fbpx

EVent | MARCH 27

Winning with Win-Loss

REGISTER NOW

LOGIN Get a demo

Report

Competitive Enablement

Maturity Model

It’s becoming harder and harder to separate yourself from competitors.

Use the first ever Competitive Enablement Maturity Model to assess where your competitive enablement efforts are now, and what you can do next to keep ahead.

How Did We Build the Maturity Model?

550+ Respondents

We surveyed over 550 product marketers, competitive intelligence (CI) pros, sales leaders, and execs to gauge how their respective competitive programs operate.

20+ Competitive Experts

We collaborated with experts who have built competitive enablement programs from the ground up. Their input, along with our report data, determined each stage of the maturity model.

1 Maturity Model

Until now, people have been left to guess what the most important factors are that go into building a game-changing competitive enablement program.

Businesses aren’t set up to compete effectively

Less than one in five (18%) respondents feel that they currently have a mature competitive enablement program in place.

And while the overwhelming majority are in the early stages of developing their programs, nearly nine out of ten (86%) are no satisfied with where they’re at maturity-wise.

Sprinkle in the fact that respondents have seen the importance of competitive intelligence increase significantly, and there’s a huge opportunity to elevate how your business competes.

48%

OF PROGRAMS IDENTIFIED
AS DEVELOPING

Ad hoc &
reative

18%

MATURE

Proactive
& scaled

34%

OF PROGRAMS
IDENTIFIED AS
MATURING

Emerging &
impacting

How do competitive programs level up?

Understanding what differentiates high-performing competitive programs from those starting out is key to learning how you can better impact the business. And right now, most companies are only scratching the surface of what’s possible.

level 1 | Ad Hoc

Reacting to the past

At this stage, competitive research is reactive and done on a one-off basis in response to sales requests.

Defining Features

  • Reactive responses to competitive requests
  • Noisy external collection and intel shared in PDFs and decks.
  • Intel scattered across multiple places
  • No competitive objectives or measurable KPIs in place
  • Zero visibility with execs

level 2 | ADOPTING

Getting the
basics together

This is the initial stage of building out a competitive program. You’re trying to centralize competitive intel and keep it up-to-date. Although insights are being shared with sales, there still isn’t a regular cadence for distributing it.

Defining Features

  • Early battlecards overviewing main competitors
  • Distributing newsletters semi-regularly
  • General win-rate awareness

level 3 | IMPACTING

Improving the bottom-line

These programs are focused on serving all revenue teams at scale and reporting in greater detail on revenue performance. Supporting tactical needs is more efficient, so the program can also take on more proactive strategic initiatives.

Defining Features

  • Enabling all revenue teams and channel teams with in-depth battlecards
  • Distributing weekly newsletters
  • All up-to-date content in an accessible central location
  • Tracking impact on win-rate by content usage
  • Exec visibility and support

level 4 | Influencing

Strategically guiding the company

These programs have enough credibility with execs to inform high-level strategies like the company’s product roadmap and acquisition decisions. They are regularly delivering intel to executive, product, market teams in addition to their ongoing support to revenue teams.

Defining Features

  • Strategically informing product, execs, and other strategy teams
  • Regular intel briefs to product, sales, execs
  • Systematically producing role-specific content
  • Integrated analytics for true revenue attribution
  • Exec commitment and trust

level 5 | Transforming

Improving org-wide competitiveness

These programs transform the way every department competes in their respective markets. From competing for talent, building stronger partner networks, to standing out in the marketplace, organizations at this stage have entrenched wall-to-wall competitive enablement.

Defining Features

  • Org-wide usage of competitive content
  • Customized intel briefs across the organization
  • Competitive content embedded into line of business tech stacks
  • Departmental impact metrics across the business
  • Exec advocate for competitive

Improve how your business competes

Learn what you need to do next for your competitive program with the first ever Competitive Enablement Maturity Model report.

lap-competition.png

Want to see Klue in action?

Let’s do it. Tell us a bit about yourself and we’ll set up a time to wow you.

Klue-Logo-white.svg

Status Media Kit Privacy | © 2023 Klue Labs Vancouver, BC