Five Reports, One Graph: Battlecard, Market 360, Product 360, Competitor 360, and Account 360

Product, marketing, and sales teams look at the same market and ask different questions. Product asks what to build. Marketing asks how to position it. Sales asks how to win the deal in front of it, and how to keep the customer afterward. Each team usually answers from its own deck, built from scratch, and the decks rarely agree.

The pressure to answer well is rising. In Crayon's 2026 State of Competitive Intelligence, 57.5% of respondents said more of their deals are competitive than a year ago, and only 16% said it had eased.[1]

PYRAMYD answers those questions with five reports built on one graph: 250K+ software products, 2.4M+ reviews, and 2,546 software categories, with the companies, markets, and signals around them. We list them in the same order everywhere: Battlecard, Market 360, Product 360, Competitor 360, and Account 360. Each one answers one question, for the team that has to decide.

The five reports, in order

1. Battlecard: how to win against one rival

Who decides with it: sales. A seller or solutions engineer uses the card to decide how to handle one deal against one rival: which landmines to set, how to answer objections, and how to hold price. Product marketing owns the card and refreshes it when the rival changes.

What it covers: one matchup, one card, with its sources listed. It carries landmines, objection handlers, and discovery questions for use on calls; both sides' pricing, negotiation tactics, and contract points; and a feature-by-feature comparison of the two products. The card shows its numbered sources and a data confidence, so a rep can check a line before repeating it.

Status: on sale today. Buy one on its own for one price, as a guest, with no account, and it is emailed to you when it is ready. In the Competitors hub, Battlecards drafts the same kind of card with APEX for your product against each rival, rewrites any section with AI when you ask, exports a card to PDF or PowerPoint, and shows how often reps read each card and which sections they use.

Crayon's survey finds battlecards remain "the backbone of compete content," and its respondents rated their reps' readiness for competitive deals at 6.3 out of 10 on average.[1] The Battlecard is built for that gap: one rival, one deal at a time.

2. Market 360: whether a market is worth going after

Who decides with it: product and marketing. Product leaders decide which market to build for next, marketing decides who to target in it, and sales leaders size territories with it. Getting this one wrong is expensive: in CB Insights' 2021 review of 111 startup post-mortems, "no market need" was the second most common reason for failure, cited in 35% of cases.[2]

What it will cover (coming as a one-off report): a market you describe the way the Markets hub does, from its categories, industries, countries, and roles. The report will score it on Scale, Demand, Growth, Fit, Competition, Reach, Economics, and Resilience, with the drivers behind each score and how sure it is. It will also count the companies the market holds and how many you can serve, show who buys by industry and company size, and show how much room the incumbents leave.

Limits: built from public data alone, it leaves out Reach and Economics, which need your own accounts and deals, and it scores Fit only when you name your product.

In the Markets hub today: Market 360 defines a market from up to five categories narrowed by industry, country, and role; sizes it in total, serviceable, and obtainable companies, with the method and assumptions shown; ranks where incumbents leave room; and compares two markets side by side. Its dimension scores are not available yet.

3. Product 360: how good a product is, against its category

Who decides with it: product, then marketing. Product managers decide what to build next by seeing where a product, theirs or a rival's, stands against its category. Product marketing decides which claims buyers will believe.

What it will cover (coming as a one-off report): the product scored on Fit, Capabilities, Experience, Economics, Performance, Trust, Ecosystem, and Momentum, with the evidence behind each score and how sure it is; how it compares with the typical product in its category; and which scores are measured and which rest on too little evidence to score.

Limits: it scores the product itself. What the company behind it does belongs in the Competitor 360.

In the Products hub today: Product 360 shows a scored product's SWOT, category rank, and top competitors beside its integrations, public API, and deployment options, with its latest news and signals.

Buyers take this view of a product too: in TrustRadius's 2023 research, 54% of technology buyers consult user reviews during the buying journey.[3] It also gives a roadmap something firmer than the loudest request: in ProductPlan's 2023 survey, about 52 percent of product managers said their strategy is primarily influenced by requests from senior executives or direct customer feedback.[4]

4. Competitor 360: how strong a rival is, and where

Who decides with it: marketing, with product. Product marketing and competitive intelligence decide how to position against the rival, and product sees where the rival is strong enough to matter for the roadmap. Rivals are not a side issue: "got outcompeted" ranked third among the reasons for failure in the same CB Insights post-mortems, at 20%.[2]

What it will cover (coming as a one-off report): the company scored on Products, Markets, Financials, Positioning, Distribution, Ecosystem, Operations, and Customers, with the drivers behind each score and how sure it is, which dimensions are thin, and what changed recently.

Limits: the report is fixed on the day you buy it.

In the Competitors hub today: Competitor 360 profiles each rival you track: headcount, revenue, funding, products, reviews, and signals, plus its product catalog, its technology stack, who buys from it, the industries and regions it targets, and what its hiring shows.

5. Account 360: what is going on inside an account

Who decides with it: sales. Account executives and customer success decide how to keep an account and where to grow it.

What it will cover (coming as a one-off report): the account scored on People, Adoption, Value, Voice, Stability, Expansion, Momentum, and Fit, with the drivers behind each score and how sure it is, which dimensions are thin, plays for keeping and growing the account, and what changed recently.

Limits: built from public data alone, it has no churn score. That needs your CRM, and comes with the Accounts hub.

In the Accounts hub today: Account 360 profiles each account's company, the software it runs, its buying committee by function and seniority, its news and signals, and its expansion potential from hiring, funding, and what similar firms buy. Accounts linked to your CRM carry a churn risk score, with drivers drawn from your CRM data, and you can generate a quarterly business review and save it to reopen and share.

Renewals are where this matters. Measured against industry-recommended utilization levels, organizations leave an average of 36% of their SaaS licenses unused, according to Zylo's 2026 SaaS Management Index.[5] Every one of those seats belongs to some vendor's account team.

Which team decides what

The one-line version, in the same order:

• Battlecard: sales decides how to win the deal in front of it.
• Market 360: product and marketing decide which market to go after next.
• Product 360: product decides what to build next, and marketing decides what to claim.
• Competitor 360: marketing decides how to position against a rival.
• Account 360: sales decides how to keep and grow an account.

All five read the same graph, so a product, a rival, or an account is the same node in every report, and the teams can argue about the decision instead of about whose numbers are right.

Start from the decision

Pick a report by the decision in front of you, not by the data you happen to have. A deal next week needs the Battlecard. A market bet needs Market 360. A roadmap debate needs Product 360. A positioning rewrite needs Competitor 360. A renewal needs Account 360.

Build what matters. Position it to win.