other day. By the way, thanks for the endorsement! As always I appreciate that, and you for your support in bringing well-reasoned insights into the sales arena.