A UK ERP implementation boutique sells against four loud competitors and a buying cycle measured in quarters. Its chief revenue officer owned the question the executive team asked every Monday: where are we, and what changed.
Answering it took a morning. Four dashboards for the performance numbers, a manual sweep of competitor sites and release notes, a scan of what buyers were saying in communities and on sales calls, then the writing itself. None of that work was strategic and all of it was necessary, and the competitive picture in particular had no owner and no system. It lived in browser tabs and in one person's memory, so keeping it current meant dipping back in through the week rather than only on Monday.
Result
5 hrsReturned every week
Competitive briefing
Quote
“The Monday brief used to take my whole morning, and keeping it honest took pieces of every day after that. Now I read it.”
We pointed Point11 at the same questions: brand share and win rate across every answer engine tracked continuously rather than pulled on demand, head-to-head against the four competitors as they moved, and win and loss reasons taken from what buyers actually said instead of from what the team remembered hearing. The brief stopped being assembled and started being read. Monday preparation went from a morning to about twenty minutes and the checking in between stopped happening at all, which returned 5 hours a week to the executive whose job was supposed to be strategy. The hours are the easy half to measure and the less interesting one: a system that looks every day notices things a weekly sweep does not.