Just as sales reps need to change their behaviors to challenge customers, front line marketers need to change their approach as well. Check out the new Challenger Role Guide for Demand generation Managers to learn about the importance of understanding customers on a human level. Create content that disrupts how customers think of themselves in a way that leads uniquely back to you. For more information, visit www.http://ceburl.com/1lfi

1. Inside
New to the Challenger™ Model? Here It Is, in a Nutshell • 1
What a Demand Generation Manager Under the Challenger Model Looks Like • 2
What Should I Do Differently? • 3
Key Takeaway • 16
More Resources • 17
In 10 minutes or less—time’s a-tickin’
“I’m a Demand Generation Manager
in a Challenger™ Organization.
What Do I Do Differently?”
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Available Challenger Role Guides • 20

2. 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

3. 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
4
2
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

4. managegeneration campaignspartner
gen marketer work
work
marketer customers stakesholders
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offeringreframesupplierschange
innovation communication
execute enterprise
plananalysiscross-functional
performcorporateactivities
goalpositioning support
aligning
gen margeneration tools
key
result
programs
regional
What a Demand Generation Manager
Under the Challenger™ Model Looks Like
P2Preframe
value propositions
Commercial Insight
disruption consumption
framebreaking demand
Commercial Insight
lead to, not with works
expert
mobilizerdemand
financialservices
development
solution
planbreak down the “A”
mind of customer
© 2015 CEB. All rights reserved. 2Key Takeaway The Nitty GrittyHome What Should I Do Differently?

5. What
Should I Do
Differently?
3.
Optimize, Not for
Engagement, but
for “Consumption
of Disruption”
1.
Not Business
to Person, but
Person to Person
2.
Break Down the
“A” Before
You Build Up
the “B”

6. 4© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #1
Are charged with understanding customers at a human
level. Businesses don’t buy solutions—people do; this is
B2P marketing.
Accordingly, businesses design demand generation
programs that target personas with a blend of thought
leadership content and personalized messages.
Today, most demand generation
managers...
The goal is to forge stronger
connections between individual
people within customer
organizations and you as a
leading supplier.
Not Business to Person (B2P),
but Person to Person (P2P)

7. Do Differently #1
Customer buying groups are larger and more diverse
than ever before, people don’t buy solutions, groups of
people do. The single largest challenge in B2B selling
today isn’t your sales force’s inability to sell, but rather
your customer’s inability to buy.
Diverse buying groups are dysfunctional.
But because...
And that dysfunction
happens on your watch,
at 37% of the way
through the purchase.
That’s long before sales
reps get involved much
in the purchase.
5© 2015 CEB. All rights reserved.
Not B2P, but P2P
Key Takeaway The Nitty GrittyHome What Should I Do Differently?

8. 6© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
We call these Challenger™ customers
“Mobilizers.”
Do Differently #1
Focus on better connecting the buying group’s diverse
stakeholders not to you as a supplier but to one another—
person to person.
P2P requires help on the inside—an individual who
can challenge the rest of the buying group to think
differently and come together in consensus.
Demand generation managers
should instead...
6
Not B2P, but P2P

9. 7© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #1
Make the Mobilizer your muse. Study how they think
and what motivates them. Understand how they engage
their colleagues in the buying group.
Use Commercial Insight–based content and tools to help
them drive consensus early in the purchase journey—
before your sales reps are invited in.
Mobilizers aren’t who you think, and
they don’t eagerly consume your
typical thought leadership content.
7© 2015 CEB. All rights reserved.
Not B2P, but P2P
Key Takeaway The Nitty GrittyHome What Should I Do Differently?

10. What
Should I Do
Differently?
3.
Optimize, Not for
Engagement, but
for “Consumption
of Disruption”
1.
Not Business
to Person, but
Person to Person
2.
Break Down the
“A” Before
You Build Up
the “B”

11. Do Differently #2
Orient their content and demand generation
programs toward building up the “B” state—or...
Today, most demand generation
managers...
Break Down the “A”
Before You Build Up the “B”
9© 2015 CEB. All rights reserved.
...how great life looks for
your customers if they
adopt your solution or
product.
Key Takeaway The Nitty GrittyHome What Should I Do Differently?

12. © 2015 CEB. All rights reserved. 10Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #2
What you are ultimately selling is change—and that’s
the one thing customers don’t want to do—you have to
spend much more energy breaking down the customer’s
status quo (“A” state).
Without doing that, customers will engage with your
content, talk to your sales reps, and nod along. But
ultimately, they won’t take the hard actions required to
drive consensus.
But because...
Break Down the “A”
Before You Build Up the “B”
10© 2015 CEB. All rights reserved.
In their organization around the
problem, solution, and you—
as the supplier—who can best
provide that solution. It’s just
too hard to drive change.
Key Takeaway The Nitty GrittyHome What Should I Do Differently?

13. 11© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #2
Break down the A before building up the B.
You have to explicitly show customers, in their terms,
that the pain of same is greater than the pain of change.
They have to see that they are missing something in how
they think of their business that is costing them way
more money or introducing far more risk than they ever
imagined.
You do that with Commercial Insight.
Demand generation managers
should instead...
Bring that Commercial Insight to life
for your customers, in their terms,
through your content and demand
generation programs.
Break Down the “A”
Before You Build Up the “B”
Pain of
Change
Pain of
Same

14. What
Should I Do
Differently?
3.
Optimize, Not for
Engagement, but
for “Consumption
of Disruption”
1.
Not Business
to Person, but
Person to Person
2.
Break Down the
“A” Before
You Build Up
the “B”

15. 13© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #3
Optimize their demand funnel based on engagement.
Standard practice dictates that quantity of content
consumed (plus buyer fit) indicates sales readiness;
therefore, suppliers create content that speaks to
customers’ known pain points.
Today, most demand generation
managers...
Optimize, Not for
Engagement, but for
“Consumption of Disruption”
That’s what customers ask for, so
give it to them. If they ask for it,
they’ll engage with it.
Key Takeaway The Nitty GrittyHome What Should I Do Differently? 13

16. 14© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #3
Customers can’t know, by definition, about the
hidden costs or risks in how they currently run their
business, and they won’t ask about it. Thus, you’ll
never have a chance to disrupt the way they think
about their own business.
They’ll go on their merry way, learning on their
own in the 57% pre-sales stage. They’ll engage with
your content, you’ll pass them to sales, and they’ll
subject you to RFP-based competition that comes
down to price.
But because...
Optimize, Not for
Engagement, but for
“Consumption of Disruption”
You’re creating demand.
But it’s the worst kind of
demand, because it leads
to commoditization.
Key Takeaway The Nitty GrittyHome What Should I Do Differently? 14

17. 15© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Do Differently #3
Optimize, Not for
Engagement, but for
“Consumption of Disruption”
Create content and demand generation programs
based on Commercial Insight—content that disrupts
how customers think of themselves in a way that leads
uniquely back to you.
You’ll have to spark their interest, because they aren’t
asking for this. You’ll have to introduce the disruptive
idea. And then you’ll have to confront them with it, in
their own terms. Spark, introduce, and confront: that’s
SIC content. Customers who follow SIC content paths
are sales ready.
Demand generation managers
should instead...
You’ve just optimized to Consumption
of Disruption. And your Challenger™
sales force will love you for it.

18. 16© 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.
TheaverageB2Bcustomeris57%ofthewaythroughthepurchase
decision before they meaningfully engage sales reps. In that
time, they are learning about their problem, what constitutes
the solution, and suppliers who can offer that solution.
If that learning does not get disrupted, it inevitably means price-
based competition—and commoditization—for you.
You are in the best position—with your left-brain chops and
right-brain savvy...
Key Takeaway
As a demand generation manager, you are
the guardian of disruption in the 57%.
...to construct content pathways that disrupt customers’
thinking and nurture them out of the 57% into your
(and only your) loving embrace.
16© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?

19. More
Resources
1.
Top Resources for
Demand Generation
Managers Learning
the Challenger™
Model
2.
Learn More
About Challenger
Marketing

20. 18© 2015 CEB. All rights reserved. Key Takeaway The Nitty GrittyHome What Should I Do Differently?
Get Started: Top Resources for Demand Generation
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.

21. 19© 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.

22. 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
Inside
New to the Challenger™ Model? Here It Is, in a Nutshell • 1
What a Product Marketer Under the Challenger Model Looks Like • 2
What Should I Do Differently? • 3
Key Takeaway • 19
The Nitty Gritty • 20
More 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:
On Twitter
On LinkedIn
Available Challenger Role Guides • 28
Inside
New 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:
On Twitter
On LinkedIn
Inside
New to the Challenger™ Model? Here It Is, in a Nutshell • 1
What a Demand Generation Manager Under the Challenger Model Looks Like • 2
What Should I Do Differently? • 3
Key Takeaway • 16
The Nitty Gritty • 17
More 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:
On Twitter
On LinkedIn
Available Challenger Role Guides • 25
Inside
New to the Challenger™ Model? Here It Is, in a Nutshell • 1
What a Channel Marketing Manager Under the Challenger Model Looks Like • 2
What Should I Do Differently? • 3
Key Takeaway • 19
The Nitty Gritty • 20
More 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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