A planning tool for B2B marketers.

1. GO-TO-MARKET
READINESS
A Best-in-Class, Integrated Go-to-Market
Approach For B2B Product And Service Providers
Focused On New Customer Acquisition And
Loyalty-based Retention/Expansion.
Joseph Schwartz
914-414-9935 | joe@businessatscale.com
www.businessatscale.com
Copyright (C) 2013-2015 Business@Scale LLC 1

2. Scalability
Operational consistency & repeatability
Measurement at every level
Clarity
Role clarity
Value aligned
Segment focused
Voice of the customer
Agility
Lightweight processes
Integrated revenue teams (sales &
marketing)
Leadership
SMART governance
Accountability
Efficient Execution
Maximized pipeline velocity & yield
BEST-IN-CLASS
MARKETERS KNOW THAT
EFFICIENT GROWTH
REQUIRES:
Value-driven marketing “DNA.”
Copyright (C) 2013-2015 Business@Scale LLC 2

3. Overarching Goal: Customer Buying Cycle
Alignment
Unknown
Prospects
Visitors
Known
Contact
Qualified Lead
Opportunity Closed
Value Realization
Support
Sales Process
First impressions:
• Simple
• Intuitive
• Transparent
Guide to the right
solution. Build
excitement about
what we offer.
Showcase the
value our solutions
can deliver. Drive
selection of
solution.
Deliver the promised
value. Reinforce
selection of solution.
Expand our
presence.
Copyright (C) 2013-2015 Business@Scale LLC 3

4. Common Challenges
Align Sales, Product, Marketing and Services
Maximize Win Rates, Sales Velocity and Yield
Mitigate Challenges of an Inexperienced Team
to a common set of corp. & LOB business goals & KPIs
shorten sales cycles while extracting the highest possible value
get the most out of every person, asset, or program
Optimize Go-To-Market
to ensure that our offers are targeted to the right customers
Demonstrate Transparency
to track performance, cost and activities
Copyright (C) 2013-2015 Business@Scale LLC 4

5. Negative Business Consequences
Product
• Over-committed, priorities not aligned to
customer value paths
Sales
• Inconsistent process, lack of proper training and
tools, resources not allocated to maximize yield
Marketing
• Lacking basic infrastructure, assets, skills and
capabilities to support GTM
Copyright (C) 2013-2015 Business@Scale LLC 5

6. Elements of the Approach
• Go-to-Market Readiness
Assessment1
• Integrated Planning and
Operating Model2
• Value Framework3
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7. Starting Point: The Go-to-Market
Readiness Assessment
Need: Build
Foundation
Capabilities
Need: Change
the Way We
Function
Identify gaps in foundational go-to-
market capabilities and maturity.
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8. Integrated Demand Gen Performance
Analysis
Stage 90 Day
Conversion
%
Inquiry 36%
MQL 10%
SQL 58%
Oppty. 57 %
2013 Q1 Numbers
Lead Source Targets Created Inquiry % MQL % SQL %
Oppty
. Closed
Opps Created / Lead
Source Program Cost CPL
Events 1230 444 36% 57 13% 2 4% 1 $82,920.00 $178,277.24 $3,127.67
LDR Inbound 92 218 237% 29 13% 12 41% 8 $213,600.00 $51,946.65 $1,791.26
LDR Outbound 3857 632 16% 34 5% 6 18% 3 $264,000.00 $51,946.65 $1,527.84
Website 314 660 210% 52 8% 6 12% 3 $394,200.00 $87,071.61 $1,674.45
Webinar 305 174 57% 45 26% 0% $79,571.61 $1,768.26
Totals 5798 2128 37% 217 10% 26 12% 15 0 $954,720.00 $448,813.77 $2,068.27
LDRs acting as BDRs,
comp not aligned to
volume or quality, just
revenue
CPL of $2k is
unsustainable, 85% of
2013 budget already
committed to current
model
Lead management
system, lead database,
business rules and lead
flows
Substantial cleanup and
realignment needed, est.
TTF 3-4 quarters at
current investment levels
Copyright (C) 2013-2015 Business@Scale LLC 8

9. Elements of the Approach
• Go-to-Market Readiness
Assessment1
• Integrated Planning and
Operating Model2
• Value Framework3
Copyright (C) 2013-2015 Business@Scale LLC 9

10. An Integrated GTM Operating Model
Addresses Key Challenges
Collaboration
Platform
Planning
GTM Goals &
Plan
Execution
Integrated
Marketing Plan
Reporting
Results
Dashboard &
Balanced
Scorecard
Leadership & Accountability :
Line of Business Owners and
Marketing Leaders
Focused & Fast Execution:
Integrated Marketing Team
Initiative Based Model
Process and Task
Orientation/Mgt.:
Process Manager
WW Marketing
Representatives
Named individual
for: AR/PR, Field
Mktg, Online
Marketing
LoB Marketing
Representatives
Named individual
for: Product,
Solutions, Technical
Weekly cadence, monthly
status
Copyright (C) 2013-2015 Business@Scale LLC 10

11. Integrated Planning Model
Collaborative effort with distinct goals in four key phases
Planning
Integrated Strategy
Definition &
Alignment
Execution
Development and
Implementation of
Functional Plans
Reporting
Record and
Analyze Results
Optimizatio
n Refine and
Update Marketing
Plans
INPUTS
•Business goals
•Audience Segment
•Market Opportunity
Assessment
•Selling Strategy
•Competitive Landscape
•GTM Execution Matrix
•Key Messages
•Asset Inventory
•Key Industry Events
•Business Goals, KPIs
•SLAs
•Proposed Budgets
OUTPUTS
•Go-to-Market Summary
Document
•Key Marketing Strategies
and Projects
•Marketing Goals and KPIs
•SLA Definitions Matrix
•Approved Budget
INPUTS
•Integrated Marketing Plan
OUTPUTS
•Plan updates based on
changes in business
requirements
•Plan optimization & refinement
based on performance
INPUTS
•Go-to-Market Summary
Document
•Key Marketing Strategies and
Projects
•Approved Budget
OUTPUTS
•Functional Plans
-Key Marketing Activities
-Operational Metrics
-Metric Targets
INPUTS
•Key Marketing Activities
•Operational Metrics
•Metric Targets
•Issues, resolutions
•Actions
•Budget Asks
•Budget % spend by category
and Product Line (Actual vs.
Forecast)
•Functional metrics
•Highlights
OUTPUTS
•Integrated Marketing Plan
•ELT Deck
• Marketing Balanced Scorecard
•QBR
Copyright (C) 2013-2015 Business@Scale LLC 11

12. Planning Milestone Summary
Activity/Deliverable
LOB Services
Draft Business Plan sent to WW Marketing
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Final GTM inputs of the Business Plan
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Draft IDG, Global Comm, Field Marketing Plans
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Working Draft Integrated Marketing Plan (IMP)
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Working Draft of Results Dashboard
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
FINAL Integrated Marketing Plan
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
KPI Maps X X X X X X X X
Executive Summary Briefings
X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Comments
1. LOB
2. Services
2 31 4 5 6 7 8
Copyright (C) 2013-2015 Business@Scale LLC 12

13. Elements of the Approach
• Go-to-Market Readiness
Assessment1
• Integrated Planning and
Operating Model2
• Value Framework3
Copyright (C) 2013-2015 Business@Scale LLC 13

14. Value Framework
Key value drivers
Before and After Scenarios
• Key threats and opportunities
• Develop the need
• Elevate the urgency
Enablers
• Product and service offerings
• Metrics
• Proof points
Clearly defensible
Unique, comparative & holistic
differentiation
Value Menu
Value Cards
Defensible
Differentiators
OUTCOMES
Basis for customer
conversation
Understanding of
needs and priority
Vision and guidance
Product and service
Proof and confidence
Why your solution?
Value Paths, Business Scenarios, Business & Technical Use Cases
DELIVERABLES
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15. Customer Value Flow
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16. Solution Value Chain Alignment
Aligning Sales & Marketing WithThe Product Development Process
Copyright (C) 2013-2015 Business@Scale LLC 16

17. Measurable Results
Align Sales, Product, Marketing and Services
Alignment between metrics-driven LOB portfolio plans and global integrated go-to-market plan,
supported by product plan and capabilities, aligned to corp. growth targets and initiatives.
Demonstrate Transparency
All functions aligned to planned targets with annual, quarterly and monthly planning and
execution cadence using balanced score cards and operational dashboards.
Optimize Go-To-Market
Account segmentation to align GTM resources to focus on where the largest spend exists for our
solutions. Low touch and online marketing drive transactional model for mid-market and emerging
accounts.
Maximize Win Rates, Sales Velocity and Yield
Named account marketing and selling, delivery of solutions through buyer-focused value paths as
delivered by product use cases; value selling and deal making based on defensible ROI identified
during discovery. Measured by pipeline yield and win-rate growth.
Mitigate Challenges of an Inexperienced Team
Cross-functional initiative-based operating model, value based sales training and ongoing
education, specialists integrated with go-to-market teams. Team score carding for ongoing
measurement and continuous improvement.
Copyright (C) 2013-2015 Business@Scale LLC 17

18. WORK SAMPLES
Examples from Foundation Capabilities Development
Planning / Execution
Marketing Operations Dashboard Example
Copyright (C) 2013-2015 Business@Scale LLC 18

19. Sample Foundation Initiative Work Streams
Workstream
Q2 Q3 Q4
Apr May Jun Jul Aug Sep Oct Nov Dec
1 Account Segmentation
2 Customer Profiling
3 Messaging and Content
4 Value Framework
5 Content Universe Refresh
6 Global Communications Framework
7 Marketing Planning / Execution Framework
8 Integrated Demand Gen Framework
9 Cust. Sat. Measurement
6/30/13
TBD
6/1/13
6/15/13
5/30/13
TBD
TBD
TBD
6/30/13
Copyright (C) 2013-2015 Business@Scale LLC 19

20. Sample Work Stream Tracker: Value Framework
Project Manager Workstream Lead
Overall
Status
Start Date End Date
xxxxxxxx SVP, Marketing 5/13/13 6/15/13
Inputs:
Mission:
Crate value-oriented messaging framework for Operative corp.-level and LOB level. Define value drivers,
value menus, defensible differentiators, customer initiatives, value paths and use cases. Align to
segmentation model and buyer landscape.
Outputs:
• Value models/value path definitions
• Buyer landscapes
• Value aligned business use cases
• Account segmentation model
• High level account segmentation alignment with
solution maps
• Value drivers
• Value menus
• Defensible differentiators
• Customer initiatives
• Value paths and use cases
Key Dependencies:
• Account segmentation model
• Buyer landscapes
• High level customer profiles
• LOB GTM business plans
Copyright (C) 2013-2015 Business@Scale LLC 20

21. Sample Work Stream Tracker: Content Universe
Project Manager Workstream Lead
Overall
Status
Start Date End Date
xxxxxxxx Global Comm Manager 4/17/13 6/30/13
Inputs:
Mission:
Create inventory of all marketing content across all channels, e.g.., Web, Social, customer facing, sales
enablement, etc. Align to buyer landscape, customer initiatives and value paths, buyer cycle, sales cycle,
OMI messenger, etc. and manage to freshness and completeness. Include RACI to ensure ownership,
accountability, etc.
Outputs:
• Inventory audit
• Buyer landscape
• Customer initiatives and value paths
• Buyer cycle
• Sales cycle
• Content development plan aligned to the
business
• Revised strategic content framework aligned to
customer lifecycle and value paths
Key Dependencies:
• Prioritization of input from content universe stakeholders
• Value Path Definitions
• High level customer profiles
Copyright (C) 2013-2015 Business@Scale LLC 21

22. Sample Marketing Results Dashboard
FY15
(Baseline)
FY15
(Goal)
Q1
Target
Q1
Actual
Q2
Target
Q2
Actual
Q3
Target
Q3
Actual
Q4
Target
Q4
Actual
Integrated Demand Gen
Web: # Visitors by page 0 0 0 0 0 0 0 0 0 0
Web: % of visitors who viewed an offer 0 0 0 0 0 0 0 0 0 0
SEO: % Visibility Score 0 0 0 0 0 0 0 0 0 0
Social: traffic back to BMC.com from
social
0 0 0 0 0 0 0 0 0 0
Social conversation (mentions) 0 0 0 0 0 0 0 0 0 0
Social Click Engagement ( Clicks to
URLs)
0 0 0 0 0 0 0 0 0 0
Social: Share of Voice 0 0 0 0 0 0 0 0 0 0
Contact Engagement: % overall DB
response to offer
0 0 0 0 0 0 0 0 0 0
Social: Community Visitors 0 0 0 0 0 0 0 0 0 0
Social: New Content on Blog 0 0 0 0 0 0 0 0 0 0
Customer References
References influenced w/ Customer Connect 0 0 0 0 0 0 0 0 0 0
Unique customer quotes in Press Releases 0 0 0 0 0 0 0 0 0 0
Customers participating in webinars 0 0 0 0 0 0 0 0 0 0
Market Awareness
Positive position from Tier 1 analyst
reports
0 0 0 0 0 0 0 0 0 0
# Forrester published customer case
studies
0 0 0 0 0 0 0 0 0 0
% of coverage (16% to 19%) penetration
within Tier 1 analyst reports
0 0 0 0 0 0 0 0 0 0
Promotion of client wins & successes
w/analysts
0 0 0 0 0 0 0 0 0 0
Copyright (C) 2013-2015 Business@Scale LLC 22