Challenger Service™

Less effort, more love.

More Effort,
Less Loyalty
Customer service expectations are higher than ever. Missing them is costly.


of customers are disloyal after high-effort service experience


of customers speak negatively after high-effort service experience


greater cost associated with high-effort service


Correlation between exceeding customer expectations and loyalty

Transform To Provide An Uncommon Customer Experience
An Effortless Experience Leads To Greater Loyalty
Challenger Service engagements help improve Net Promoter Score by as much as +54%.
The Challenger Customer Experience Framework
Your Marketing, Sales and Service functions have one primary thing in common: your customer. At Challenger, we've spent years researching and transforming customer experience in many of the largest and most progressive companies in the world. This has taught us a few things we'd like to share. Let's explore.
Develop a marketing strategy for today's buyer
Today's customers spend only 17% of the total buying journey talking directly to suppliers. Engage them with content that helps them learn on their own.
Train B2B marketing as a unique profession
As many as 70% of marketing professionals report having no formal marketing background. Train and develop them to take a customer-centric approach to their work.
Deliver a message that changes minds
Marketers currently capture, at best, 12% of a customer's mindshare across the buying journey. Use commercial insight to cut through the clutter and drive change.
Teach customers at every touchpoint
Customers tune out the majority of content marketing and demand generation activities. Weave commercial insight into all touchpoints of your marketing ecosystem.
Find and sustain what works
Only 33% of organizations are confident in the connection between their marketing activities and business metrics. Adopt a ruthless dedication to review and measurement.
Screen for the right raw material talent
Only 17% of candidates have today's optimal EQ/IQ for selling. Screen for hires with a proclivity to teach and challenge the status quo.
Develop new foundational selling skills
Sellers who don't perform powerful sales experiences won't engage today's customers. Embed in all sellers the foundational skills most likely to generate high performance.
Coach the change in seller behavior
When managers fail to coach, team performance suffers and transformations don't stick. Develop coaching skills and hold managers accountable for using them.
Bring your sales experience to the right people
Customers easiest to talk to may not be the best to sell to. Find the optimal stakeholder profile to best progress your opportunities.
Sustain new behaviors over time
New sales behaviors won't embed without dedicated practice, support and success sharing. Ensure that all levels in the sales organization play an ongoing/supportive role.
Sustain change over time
New customer service behaviors won't embed without practice, support and success sharing. Ensure that all levels in the service organization play an ongoing/supportive role.
Evaluate the behaviors that matter most
The era of checklist-based QA is over. Adopt behavior- and trends-based evaluations to measure performance.
Focus coaching conversations on behaviors
Poor coaching hurts performance nearly twice as much as good coaching helps. Coach in the moment and focus on behaviors that drive desired outcomes.
Develop core skills for low-effort service
Soft skills that focus on creating relationships do not reduce customer effort. Train on new-in-kind skills aligned to delivering a low-effort service experience.
Meet expectations of the modern customer
Service organizations overestimate the reward for exceeding customer expectations. Adopt a strategy focused instead on providing low-effort service.
What experience should your sellers provide?
84% of customers report a buying journey taking longer than expected, Deliver a sales experience that makes it easier to buy.
What content will engage your customers?
51% of customers tune out your content marketing efforts. Create content that gets their attention.
Challenger in the Service Function
Only 35% of customer effort stems from the service function's processes, cross-channel integrations or technologies - or what the customer has to do. But 65% of total effort stems from how a customer feels in service interactions.
Powerful Insight, Less Effort
Marketing, Sales and Service must work together to bring commercial insight and reduce effort in the customer's buying and service journey.
Our Service Solutions

Our portfolio of Effortless Experience solutions includes in-person classroom and workshop modules, eLearning content, and certification for your service reps. Offerings are typically bundled and can be flexibly deployed.

Don't change the script. Transform.

The amount of effort that is driven by how a customer feels during an interaction


Number of times more accurate effort is in predicting loyalty than CSAT.


Percent of customers that are likely to exhibit disloyalty after a high-effort service experience.


Percent of customers that are likely to repurchase after a low-effort interaction.

An Effortless Experience…

Changed The Culture Of Our Call Center

Northwestern Mutual redefined success when they listened deeply to customers and used behavioral skills to drive conflict resolution.

Meeting the challenge

Lack of service representative coaching and training threatened to erode not just retention and engagement at Northwestern Mutual, but also their brand value. The company recognized the critical nature of the customer experience in preserving their reputation as a trusted partner in financial planning and security, and came to Challenger to transform their customer service interactions into Effortless Experiences.

Making the pivot

After deploying the Effortless Experience Coaching Capabilities Builder, decentralizing QA and embedding coaches in every team, dedicating more time to develop frontline rep skills, and launching the Effortless Experience Capabilities Builder, Northwestern Mutual improved first call resolution rates by nearly 10%, reduced attrition by 46%, and saw an average of 94% in CSAT and 61.2% in NPS for 2016.

This investment in coaching, and the overall development of our people, has changed the culture of our call center. You can see it in the data and out on the floor every day in how we help customers.

Jim LeMere

Director, Integrated Client and Field Services

the challenger sale

A decade of wisdom

Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong?

Let’s have a conversation
Do your sellers deliver an experience that inspires customers to act? Learn More
Do you deliver marketing messages that really matter?
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Are your service experiences effortless?
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