Competitive & marketing intelligence (CMI) leaders are currently being torn between two points of view. But, these two views cannot be reconciled, and CMI leaders cannot sit on the fence! I know because I tried!
As a CMI leader, I participated on a team to restructure the company's approach to pricing. On one side of the table sat the "corporate" team who wanted to simplify the product catalog, making it easier to manage. On the other side sat the "field" team, who wanted to simplify pricing when talking with customers. I wanted to find an "elegant negotiable" that would achieve both objectives.
A talented sales engineer put me in my right mind! One day, she came into my office, closed the door, and proceeded to "school" me. She rightly pointed out that there could not be two different design points - we needed to decide whether the company would design around back-office operations or frontline conversations with customers.
CMI leaders across the tech industry face a similar choice, albeit with less drama!
Earlier today, the CEO of a sales-tool provider made this point: "In the past, salespeople for tech vendors had to educate customers on what a product could do, how it worked, and process orders. In today's Internet economy, customers already know what your products do from your web site, have already compared it to your competitors, and probably spoken to some of your existing customers through social media links. What is the role of a salesperson?"
CMI leaders need to reposition their organizations back to the place where competition matters - the frontline.