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.
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.
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.
During the past few months, our sales enablement team has researched and written about battle cards. We've spoken with more than 40 companies, including CMI leaders and sales professionals, to understand how sales reps use battle cards, what role a battle card plays in fueling customer conversations, and what CMI organizations can do to build more value into their battle cards.
During our interviews, sales reps told us that they need battle cards for effective selling today. Reps spend their time identifying a customer’s problems and building a shared vision to solve them. Competitors also engage in a similar journey, and sales reps told us that battle cards help them to:
Anticipate traps. Sales reps need to be aware of ideas that competitors will suggest to the customer early in the sales cycle, but that the customer won’t bring up until the final stages of a purchase. One rep told us of a situation: “A competitor’s rep told the customer that we have a lot of hidden costs – that we don’t include them in our early proposals, but that we will ‘change our tune’ later.” How do you prepare your sales reps for competitive traps?
Respond to questions. Sales reps must be able to answer their customer’s questions and recognize the more subtle issue behind the question – especially those issues that originate with statements from a competitor. A simple dialog shown in the graphic illustrates how a competitor will influence the questions that customers ask. How do you anticipate competitor’s questions and equip sales reps to respond?
In addition to the sessions mentioned by Brad Holmes and Brian Lambert in their blog entries, we dedicated an entire track to sessions that discussed how the decisions made by portfolio teams relate to the efficiency (or not) of sales teams.
Participants in the portfolio track all consider themselves to be sales enablement professionals, but have job titles that include product management, sales operations, competitive intelligence, and marketing communications.
Despite this wide range of responsibilities, each person shares a common goal of improving their areas of responsibility in ways that improve sales efficiency.
Attendees who look at sales enablement through a portoflio lens expressed the following thoughts about the Forum:
We feel empowered by seeing and hearing so many sales enablement professional come together.
We need to make our company executives aware of the industry changes in sales enablement.
We have entrenched behaviors that we need to overcome (i.e. muscle memory).
We face a complex amount of change and need a way to communicate it clearly.
We need to understand how e can overcome organizational silos that increase complexity.