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Most companies think they have a competitor intelligence problem. In reality, they have a data problem. Competitor news feeds are current but rarely useful. Competitive Battlecards are useful but rarely current. Sales teams end up working with information that is either irrelevant to the deal in front of them or months out of date. Nothing tells them what competitors are …
Sources such as competitor websites and press releases describe a competitor in the way that they want to be described. These competitive intelligence sources don’t capture what is happening behind the scenes, within live sales deals, or even within the actual market landscape today. Unfortunately, that’s the intelligence a battlecard truly needs, and public sources aren’t going to be where you …
When a buyer says, “your competitor told us they can do X,” most organizations treat the objection as a deal-specific problem. The rep answers it the best they can, and the deal closes or stalls. Then the claim disappears. Nobody captures it. Nobody checks whether it is true. Nobody routes it back to the broader team. The next rep who …
Ask who owns the battlecard your reps rely on in deals against your top competitors, and the honest answer is usually a job title attached to someone whose actual responsibilities lie elsewhere: Sales, Product Marketing, RevOps, Insights, or maybe even Strategy? The Cost of an Informal Owner When ownership is informal, so is upkeep. Most battlecards get built during a …
A call recording platform, like Gong, captures the conversations between a sales rep and a buyer during an online call or meeting. However, these systems have no way to capture competitive intelligence that never came up during those calls. That could include a discount mentioned at a trade show, a tip from a former colleague now selling for the competitor, …
Getting competitive intelligence from your frontline team isn’t about better forms or more reminders. It comes down to capturing what a rep notices while it’s still fresh and making it effortless to share. Post-call surveys, CRM notes fields, and after-the-fact write-ups all fail because they ask reps to reconstruct something days after it occurred. The Knowledge Is Out There. A …
A wiki page or shared drive folder does not make competitive intelligence useful, it only makes it findable. “Delivered” intelligence is better than “Findable” intelligence. Delivered intelligence reaches a rep inside the tool they are already using, at the moment they need it, whereas findable intelligence asks that same rep to remember something exists, open a second application, and go …
A CRM can record what happened to a deal, but it was never built to record why a competitor won. That’s a different job that requires capturing the specific claim a competitor made, close to the moment it happened, and checking it against what else the team is seeing. CRMs don’t do that. Four Deals With Full CRM Records Provide …
Ideally, a new pricing signal should reach the rest of the commercial team within days of the first rep encountering it. However, most organizations take closer to ninety days, because the first rep to see a discount has no channel to send it down for it to be analyzed and distributed. So instead, each rep who later hits the same …
When a top-performing sales rep leaves, the competitive knowledge they built over years of deals leaves with them. The majority of the time, this knowledge was never documented. Trying to replicate this top performers’ win rate against core key competitors is an uphill battle taking quarters if not years…not because a new hire can’t sell, but rather because they have …
