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InsideNew to the Challenger™ Model? Here It Is, in a Nutshell • 1What a Channel Marketing Manager Under the Challenger Model Looks Like • 2What Should I Do Differently? • 3Key Takeaway • 19More Resources • 20
In 10 minutes or less—time’s a-tickin’
“I’m a Channel Marketing Manager in a Challenger™ Organization. What Do I Do Differently?”
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Available Challenger Role Guides • 23
The business enterprise has two—and only two—basic functions: marketing and
innovation. Marketing and innovation produce results; all the rest are costs.
Marketing is the distinguishing, unique function of the business.”
Peter Drucker
1© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
When crafted well, Commercial Insights lead customers to value— and pay for the incremental performance you provide.
57%of the way through the purchase decision before they meaningfully engage supplier sales reps.
That means you get commoditized.
Customers know about the incremental performance your solutions provide, but they aren’t willing to pay you for that performance.
What are they doing in that 57%?
They are learning—about their problem, potential solutions, and your offering.
Customers are1
2
4 3
1
42
3
Winning suppliers (Challenger™ commercial teams) teach customers something new that reframes how customers think about their own business—and leads uniquely back to you. We call these reframing ideas Commercial Insights.
New to the Challenger™ Model? Here It Is, in a Nutshell
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marketer customers stakesholders
management driveresults
offeringreframesupplierschange
innovation communicateexecute enterprise
plananalysiscross-functional
performcorporateactivitiesgoalpositioning support
aligning
metricseventincluding tools
key
result
programs
marketing
What a Channel Marketing Manager Under the Challenger™ Model Looks Like
P2Preframe
value propositions
Commercial Insightdisruption consumption
lead to, not lead with
Commercial Insightlead to, not with works
expert
mobilizerchannelstrategypartners
developmentsolution
planbreak down the “A”mind of customer
© 2015 CEB. All rights reserved. 2Key Takeaway The Nitty GrittyHome What Should I Do Differently?
What Should I Do Differently?
3. Enable Channel
Partners to Break Down the “A”
Before They Build Up the “B”
1. Not Lead
“With”, but “To”
2. Not Voice
of Customer, but Mind of Customer
4© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #1
Consider the core of their job to be creating and
equipping channel partners with crisp value propositions
for their products and services.
The Intent: Educate channel partners so they understand
and can, with high fidelity, show end customers the
incremental performance your solution provides.
Today, most channel marketing managers...
As a result, channel partners will “lead with” your value proposition.
Not Lead “With”, but Lead “To”
4Key Takeaway The Nitty GrittyHome What Should I Do Differently?
© 2015 CEB. All rights reserved. 5Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #1
Empowered end customers seek “good enough” solutions, they won’t pay your channel partner (and
ultimately, you) for your superior value proposition, even
when they can see it provides incremental performance
in some areas.
But because...
Not Lead “With”, but Lead “To”
6© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Without Commercial Insight, crisper value propositions don’t matter.
Do Differently #1
Consider the core of their job as reframing the way
end customers think about their own business, so that
customers are led uniquely through your key channel
partners to your solution. We call these reframing ideas
Commercial Insights.
The core of your job is to co-create Commercial Insights
with your key channel partners.
Channel marketing managers should instead...
Not Lead “With”, but Lead “To”
7© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Insight-Led Interaction
Xerox Solutions
ȕ Hardware Options ȕ Software Options ȕ Service Options
BeforeLeading with Unique Benefits
AfterLeading to Unique Benefits
Feature-Centric Interaction
“I’d like to talk to you about impact
of color on student performance.”
“Our leading-edge, cartridge-free
technology produces 90% less waste than
laser and creates vibrant, smooth images quickly.”
Commercial Insight sparks a new kind of conversation with customers—one that doesn’t start with you or your latest solution.
It lets you start by teaching the customer something new about themselves. Below, one Xerox business unit that provides
solutions to the K–12 education marketplace flipped the script from feature-centric customer interactions to Commercial
Insight–led customer interactions.
Real Life Example: Lead “With,” Not “To”
Do Differently #1
Student Performance
In 77% of children, color
improves focus and interest.
ȕ Comprehension Issues ȕ Lack of Engagement
Leads with value of features and options
Focuses conversation on known customer needs
Leads with issues affecting customers’ top
priorities and economic concerns
Tells customers something they don’t know
about themselves
8© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #1
That’s the only way to change how a customer thinks
about you (and your channel partner)...
In other words, your primary task is to enable your channel partners to change the way customers view themselves.
...which will make them value the incremental
performance your solution provides.
Not Lead “With”, but Lead “To”
8Key Takeaway The Nitty GrittyHome What Should I Do Differently?
9© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Co-create the Commercial Insight with your channel partner; don’t just deliver it.
Do Differently #1
To get started, choose one up-and-coming channel
partner who has a unique strength. Redirect market
development funds (from other channel partners, if
need be) to invest in co-creating a Commercial Insight
that applies to that channel partner’s end customers and
leads them back to your solution, as delivered through
the channel partner’s unique strength.
Here’s what you should do:
Not Lead “With”, but Lead “To”
Co-creation is paramount for two reasons: ȕ You have to be sure the Commercial Insight is created
in a way that favors your products and services. ȕ If your channel partner doesn’t feel like a true partner
in creating the Commercial Insight, he or she won’t
use it.
What Should I Do Differently?
1. Not Lead
“With”, but “To”
2. Not Voice
of Customer, but Mind of Customer
3. Enable Channel
Partners to Break Down the “A”
Before They Build Up the “B”
© 2015 CEB. All rights reserved. 11Key Takeaway The Nitty GrittyHome What Should I Do Differently?
You gather customer and channel partner voice and synthesize it into needs that drive product creation and evolution, as well as communications and messaging.
Do Differently #2
Are charged with understanding customer and market
trends that affect their solutions and their channel
partners.
Not Voice of Customer, but Mind of Customer
11
Today, most channel marketing managers...
© 2015 CEB. All rights reserved. 12Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #2
Commercial Insight depends on reframing the way
end customers think about their own business, you must deeply understand not voice of customer (VOC), but mind of customer (MOC).
Understanding VOC will lead you to needs and
problems that customers know they have and can
articulate, whereas...
But because...
...understanding MOC will uncover problems
and pain points customers don’t even realize they have. And
that’s the seed of Commercial Insight,
where reframing customers starts.
12
Not Voice of Customer, but Mind of Customer
Key Takeaway The Nitty GrittyHome What Should I Do Differently?
© 2015 CEB. All rights reserved. 13Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #2
Map the mental models of end customers, and
aggressively seek to understand where those mental
models are incorrect.
Incorrect customer mental models are where Commercial Insight begins.
Channel marketing managers should instead...
The core of the Challenger™ model lies in teaching customers
where their mental models are wrong
and showing how that causes them more pain than they ever realized.
13
Not Voice of Customer, but Mind of Customer
Key Takeaway The Nitty GrittyHome What Should I Do Differently?
© 2015 CEB. All rights reserved. 14Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #2
Collaborate with channel partners to map your end
customers’ mental models.
Ask customers questions that reveal how they think
about their business’s drivers and how those drivers
influence one another. We call this approach mental-
model mapping.
Partner with up-and-coming channel partners to
create, test, and validate end customer mental models.
14
Here’s what you should do:
“What do you think about
us?”“How was your experience with our product?”
“What drives loyalty for your
customers?”
“How do you think about your
business?”
Establishing a shared understanding of those mental models with your key channel partners will open up new opportunities for fruitful partnership.
Not Voice of Customer, but Mind of Customer
What Should I Do Differently?
1. Not Lead
“With”, but “To”
2. Not Voice
of Customer, but Mind of Customer
3. Enable Channel
Partners to Break Down the “A”
Before They Build Up the “B”
© 2015 CEB. All rights reserved. 16Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #3
Structure their go-to-market channel plans and
programs to focus on enabling the channel partner
to build up the “B” state, or…
Today, most channel marketing managers...
Enable Channel Partners to Break Down the “A” Before They Build Up the “B”
…how great life looks for end customers if they adopt
your solution or product.
16Key Takeaway The Nitty GrittyHome What Should I Do Differently?
© 2015 CEB. All rights reserved. 17Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #3
You and your channel partners are ultimately selling
change—which is the one thing customers don’t want
to do—you both have to spend much more energy
breaking down the customer’s status quo (the “A” state).
Without doing that, customers will engage with your
content, talk to your channel partners’ reps, and nod
along—but ultimately, they won’t take action. They stop
short of the hard steps required to drive change in their
organization.
But because...
Enable Channel Partners to Break Down the “A” Before They Build Up the “B”
And they won’t forge consensus on your channel partner—and you—as the suppliers who can best provide that solution.
17Key Takeaway The Nitty GrittyHome What Should I Do Differently?
© 2015 CEB. All rights reserved. 18Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #3
Show customers, in their terms, that the “pain of same” is greater than the pain of change.
Reiterate that they are missing something in how
they think of their business that costs them way more
money, introduces far more risk, or leads them to miss
more opportunity than they ever thought possible.
You show that with Commercial Insight.
Channel marketers should instead...
Equip your channel partners to bring Commercial Insight to life for your customers—in their terms—through your channel marketing programs and sales materials.
Pain of Change
Pain of Same
Enable Channel Partners to Break Down the “A” Before They Build Up the “B”
19© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
If you only take one thing away from this presentation, let it be this.
When you spark channel partners to co-create Commercial
Insight with you, you are empowering them to change how
customers think of themselves.
That’s the best way to get them to think of your channel
partners—and you—differently. But without Commercial Insight,
you risk the very foundation of the Challenger™ model. Your
channel partners can’t challenge customers.
Key Takeaway
As a channel marketing manager, you are the catalyst of Commercial Insight creation with your channel partners.
And that means commoditization for you.
19© 2015 CEB. All rights reserved. Key TakeawayHome What Should I Do Differently? The Nitty Gritty
More Resources
1. Top Resources for Channel Marketing Managers Learning
the Challenger™ Model
2. Learn More
About Challenger Marketing
21© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Get Started: Top Resources for Channel Marketing Managers Learning the Challenger™ Model
1. Watch the Challenger™ marketing video on the next page.
2. Listen to the “Introducing Challenger Marketing” webinar.1
3. Attend an “Introduction to Challenger Messaging” workshop.1
4. Tap into the resources available in the “Develop Commercial Insight” portion
of our online resource center for Challenger marketing. 1
5. Partner with us to develop Commercial Insights for your business and certify staff
to apply the Challenger messaging methodology.
1 Resources and registration are available to CEB Marketing Leadership Council™ member organizations via the member website for large enterprises or middle-market organizations.
22© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Learn More About Challenger™ Marketing
Click here to play video.
Click on an image above to get the short version of the role guide on SlideShare. CEB Marketing
Leadership Council™ members can get the full role guide through the member website for large
enterprises or middle-market companies.
Available Challenger™ Role Guides
InsideNew to the Challenger™ Model? Here It Is, in a Nutshell • 1What a Product Marketer Under the Challenger Model Looks Like • 2What Should I Do Differently? • 3Key Takeaway • 19The Nitty Gritty • 20More Resources • 25
In 10 minutes or less—no pressure
“I’m a Product Marketer in a Challenger™ Organization. What Do I Do Differently?”
Share This with Your Network:
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Available Challenger Role Guides • 28
InsideNew to the Challenger™ Model? Here It Is, in a Nutshell • 1
What a Field Marketer Under the Challenger Model Looks Like • 2
What Should I Do Differently? • 3
Key Takeaway • 16
The Nitty Gritty • 17
More Resources • 23
Available Challenger Role Guides • 26
In 10 minutes or less—time’s a-tickin’
“I’m a Field Marketer in a Challenger™ Organization. What Do I Do Differently?”
Share This with Your Network:
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InsideNew to the Challenger™ Model? Here It Is, in a Nutshell • 1What a Demand Generation Manager Under the Challenger Model Looks Like • 2What Should I Do Differently? • 3Key Takeaway • 16The Nitty Gritty • 17More Resources • 22
In 10 minutes or less—time’s a-tickin’
“I’m a Demand Generation Manager in a Challenger™ Organization. What Do I Do Differently?”
Share This with Your Network:
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Available Challenger Role Guides • 25
InsideNew to the Challenger™ Model? Here It Is, in a Nutshell • 1What a Channel Marketing Manager Under the Challenger Model Looks Like • 2What Should I Do Differently? • 3Key Takeaway • 19The Nitty Gritty • 20More Resources • 27
In 10 minutes or less—time’s a-tickin’
“I’m a Channel Marketing Manager in a Challenger™ Organization. What Do I Do Differently?”
Share This with Your Network:
On Twitter
On LinkedIn
Available Challenger Role Guides • 30
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© 2015 CEB. All rights reserved. CEB154586GD
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