A theme that frequently shows up in survey data and during interviews with purchasing executives is that customers care more about how tech vendors sell than what they sell. Tech customers now put more emphasis on the behavior and skill of your sales reps than on your products or prices (see “Do Your Value Propositions ‘Go To Eleven’?”). What does this change mean for your CMI team?
Since customers are changing, how are your competitors selling differently? What intelligence do reps need from battle cards to anticipate and respond to new tactics from competitors?
As you frame your CMI team’s analysis within the customer’s problem, you see competitors from a different point of view – you first determine the merits in the competitor’s approach, then contrast your company’s solution, and, finally, build out a point-counterpoint discussion that will help reps anticipate topics that are likely to come up during customer conversations.
As CMI leaders, many of you tell me you are frustrated that the company measures your value by the number of clicks or downloads on sales portal, but that you don’t have a better way to show the volume or quality of work that you produce.
The only relevant gauge for battle cards is whether they advance the selling goals of sales reps.
The challenge is that sales reps have unique conversations with many stakeholders across a number of accounts. Your CMI team, obviously, cannot build battle cards for individual customer conversations. To break this impasse, Forrester will not provide a simple formula to quantify the value of your battle cards, but we will outline a methodology allowing your CMI team to define and measure how battle cards line up with selling situations.