A growing software company had been losing too many times to a competitor, and needed to reverse the trend.
Our client, a fast-growing SaaS company, had recently lost big deals to a competitor. They believed that their product was better, but did not have a feature comparison table; they had no accurate knowledge of the competitor’s pricing; and only anecdotal information about what the competitor said in their sales pitch.
Rather than heading blindly into more competitive sales opportunities, they decided to arm their sales team with the information to be more effective against this competitor.
Analyzing the competitor’s areas of focus
Aqute started by mapping key parts of the competitor’s organization: how many salespeople, how did they segment the market, did they have as many engineers as our clients, what resource did they have for support and account management. Through comprehensive secondary research, supported by primary interviews, we drew a clear picture of how the competitor was organized for going to market.
We also used primary research to break out the competitor’s revenues and customer list by industry, size and region – allowing our client to decide where they should focus their own efforts to have the best chance of winning sales opportunities.
Shaping a sales response
The central phase of our research required primary fieldwork to discover how the competitor pitched their own software to prospects:
What was in the sales pitch?
What did the competitor say about our client?
What did prospects think of the sales pitch?
What did customers find was a disappointment vs. the sales promises?
Aqute contacted dozens of the competitor’s customers, channel partners, employees and other sources. Speaking to a wide range of sources meant that we could build a detailed analysis of the competitor’s go to market strategy.
Giving salespeople an edge
Our client used the competitive intelligence that we delivered to give salespeople a guide for beating the competitor in the field, including battlecards. The results were effective enough that their sales leaders asked for several additional competitors to be analyzed in the same way, putting their salespeople in a much stronger position.