书名：The Challenger Sale: How To Take Control of the Customer Conversation 挑战者销售：引爆第四次销售革命
作者：Matthew Dixon；Brent Adamson
出版社名称：Portfolio Penguin
出版时间：2013
语种：英文
ISBN：9780670922857
商品尺寸：15.3 x 1.7 x 23.4 cm
包装：平装
页数：240（以实物为准）

★SPIN创始人、《销售巨人》作者尼尔·雷克汉姆推荐

在对三千多名销售员及五千多位客户进行调查研究及统计分析基础上，本书The Challenger Sale: How To Take Control of the Customer Conversation《挑战者销售：引爆第四次销售革命》提出一种全新的销售模式，即挑战式销售。运用这种销售模式可以在销售中获得控制地位，在激烈的竞争中建立真正的优势，提升业绩。本书不但有研究结果分析、案例分析，而且总结出了切实可行的实施策略和应用技巧。对于每个追求销售业绩增长的销售人员及销售部门，本书都不容错过！

THE INTERNATIONAL BESTSELLER: OVER HALF A MILLION COPIES SOLD
In The Challenger Sale, Matthew Dixon and Brent Adamson share the secret to sales success: don't just build relationships with customers. Challenge them
What's the secret to sales success? If you're like most business leaders, you'd say it's fundamentally about relationships - and you'd be wrong. The best salespeople don't just build relationships with customers. They challenge them.
Matthew Dixon, Brent Adamson, and their colleagues at CEB have studied the performance of thousands of sales reps worldwide. And what they discovered may be the biggest shock to conventional sales wisdom in decades.
The Challenger Sale argues that classic relationship-building is the wrong approach. Every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average performance, only one - the Challenger - delivers consistently high performance.

Review
“The most important advance in selling for many years.”(Neil Rackham, author of SPIN Selling)

你需要刺激客户的思想并展现价值——“挑战”客户才能赢！The Challenger Sale: How To Take Control of the Customer Conversation《挑战者销售：引爆第四次销售革命》为我们面临的销售难题提供了一剂良药，它清晰地揭示了客户如何购买产品以及销售团队必须如何销售。本书将“挑战式销售”这一强有力的方法分解为可供学习、复制的若干技巧，即便是一个成熟的销售团队，也可以通过运用这一方法，将自己的销售业绩提升到一个新的水平。

马修·狄克逊，美国CEB公司SEC部常务董事。毕业于匹兹堡大学，获公共与国际事务专业博士学位。

布伦特·亚当森，美国CEB公司SEC部及传媒服务部会员咨询服务总监。

Matthew Dixon andBrent Adamsonare managing directors with CEB in Washington, D.C.

IN EARLY 2009, CEB set out to answer the most pressing question on the minds of sales leaders at the time: How can we sell our way through the worst economy in decades?

It was a question naturally accompanied not only by urgent concern even fear-but also by a sense of real mystery. In a world where B2B selling had ground to nearly a complete halt, sales executives were surprised to find a handful of reps still bringing in business typical of the best of times, not the worst. But what were they doing differently? How were these reps still selling well when virtually no one else was selling at all?

In studying this question in significant depth we discovered something surprising. What set these best reps apart wasn't so much their ability to succeed in a down economy, but their ability to succeed in a complex sales model-one that places a huge burden on both reps and customers to think and behave differently. That model is often referred to as "solution selling" or a "solutions approach"--or simply "solutions"--and has come to dominate sales and marketing strategy across the last ten to twenty years.

The story we found in our research, however, told us something very important about the world of solution selling. It's evolving dramatically. As suppliers seek to sell ever bigger, more complex, disruptive, and expensive "solutions," B2B customers are naturally buying with greater care and reluctance than ever before, dramatically rewriting the purchasing playbook in the process. As a result, traditional, time-tested sales techniques no longer work the way they used to. Core-performing reps struggle mightily in all but the most straightforward of sales, leaving an alarming number of half-completed deals in their wake as they attempt to adapt to changing customer demands and evolving buying behaviors.