Set measurable objectives for in-depth competitor analysis tied to revenue rather than reach.
Designing Comprehensive and In-Depth Competitor Analysis Studies
A structured, applied course in in-depth competitor analysis — designed to be used the week you return.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A message about in-depth competitor analysis that tries to reach everyone reaches nobody. Attribution in the wider marketing and commercial practice agenda is imperfect; that is not a reason to stop measuring it. Cases are chosen to expose the trade-offs in the marketing and commercial practice discipline rather than to illustrate ideal conditions. They leave able to brief senior management on in-depth competitor analysis in terms that support a decision. Buying a tool rarely fixes this strand of marketing and commercial practice; the underlying capability has to be built internally first. The programme works equally well for those formalising the marketing and commercial practice capability for the first time and those improving an existing approach. The course gives participants a defensible structure for in-depth competitor analysis and the judgement to adapt it. Benchmarking exercises repeatedly place this area of marketing and commercial practice among the areas with the widest performance spread. Work concludes with a self-assessment of the marketing and commercial practice capability that participants can repeat annually.
Expected Learning Outcomes
Build the sales process for in-depth competitor analysis so it is repeatable across the team.
Choose channels for in-depth competitor analysis on evidence of where the audience decides.
Build the content that moves a buyer through in-depth competitor analysis rather than merely informing them.
Integrate in-depth competitor analysis into existing management routines rather than running it separately.
Define the scope and boundaries of in-depth competitor analysis so that responsibility for it is unambiguous.
Assign clear ownership for each element of in-depth competitor analysis across the functions involved.
Who Should Attend
Brand and communications specialists shaping in-depth competitor analysis.
Agency and consultancy staff supporting clients on in-depth competitor analysis.
Commercial analysts measuring performance of in-depth competitor analysis.
Staff seconded into improvement work on in-depth competitor analysis.
Sales managers leading teams that deliver in-depth competitor analysis.
Managers with direct responsibility for in-depth competitor analysis within the commercial team.
Course Modules
In-depth competitor analysis: audience definition and segmentation
2 sessions · 8 pointsSession 1Handling the objection to in-depth competitor analysis that ends most conversations
- Build the content that answers the buyer's real question about in-depth competitor analysis.
- Choose the next segment for in-depth competitor analysis and state why it is next.
- Script the three most common objections in in-depth competitor analysis and the responses.
- Close out actions on in-depth competitor analysis rather than leaving them open indefinitely.
Session 2Getting other functions to support in-depth competitor analysis
- Agree the smallest change to in-depth competitor analysis that would be visibly useful.
- Review whether short-term tactics on in-depth competitor analysis are damaging the brand.
- Document the sales process for in-depth competitor analysis so a new joiner can follow it.
- Measure lifetime value from in-depth competitor analysis, not just first purchase.
In-depth competitor analysis: objection handling and negotiation
2 sessions · 8 pointsSession 1Measuring in-depth competitor analysis when attribution is imperfect
- Collect evidence on the present handling of in-depth competitor analysis before proposing changes.
- Set out how exceptions to in-depth competitor analysis are requested and approved.
- Describe the buyer for in-depth competitor analysis specifically enough to name who is excluded.
- Decide what will be stopped to create capacity for in-depth competitor analysis.
Session 2The handover between marketing and sales in in-depth competitor analysis
- Identify the data already collected that bears on in-depth competitor analysis.
- Distinguish symptoms from causes when in-depth competitor analysis underperforms.
- Design the retention action triggered when a customer of in-depth competitor analysis goes quiet.
- Structure pricing for in-depth competitor analysis against perceived value.
In-depth competitor analysis: positioning and the honest claim
2 sessions · 8 pointsSession 1Where the buyer actually decides on in-depth competitor analysis
- Confirm that reporting on in-depth competitor analysis reaches the people who can act.
- Build the report on in-depth competitor analysis that answers whether to spend more or less.
- Check that in-depth competitor analysis still works when volumes rise unexpectedly.
- Benchmark the organisation's in-depth competitor analysis against comparable operations.
Session 2Protecting the brand while hitting targets on in-depth competitor analysis
- Define the handover point between marketing and sales in in-depth competitor analysis.
- Test creative for in-depth competitor analysis at small scale before full commitment.
- Write the positioning claim for in-depth competitor analysis and test whether a competitor could say it too.
- Set the discount authority for in-depth competitor analysis and require justification.
In-depth competitor analysis: qualification and pipeline discipline
2 sessions · 8 pointsSession 1Reading the current state of in-depth competitor analysis honestly
- Build the internal briefing that explains in-depth competitor analysis to those affected.
- Draft the minimum viable go-to-market plan for in-depth competitor analysis.
- Verify six months later that changes to in-depth competitor analysis have held.
- Select channels for in-depth competitor analysis based on evidence, then cut the rest.
Session 2Reviewing in-depth competitor analysis when nothing has gone wrong
- Remove steps in in-depth competitor analysis that add effort without adding assurance.
- Write down the assumptions underpinning the approach to in-depth competitor analysis.
- Set escalation thresholds for in-depth competitor analysis that work out of hours.
- Agree the attribution model for in-depth competitor analysis and state its known limits.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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