All related (29)
Sonia Moaiery
Product Marketing, Intercom | Formerly Glassdoor, Prophet, KraftMay 3

It really depends on a few factors: time, resources and who the competitive research helps. I would answer these questions to help you gauge how deep you go. There are entire PMMs dedicated to competitive research and you may not have that type of time/resource so you need to determine the level of effort you put into this.

  • Time - is this an extremely urgent question that needs to be answered in the next week, three weeks, 6 weeks, 12 weeks?
  • Resource- do you have a budget, if so, how much is it? Can I do this myself or do I need an agency because it has to be run across several geos, segments etc. Or, do I need any other team's support to do it? Is desk research enough?
  • Who this research helps - Who is going to be using and consuming the research I do? Is it the sales team? Product team? Executive team? If it’s an executive team, it may need a higher burden of proof because it may be in service of really company-wide decisions.

Once you’ve determine that there are various tactics you can explore but here’s a few tactics for common situations I’ve seen:

  • The sales team needs training on a new competitor on the scene and battlecards - This can be an urgent need and requires little budget. I would start to dig into a competitor's recent investor decks, webinars, YouTube channel, blog posts, new releases/changelog, messaging, set a google alert for them or use a tool like Crayon/Klue to track them. I’d also set a framework for your competitive set (who are top competitors, secondary competitors and up and coming) to determine how comprehensive the battle card needs to be.
  • You need a full tear down for execs / marketing take down campaign- You can do all of the above + collaborate with any internal research or competitor-focused teams, look into things like what roles/jobs they’re hiring, what conferences they’ve spoken at, what their executives are saying in press interviews / on LinkedIn, use a free log-in to their product or their customer community, identify customers who switched from a competitor and interview them!
  • Your product team needs to know a specific part of the product suite and what problems they’re solving in a certain space - A competitor help center / knowledge base often is a gold mine for how their product works and the technical nature of it that’s really helpful to product teams. Help docs can reveal a lot! Big announcement and launch events, webinars and customer newsletters are helpful ways to see what products are most important to a competitor.
  • Your sales team needs to know how to deposition your biggest competitor - Go really deep on their messaging and dig into win/loss data or G2 reviews to really zero in on where you win vs. this customer and where they win. Also interviewing customers who switched to you from a competitor helps here too.
Vanessa Thompson
Senior Director, Product Marketing, TwilioDecember 2

The outcome you are targeting with your competitive research plays a role in the efficacy of your research method. So have the outcome in mind before you start, that way you will already be on the path to success!

Competitive positioning - There are plenty of tools around like Klue, that scrape the web and sources data and information about your competitors. But you will need to add color and context based on your specific differentiation. You may also want to do some primary research on your competitors here too, look around their website, documentation, and you may even want to sign up for a demo.

GTM Strategy - Diving into win/loss data related to competitors is a great way to understand the gaps you need to message around or the opportunities you need to exploit.

Marina Ben-Zvi
Sr. Director, Product Marketing, productboardDecember 14

I’ve found the top 3 sources of competitive research to be:

  • Peer review sites. G2 and other review sites are the best source of information because it comes straight from the users. Even though most reviews will be positive, pay close attention to the low star reviews and what customers say in the dislike section within the positive reviews. This is where you’ll find your kill points.
  • Competitors’ content. Deep dive into what they post on their website - videos, guides, documentation, case studies, blog posts, etc. Some competitors disclose all the technical details and showcase their product, while others are more secretive. But if you do some digging and Google searches you’ll uncover what you need.
  • Sales feedback. Reps are talking daily to prospects who are evaluating your competitors, and prospects often share a lot of information, including competitive sales decks, pricing, product weaknesses, etc. And don’t stop with the sales teams, others within your company know people who work at competitors or hear information from their networks. I highly recommend having a competitors Slack channel to share and collect competitive intel from across your company.
  • Bonus: win-loss interviews. Here prospects will provide a detailed assessment of how you stack up vs the competition if you just ask and keep probing.

Analyst or other market reports are useful, but biased. Secret shoppers are another interesting strategy, but it isn’t scalable and the information becomes quickly outdated. Glassdoor reviews from employees also sometimes disclose interesting information.

Then once you have your research do a SWOT analysis to identify competitors’ strengths, weaknesses, opportunities, threats and then turn it into actionable battlecards and competitive plays.

Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, Adobe
I answered this in a similar post - see it here:
Katie Levinson
Head of Product Marketing, Handshake
Sure do! I like to start with some qualitative research first to help get at any nuances in messaging, especially across different audience segments. Then, run a survey (max diff is a great technique) to understand what resonates most with your different segments. If you also have the budget and/or time, running your messaging by focus groups is another good option, so you can get a deeper understanding of their reactions and sentiment.
Vikas Bhagat
Director, Head of Product Marketing, Webflow
It really depends on the current understanding of that competitive positioning within my sales team. I usually work with Sales Enablement or frontline Sales Managers to create a bill of materials that would help inform the team on competitive positioning.  Usually this includes but it varies on who I'm tryin to enable (Account executives, leadership, customer success, technical sales engineers, etc..) * Competitive battlecards * Why we win/why we lose messaging + customer stories * Product differentiation deep dive (in partnership with a Sales/Solutions Engineer) * A competitive ...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
Yes, I believe in tieing positioning up to overall company positioning. The way I've described it before to other team members is it's a scaffold -- the foundation is the company positioning and messaging, and stemming from that is platform positioning and messaging, and then product positioning and messaging. These all should latter up to the overall company positioning. As with everything, there are caveats -- if you're a part of a company that is making a huge shift, or entering a completley new market, then messaging naturally won't ladder up perfectly but that's more of a exception ...
Agustina Sacerdote
Global Head of PMM and Content Marketing, TIDAL, Square
I would start with getting information from Sales first. At Square, I rely very strongly on Account Managers to get a sense for the needs and attitudes of larger merchants. I'll talk to them directly first and then will try to partner up with them on specific conversations to close very specific knowledge gaps. Try to coordinate with your Sales / AM counterparts to make the 30 - 45 minute call with customers productive for everyone. 
Joe Abbott
Head of Product Marketing, Ramp
Ideally, your brand positioning pillars are unique enough individually or in combination with each other that competitive positioning is baked in. Effectively enabling sales is about educating them on the landscape and competitive buckets (read answer above re: putting all your competitors into distinct categories you can more generically position against). Then when it comes to your Tier 1 competitors, it's all about training the sales team and making battlecard content super easy to find. Bring the energy, show them a side-by-side demo if you can to give them confidence, and persona...