Sales Training ModuleCompetitive Intelligence

Gartner Studio 56

For this presentation’s slides, click on ATTACHMENTS (upper right).

How to:Manage your business with competitive effectiveness

We will review:Gartner’s global competition

Competitive threats

How Gartner sets itself apart

Agenda

Focus on every deal

It affects your income

It sets a precedent with competitors

Our competitors will Work hard to win your business Form new relationships with your existing clients Focus on free trials, discounting tactics, and low-cost

products

Every Deal Matters

You have competitors in your accounts

Trials: May be priced at 50% of what your client is paying May be conducted elsewhere in the corporation

Low-cost competitors focus on procurement

Focus on C-Level relationships They help us understand Gartner’s impact Give you the latitude to sell at a strategic level

Remain vigilant and take pre-emptive steps Create new relationships Reinforce existing ones

Managing Your Business

Winning Strategies

Answer these probing questions

How is your client consuming information?

Is your client team-oriented and project-based?

Where are they sharing and collaborating?

Who is working on the solution?

Are they internalizing the research and distributing direction out to the organization?

What motivates the CIO?

Who does the CIO rely upon internally to help reinforce his strategy?

Winning Strategies

Convey your personal Value Proposition

■You are the relationship manager, shape your future path■You are the biggest competitive differentiator!

Consider these strategies as well:

■Create a side-by-side comparison of Gartner Analysts versus competing analysts

■Present Gartner Analyst Bios

■Create a proof of concept for your client

■Use an Impact Assessment and treat our impact as a deliverable

■How are the initiatives affecting their business?

Managing Your Relationships

What will make you most effective?

■Focus on early renewals and future start dates

■Get familiar with Gartner’s new deliverables and innovations

■Link Key Initiatives to your client’s project plans, timelines and milestones

■Understand our competition.■ Gartner analysts■ Benchmarking■ RFPs ■ Research and toolkits

■Nurture your internal relationships here at Gartner

Forrester Facts:

■ 85 Analysts (Gartner has 1200+ Analysts and Consultants)

■ They are a lower-price provider

■ “The Wave,” (Forrester’s Magic Quadrant)

■ “Tech Radar,” (Forrester’s Hype Cycle)

■ Their Analysts carry a consulting quota

■ Their pricing and licensing model is similar to Gartner’s

Forrester

Compare Key Initiative assets against Forrester content.Learn more on EAGLE

Gartner’s KICCASS Tool

High-Tech Telecom Markets

Forrester Analysts focus on sales and marketing in B2C

Gartner focuses on B2B markets for large enterprise

Gartner’s strength = Storage, ERP, hardware, outsourcing with Billions USD

More people see our research than Forrester’s

There are a limited number of Analyst’s at Forrester

Target: Chief Marketing Officer Business Analyst Sales Support Field Operations

Forrester

CEB sells to CIO’s and senior-level executivesFunctional focus:

Sales and marketing; technology, finance, legal, HRIndustry focus:

Financial services; government

CEBAcquires research solely from clients via peer networkFuels research agenda by elevating relationships with existing clientsIs your client giving more than they are getting?

Corporate Executive Board (EU only)

60% of 47 Analysts have not practiced in field

16 Senior Analysts have trouble keeping up with inquiries and research

Focus primarily on procurement

Info-Tech

Insight into IDC:Rely on junior-level Analysts

Gartner relies upon methodologies and observations to provide consistent and realistic solutions

Ask your client these probing questions:What are your revenue goals?What markets would you like to enter?What geographies are you exploringAre you looking to build?

Take these proactive steps:Go to gartner.com and search on your clientWho are their competitors?Demonstrate to HTTP clients how Gartner can help themFocus on different industries and emerging markets

IDC (HTTP Specific)

Prepare yourself with these questions:

■What is the client trying to accomplish?

■What are the critical metrics needed to understand the business opportunity?

■Where are they trying to position themselves for strength in the market?

■Do we understand which components the HTTP clients are producing?

■What types of hardware do those components go into?

■What are the adoption trends?

iSupply (HTTP Specific)

AMRFirst to cover Supply Chain marketAdvisory service since 1986Gives us access to:

An archive of 18,000+ documents 28 Analysts Unsurpassed Agenda Survey conducted 2 x annually

4-stage maturity modelContinuous improvementCovering organization, people, process and technologyTailored to the client’s business model

Supply Chain Competition

Our competitors will:■Use a Low Cost / Discounting Mentality to get our clients’ attention■Promise “Enterprise” Access■Offer a Money-Back Guarantee■Set up Trials■Approach through Procurement ■Promise to include clients in a Research Case Study

They will say the following about Gartner:■Gartner is expensive■Gartner is difficult to do business with■Gartner is impersonal■Gartner restricts deliverables

Common Competitor Tactics

Share these important points

■We save a client time through: ■ Research activities, technology provider short lists and

filtering information.

■We save a client money through: ■ Contract reviews, price points, and cost avoidance insight

■We provide added resources through:■ Staff extension, speed learning, global perspective and

acting as a sounding board

■We create confidence through:■ Peer visibility, professional development and increased

credibility

Gartner’s Value Proposition

You are the biggest competitive differentiator!

Use Gartner’s Winning Strategies

Deliver your Value Proposition with confidence.

Congratulations and Welcome to Gartner!

Visit EAGLE to learn more.

Good Luck!

Conclusion