What is the Challenger Sales Methodology?
The Challenger Sales Methodology is a framework where sales reps actively teach prospects, tailor their sales pitch to the prospect’s specific needs and value drivers, and take control of the conversation. Instead of building relationships based on rapport, Challengers build them based on respect earned by providing unique, valuable insights that reframe how a customer thinks about their own business.
In short, they don’t just sell a product; they sell a new perspective. They challenge the status quo, pushing customers out of their comfort zone and toward a better solution they didn't even know they needed.
The Origins
Let’s get the history lesson out of the way, because it actually matters. The Challenger Sales model wasn’t dreamed up in a boardroom. It was born from one of the largest studies of sales professionals ever conducted. Back in the wake of the 2008 financial crisis, researchers Matthew Dixon and Brent Adamson of Gartner (then CEB) analyzed over 6,000 sales reps across hundreds of companies.
They wanted to know what separated the top performers from everyone else, especially in a tough economy. Their findings, published in the book “The Challenger Sale: Taking Control of the Customer Conversation,” turned traditional sales wisdom on its head. They discovered that relationship-building wasn't the key to success. A different, more disruptive profile was consistently winning.
The 5 Sales Rep Profiles (And Why Only One Wins Consistently)
The Gartner research sorted reps into five distinct profiles. While every rep has a bit of each in them, one style usually dominates. The problem? Four of them are statistically mediocre, especially in complex B2B sales.
The Hard Worker
This is the “first in, last out” rep. They live by the numbers game, making more calls, sending more emails, and putting in more hours than anyone else. They’re driven, motivated, and don’t give up easily. They’re respectable, but they often burn out trying to brute-force their way to quota.
The Relationship Builder
Everyone’s best friend. This rep focuses on being agreeable, building personal rapport, and getting along with everyone. They are generous with their time and work hard to meet every customer demand. The fatal flaw? They avoid tension at all costs, making them unable to push back, challenge assumptions, or create urgency. They get great survey scores but struggle to close tough deals.
The Lone Wolf
The classic maverick. Lone Wolves do things their way, ignore the process, and are supremely self-confident. They often hit their numbers—sometimes spectacularly—but they are difficult to manage and their success is impossible to replicate across the team. They’re a high-risk, high-reward gamble.
The Reactive Problem Solver
Detail-oriented and reliable, this rep is a post-sale superhero. They are focused on ensuring all problems are solved and that promises are kept. While fantastic for customer retention and service, their reactive nature means they’re always responding to the customer’s agenda, not setting it. They are great at keeping customers, not necessarily winning new ones.
The Challenger
And then there's the winner. The Challenger has a deep understanding of the customer's business and isn't afraid to use it. They push the customer's thinking and deliver insights that teach them something new about how to compete in their own market. The original research found that a staggering 40% of top-performing sales reps were Challengers. In complex sales, that number jumps to over 50%. They don’t just participate in the conversation; they drive it.
The Core Principles: Teach, Tailor, Take Control
The Challenger selling model is built on three pillars. Mastering them is the difference between telling a customer what they want to hear and telling them what they need to hear.
1. Teach for Differentiation
This isn't about teaching the customer about your product. They can find that on your website. This is about teaching them something new and valuable about their business. You bring a unique, commercial insight that reframes their challenges and opportunities. The goal is to provoke an “Aha!” moment where the prospect thinks, “Huh, I never thought of it that way before.” This insight must lead directly back to the problem your solution is uniquely positioned to solve.
2. Tailor for Resonance
Insight is useless if it doesn't resonate. A Challenger understands the specific business context, priorities, and individual motivations of their audience. They don't just know the customer's industry; they know the financial pressures on the CFO, the operational headaches of the VP of Sales, and the personal KPIs of their main contact. They tailor their message to what matters most to the person they’re talking to, making the commercial insight feel personal and urgent.
3. Take Control of the Sale
This is the most misunderstood principle. It’s not about being aggressive, pushy, or arrogant. It’s about being assertive. It’s about confidently guiding the customer through the sale, pushing back respectfully on misguided assumptions, and creating a clear, actionable path forward. When a customer says, “We need to table this for next quarter,” a Relationship Builder agrees. A Challenger asks, “What’s the financial impact of waiting 90 days to solve this problem?” They are comfortable with tension and focused on the outcome, not just the conversation.
The Challenger Sales Process
Okay, theory is nice. Let's get to the playbook. A Challenger conversation isn't a random series of provocations; it's a carefully choreographed dance. Here’s how it works.
Step 1: The Warm-Up (Earning the Right to Challenge)
You can't just walk in and start telling a prospect their baby is ugly. You need to build credibility first. This is where you demonstrate you've done your homework. Start by referencing a shared connection, a recent company announcement, or an industry trend you’ve noticed. Show them you understand their world. This isn't about rapport; it's about proving you're not wasting their time.
Example Script Snippet: “I saw you just announced your expansion into the European market. Congrats. I was talking with another SaaS leader last week who said that GDPR compliance for new markets was their biggest unexpected budget item this year. Are you seeing something similar?”
Step 2: Reframe the Conversation (The Big Insight)
This is the core of the Challenger sales process. You introduce a disruptive idea that challenges a core belief they have about their business. It’s an unknown or misunderstood problem, cause, or opportunity. You’re not talking about your product yet. You’re talking about their business in a way they haven’t heard before.
Example Reframe: “Most companies in your space are trying to reduce SDR burnout by hiring more reps. But our data shows the real problem isn't headcount; it's the 15 hours a week each rep wastes on manual prospecting and data entry. The issue isn't a people problem; it's a process problem.”
Step 3: Use Emotions (Rational Drowning)
Once you've introduced the reframe, you need to make it stick. This is where you connect the business problem to a personal pain point. Use data, stories, and case studies to show them the scale of the problem. You want the prospect to see the numbers and think, “Wow, this is much worse than I thought.” You’re building the business case for change by showing the painful cost of inaction.
Example: “With each rep wasting 15 hours a week, and you have a team of 10, that’s 150 hours of lost selling time every single week. At your average deal size, that’s potentially six figures in pipeline you’re leaving on the table every month.”
Step 4: The Value Proposition (A New Way)
You’ve shown them the storm; now you offer them the ark. After breaking down their old way of thinking, you introduce a new, better way to solve the problem. You paint a picture of the promised land. Critically, you’re still not pitching your product features. You’re outlining the capabilities they need to solve this newly defined problem.
Example: “So, instead of just hiring more people to do the same broken tasks, what if you could automate the entire top of the funnel—the research, the list building, the initial outreach—and give those 15 hours back to every rep? Imagine your team only spending time on qualified, engaged prospects who have already been warmed up.”
Step 5: Presenting Your Solution (The Only Logical Answer)
Finally, you connect the dots. You introduce your solution as the embodiment of the new way you just outlined. Because you’ve controlled the narrative and defined the problem, your product isn't just one of many options; it's the only logical answer. This is where you can dive into features and benefits, because they are now perfectly aligned with the customer's newly understood needs.
Challenger vs The World (SPIN, MEDDIC, etc)
The sales methodology landscape is a mess of acronyms. Where does the Challenger sales model fit in? It's less of a direct competitor and more of a philosophical overlay. You can be a Challenger while still using elements of other frameworks.
Here’s a quick-and-dirty comparison:
The Challenger Sales Model
Best For: Complex B2B sales, disruptive technologies, or any market where the status quo is the biggest competitor
Core Idea: Teach the customer something new that leads them to your solution
Rep's Role: The Teacher/Expert
SPIN Selling
Best For: Large, complex deals where understanding the customer's existing pain is crucial
Core Idea: Ask smart questions (Situation, Problem, Implication, Need-Payoff) to help the customer discover the problem for themselves
Rep's Role: The Doctor/Therapist
Solution Selling
Best For: Customizable products/services where the rep needs to configure a specific solution
Core Idea: Diagnose a known customer need and present your product as the customized solution
Rep's Role: The Architect
MEDDIC
Best For: Qualifying complex enterprise deals to improve forecasting accuracy
Core Idea: A checklist to ensure you have all the information you need to close the deal (Metrics, Economic Buyer, Decision Criteria, etc)
Rep's Role: The Detective
The key difference is that while most methodologies focus on uncovering existing needs, Challenger focuses on creating them.
How to Implement Challenger on Your Team
For the Head of Sales reading this, the idea of transforming your team of friendly Relationship Builders can be daunting. Here’s a pragmatic approach for SMBs.
Identify Your Commercial Insights: You can't teach what you don't know. Get your sales, marketing, and product teams in a room. What do you know about your customers' business that they don't? What are the dumb, expensive things they do that your solution fixes? This is your teaching curriculum.
Equip Your Reps: Build a playbook with your core reframes, data points to back them up, and answers to common objections. Don't just tell them to be Challengers; give them the ammunition.
Start Small: Pick one or two reps who have the right DNA—they're curious, confident, and not afraid of a little debate. Pilot the program with them on a specific segment of the market.
Role-Play Relentlessly: The Challenger conversation feels unnatural at first. You have to practice it. Run weekly sessions where reps have to reframe a problem or take control of a negotiation. Make it a safe place to fail.
Leverage Technology: Let's be real. Your reps don't have time to do hours of deep research for every single prospect. This is where modern sales platforms come in. Use an AI sales platform like Topo to automatically surface the teaching opportunities (like a prospect hiring for a key role or adopting a new tech) and automate the initial outreach. This frees up your team to focus on crafting the perfect Challenger message for high-value accounts. For more on AI sales tools that boost revenue and automate tasks, explore the latest solutions for scaling your sales process.
Common Pitfalls & Pro Tips
Adopting the Challenger sales framework is powerful, but it’s easy to get it wrong. Watch out for these traps.
The Pitfalls:
Confusing “Challenge” with “Attack”: A Challenger is a respected expert, not a jerk. The tone is assertive, not aggressive. You’re pushing the idea, not the person
Teaching Without a Payoff: If your brilliant insight doesn’t lead directly to your unique solution, you just did free consulting for a competitor
One-Size-Fits-All Tailoring: Sending the same “insight” to every prospect on your list isn’t tailoring. It’s spam with an opinion
Forgetting to Warm Up: Challenging a stranger without earning credibility first is the fastest way to get hung up on
Pro Tips:
Use “Hypotheses” to Soften the Challenge: Instead of saying “You’re doing this wrong,” try “My hypothesis is that companies like yours often struggle with X. Does that resonate?”
Follow the Money: The best insights are commercial. Connect every reframe back to a tangible financial impact—cost savings, revenue growth, or risk mitigation
Your Champion is Your Hero: Your internal champion is the one who has to carry your message into rooms you can't enter. Equip them with a simple, powerful narrative. Your champion is often left to fend for themselves with a bad PowerPoint and a pocketful of hope. Don't let that happen
What is the Challenger Sales Methodology?
The Challenger Sales Methodology is a framework where sales reps actively teach prospects, tailor their sales pitch to the prospect’s specific needs and value drivers, and take control of the conversation. Instead of building relationships based on rapport, Challengers build them based on respect earned by providing unique, valuable insights that reframe how a customer thinks about their own business.
In short, they don’t just sell a product; they sell a new perspective. They challenge the status quo, pushing customers out of their comfort zone and toward a better solution they didn't even know they needed.
The Origins
Let’s get the history lesson out of the way, because it actually matters. The Challenger Sales model wasn’t dreamed up in a boardroom. It was born from one of the largest studies of sales professionals ever conducted. Back in the wake of the 2008 financial crisis, researchers Matthew Dixon and Brent Adamson of Gartner (then CEB) analyzed over 6,000 sales reps across hundreds of companies.
They wanted to know what separated the top performers from everyone else, especially in a tough economy. Their findings, published in the book “The Challenger Sale: Taking Control of the Customer Conversation,” turned traditional sales wisdom on its head. They discovered that relationship-building wasn't the key to success. A different, more disruptive profile was consistently winning.
The 5 Sales Rep Profiles (And Why Only One Wins Consistently)
The Gartner research sorted reps into five distinct profiles. While every rep has a bit of each in them, one style usually dominates. The problem? Four of them are statistically mediocre, especially in complex B2B sales.
The Hard Worker
This is the “first in, last out” rep. They live by the numbers game, making more calls, sending more emails, and putting in more hours than anyone else. They’re driven, motivated, and don’t give up easily. They’re respectable, but they often burn out trying to brute-force their way to quota.
The Relationship Builder
Everyone’s best friend. This rep focuses on being agreeable, building personal rapport, and getting along with everyone. They are generous with their time and work hard to meet every customer demand. The fatal flaw? They avoid tension at all costs, making them unable to push back, challenge assumptions, or create urgency. They get great survey scores but struggle to close tough deals.
The Lone Wolf
The classic maverick. Lone Wolves do things their way, ignore the process, and are supremely self-confident. They often hit their numbers—sometimes spectacularly—but they are difficult to manage and their success is impossible to replicate across the team. They’re a high-risk, high-reward gamble.
The Reactive Problem Solver
Detail-oriented and reliable, this rep is a post-sale superhero. They are focused on ensuring all problems are solved and that promises are kept. While fantastic for customer retention and service, their reactive nature means they’re always responding to the customer’s agenda, not setting it. They are great at keeping customers, not necessarily winning new ones.
The Challenger
And then there's the winner. The Challenger has a deep understanding of the customer's business and isn't afraid to use it. They push the customer's thinking and deliver insights that teach them something new about how to compete in their own market. The original research found that a staggering 40% of top-performing sales reps were Challengers. In complex sales, that number jumps to over 50%. They don’t just participate in the conversation; they drive it.
The Core Principles: Teach, Tailor, Take Control
The Challenger selling model is built on three pillars. Mastering them is the difference between telling a customer what they want to hear and telling them what they need to hear.
1. Teach for Differentiation
This isn't about teaching the customer about your product. They can find that on your website. This is about teaching them something new and valuable about their business. You bring a unique, commercial insight that reframes their challenges and opportunities. The goal is to provoke an “Aha!” moment where the prospect thinks, “Huh, I never thought of it that way before.” This insight must lead directly back to the problem your solution is uniquely positioned to solve.
2. Tailor for Resonance
Insight is useless if it doesn't resonate. A Challenger understands the specific business context, priorities, and individual motivations of their audience. They don't just know the customer's industry; they know the financial pressures on the CFO, the operational headaches of the VP of Sales, and the personal KPIs of their main contact. They tailor their message to what matters most to the person they’re talking to, making the commercial insight feel personal and urgent.
3. Take Control of the Sale
This is the most misunderstood principle. It’s not about being aggressive, pushy, or arrogant. It’s about being assertive. It’s about confidently guiding the customer through the sale, pushing back respectfully on misguided assumptions, and creating a clear, actionable path forward. When a customer says, “We need to table this for next quarter,” a Relationship Builder agrees. A Challenger asks, “What’s the financial impact of waiting 90 days to solve this problem?” They are comfortable with tension and focused on the outcome, not just the conversation.
The Challenger Sales Process
Okay, theory is nice. Let's get to the playbook. A Challenger conversation isn't a random series of provocations; it's a carefully choreographed dance. Here’s how it works.
Step 1: The Warm-Up (Earning the Right to Challenge)
You can't just walk in and start telling a prospect their baby is ugly. You need to build credibility first. This is where you demonstrate you've done your homework. Start by referencing a shared connection, a recent company announcement, or an industry trend you’ve noticed. Show them you understand their world. This isn't about rapport; it's about proving you're not wasting their time.
Example Script Snippet: “I saw you just announced your expansion into the European market. Congrats. I was talking with another SaaS leader last week who said that GDPR compliance for new markets was their biggest unexpected budget item this year. Are you seeing something similar?”
Step 2: Reframe the Conversation (The Big Insight)
This is the core of the Challenger sales process. You introduce a disruptive idea that challenges a core belief they have about their business. It’s an unknown or misunderstood problem, cause, or opportunity. You’re not talking about your product yet. You’re talking about their business in a way they haven’t heard before.
Example Reframe: “Most companies in your space are trying to reduce SDR burnout by hiring more reps. But our data shows the real problem isn't headcount; it's the 15 hours a week each rep wastes on manual prospecting and data entry. The issue isn't a people problem; it's a process problem.”
Step 3: Use Emotions (Rational Drowning)
Once you've introduced the reframe, you need to make it stick. This is where you connect the business problem to a personal pain point. Use data, stories, and case studies to show them the scale of the problem. You want the prospect to see the numbers and think, “Wow, this is much worse than I thought.” You’re building the business case for change by showing the painful cost of inaction.
Example: “With each rep wasting 15 hours a week, and you have a team of 10, that’s 150 hours of lost selling time every single week. At your average deal size, that’s potentially six figures in pipeline you’re leaving on the table every month.”
Step 4: The Value Proposition (A New Way)
You’ve shown them the storm; now you offer them the ark. After breaking down their old way of thinking, you introduce a new, better way to solve the problem. You paint a picture of the promised land. Critically, you’re still not pitching your product features. You’re outlining the capabilities they need to solve this newly defined problem.
Example: “So, instead of just hiring more people to do the same broken tasks, what if you could automate the entire top of the funnel—the research, the list building, the initial outreach—and give those 15 hours back to every rep? Imagine your team only spending time on qualified, engaged prospects who have already been warmed up.”
Step 5: Presenting Your Solution (The Only Logical Answer)
Finally, you connect the dots. You introduce your solution as the embodiment of the new way you just outlined. Because you’ve controlled the narrative and defined the problem, your product isn't just one of many options; it's the only logical answer. This is where you can dive into features and benefits, because they are now perfectly aligned with the customer's newly understood needs.
Challenger vs The World (SPIN, MEDDIC, etc)
The sales methodology landscape is a mess of acronyms. Where does the Challenger sales model fit in? It's less of a direct competitor and more of a philosophical overlay. You can be a Challenger while still using elements of other frameworks.
Here’s a quick-and-dirty comparison:
The Challenger Sales Model
Best For: Complex B2B sales, disruptive technologies, or any market where the status quo is the biggest competitor
Core Idea: Teach the customer something new that leads them to your solution
Rep's Role: The Teacher/Expert
SPIN Selling
Best For: Large, complex deals where understanding the customer's existing pain is crucial
Core Idea: Ask smart questions (Situation, Problem, Implication, Need-Payoff) to help the customer discover the problem for themselves
Rep's Role: The Doctor/Therapist
Solution Selling
Best For: Customizable products/services where the rep needs to configure a specific solution
Core Idea: Diagnose a known customer need and present your product as the customized solution
Rep's Role: The Architect
MEDDIC
Best For: Qualifying complex enterprise deals to improve forecasting accuracy
Core Idea: A checklist to ensure you have all the information you need to close the deal (Metrics, Economic Buyer, Decision Criteria, etc)
Rep's Role: The Detective
The key difference is that while most methodologies focus on uncovering existing needs, Challenger focuses on creating them.
How to Implement Challenger on Your Team
For the Head of Sales reading this, the idea of transforming your team of friendly Relationship Builders can be daunting. Here’s a pragmatic approach for SMBs.
Identify Your Commercial Insights: You can't teach what you don't know. Get your sales, marketing, and product teams in a room. What do you know about your customers' business that they don't? What are the dumb, expensive things they do that your solution fixes? This is your teaching curriculum.
Equip Your Reps: Build a playbook with your core reframes, data points to back them up, and answers to common objections. Don't just tell them to be Challengers; give them the ammunition.
Start Small: Pick one or two reps who have the right DNA—they're curious, confident, and not afraid of a little debate. Pilot the program with them on a specific segment of the market.
Role-Play Relentlessly: The Challenger conversation feels unnatural at first. You have to practice it. Run weekly sessions where reps have to reframe a problem or take control of a negotiation. Make it a safe place to fail.
Leverage Technology: Let's be real. Your reps don't have time to do hours of deep research for every single prospect. This is where modern sales platforms come in. Use an AI sales platform like Topo to automatically surface the teaching opportunities (like a prospect hiring for a key role or adopting a new tech) and automate the initial outreach. This frees up your team to focus on crafting the perfect Challenger message for high-value accounts. For more on AI sales tools that boost revenue and automate tasks, explore the latest solutions for scaling your sales process.
Common Pitfalls & Pro Tips
Adopting the Challenger sales framework is powerful, but it’s easy to get it wrong. Watch out for these traps.
The Pitfalls:
Confusing “Challenge” with “Attack”: A Challenger is a respected expert, not a jerk. The tone is assertive, not aggressive. You’re pushing the idea, not the person
Teaching Without a Payoff: If your brilliant insight doesn’t lead directly to your unique solution, you just did free consulting for a competitor
One-Size-Fits-All Tailoring: Sending the same “insight” to every prospect on your list isn’t tailoring. It’s spam with an opinion
Forgetting to Warm Up: Challenging a stranger without earning credibility first is the fastest way to get hung up on
Pro Tips:
Use “Hypotheses” to Soften the Challenge: Instead of saying “You’re doing this wrong,” try “My hypothesis is that companies like yours often struggle with X. Does that resonate?”
Follow the Money: The best insights are commercial. Connect every reframe back to a tangible financial impact—cost savings, revenue growth, or risk mitigation
Your Champion is Your Hero: Your internal champion is the one who has to carry your message into rooms you can't enter. Equip them with a simple, powerful narrative. Your champion is often left to fend for themselves with a bad PowerPoint and a pocketful of hope. Don't let that happen
FAQ
What is the Challenger Sales Methodology in simple terms?
It’s a sales approach where reps challenge a customer's thinking. Instead of just building relationships, they teach prospects new insights about their business, tailor that message to their specific needs, and take control of the sales conversation to guide them to a better solution. It's about being a respected expert, not just a friendly vendor.
What is the Challenger Sales Methodology in simple terms?
It’s a sales approach where reps challenge a customer's thinking. Instead of just building relationships, they teach prospects new insights about their business, tailor that message to their specific needs, and take control of the sales conversation to guide them to a better solution. It's about being a respected expert, not just a friendly vendor.
What is the Challenger Sales Methodology in simple terms?
It’s a sales approach where reps challenge a customer's thinking. Instead of just building relationships, they teach prospects new insights about their business, tailor that message to their specific needs, and take control of the sales conversation to guide them to a better solution. It's about being a respected expert, not just a friendly vendor.
What is the Challenger Sales Methodology in simple terms?
It’s a sales approach where reps challenge a customer's thinking. Instead of just building relationships, they teach prospects new insights about their business, tailor that message to their specific needs, and take control of the sales conversation to guide them to a better solution. It's about being a respected expert, not just a friendly vendor.
Is the Challenger model just for B2B enterprise sales?
Absolutely not. While it originated from studying large B2B deals, the principles—teach, tailor, take control—are highly effective for SMBs. The key is adapting the 'teaching' part to problems SMBs face, like resource constraints or scaling challenges, which is often more straightforward than reframing a Fortune 500 company's entire strategy.
Is the Challenger model just for B2B enterprise sales?
Absolutely not. While it originated from studying large B2B deals, the principles—teach, tailor, take control—are highly effective for SMBs. The key is adapting the 'teaching' part to problems SMBs face, like resource constraints or scaling challenges, which is often more straightforward than reframing a Fortune 500 company's entire strategy.
Is the Challenger model just for B2B enterprise sales?
Absolutely not. While it originated from studying large B2B deals, the principles—teach, tailor, take control—are highly effective for SMBs. The key is adapting the 'teaching' part to problems SMBs face, like resource constraints or scaling challenges, which is often more straightforward than reframing a Fortune 500 company's entire strategy.
Is the Challenger model just for B2B enterprise sales?
Absolutely not. While it originated from studying large B2B deals, the principles—teach, tailor, take control—are highly effective for SMBs. The key is adapting the 'teaching' part to problems SMBs face, like resource constraints or scaling challenges, which is often more straightforward than reframing a Fortune 500 company's entire strategy.
Isn't 'taking control' just being pushy or aggressive?
Not at all. 'Taking control' isn't about being a bully. It's about confidently guiding the conversation, being comfortable with tension, and pushing back respectfully on bad ideas or timeline delays. You're not pushing your product; you're pushing toward a better outcome for the customer, which builds credibility, not resentment.
Isn't 'taking control' just being pushy or aggressive?
Not at all. 'Taking control' isn't about being a bully. It's about confidently guiding the conversation, being comfortable with tension, and pushing back respectfully on bad ideas or timeline delays. You're not pushing your product; you're pushing toward a better outcome for the customer, which builds credibility, not resentment.
Isn't 'taking control' just being pushy or aggressive?
Not at all. 'Taking control' isn't about being a bully. It's about confidently guiding the conversation, being comfortable with tension, and pushing back respectfully on bad ideas or timeline delays. You're not pushing your product; you're pushing toward a better outcome for the customer, which builds credibility, not resentment.
Isn't 'taking control' just being pushy or aggressive?
Not at all. 'Taking control' isn't about being a bully. It's about confidently guiding the conversation, being comfortable with tension, and pushing back respectfully on bad ideas or timeline delays. You're not pushing your product; you're pushing toward a better outcome for the customer, which builds credibility, not resentment.
Sources and references
Topo editorial line asks its authors to use sources to support their work. These can include original reporting, articles, white papers, product data, benchmarks and interviews with industry experts. We prioritize primary sources and authoritative references to ensure accuracy and credibility in all content related to B2B marketing, lead generation, and sales strategies.
Sources and references for this article
Sources and references
Topo editorial line asks its authors to use sources to support their work. These can include original reporting, articles, white papers, product data, benchmarks and interviews with industry experts. We prioritize primary sources and authoritative references to ensure accuracy and credibility in all content related to B2B marketing, lead generation, and sales strategies.
Sources and references for this article
Sources and references
Topo editorial line asks its authors to use sources to support their work. These can include original reporting, articles, white papers, product data, benchmarks and interviews with industry experts. We prioritize primary sources and authoritative references to ensure accuracy and credibility in all content related to B2B marketing, lead generation, and sales strategies.
Sources and references for this article
Sources and references
Topo editorial line asks its authors to use sources to support their work. These can include original reporting, articles, white papers, product data, benchmarks and interviews with industry experts. We prioritize primary sources and authoritative references to ensure accuracy and credibility in all content related to B2B marketing, lead generation, and sales strategies.
Sources and references for this article