This document discusses strategies for sales organizations to engage customers earlier in the buying process when customer needs are still being defined. It finds that customers now do much of their own research before engaging suppliers, often completing over half the purchase decision process alone. It identifies four behaviors of top sales performers: 1) conducting non-traditional customer due diligence, 2) personally owning lead generation, 3) leading with insights that challenge customer assumptions, and 4) using social media as an influential channel. These "challenger" representatives shape customer demand through pre-funnel engagement like teaching, rather than just reacting to defined needs. The key is for sales to teach customers where they learn during early needs assessment.

1. CEB Sales Leadership Council®
Getting in Early:
Shaping Demand Through
Pre-Funnel Engagement
July 2014

2. 2
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Finding A Ready Customer
Customer Purchase Experience
Illustrative
Sales organizations
ideally seek to engage
customers with clear
needs, who are ready
to buy.
■■ The primary commercial
objective has been to
engage an opportunity at
the earliest moment business
needs require action.
Predominantly
Marketing
Predominantly
Sales
■■ Listening for new
ideas
■■ Evaluating current
approaches
■■ Deciding to take
action
■■ Clarifying needs
■■ Searching for
solution
■■ Evaluating vendor
capability
■■ Creating vendor
short-list
■■ Vendor selection
■■ Settling pricing
and terms
IV.
Make Decision
I.
Learn
II.
Define Needs
III.
Assess Options
Sales targets and
pursues customers
with clear needs who
are motivated to buy.
Source: Sales Leadership Council research.

3. 3
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57% Complete
Customer Due
Diligence Begins
Customer’s First
Contact with
Supplier
Customer
Purchase Decision
Customers
increasingly turn
to third-party
consultants
3
Customization
requests increase
1
Customer access
decreases
2
Price is all that’s left
to compete on
4
Source: CEB analysis.
Source: CEB analysis.
Through this period customer needs have been
well-scoped, priorities set, requirements largely
defined, solutions compared, and price is often
being initially benchmarked.
THE EMERGENCE OF THE INFORMED CUSTOMER
Customer Purchase Decision Timeline
Key Implications of Today’s Sale
Customers are engaging
suppliers relatively late in
the purchase process.
■■ Customers are now better
informed than ever before
and complete much of the
purchase due diligence on
their own—leaving only
one thing to discuss with
suppliers: price.
n = 1,460.

4. 4
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Make Decision
A Shift in Buying: Relegated to Fulfillment
Customer Progress in Today’s Average B2B Purchase Experience
Information proliferation
has enabled the customer
to more thoroughly
assess needs and options
without supplier support.
■■ This information proliferation
has resulted in customers
gaining price leverage as
they are simply looking for a
supplier to fill their needs in
a relatively low-cost way.
■■ Most consumers purchase
automobiles in a similar
fashion today. Few go to a
dealership without having
done research, determined
options, and knowing the
price they are willing to pay.
■■ This trend underscores
how customers will engage
(and always have engaged)
suppliers as late as possible.
■■ This alarming trend raises
a clear question—how does
Sales get in early with a
more informed customer?
The average B2B purchase decision
is 57% complete, and more than 10
information sources have been consulted,
by the time a supplier is engaged.
Key Question: How does
Sales get involved with
customers here?
Predominantly
Marketing
Predominantly
Sales
Source: 2011 MLC Customer Purchase Research Survey; SalesLeadership Council research.
n = 1,460 customers.
Define Needs Assess OptionsLearn

5. 5
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Make DecisionLearn Define Needs Assess Options
Source: CEB analysis.
Challenger reps
leverage insight to teach
customers into the funnel.
Shape Demand
Reshape Demand
1
2
Teaching
SHAPING, NOT REACTING
Customer Purchase Experience
Illustrative
Challengers use insight
to effectively shape—
or reshape—customer
demand.
■■ Challenger reps use
commercial teaching to
disrupt the customer’s
perspective—whether it’s
how they are currently
managing their business or
how they are considering a
specific purchase.

6. 6
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What this entails: Surfacing in-depth information about opportunities from outside experts, subject matter experts,
operations teams, other sales people, partners, even customer employees, etc.
What this is not: Determining basic information about opportunities from sources such as public filings, company
overviews, traditional opportunity fit scores, or brief conversations with peers.
Example: Gen-i built formal communication channels between operations and sales teams to coordinate
information sharing on growth opportunities within accounts.
Representative Quote:
“I try to triangulate my info sources for any prospect. The info I need is out there, you just have to be creative
to get it.”
Star Performer, Business Services
Gather Deep Intelligence
Improvement in Probability of Being a High Performer
Hi-pers conduct much
deeper due diligence on
opportunities using a
variety of non-traditional
information sources.
■■ Hi-pers heavily relied on
people close to the customer
organization, including
partners, SMEs, consultants,
customer employees, and
social media sources for this
deep intelligence.
■■ It was evident that many
core performers quickly
assessed opportunities, but
did not probe or search for
further information. Their
searches were often limited
to simple internet research.
■■ Hi-pers aim to know things
about the customer that
the customer doesn’t know
about themselves.
12.81%
11.57%
10.00%
6.20%
ChangeinProbabilityGoing
from25thPercentileto75th
PercentilePerformer
Conducts Non-
Traditional
Customer Due
Diligence
■■ Brainstorm with others to
think of ways to approach
customers
■■ Network with internal
subject matter experts
to learn about different
customers
■■ Understand the concerns
of the buying group
Source: Sales Executive Council Pre-Sales Diagnostic; Sales Leadership Council research.
n = 1,078.

7. 7
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All Rights Reserved. SEC4966813SYN Source: Sales Leadership Council research.
Own Lead generation
Improvement in Probability of Being a High Performer
Hi-pers build their own
pipeline—self-generating
leads and not overly
relying on Marketing
for lead generation.
■■ Interviews showed
considerable differences
between core and high-
performers within the same
companies regarding lead
generation.
■■ High performers devote
significant attention to
independently developing
their business pipeline.
12.81%
11.57%
10.00%
6.20%
ChangeinProbabilityGoing
from25thPercentileto75th
PercentilePerformer
Personally Owns
Lead Generation
Conducts Non-
Traditional
Customer Due
Diligence
What this entails: Lead generation and pipeline cultivation is viewed as an important individual responsibility.
What this is not: Depending on traditional marketing efforts and the company for leads.
Example: Eloqua encourages salespeople to maintain a strong social and event networking presence,
positioning salespeople as key industry influencers.
Representative Quote:
“Most of my peers wait for leads—they see lead generation as Marketing’s job. Then they wonder why they’ve got no
one to sell to.”
Star Performer, Business Services
■■ I devote considerable
personal time to
finding and nurturing
leads
■■ Working with
marketing falls within
my core responsibilities
■■ I always customize
collateral to ensure
relevance
■■ Brainstorm with others to
think of ways to approach
customers
■■ Network with internal
subject matter experts
to learn about different
customers
■■ Understand the concerns
of the buying group
THE POWER TO SUCCEED.
®
n = 1,078.

8. 8
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Lead with Insight
Improvement in Probability of Being a High Performer
12.81%
11.57%
10.00%
6.20%
ChangeinProbabilityGoing
from25thPercentileto75th
PercentilePerformer
Conducts Non-
Traditional
Customer Due
Diligence
Leads with InsightPersonally Owns
Lead Generation
Hi-pers willingly engage
in pushing the customer’s
thinking and highlighting
flawed assumptions.
■■ Leading with insight,
strongly echoes the
Challenger Rep’s traits.
What this entails: Taking a teaching posture with the customer and willingly challenging customer thinking.
What this is not: Leading with features, benefits, and overtly commercial messages.
Example: Cargill Pro Pricing arms salespeople with high-impact commercial messages which reframe how
customers think about their business, and highlight flawed assumptions customers frequently make.
Representative Quote:
“You’ve got to position yourself in the knowledge fabric, where customers and their consultants learn. You’ve got to
help the customer think differently to be part of that game.”
Star Performer, Healthcare
■■ Teaches the customer
insights
■■ Does not shy away from
highlighting flawed
assumptions
■■ Does not shy away from
obstacles in the way of
valuable business
■■ I devote considerable
personal time to
finding and nurturing
leads
■■ Working with
marketing falls within
my core responsibilities
■■ I always customize
collateral to ensure
relevance
■■ Brainstorm with others to
think of ways to approach
customers
■■ Network with internal
subject matter experts
to learn about different
customers
■■ Understand the concerns
of the buying group
Source: Sales Leadership Council research.
n = 1,078.

9. 9
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Gain Presence and Influence
Improvement in Probability of Being a High Performer
ChangeinProbabilityGoing
from25thPercentileto75th
PercentilePerformer
Uses Social Media as
Critical Channel
12.81%
11.57%
10.00%
6.20%
What this entails: Positioning oneself as a key influencer within social networks to best leverage their scope and scale
to cultivate a business network.
What this is not: Using social media as a “spamming” or purely commercial channel.
Questions About Social Media
■■ Is social media really where customers are going for information?
■■ Is there evidence that real companies are successfully using social media for B2B sales?
■■ Is this relevant to companies outside tech? What about regulated industries?
■■ Does social media help with global or key accounts?
Conducts Non-
Traditional
Customer Due
Diligence
Leads with InsightPersonally Owns
Lead Generation
Hi-pers leverage social
media to gain access to
business opportunities.
■■ Interviews highlighted that
high-performers deliberately
use social media to position
themselves where customers
learn.
■■ Social media channels such
as Twitter and LinkedIn
present tremendous scale
and reach benefits over
traditional networking
channels.
■■ Connect with potential
customers via social
media
■■ Use social networks such
as LinkedIn or Twitter
to share points of view
and news about your
company and products
■■ Use social media for lead
generation purposes
■■ Teaches the customer
insights
■■ Does not shy away from
highlighting flawed
assumptions
■■ Does not shy away from
obstacles in the way of
valuable business
■■ I devote considerable
personal time to
finding and nurturing
leads
■■ Working with
marketing falls within
my core responsibilities
■■ I always customize
collateral to ensure
relevance
■■ Brainstorm with others to
think of ways to approach
customers
■■ Network with internal
subject matter experts
to learn about different
customers
■■ Understand the concerns
of the buying group
Source: Sales Leadership Council research.
n = 1,078.

10. 10
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Social media is decidedly
part of the B2B buying and
selling experience.
THE ELEPHANT(S) IN THE ROOM
1. Is social media really where customers are
going for information?
2. Is there evidence that real companies are
successfully using social media for B2B
sales?
■ 78% started with informal info gathering
online
■ 59% engaged with peers who addressed the
challenge
■ 48% followed online industry conversations on
topic
■ 41% followed online discussions to learn more
about topic
■ 37% posted questions on social networking
sites looking for suggestions/feedback
IBM arms salespeople with “social soundbites”
which help sales reps engage social networks,
ultimately generating considerable sales.
Morgan Stanley allows 600+ advisors to use
LinkedIn and Twitter, generating considerable
leads and reinvigorating past client
relationships.
n = 100+ B2B buyers across industry.
Source: Genius.com.
Source: IBM; Chief Marketer; Morgan Stanley; Reuters.
3. Is this relevant to companies outside tech?
What about regulated industries?
4. Does social media help with global or key
accounts?
LinkedIn Contacts Across Industry
Construction
HighTech
Medical
Arts
Finance
Corporate
Educational
Manufacturing
Consumer
Recreational
13.2
9.5
8.1
5.4
“LinkedIn and Twitter give me access to the
whole ecosystem around that account—
consultants, other providers, my key
contacts…. Based on [my contact’s]
connections, it’s easy to see if competition
is lurking.”
Star Account Manager,
Telecommunications
APAC Membership by Industry Sector
Source: LinkedIn.com
Other Recent Headlines
Timken Adds
Automotive and
Heavy- Truck Focus to
Social Media
Conversation
Dun & Bradstreet Uses
B2B Social Media to
Bring Data to Life
Source: The Timken Company; Dun & Bradstreet,
SocialMediaB2B.com.
4.5 4.3 4.2
3.4 3.3
2.3

11. 11
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Shaping Demand
Improvement in Probability of Being a High Performer
ChangeinProbabilityGoing
from25thPercentileto75th
PercentilePerformer
Uses Social Media as
Critical Channel
12.81%
11.57%
10.00%
6.20%
Conducts Non-
Traditional
Customer Due
Diligence
Leads with InsightPersonally Owns
Lead Generation
Hi-pers embrace four
critical behaviors in their
pre-funnel selling activity
set.
■■ Connect with potential
customers via social
media
■■ Use social networks such
as LinkedIn or Twitter
to share points of view
and news about your
company and products
■■ Use social media for lead
generation purposes
■■ Teaches the customer
insights
■■ Does not shy away from
highlighting flawed
assumptions
■■ Does not shy away from
obstacles in the way of
valuable business
■■ I devote considerable
personal time to
finding and nurturing
leads
■■ Working with
marketing falls within
my core responsibilities
■■ I always customize
collateral to ensure
relevance
■■ Brainstorm with others to
think of ways to approach
customers
■■ Network with internal
subject matter experts
to learn about different
customers
■■ Understand the concerns
of the buying group
Source: Sales Leadership Council research.
n = 1,078.

12. 12
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All Rights Reserved. SEC4966813SYN
Hi-pers teach where
customers learn, shaping
customer demand in
the pre-funnel stage.
■■ Core performers largely wait
for business opportunities
to present themselves. They
depend on Marketing to
deliver leads, and qualify
opportunities based on
clarity of customer needs.
■■ High performers embody a
“micro-marketing” mindset
across their territory,
teaching customers into
their funnel.
Shaping, not Reacting
Variables Most Indicative of Performance
Comparison of Core and High Performers
Core
Performer
n = 766 of 1,078.
■■ Assesses opportunities based
on clarity of customer needs
■■ Believes lead generation is the
company’s responsibility
■■ Undiscerningly uses social media
(“spams” their network)
High
Performer
n = 312 of 1,078.
■■ Conducts non-traditional due
diligence
■■ Personally owns lead generation
■■ Leads with insight
■■ Uses social media as a critical
channel
Distinctive Core Performer Behaviors Distinctive High Performer Behaviors
Fills orders by reacting to existing
demand and settled customer needs
Teaches where customers learn.
Shapes demand by teaching
customers into the funnel.
Source: Sales Leadership Council research.

13. 13
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Shape Demand: teach where the customer
learns
Customer Purchase Experience
Sales must teach where
customers learn, shaping
demand to win profitable
business.
Shaping
Demand
Today’s Star
Performer
Reacting to
Demand
Incorrect Question
How can we get our salespeople to
sell where needs are initially defined?
Correct Question
How can we get our salespeople
to teach where customers learn?
Source: Sales Leadership Council research.
Make DecisionDefine Needs Assess OptionsLearn

14. 14
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The wealth of information
available to customers is
crowding out traditional
marketing.
■■ Marketing has traditionally
driven awareness and
thought leadership in the
“learn” phase.
■■ However, the wealth of
information available to
customers has crowded
out traditional marketing
messages.
■■ Customers have applied
filters to the information
they consume, granting
access to few sources.
■■ Sales can earn the required
access to customers in this
state, helping them think
differently about their
business in ways traditional
marketing collateral cannot.
■■ Marketing must provide
worthy contributors that
enable sales in gaining
access to customers in
the learning stage.
Revising the Commercial Front
Critical Shifts in Sales and Marketing
Relative to the Customer Purchase Experience
Assess Options Make DecisionLearn Define Needs
Marketing ■■ Enable sales reps with
short messages to engage
customers while learning.
■■ Support sales reps’ personal
brand building.
■■ Identify unique differentiators.
■■ Develop and package commercial insights which highlight unique
differentiators.
■■ Enable further exploration of needs through interactive, yet scalable,
messages and content.
Sales ■■ Train sales reps to be
involved in channels where
customers learn (e.g., social
media).
■■ Teach reps to personalize
marketing messages.
■■ Adapt marketing insights for direct interaction with customers.
■■ Train sales reps to deliver commercial insights in compelling ways.
■■ Teach reps to target and identify the right stakeholders to carry
insight into customer business.
Source: Sales Leadership Council research.