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About Matthew Dixon
Matt is a sought-after speaker and advisor to corporate leadership teams around the world on topics ranging from sales effectiveness to customer service and customer experience and is also a noted business writer.
His first book, The Challenger Sale: Taking Control of the Customer Conversation (Penguin, November 2011), was a #1 Amazon as well as Wall Street Journal best seller, selling more than half a million copies worldwide. He is also the co-author of the customer experience bestseller The Effortless Experience: Conquering the New Battleground for Customer Loyalty (Penguin, September 2013) and the sequel to the Challenger Sale, The Challenger Customer: Selling to the Hidden Influencer Who Can Multiply Your Results (Penguin, September 2015). Matt is a frequent contributor to Harvard Business Review with more than 20 print and online articles to date, including "Rethinking Customer Service" (November-December 2018), "Kick-Ass Customer Service" (January-February 2017), "Dismantling the Sales Machine" (November 2013), "The End of Solution Sales" (July-August 2012) and "Stop Trying to Delight Your Customers" (July-August 2010).
Matt holds a Ph.D. from the Graduate School of Public and International Affairs at the University of Pittsburgh as well as a B.A. in International Studies from Mount Saint Mary's University in Emmitsburg, Maryland. He lives in Silver Spring Maryland with his wife and four children.
Visit Matt on LinkedIn at http://www.linkedin.com/profile/edit?trk=hb_tab_pro_top or follow him on Twitter at @matthewxdixon
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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.
In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head.
The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality:
Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service.
If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees?
The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver.
The rewards are there for the taking, and the pathway to achieving them is now clearly marked.
Basierend auf einer umfassenden Studie mit mehreren tausend Vertriebsmitarbeitern in unterschiedlichen Branchen und Ländern, zeigt The Challenger Sale, dass das klassische vertriebliche Vorgehen mit dem Aufbau von Beziehungen immer weniger funktioniert, je komplexer die Lösungen sind. Doch wie unterscheiden sich Fertigkeiten, Verhaltensweisen, Wissen und Einstellung der Spitzenverkäufer vom Durchschnitt? Die Studie zeigt deutlich, dass die Verhaltensweisen, die den Challenger so erfolgreich machen, replizierbar und strukturiert vermittelbar sind. Die Autoren erklären, wie fast jeder Verkäufer, ausgestattet mit den richtigen Werkzeugen, diesen Ansatz erfolgreich umsetzen kann und so höhere Kundenbindung und letztendlich mehr Wachstum generiert. Das Buch ist eine Quelle der Inspiration und hilft dem Leser, sein Profil als Vertriebler zu analysieren und gezielt zu verändern, um am Ende kreativer und besser zu sein.