Four years ago, the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales. Now their latest research reveals something even more surprising: Being a Challenger seller isn’t enough. Your success or failure also depends on who you challenge.

Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need.

Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be?

The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is.

It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers.

The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.
"I love it. This book will set the tone for years of work to come. The CEB team has just added the HOW to the WHAT that we have all been searching for since we launched into the Challenger journey. Helping your clients make buying decisions and then moving them to action, in your direction, is the HOW in this book that makes the biggest difference of all."
—MITCH LITTLE, vice president, worldwide sales and applications, Microchip Technology Inc.

"There is no sale more misunderstood (and expensively misunderstood) than the B2B sale. Here, in black and white, is an essential new way to think about it."
—SETH GODIN, author, Linchpin

"The Challenger Customer lays out a blueprint for how sales and marketing departments must rethink their approach to winning more business. What worked in the past is clearly having diminishing returns today, and will likely lead to failure in the future."
—JOHN GRAFF, vice president, corporate marketing, National Instruments

"The authors of The Challenger Customer have done high-quality and in-depth research that maps out the road ahead for marketers. The result is a handbook of practices that will help you get into your customers’ heads, deliver good value, and win the sale."
—DANIEL H. PINK, author of To Sell is Human and Drive

"This book provides evidence-based insights and practical guidance for solving one of today’s most pressing commercial challenges: complex decision making within customer organizations. It clearly shows what distinguishes the best sellers and marketing organizations from the rest."
—PINDER SAHOTA, general manager, Smith & Nephew