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Report
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.
We surveyed over 550 product marketers, competitive intelligence (CI) pros, sales leaders, and execs to gauge how their respective competitive programs operate.
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.
Until now, people have been left to guess what the most important factors are that go into building a game-changing competitive enablement program.
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
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
At this stage, competitive research is reactive and done on a one-off basis in response to sales requests.
Defining Features
level 2 | ADOPTING
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
level 3 | IMPACTING
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
level 4 | Influencing
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
level 5 | Transforming
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
Learn what you need to do next for your competitive program with the first ever Competitive Enablement Maturity Model report.
Let’s do it. Tell us a bit about yourself and we’ll set up a time to wow you.
