The Competitive Enablement Platform
FREE VIRTUAL EVENT: NOV 8 – 9
It’s becoming harder and harder to separate yourself from the pack. So, what can you do to level up your competitive program and get ahead?
Use the first ever Competitive Enablement Maturity Model to assess where your competitive enablement efforts are now, and what you can do next to get to the top of the podium.
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.
OF PROGRAMS IDENTIFIED AS DEVELOPING
OF PROGRAMS IDENTIFIED AS MATURING
True competitors hate losing, and competitive program leaders are no different. In fact, less than one in five (18%) survey respondents feel that they currently have a mature competitive program in place at their company.
And while the overwhelming majority are in the early stages of developing their competitive program, 86% of them are NOT satisfied with where they’re at maturity-wise.
Sprinkle in the fact that respondents have seen the importance of competitive intelligence increase significantly since the pandemic, and there’s a huge opportunity to elevate both your competitive program’s impact on the business and your role in the org.
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.
It’s time to upgrade that go-kart into a Mercedes.
LEVEL 1 | Ad Hoc
At this stage, competitive research is reactive and done on a one-off basis in response to sales requests.
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
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.
Early battlecards overviewing main competitors
Distributing newsletters semi-regularly
First attempt at centralizing intel and keeping content fresh
General win-rate awareness
Limited visibility with execs
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.
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
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.
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
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.
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
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