A new analysis from Info-Tech Research Group shows that many sales teams are missing out on competitive deals and revenue. They often see competitive intelligence (CI) as just a minor research task instead of a key sales function. The firm’s recent blueprint, Build Competitive Intelligence for Market Success, offers a clear, sales-focused method. This approach helps organizations turn market insights into measurable improvements in deal performance and win rates.
Competitive intelligence often stays in the background. It produces reports that few sellers use in sales. This leaves sellers unprepared in competitive situations. They lack context, differentiation strategies, and objection-handling playbooks. As a result, messaging becomes inconsistent, leading to lost revenue.
“Competitive intelligence only creates value when it shows up in the moments that matter most, which are competitive sales conversations,” said Joanne Correia, Principal Research Director at Info-Tech Research Group. The research underscores that a successful CI program should be measured not by output volume but by its impact on sales wins and revenue outcomes.
Why Competitive Intelligence Breakdowns Cost Deals
Info-Tech’s research identifies several systemic challenges that hinder competitive intelligence effectiveness: limited resources and budget for CI efforts, outdated or fragmented data sources that fail to reflect current competitor dynamics, functional silos between CI, sales and marketing teams, and a lack of metrics tying CI to win rates or deal values.
When CI fails to provide clear guidance in live sales, sellers must improvise. This often results in weak positioning, unclear differentiation, and poor handling of objections. This situation is riskier as competition rises. Buyers make choices based on detailed comparisons of capabilities, pricing, and strategic value.
Research shows that CI is most effective when fully integrated into sales workflows. It should be measured by wins influenced by CI, not just by the number of reports produced.
A Structured Approach to Competitive Intelligence
To help businesses tackle these challenges, Info-Tech offers a three-phase plan. This plan shows how to set up a focused, sales-driven CI function.
Build the CI Sales Engagement Team and Framework – Define ownership, roles, budget and governance, and align sales and product leadership around key competitors and deal types.
Conduct Top Competitive Research – Prioritize critical competitors and synthesize insights into practical sales assets like battlecards and positioning guidance based on real buyer criteria.
Test, Train, and Measure – Validate CI assets with frontline sellers. Track their impact using metrics like competitive win rates and deal value. This shows ROI and helps refine priorities.
Using this structured approach, organizations can lessen their reliance on ad-hoc intelligence. It also boosts seller confidence and improves revenue outcomes in competitive markets.
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Impact on the Revenue Industry
The Info-Tech findings have significant implications for revenue leaders and sales operations professionals:
1. Revenue at Risk Without Strategic CI:
In competitive markets, not having current competitor insights raises the risk of losing deals. This can hurt revenue and growth forecasts. Reliable competitor intelligence helps sales teams keep up with competitor actions. It also helps them craft messages that match buyer needs.
2. Alignment Between CI and Sales Execution:
Traditionally, CI data is produced independently and often too late to influence live deals. A structured CI program within sales workflows provides insights exactly when sellers need them. For example, it can be integrated into CRM tools, call scripts, or battlecards, ready before pitch meetings.
3. Better Forecasting and Competitive Positioning:
Disciplined CI functions help organizations see competitor strategies. They can adjust pricing and product positioning easily. This also allows better planning for resource allocation. As a result, companies achieve stronger revenue predictability and gain a competitive edge.
Effects on Businesses and Organizational Strategy
Companies that do not invest in disciplined competitive intelligence may face not only lost business but also lost market share, brand perception, and growth. On the other hand, companies that integrate competitive intelligence into their revenue operations may experience:
Increased Win Rates: With the latest information and battlecards, sales teams can more confidently communicate differentiation and overcome objections.
Better Revenue Outcomes: Competitive intelligence directly linked to execution improves the odds of winning business and securing bigger contracts.
Faster Decision-Making: Quick access to competitive information allows for rapid adjustments in sales approaches, pricing, and positioning.
Increased Organizational Intelligence: Competitive intelligence efforts that inform marketing, product, and strategic planning activities build a smarter enterprise that can win in the long term.
Conclusion
Info-Tech Research Group’s analysis makes one thing clear: competitive intelligence is no longer optional in high-stakes markets — it’s essential for winning deals and safeguarding revenue. Sales teams that fail to integrate structured CI into execution risk losing competitive opportunities, while those that embrace disciplined CI practices position themselves for stronger market performance, more predictable revenue growth and a sustained competitive edge.
