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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?\u003cbr\u003e \u003cbr\u003e The authors of \u003ci\u003eThe Challenger Customer\u003c\/i\u003e 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.\u003cbr\u003e \u003cbr\u003e 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.\u003cbr\u003e \u003cbr\u003e \u003ci\u003eThe Challenger Customer\u003c\/i\u003e unveils research-based tools that will help you distinguish the \"Talkers\" from the \"Mobilizers\" in any organization. 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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. \u003cp\u003e\u003c\/p\u003e The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades. \u003cp\u003e\u003c\/p\u003e Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, \u003ci\u003eThe Challenger Sale\u003c\/i\u003e argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. 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