All related (20)
Amey Kanade
Product Marketing at Fire TV (Smart TVs) at Amazon
Another great question, thanks! I have been in a few roles where my job was to provide market data, competitive intelligence etc to other teams (CEO, Product, Sales etc) within the org. These teams would use this information to make strategic decisions, use them in sales presentations, etc but to put a common metric on providing competitive intelligence was hard. So we would send a quarterly survey to other teams within the org to participate in an anoynmous survey asking them about the usefulness of the competitive intelligence my team was providing. Think of it as a CSAT or a NPS survey t...more
Ambika Aggarwal
Director of Product Marketing at Culture Amp

1. Sales confidence - While not a metric measured in SFDC, you can work with enablement to craft a pre and post sales confidence metric to assess how confident reps feel in navigating competitive conversations. 

2. Competitive win rate - You're likely already measuring win rate, but competitive win rate will give you a direct KPI to measure the improvment in closing competitive deals. 

3. [ Product specific] Reduction in lost deals due to product capabilities - To measure this metric you'll need to be tracking lost reason and have a drop-down for reps to choose "product gap." 

Vikas Bhagat
Director, Head of Product Marketing at 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 ...more
Jack Wei
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte
Ultimately, the change in win rate against that particular competitor before vs. after your CI project.  There are sub goals and metrics to unpack here:  * QoQ change in the competitor features & functions, and messaging * The pace at which your product team is able to ship against new intel * PM survey results on the usefulness of your CI program This may be a controversial statement, but after seeing CI programs run out of Product, PMM, and Ops at different companies, I think the actual research work belongs in Product -- they're the true owners of what's being scoped and built, a...more
Grant Shirk
Head of Product Marketing, Cisco Meraki at Cisco | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.
It's great to see companies putting more emphasis on measuring this. It's definitely a challenge, but if competitive investments aren't measured, it's less likely they'll be appreciated or incorporated into key processes. The ideal measure of competitive intelligence is win rate. Measured on a quarterly basis (and at the close of a quarter) it can indicate if the organization is competing more effectively in qualified opportunities. It's important to note that like most PMM metrics, win rate is complex and can be influenced by many factors: sales training, market factors, product deliver...more
Joe Abbott
Head of Product Marketing at 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...more
Sarah Din
VP of Marketing at Builder.io
This really depends on the actual goal of a CI program, but here are a few ideas: For the sales team: * Competitive win rates (pre and post intel) * Sales confidence on competitive pitching (This is something you can measure using surveys at a regular cadence like quarterly) For the product team: * Feature parity if that is what you are focused on * Competitive differentiation - if you really need a metric you can create a percentage scale and see how that changes over time For the marketing team * If you have competitive materials or webpages - measure engagement and co...more
Marie Francis
Senior Director Product Marketing at Skedulo
The end game is for customers to choose your solutions and brand over the competition, so the most meaningful KPI is your win rate against against different competitors when you encounter them in deals. To measure that, you need to make sure your sales team is documenting who they encounter in each opportunity.  As a personal KPI, you could provide a quarterly or even monthly analysis and update with actionable insights and recommendations regarding competition. In my experience, a lot of real-time and one-off competitive intel gets lost. Product development cadence and process is just d...more
Sarah Din
VP of Marketing at Builder.io
As with any other sales content, find out how your specific sales team likes to consume content. This will give you an idea of the format, as well as the channels in which to share this information. This will also depend on your company culture. In my personal experience it's important to do the following: * Make it easy to find - so have a centralized location where you can point people to. * Share the links, and share it again, and again over time. * Have quick, TL;DR versions of all your competitive intel docs (but also keep detailed documentation if anyone wants to dig into s...more
Marina Ben-Zvi
Sr. Director, Product Marketing at productboard

Positioning (which by definition is competitive positioning since it carves out a place in the market where you are the clear winner) is your strategy. It defines who you're for and how you'll win.  As a result, not only pricing and packaging but your marketing strategy, product roadmap, partnership strategy, etc are designed to deliver on that position.

Grant Shirk
Head of Product Marketing, Cisco Meraki at Cisco | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.
Join the conversation. As a PMM, you should have a seat at the table in any customer conversation. You bring a different perspective to the discussion and can often ask different questions than your account exec can.  One thing that's important is to separate these customer conversations from "market research." Due to their in-depth nature, sales and customer conversations are more qualitative than quantitative. Listen, ask questions, understand their existing conditions and frustrations, and lean into what's not working for them. You'll also hear the traps any competitors have set for y...more
Leah Brite
Head of Product Marketing, Core Product at Gusto
I’d start by doing a listening tour. Understand where they are in their PMM learning journey (have they worked with PMM before? How much do they know about the role?), needs or pain points they have, and their expectations of you in the role (not all of which will be correct nor need to be fulfilled). This will help you understand how much education and alignment you’ll need to build. Then, get to work crafting your PMM lane. Clearly specify what you will (and won’t) do, where the handoff points are, what the engagement model looks like and how people can reach out to you with requests, an...more