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There is a reason the phrase, “beauty is in the eye of the beholder,” has held significance and power in our society for so many generations. And in that phrase is a lesson for all of us about business analysis. The power of different points of view examining a given set of inputs is key to truly understanding what lies before us and seeing the new possibilities and different threats looming.
Sit silently in a museum listening to the patrons take in just a single painting and within a day you will hear a hundred different insights, many of which you didn’t see before. Insights that show you things in that artwork you never would have seen, such as the way greens and reds are mixed to create hues that don’t invoke their origins, the style of brushstrokes used that convey depth and how a pattern viewed up close can be very different than the whole. So much insight doesn’t stem from the painting but from the varied experiences, backgrounds, cultures and histories the observers bring with them. The same is true in data analysis. It’s through different points of view that something can be fully analyzed. Each person brings their varied experiences (their data) to the analysis.
As businesses we tend not to sit silently and take in what others see about ourselves and our data. We tend not to expose our data at all to our partners, trusted third parties or potential collaborators (like our customers) and by not doing so, they cannot combine their data with ours and uncover things we cannot see. As a result, we cannot see the broader picture. And this leads to bad business decisions based on a myopic point of view.
As part of Forrester’s research into sales enablement, I recently took a journey to “plumb the depths” of sales battle cards. Why?
Sales reps at technology companies tell Forrester that they must understand their competitors if so that they can outmaneuver them during the sales cycle; but, these same sales professionals tell Forrester that, despite the best efforts of product managers, competitive teams, and sales operations, current battle cards are not consistent, instrumental tools that help win more deals.
And thus, my journey into battle cards begins.
During my career, I’ve worked in competitive intelligence at two technology companies, so I already had some strong opinions about battle cards. I tried to set my own views aside, though, and adopted Forrester’s methods of developing a hypothesis and interviewing professionals in the industry.
My initial research looked at the “thing” called a battle card – the layout, structure, and content with the goal of building battle cards that helped sales reps address competitive issues during customer conversations. While testing some really good ideas that came out of the interviews, I could see that the improved battle cards still weren’t enough to meet our objective – routinely helping reps win more deals.
I turned my attention to the “process” of building battle cards – specifically, how sales enablement professionals identify the competitive issues that merit battle cards, how they work with product managers and marketing teams to create the content for battle cards, and how they deliver battle cards to sales reps. While testing some really good process ideas that came out of the interviews, I could see that even when the groups creating battle cards actively work with sales, their points of view and professional skills are so different, that they miss important details.
But if you use the tablet to post reviews of Italian restaurants on Yelp, Amazon would merely collect that data, bundle it with the fact that a lot of customers in your community seemed to be favorably reviewing Italian restaurants, and then strike a deal with one restaurant to offer discounts, which it would e-mail to you. Some customers might feel tracked; others might not even notice.
David's example is certainly worthy of consideration. Building a database of targeted offers and triggered campaigns from aggregated browse behavior is one way for Amazon to extract value from Silk. It's clearly a striking example for privacy advocates, but it's not the whole story.
Aside from the Customer Intelligence advantages, Amazon's Silk browser also provides the retailer with competitive intelligence (the other CI?). Amazon can watch for products or product combinations purchased on competitor websites, then optimize its merchandise to match or beat those competitors. Besting other retailers doesn't require it to track individual Kindle Fire users or target them through seemingly creepy direct marketing. Instead it can continue to do what it does best -- optimizing its supply chain and catalog -- without appearing to overstep customers' privacy expectations.
The competitive issues raised by Silk are as critical as the individual privacy concerns.
Are you a retailer who competes with Amazon? What should CI professionals do to combat Amazon's move?
For those of you following Forrester’s project to create industry standards for battle cards, I want to give you a glimpse into the group’s progress and remind you about Forrester’s public webinar on September 7, where I’ll touch on battle card standards in more depth.
Each member of the standards group has success stories with their battle cards, but each member also struggles to change battle cards from being “random acts of sales support” to providing consistent, reliable support that helps sales reps win more deals. The purpose of our standards initiative is to do just that – identify and repeat how battle cards help sales reps win competitive deals.
Last week, the standards group reviewed the first draft of specifications for battle cards. Getting these definitions correct is important because all the downstream work we will do depends on these specifications. Our working document defines for battle cards the:
Purpose. Battle cards help sales reps anticipate and respond to competitive obstacles in the later stages of competitive deals.
Scope. Battle cards build on a point-counterpoint structure by identifying the competitor’s claims and equipping sales reps with responses.
Intersections. Battle cards must be consistent with competitive positions established in market overviews, pitch decks, and “marketectures,” RFP responses, and other sales tools.
Design point. Battle cards fuel customer conversations by addressing competitive issues through the lens of solving the customer’s problem, focusing topics that are core to the customers purchase decision.
For months, I’ve blogged about the reasons why battle cards are important, ways to evaluate battle cards, and most recently, the need for standards to tighten their value and give battle card creators and users common ground. In an upcoming webinar, that is open to the public and free of charge. I will tie this theme together with a focus on business impact.
Join me on September 7 for a public webinar by Forrester – Register here.
On the webinar, I’ll tackle a straightforward question:
“How do sales enablement professionals work cross-functionally to optimize sales content about competitors for reps so they can improve the win rate in competitive deals?”
I’ll outline the path forward for sales enablement professionals to collaborate with their peers in marketing, product management, and competitive intelligence to build better battle cards by:
Focusing on the problems that buyers are trying to solve
Prioritizing the criteria that drive buyer choices in purchase scenarios
Shaping your content based on how buyers perceive your company and competitors
Communicating the benefits and results that buyers care about
During the first week in August, Forrester launched the Battle Card Standards Group to address head on the challenges and opportunities that they face in creating competitive battle cards for sales teams. This group is meeting weekly to outline industry standards to help sales enablement professionals bridge the gap between what a myriad of groups create and what sales reps actually need to win in competitive deals.
Some challenges mentioned by participants include:
“Sales reps often ask for negative information about competitors - FUD (fear, uncertainty, or doubt) – but, customers usually react negatively when reps say derogatory things about competitors.”
“We struggle to map our battle cards to (1) different selling situations or engagement models (transactional vs. consultative) and (2) the levels of stakeholders that we are addressing (influencers, decision-makers, or purchasing professionals).”
“We structure battle cards in a way that reps can use directly in their conversations with customers.”
Forrester’s sales enablement team is launching a collaborative effort with our clients and other experts to establish standards for competitive battle cards and I invite you to participate – send me an email to join.
If you are on the receiving end of battle cards today, you know the big challenge intimately because I hear you daily in my inquiries saying things like, “how can we standardize battle cards that come from dozens of different teams?” and “How do we equip our sales reps to anticipate and respond to competitive obstacles more effectively?” For those of you on the supply side, I hear you too, saying, “every sales rep asks for different things” and “we don’t have a way to measure the impact of our work, so we keep doing what we think is best.”
Stuck in the middle are the folks battle cards are supposed to be helping in the first place – sales reps – who tell me, “it takes too much work to find and use our battle cards” and “I need competitive insights, but I tap other sources that are more reliable.”
Consider the size of this opportunity! When we get this right, we will be able to connect battle cards with real business outcomes – like faster sales cycles and win rates against key competitors – and isn’t that why we build battle cards in the first place? Opportunities will advance through the pipeline more quickly when sales reps have tools to anticipate and effectively respond to obstacles created by competitors.
During my daily conversations with technology vendors about battle cards, I am encountering leaders that are taking a different approach. Sales leaders are taking responsibility for the portfolio of battle cards – some larger vendors have hundreds – and assigning someone to “fix the problem.”
Individuals who get assigned to fix “the battle card problem” sometimes report into sales operations and other times into corporate marketing. Sometimes this individual has a background in competitive intelligence, but other times the person is completely unacquainted with battle cards. The one trait that these individuals do share is that they have empathy for sales teams.
Battle cards come from a variety of internal groups including product managers, competitive teams, partner alliances, industry groups, or others who want to educate sales reps to handle obstacles caused by competitors. Each group packages up battle cards differently so that sales reps experience differences in the quality of content every time they use a battle card. As I talk with individuals tasked with fixing “the battle card problem,” they tell me that when they look at their current collection of battle cards, they don’t even know where to begin.
Earlier this week, our Sales Enablement team hosted a teleconference about building battle cards that better line up with sales reps’ needs. If you missed the teleconference, you can download the slides and recording; we wrapped up with the following questions asked by CMI professionals:
Question No. 1: What's the best way of collecting intelligence from within our company?
CMI leaders often want to discuss how they can harvest the expertise that lies within the heads of sales reps. We at Forrester haven’t seen any silver bullets, but we are documenting common experiences and planning research on the process of gathering insights and building them into compelling battle cards.
A few methods that we see across the industry include: 1) A CMI leader facilitates calls for reps to discuss issues with sales peers; 2) structured sessions with reps who recently encountered the competitor; and 3) retaining a “panel” of sales managers who meet quarterly to reassess a competitor’s tactics.
Question No. 2: Is the Forrester battle card a competitive document, selling points document, both, or more?
Our recommendations do not outline a specific length, whether the battle card is integrated with product messages or customer pain points (i.e., selling-points document), or what kind of software you use to deliver battle cards to sales reps.