This certainly doesn't mean most marketing is useless, but it's a telling statistic about the divide that separates marketing messages that operate at 30,000 feet from sales conversations that happen at 3 feet — the average distance between a salesperson and a prospect during a sit-down meeting.
In this digital age, it's increasingly important for marketing to play a bigger role in helping sales not just get "your" message in front of a customer, but to make it "their" message — something that the buyer cares enough about to talk to your rep and to do something that upsets the status quo as a result. It's about creating content that can play dual roles: attracting and educating buyers while giving sales a deeper understanding about what's attracting that attention in the first place. To achieve both, marketers have to understand their buyers. Better. Deeply. Obsessively.
We recently interviewed dozens of sales enablement professionals within the tech vendor community. These interviews painted a less-than-ideal picture of how sales teams value and use competitive battle cards – that competitive battle cards are a relic from out-dated selling models.
Battle cards still focus on products – just as they did in the days when customers purchased one product over another based on a side-by-side comparison of their features. In those days, competitive intelligence teams created battle cards about competitors – their company financials, products, sales tactics, and weaknesses – literally for sales reps to keep in their pocket.
A sampling of battle cards that we collected from across the tech industry confirms that battle cards are fashioned from a product point of view and often created because they are among the checklist of items for product managers when creating sales content. Today, portfolio managers also use the term “battle card’ for almost anything prepared for sales teams. In addition to competitive battle cards, we uncovered materials labeled as battle cards that talked about:
Industry overviews. How a vendor’s products can combine into a new solution to meet the needs of customers in an industry that the vendor does not currently service.
Technology profiles. How the capabilities of a new or emerging technology will allow it to displace the products or solutions that customers currently use.