The presentation covers elements of a GTM plan, what makes it disruptive and how does one measure it. The presentation was used at the NASSCOM Product Conclave in Cochin held on 14 Dec 2016 by Sunder Madakshira.
3. The Agenda
o The Elements of a GTM
o Building a Disruptive One
o Disruption Rules and Hooks
o STP
o Measures of Success
4. Essential Components of a
Go-to-Market Plan8
Business Summary
Product Strategy
Channel Strategy
Marketing Strategy
Customer Experience
Technical Requirements
Evaluation
So What is a Go-To-Market Strategy?
9. An effective go-to-market
system is the missing link
between a company’s
strategy—its decisions about
where to compete and how
to win—and the exceptional
customer experiences that
are the ultimate path to
success.
Source: Bain and Company
A go-to market system builds customer advocacy by creating a superior customer experience
Point of departure Go-to-market system Point of arrival
Business unit strategy Design Delivery Customer experience
Where to paly
How to win
Full-potential
roadmap
Identify the most
attractive target
segments and their
needs
Design better value
propositions than
the competition
Acquire more
attractive
customers
Grow share of
wallet with existing
customers Exceeding expectations
creates advocates who...
Stay longer
Buy more
Refer more
Cost less to serve
Provide richfeedback
Disruptive GTM strategy
10. An effectively integrated go-
to-market strategy
comprises dozens of
capabilities that, together,
build a bridge between a
company’s strategy and the
exceptional customer
experiences that are the
ultimate driver of customer
advocacy and loyalty
Strategic
fact base
Evaluation
of choices
Mobilization
Go-to-Marketsystem
OfferingMessagingSales&support
Customer
segmentati
on
Customer
Insights
Market &
competitive
Offering
definition
Customer
messaging
definition
Definition
of sales &
support
model
Category management
Portfolio/lifecycle management
Productdevelopment
Pricing strategy
Productpricing
Pricing tactics
Branding
Category marketing
Demand generation
Channel mix
Targeted offering
Resource deployment
Tools
Performance
management
Customer support
Process improvements & innovation
Enablers: Organization, decisionroles, metrics, culture, IT, innovationsand so on
Closed
loop
feedback
system
Business unit
strategy
Design capabilities Delivery capabilities
Customer
experience
Product/service management
Pricing
Branding & marketing
Salesforce & channel management
Post-sales support
Desired Capabilities in a Disruptive GTM
11. Beginning with the basics-STP
This is an audience rather than product
focused approach to communications which
helps deliver more relevant messages to
commercially appealing audiences.
STPis relevant to digital marketing too,
where applying marketing personas can help
develop more relevant digital communications.
In addition, STPfocuses on commercial
effectiveness, selecting the most valuable
segments for a business and then developing
a marketing mix and product positioning
strategy for each segment.
VirginHolidays,
segmentholidaysinto6 groups.
Market Segmentation
Targeting-
Select the
Target Market
Product
Positioning
Decide on the
Optimal
Marketing Mix
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14. List below refers to what’s needed to evaluate the potential and commercial attractiveness of each
segment.
Criteria Size: The market must be large enough to justify segmenting. If the market is small, it may make
it smaller.
Difference: Measurable differences must exist between segments.
Money:Anticipated profits must exceed the costs of additional marketing plans and other changes.
Accessible: Each segment must be accessible to your team and the segment must be able to receive
your marketing messages
Focus on different benefits: Different segments must need different benefits.
Targeting
16. Illustrations of successful
disruptive GTMs
Google: Took another “Moonshot”, it’s self-driving car. Pioneering
Apple: with 500 stores, its among the top 20 retailers with a revenue
of 25 B USD.If we add the online channel, its 53 B USD
Facebook: The new face of mobile too. Claims 20% of our time on
mobile devices.
Amazon: 4th largest apparel retailer in USwith a 16 B USD
revenue, ahead of companies like Gap, JC Penny, Nordstrom etc.
Clothes with a free return model, a logistics arbitrage ensured
17. Measuring success of a
disruptive GTM
The way is by determining
how an initiative or project
will help a company come
closer to realizing its
objectives and achieving
its corporate goals.
Goals or objectives.
18. Segmentation Metrics Alignment with key
corporate objectives:
The goal of these
projects is to improve
capital efficiency by
boosting the
effectiveness and
efficiency of GTM
processes.
19. Buyer Insights Metrics
Alignment with key
corporate objectives:
The goal of these
projects is to make
processes repeatable
and scalable,
improving efficiency
and effectiveness of
GTM processes.
21. Google’s Go-to-Market
GOOGLE= BEST
“We don’t always produce what people want,” “It’s really
difficult. To do that you have to be smart—you have to
understand everything in the world. In computer science,
we call that artificial intelligence.” Larry Page
“We want Google to be as smart as you—you should be
getting an answer the minute you think of it.” Brin
22. In Summary
• GTM provides clarity and points to avenues for disruption
• Estimating the extent of disruption is critical
• Do not ASS U ME. Explore every element
• Prevent self-disruption