An Opinionated View of Competitive Battle Cards

“Pro Football Hall of Fame Playbook” by marada is licensed under CC BY-ND 2.0

As a followup to my last blog Creating a Competitive Intelligence Practice in a Nascent Product Marketing Team, I thought it was worth talking about the most commonly expected deliverable of a CI program: the battle card.

What exactly is a competitive battle card? What purpose is it supposed to serve?

A quick Google search conjures up a lot of different formats, but I found them lacking. Most of them provide fields for general background of a competitive company and product. But how is that different from a general information web page? Its almost like the concept of a battle card dates back to the era before intranets and portals — when such information might be distributed to the salesforce in printed binders.

If I’m already creating a portal site that provides background information about categories of competitors and individual companies and products, what additional value would a battle card provide?

Taking inspiration from the term “battle card”, I created my own format that provides highly actionable advice for a sales rep. The goal is to allow a rep to quickly bone up on a competitor with talking points before they have a conversation with a client. This way they can expertly explain our product’s differentiation related to alternatives in the market, and use this information to prospect, qualify, and look for warning signs or advantages in their opportunities.

Below is my suggested format with explantations, followed by an example.

Competitor’s Product Proper brand name of the competitive company and their product or solution.	Competitor Category Link to a category description of similar competitors, probably on your competitive intelligence portal.
Competitor Focus & Go-to-Market Description of public or known marketing focus, campaigns, and go-to-market initiatives. Where they are overtly trying to win new deals.	Positioning the Competitor Narrative positioning the competitor to edge cases based on facts and known advantages.
Go – Where We Have An Unfair Advantage Description of use cases or requirements that our solution can solve uniquely or better than the competitor. Reps should ideally be looking for these use cases, and can confidently say our solution is better than this competitor.	No Go – Where We Have A Higher Risk of Losing Description of use cases or requirements that our competitor has superior benefits for meeting compared to our solution. Reps should be cautious about pursuing opportunities related these use cases without other circumstances disqualifying the competition.
Our Strengths vs. Competitor Feature-benefit description of where we’re better than the competitor. May also include business considerations.	Our Weaknesses vs. Competitor Feature-benefit description of where our competitor is better then us.
Questions to ask the customer Questions a rep should ask the customer upon hearing about a competitor to test their qualification of the opportunity, or search for opportunities	Previous wins vs. competition List of prior deals where the competitor was a factor, and contacts to offer further advice.
Competitor Pricing (optional) Optional if pricing is known and radically different from our own.	Total Cost of Ownership (optional) Preferably quantitative formula of total cost of ownership of competitive solution. This is particularly powerful in cloud-based solutions.

Here’s an example battle card from the perspective of if I was selling apples, and saw oranges as a competitive alternative.

🍎 Apples vs. 🍊 Oranges

Last updated: August 18, 2020

🍊 Oranges	Category Fruit – Citrus
Orange Focus & Go-To-Market    Primarily utilized for: • Fresh fruit snacks • Juices • Ingredients for desserts.	Positioning Oranges Oranges are known for their tart to sour taste, a stringy texture, and are extraordinarily juicy. They are great for when a recipe calls for a highly acidic, sweet, juicy ingredient, particularly if the cook is able to squeeze the juice to avoid the stringy texture. Oranges are not so good for general snacking where ease of eating and less mess are desirable, or an ingredient needs a milder taste, and crunchy or crisp textures.
Go – Where We Have An Unfair Advantage • Easily transportable healthy snack food for picnics or hikes. • No prep, minor cleanup healthy snack for feeding children. • Pairing with other delicate tasting foods to avoid clashing taste. • Healthy filler ingredient for pies, or replacing oil for holding moisture in baked goods.	No Go – Where We Have A Higher Risk of Losing • Snack food needs to be “fun”, and prep and mess can be tolerated • Ingredient flavor profile calls for high acidity • Ingredient profile calls for intense flavor and high liquid content • Fruit will be cut in advance and laid on a platter.
Our Strengths vs. Oranges • Easily washed, edible skin means zero prep, and no peels to clean up, and no juicy mess while eating. • Solid consistency makes apples easily transportable, and store longer. • Crisp, crunchy texture makes apples enjoyable to consume. • Mild sweet flavor doesn’t clash with other foods or upset tummies. • Versatility of textures through processing: crush for sauce, or squeeze for juice. • Pectin content of apples prevents formation of glutens in baked goods to create fluffier, moister consistency, and a healthy substitute for oils.	Our Weaknesses vs. Oranges • High acid and tart flavor are sometimes desired. • Bright orange color can be seen as more decorative or enjoyable for some recipes. • When volume of juice and intensity of flavor is needed, oranges can be seen as superior. • Oranges do not discolor in cut fruit servings like apples, and can look more appealing.
Questions to ask the customer 1. How much tolerance do you having to do food prep before eating? 2. How easy do you need cleanup to be? 3. How well will an acidic sour taste fit with the food you are preparing? 4. What kind of texture are you wanting for your recipe? 5. Will you be pre-cutting fruit? Will you be coating with a sauce? 6. Are you interested in creating healthier baked goods?	Previous wins and losses vs. Oranges 1. Win: Carmel apples 2. Win: Apple Pie 3. Win: Carrot cake with apple sauce instead of butter & oil 4. Win: Waldorf Salad 5. Loss: Orange smiles 6. Loss: Cut fruit spread 7. Loss: Citrus dessert
Pricing While pricing depends on production year to year in general: • Apples exhibit more price stability month-to-month on account of easier storage. • Oranges show a higher price per pound off season, and a lower price when in season.	Total Cost of Ownership In their simplest usage: eating a whole piece of fruit, apples require a simple rinse, no peeling, no special accommodations for packing, and cleanup is a small easily decomposable apple core. Oranges must be peeled or cut to eat, these peels must be thrown away, and the extra juiciness of an orange often requires cleaning faces and hands as well.

Now, a bit more about battle cards in context with my CI best practices:

1. Treat CI materials as company secret and perishable – date your battle cards from last update, and presume they need to be reviewed quarterly.
2. Assume any anti-competitor content you provide to a customer will end up in the competitive sales team’s hands – battle cards are not meant for distribution for customers, and should be labeled “company secret”. Proper use is to provide talking points. So the text within battle cards can be used, but don’t send the whole card to a customer.
3. Try to compete at the business level, and avoid technical bake-offs. Battle cards are meant to help a rep try to deposition a competitor out of consideration for an opportunity, and also avoid investing in opportunities that they have a lower chance of winning.
4. Keep your customer focused on what they can achieve with your solution and what they can’t achieve with the competitor. Just being “better” often isn’t “good enough” versus incumbent competition. – Battle cards help provide talking points to remind customers of differentiating benefits, and help reps qualify whether those differentiating benefits matter to the customer.
5. Positioning competitors with truth is far more powerful than with falsehoods. Battle cards provide talking points based on facts, and often positive attributes. Its most convincing to position competitors according to what they’re famous for.
6. Competitive replacements are much harder to win than adjacent opportunities. Ideally battle cards should help reps find unserved needs that competitors leave unfilled.

I’d love to hear your thoughts on what should be part of a battle card.

Creating a Competitive Intelligence Practice in a Nascent Product Marketing Team

“Fencing duel” by uwdigitalcollections is licensed under CC BY 2.0.

Competitive intelligence is a core part of any Product Marketing operation. For example, you can’t write a product positioning statement without explaining how your product is different to alternatives.

Larger organizations have specialists or entire teams dedicated to competitive intelligence, with cool names like “Competitive Intelligence and Analysis (CIA).” How do you handle competitive intelligence when you don’t have the people to dedicate even a single specialist?

Understand that competitive intelligence is happening in your company even if nobody has formalized it as a practice. Similar to product marketing’s positioning statements, other teams are collecting information or reacting to competitors as part of their work:

• Your product team is assessing features and capabilities of competitors in building their own features.
• Your sales reps are having to explain to their prospects why they need your product in addition to potential alternatives the prospect may already own.
• Your field engineers are conducting proofs of concept and benchmarking against competitors.
• Your sales executives and sales ops teams are having to forecast sales pipelines with competition in mind, as well as negotiate pricing and contract concessions when faced with competitive pressure.

Without a competitive intelligence practice in place, many of these individual efforts become one-off projects, and the opportunity to glean wisdom is lost. Your company doesn’t learn how to compete better.

An early CI practice you can build is essentially a crowd sourcing and curation process between all these teams. Here are 6 steps to develop such a practice.

Step #1 – Agree on a Curation and Reporting Strategy

“Eisen @ Schloss Stainz” by Universalmuseum Joanneum is licensed under CC BY 2.0.

Normally I advise that the product marketing team should be the curation point for all competitive work and feedback. This can be a single person on the team (or if you are the single person). If a project comes up that any of the previously mentioned teams work on, your CI curator ideally is consulted as the project begins, and time allowing they might participate. Most importantly, the CI Curator should receive and review any deliverables.

Second, there needs to be clear responsibility for reporting competitive contacts. At a minimum, this should be your sales teams reporting whenever they hear about a competitor’s presence or evaluation in their account. Ideally this presence is recorded in your CRM system, such as Salesforce.com. You may need fields both for direct competition for opportunities, and an “ecosystem landscape”. For new, unique, or competitive situations they are unfamiliar with, sales teams should also report to the CI Curator to provide feedback, and for potential assistance.

Step #2 – Define Your Competitive Domain

Think of this as the universe of alternatives that your sales teams will encounter whether they are direct competitors, indirect competitors, or adjacent solutions that a confused customer won’t know the difference. This domain is the list of all competitors your CI discipline needs to track, and should also mirror the data choices that your sales teams should be reporting into the CRM system.

Obviously your curation efforts will be focused on more frequently seen competitors. This domain should include alternatives that your product can replace, alternatives that can replace your product, and adjacent products your product can work along side or interoperate with. Expect this domain to shift over time as new products enter the market, and as your product begins to serves additional markets.

Step #3 – Define Your Range of Competitive Deliverables

“machinist tools DSC_1710” by el cajon yacht club is licensed under CC BY 2.0.

Determine the kinds of deliverables your CI operation will be curating, who should be responsible for creating these, and the priority by which they be created. More curation and development effort should be focused more frequently seen competitors, particularly if these competitors represent large threats or sources of sales opportunities.

Here’s my shortlist of typical CI deliverables, their source, and prioritization:

Deliverable	Producer	Priority
Sales Enablement content	Product Marketing	As needed with other sales enablement deliverables
Sales Rep Battle cards per competitor	Product Marketing	Prioritize most frequent, biggest threats and opportunities
RFP / RFQ answers	Product Marketing or FEs	As needed
Feature comparisons	Product team or FEs	As needed, or as can be poached
TCO comparisons	Product team or FEs	As needed, or as can be poached
Technical FUD & antidotes	Product and FEs	As needed, or as found
Bake-off tactics	Product team and FEs	As needed
Anti-competitor sales & marketing content	Product Marketing	As sales & marketing strategy dictates

I’ll get into more detail about these deliverables later on. You might be thinking there’s a lot more deliverables I don’t have listed, and that so many of them are labeled “as needed”. Recall that we’re talking about a CI operation in people-limited circumstances. Also realize that we’re curating & crowdsourcing materials from other teams where CI is also not their primary job. Finally, it’s also easy to over invest into CI will little return, so choose projects carefully.

Once your CI contributors agree on the types of deliverables and the prioritization & cadence, its helpful to predefine what these formats might look like. This lets your contributors more quickly develop materials as the need or opportunity arises, and you get the content in a form that’s more reusable.

Here’s some more detail on different types of competitive materials:

Competitive Sales Enablement Content

A wide variety of different formats and deliverables fit into this category. Your sales enablement needs, and the time you can spend will dictate what these will be. At a minimum, assume you need general background material for your sales reps to know the domain of product categories they will encounter at their customers and in opportunities. A portal for this information also makes a great place to post competitor-specific information and deliverables as well.

Sales Rep Battle Cards

There’s many different formats for battle cards. I have my own specific opinion of what these should cover. Ideally the information in a battle card should be actionable and allow a rep to position a competitor in conversation with their prospect, determine potential threats and objections, uncover potential opportunities, and further qualify their opportunity.

RFP/RFQ Answers

Its common for an RFP or RFQ to include questions about competitors. As these arise, record them in your RFP question database and develop standard answers.

Feature Comparisons

These are frequently asked for by sales teams, and require a fair amount of research and maintenance to ensure they are accurate and up to date. In people-constrained circumstances, I recommend reusing findings from research projects in the R&D team as they come up, or having your FE team run such a study for a highly qualified opportunity when up against a frequent competitor. You can develop your own comparison grid that follows your messaging and shows product capabilities to your advantage. You, you can also input findings into relevant public product comparison sites. I generally consider it dangerous to distribute judgements about competitor’s features to a customer unless it can be backed up by third party sources. So use this kind of asset carefully.

TCO Comparisons

Similar to feature comparisons, these would be developed as needed. I break this out separately since the format of such a piece will be quite different from a feature list. Your points of comparison are ideally quantitative, but qualitative comparisons are also useful.

Technical FUD and Antidotes

I’m usually very careful about suggesting wide use of Fear, Uncertainty, and Doubt, but sometimes its needed and it can be very effective when strategically used. Sales rep battle cards will typically include widely known FUD, be it at business or technical levels. There may be specific opportunities related to what the customer is trying to achieve where additional points of FUD can be tailored.

Of course, competitors will also use FUD against your company. If there is a widely known or effective question they can raise, expect to see it again and again. Antidotes should be created when a tactic is first seen from a competitor. You may even need to deploy the antidote ahead of an anticipated FUD tactic from a frequent competitor. Update a competitor’s use of FUD tactics and the antidote response into your competitive battle card.

Bakeoff Tactics

In an ideal world, a sales team is able to position other competitors out of consideration, allowing your product to try to win unopposed. However, sometimes you are late to an opportunity, or sometimes the value your customer needs doesn’t allow you to clearly differentiating your product vs. other alternatives. Then you find yourself in the bakeoff such as a benchmark or POC.

If your sales team can influence what this trial will be, ideally it showcases your product’s strengths, and puts competitors at a disadvantage. Descriptions of winning or failed bakeoffs vs. competitors should be curated by the CI team for the next time such a competitive trial arises.

Anti-Competitor Sales & Marketing Content

Your sales teams will always ask for a hard hitting piece of content that makes your product look great, and the competition look bad. Only provide such content as makes sense for your sales and marketing strategy. Many companies take the position that they don’t directly disparage competitors as it detracts from their own brand experience.

There are cases where you might make an exception. First, maybe your company is the new small fry against established competitors in an otherwise consolidated market. You want to make yourself known as a better alternative to established players, and be associated via SEO, direct marketing campaigns, and in your sales process. Second, There may be a well-known problem with in an established competitor that is causing their customers to look for alternatives. You may very well have a sales play organized around this competitive take-out.

As far as formats, you can create content that explains the problems with competitors in a generalized basis. For example, heaven-hell sales slides work well. Third party quotes and articles are especially effective when you can find them. Your CI curation operation should capture these as they are developed or discovered.

Step #4 – Communicate Competitive Intelligence Best Practices

“File:Musician in Cophenhagen Phil 08.jpg” by Toxophilus is licensed under CC BY-SA 4.0.

Here is my list of best practices I communicate to my CI contributors and consumers:

1. Treat CI materials as company secret and perishable.
2. Assume any anti-competitor content you provide to a customer will end up in the competitive sales team’s hands.
3. Try to compete at the business level, and avoid technical bake-offs.
4. Keep your customer focused on what they can achieve with your solution and what they can’t achieve with the competitor. Just being “better” often isn’t “good enough” versus incumbent competition.
5. Positioning competitors with truth is far more powerful than with falsehoods.
6. Competitive replacements are much harder to win than adjacent opportunities.

Step #5 – Communicate Frequently

“Paperboy Equipement #news #sunday #kids #jobs #iphoneography #iphonephotography” by Podknox is licensed under CC BY 2.0.

Marketing Departments need to frequently market their progress to their own company. This is true of your competitive intelligence operation as well. Always re-communicate CI best practices to contributors and consumers, and drive awareness of new sales enablement and new CI assets available. Measure consumption of your materials to see how widely distributed they are. Communicate in monthly or quarterly newsletters, and try to guest star in product and sales team meetings at least quarterly.

Step # 6 – Know What’s “Good Enough”

“1899 Baker Electrobat” by twm1340 is licensed under CC BY-SA 2.0.

Realize that your CI operation is always going to be starving when its a part time job dependent on opportunistically capturing and repurposing work from other teams. You have to carefully balance proactive and reactive work, and this work has to fit in with Product Marketing’s other priorities. CI assets are also usually perishable as competitors continually evolve and improve, so they need periodic updating.

A good “Minimum Viable Product” for a part-time CI practice is a complete sales enablement portal describing competitive categories and products, and creating battle cards for all frequently seen competitors, especially largest threats or sources of sales opportunities.

All other CI materials are developed and curated as they become available, or as need arises. They should be dated, and assumed to be potentially stale if they are more than a quarter old.

Of course, this standard for “Good Enough” will improve as you are able to better staff your CI operation.

Happy Competing!

A Fast Shift to Digital to Reach Kinetica’s End Users

I’d been paying attention to the news unfolding as SARS-COV2 began spreading around the world in February and March. It was when Mobile World Congress in Barcelona was suddenly cancelled that I really understood how COVID was going to radically reshape our world so quickly.

Over the next few weeks, conference after conference was cancelled or turned into being a digital only experience. For those early digital-only conferences, we were talking a very small subset of content with no partner exhibition or speaking opportunities. This was a problem for Kinetica since the next six months of our marketing calendar was anchored in some important partner conferences.

The marketing team rapidly revamped Kinetica’s demand generation strategy to be 100% digital. They asked me to produce an end-user education series to help practitioners such as data scientists, data engineers, geospatial analysts, and application developers understand the kinds of problems Kinetica can help them solve.

With the help of Kinetica’s amazing technologists and our plucky demand generation team, we cranked out a huge curriculum of talks featuring Kinetica’s many subject matter experts:

Kinetica can best be thought of as a convergence of real-time data warehouses and context-independent data warehouses, with some additional capabilities to support deployment of machine learning models at scale, and to help developers create analytics-driven applications. In Gartner’s updated view of the DBMS market, Kinetica is best suited for event stream processing use cases, and for creating Augmented Transaction Processing solutions.

You’ll find that most of the talks are geared towards data engineers who would be tasked with designing an event stream processing pipeline at scale. For example, such a data engineer will want to enable analysis of data in real time such as time series sensor feeds from IOT devices, or change-data-capture (CDC) messages from upstream transactional systems. The data engineer would collect this data with an event stream processing platform such as Apache Kafka, which can rapidly feed data into Kinetica. Once the data is ingested by Kinetica, the data engineer would set up real time data transformation and feature calculation, and then have these features fed into a deployed ML model for scoring.

We also have a few talks for geospatial analysts and application developers. Generally, GIS users will be quite comfortable with Kinetica’s capabilities, especially if they are already familiar with Postgres w/ PostGIS. Developers come later to a Kinetica project compared to other end users. They’ll be tasked with connecting their application to Kinetica via the REST API, or display the map visualizations rendered by Kinetica.

I’d like to give a special thanks to all my colleagues that helped us roll out so much amazing educational content over a short period of time.

Why I Joined Pivotal Software

Cross-posted from my first blog published on LinkedIn…

Not only did I recently join Pivotal Software, I found my way into the swag closet…

I’m proud to announce that I have joined the marketing team at Pivotal Software.

There’s a special kind of excitement in helping build a business that you know can change the world. I’m excited to have a chance to work with the many talented people here at Pivotal, and be part of an amazing company and culture dedicated to helping customers create new innovations in big data.

Fun Analogies and Metaphors at Work

[SOURCE: (c) Byron Villegas, used according to Creative Commons License]

Marketers are very fond of analogies and metaphors, maybe overly fond. A good metaphor helps convey the emotion of a thought. A good analogy can help explain a complex idea.

Much to the amusement and sometimes annoyance of my coworkers, I’m always trying to think in terms of metaphors and analogies.

For you word geeks, you might enjoy this quick post about the differences between an analogy, a simile, and a metaphor: http://www2.hawaii.edu/~ailed/125/resources/metaphors_similies_analogies.pdf

My coworkers suggested that I start keeping a log of my metaphors and analogies I use in my projects. Maybe I should figure out a voting system for readers to help express which ones are spot on and which ones turn out to be really bad.

Little Companies Should Worry About Early Customers Before Big Company Partnerships

Here’s a common dream for many small company executives:

“If I can just convince Big Company to resell my product or service, their customers will love my product and I will make tons of money…”

Then you meet the representative at Big Company responsible for partner relationships and with a huge smile she assures you that everything you ever wanted and more will come true.

Source: used according to Creative Commons License

What I’m going to say in this blog should be obvious to anyone who has been around the block in the business world. Somehow, it seems that many small company executives forget when the reseller fantasy takes hold in their brains that Big Company’s partner representative is not your friend. At the very least, your company is nothing to them. At worst, they may see your company as their way to make their revenue quota for the next quarter.

Crowd Funding – Good for Consumer Startups! Maybe Not for B2B?

There can be no doubt that crowd funding is a great opportunity for consumer-oriented startup companies, no matter whether they plan to stay small and local businesses or become overnight growth successes.  Kickstarter allows your company to launch inexpensively and prove demand for your product by taking preorders that generate cash. Not only does this bring funding with no cost to you in ownership, but it gives you additional leverage for when you might talk to traditional startup investors.

[SOURCE: Used according to Fair Use Doctrine]
The Pebble smart watch was just one of many super successful consumer product launches that generated significant pre-orders and fame.

Saying Goodbye After Eight Amazing Years at SAP

[SOURCE: Andrew Hurley © 2011, used according to Creative Commons License]
“It feels right. But it’s emotional. Saying goodbye to anything you’ve done that long is hard.” –Angela Ruggiero

 

There is no better music for a reminiscent mood to than RUSH “Time Stand Still”

With a mix of sadness and excitement, I say goodbye to my colleagues at SAP this week after more than eight amazing years. Its no easy task to write a succinct goodbye blog with so much to reflect upon. So I will just focus on saying thanks to the incredible teams, customers, and partners I’ve had the honor to work with. While I name many people in this blog, there’s no way I can name everyone that deserves a thank you. So please contact me later and I’m more than happy to reminisce with you and thank you privately.

SAP is a company like no other. Between the amazing breadth of applications and technologies it’s developed and acquired over the years and the close strategic relationships it’s fostered with many of the world’s most successful brands, SAP well deserves the success it’s earned.

My time at SAP coincides with its transformation from traditional ERP vendor into a cloud services company. During that time I had a chance to hone my marketing skills by working with the world class marketing teams under CMOs Marty Homlish and Jonathan Becher.

I think of my time at SAP in four distinct epochs:

1. Helping SAP get saas-y by bringing SAP Business ByDesign to market
2. Guerrilla marketing for SAP Business Process Management
3. Going back to the cloud
4. Being assimilated by SAP HANA

Helping SAP Get SaaS-y with SAP Business ByDesign

 

[SOURCE: © 2014 Greg Chase]
I still have my original photo badge from when I first joined SAP eight years ago.

Tactics for Getting More Positive Reviews From Customers

Readership on social review sites is growing at staggering rates. And, fortunately for you, now you can use this fact to improve interactions with customers so they’ll give you positive feedback on social media.

In 2012, the review site  Yelp garnered more than 78 million page views compared to 41 million views in 2010. Recent research shows that 81 percent of travelers find user reviews important(some people visit up to 11 review sites before booking hotel rooms), and 49 percent of travelers won’t even book a property that doesn’t have online reviews.

In fact, the average online review is read by anywhere from 150 to 25,000 people – and –  with the surge of smartphone usage, people of all ages and social economic persuasions are using the information out there to decide about their next purchase.

Even if you weren’t aware of the stats, you know that positive online reviews are critical for attracting new customers. Of course, realizing it is the easy part – now you need to know how you can get your customers to post more  reviews on social media and review sites and draw prospective guests in the door.

Here are four easy ways you can build a deeper connection with your online customer network through positive social engagement.

Tip #1: Give them something to talk about

People are already inclined to share outstanding experiences with their friends, especially when it comes to social media. So your number one job as a business owner is to ensure your customers actually have a great experience – because being the best is always buzz-worthy. And when you can, ensure they have an extra-ordinary experience by doing something they remember.

Forget Products! Marketing Should Deliver Benefits Directly to Customers Instead!

My April Fools startup idea…

One of the growing trends coming out of the Silicon Valley start up frenzy is the concept of “Growth Hacking” where developers can “disrupt” the need to have a marketing department by essentially baking in awareness and demand generation as features of a product.

Add in elegant work from your product designers, and you essentially have no need for a marketing department at all since the products will position and message themselves, as well as create and follow up on leads simply through their use.

At first, marketers such as  myself were shocked – you mean companies will no longer need power point, logo design, or spam emails because the products can essentially market themselves??? Then we understood the actual reality: “Wow, developers are finally becoming aware of the market and their users!” At last, we can have the data we need about our customers and prospects usage of a product to do an effective job in the marketing department!

Then some enterprising marketers got together and thought, “Hmmm, how can we reduce expenses in R&D, speed up product cycles, and maybe turn marketing into a direct profit-center?”  Their solution: “Market2Benefit” the new “direct benefit to customer platform.”

Now companies no longer need a pesky unreliable product development process in order to deliver benefits to their customers. Market2Benefit is a multi-channel benefit application technology that allows end-customers to experience the benefits of using a product without having to actually use a product. The OEM simply decides what kinds of benefits they want their customer to enjoy, brands the experience accordingly, and deploys it to their customers.

By directly delivering benefits to customers, marketing departments can avoid the need of complicated product development and increase potential revenue.
[SOURCE: used according to creative commons license]

“Our goal is to help our customers get closer to their customers,” said Greg Chase, President of Market2Benefit. “Hopefully directly into the pleasure centers of their customers’ brains.”